Volunteers

It’s always nice when another person puts their hand up and says, “I’ll do that for you.” Whether it's a family member volunteering to organise an event, a child taking on a chore for a sibling, or a colleague performing a small service for their team, volunteering usually produces gratitude in others and generates smiles all around.

If it happens at work, it’s often a sign of a positive culture. Colleagues who are prepared to do a little more for one another or a customer. Who don’t expect additional rewards but do appreciate a little recognition. Cultures where this happens naturally enjoy higher productivity and greater human engagement. Collaboration, not cooperation, becomes the order of the day.

We’ve all experienced this as customers, particularly in the hospitality industry. Very often, the quality of interaction with staff takes us back to the same restaurant repeatedly. Nando’s, the South African chain, is famed for its peri-peri chicken. However, Nando’s employees are also given latitude to enhance the dining experience to far beyond the conventional service model. Whether it’s a tailored meal experience or an engaging conversation that leaves a lasting impression, Nando’s staff are empowered to make each visit memorable. This approach boosts customer satisfaction and cements Nando’s reputation as more than just a place to eat - it’s a destination where personal engagement is integral to the experience.

At the e-commerce platform Jumia, often referred to as the “Amazon of Africa,” employees play a crucial role in delivering not just packages but also individualised customer service. Their willingness to address customer concerns and ensure smooth transactions is a testament to the impact of discretionary effort. Employees are encouraged to take their own initiatives to build trust and reliability. Jumia’s success is partly due to this culture of going above and beyond.

But there's always the other side of the coin. When I begin to work on a new culture transformation programme, I often find employees who ‘volunteer’ other people when a little extra effort is needed. They’re usually not doing this because the other person has a particular skill or relevant experience (that would be a compliment). Instead, they may be reluctant to be seen as pushy by the rest of the group. Or they just don’t want to make the effort themselves. But it’s more likely that their behaviour is rooted in a lack of psychological safety, a belief that one might be penalised for speaking up with ideas or questions.

A culture where only a few individuals are called upon for tasks stifles broader participation. So, I see ‘volunteering others’ as a symptom of cultural deficiency.