Today’s 20-somethings, a group we call Generation @, includes people like LeBron James (born in 1984), Hilary Duff (born in 1987), and Lindsay Lohan (born in 1986). Are 20-somethings like these a good source of volunteers?

Despite the sometimes negative headlines generated by some of the more well-known members of this generation, most of what we’re learning reveals this younger generation is volunteering in mass numbers. USAWeekend.com reported 30 percent of Gen @ (the 68 million people born between 1982 and 1994) are volunteering more than 80 hours a year.

Let’s take a look at four characteristics of this frisky bunch, along with a few tips on harnessing the potential of this generation as volunteers.

They’re impatient.
Googled is a verb—as in “I googled it”—that has replaced going to the library or the store. This generation grew up in the information age, when everything is available at the click of a button. They grew up with computers in the classrooms, video games and fast-paced television programming.

By playing video games, they learned when you win, you’re automatically promoted to the next level. So they’re impatient to move up the organizational leadership chart. When this generation completes a task, they want to know, “Where’s the next challenge?” or “When do I get to be in charge?”

So what? As a volunteer manager, give these young professionals an opportunity to use their gifts and abilities. If they perform well, give them a little more responsibility. Yes, they might be impatient, but be tolerant of this. Many of them really are quick learners. Look for the kernel of truth behind their impatience; you might expose some areas in your organization that need improvement.

They think “digital.”
Have you ever tried to train a 23-yearold? They process data completely differently than retiring professionals. If you’re used to working with Baby Boomers, remember this: The retiring generation is analog. Young professionals are digital.

They process information quickly and embrace change. They don’t sit around and wait for things to happen when they know they can make things happen.

The under-30 generation has had far more experience of processing information quickly than its predecessors, and is therefore, better at it. Companies or organizations hiring the digital generation’s members often make the mistake of boring them to death in a training class taught by a terrible communicator, or by forcing them to watch slow, out-of-date, anesthetizing training videos.

So what? As a volunteer manager, provide opportunities for young professionals to make an impact and see the difference they’re making. They don’t want to wait for someone else to make a difference—they want to do it. Give them that opportunity, and they’ll begin to grow roots in your organization.

They’re team players … but …
This young generation is often a living contradiction. They’re a generation of loners who make for great team players.  They love to seclude themselves with video games and iPods, but their favorite activity is just “hanging out” together.

A desire to “hang out” doesn’t automatically mean “team player.” Is this generation truly a team player or a loner? Many members of this generation want to be a part of a winning team, but it has to be a team that makes a difference.

So what? As a volunteer manager, make sure you provide opportunities for these young professionals to get to know each other and bond together with your entire team of workers. Because these young adults want community with people their own age and adults who trust them, take the opportunity to provide these needs. Be willing to empower members of this generation and give them opportunities to share their insights and skills. This gives you an opportunity to win their trust as you provide a safe place of acceptance and service.

They don’t want to be managed;they want to be led.
One of the best-run camping programs I’ve observed is Timber-Lee Christian Center in East Troy, Wisconsin. I speak there several times a year, and I’m always amazed at the quality volunteers who work at the camp. I asked Chris Radloff, director, for his take on working with young volunteers.

Chris said, “They don’t want to be managed; they want to be led. By the time I have my staff for a few weeks, I don’t need to give them commands. If I said, ‘I don’t want you to leave the property,’ they’d respond, ‘Forget you…you can’t stop me!’ Instead I let them know, ‘My preference is that you don’t leave the property tonight.’ By this time I’ve earned their respect. I’ve never had someone leave.” Chris conveys his preference, and his volunteers abide by it because they respect his leadership.

So what? As a volunteer manager, be careful not to micromanage this younger generation. Help them understand your mission, your cause, and your desired outcomes. Earn their respect. As you earn their trust and get them excited about your cause, they’ll follow your lead.