I was recently invited to speak at the Forum Dorf & Stadt, organized by NÖ Dorf- & Stadterneuerung in Angern an der March, about the future of voluntary engagement. As someone who has been working closely with associations for many years through my coaching work, this is a topic that is especially close to my heart.

In my workshops, I often hear the same concern: that people no longer want to volunteer and that it’s becoming impossible to find new members. While I understand where that impression comes from, a closer look shows that it’s not entirely true. There are still many people who are willing to contribute their time and energy. In fact, more than ever – but they want to do it in a different way.

In 2022, 49.4% of the Austrian population participated in some form of voluntary work. This number clearly shows that people still care about contributing to society. If they are no longer doing so in traditional associations, there must be reasons. And that’s exactly what I explored in my talk.

One parallel to my everyday work in the corporate world, and especially in change management, immediately stood out to me: in voluntary work, too, the reason behind the effort – the famous WHY – is essential. People want to know what they’re giving their time for. They want to see the meaning in their commitment - for the community, for the cause, and for themselves. When that purpose is clear and relatable, the result is more than participation: it becomes genuine identification.

This is often more tangible in informal volunteer work – such as filling sandbags during a flood – than in association routines that tend to be more administrative. If volunteering mainly consists of meetings, minutes, and bureaucracy, the connection to the common good can become difficult to perceive. The challenge is to make purpose visible even when it’s not obvious at first glance.

Just as important as the WHY is the possibility of genuine co-creation. Especially younger generations – but not only them – need to be involved in shaping content. This isn’t a luxury; it reflects a shift in how people understand responsibility and participation. Self-determination and inclusion are no longer just buzzwords, they are expected. Many want to have a real impact and contribute more than just a helping hand. They want to shape and make a difference.

In many other ways too, the context for voluntary work has changed. We live in what is often called a VUCA world – a world shaped by volatility, uncertainty, complexity, and ambiguity. That may sound abstract, but it has very real consequences: planning horizons are shorter, life paths are more flexible, and both professional and private demands are higher. We are used to operating with limited foresight. This makes it harder to commit long-term – and it explains why traditional association models, with rigid roles and fixed terms, often no longer feel like a fit.

In this context, associations that still rely solely on long-term obligations, where decisions are made only by the board, and participation is limited to in-person meetings, quickly feel outdated.

In my presentation, I shared five concrete impulses for rethinking association leadership: flexible, project-based forms of collaboration; making the “why” visible; leading laterally with space for co-creation; a lived culture of appreciation; and inviting, inclusive communication. Five simple principles – but they make a big difference. They take seriously how people live, work, and feel today – and what they need in order to be willing and able to get involved.

What encouraged me most: at the event, I spoke with a local association that is already working exactly this way. Young people contribute ideas, take on responsibility for limited time, and decisions are made collectively. It was a wonderful and affirming reminder that change is not only necessary – it’s already happening. Sometimes, a new perspective is all it takes to rethink old structures. And sometimes, all it takes is one small step.