Transcript Virginia State Parks Workshop on Volunteer Management

Volunteer Directors…
Leaders in Volunteer Engagement
Florida Association of Directors of
Volunteer Services
September 30, 2009
Facilitator:
Betty Stallings
Agenda
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Introductory Comments
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Distinguishing between the Management and Leadership components of
your position
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Trends in Volunteerism and Pro-active Response/Adaptation
BREAK
Using visioning process to design a vision for 2012
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Skill/process of influence/persuasion - info and dyad activity
LUNCH
From Doing to Delegating
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Empowering Busy Staff for Success in Partnering with Volunteers
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Review, Wrap-up – What will be Different When I return…..???
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Outcomes for Seminar
Fun, Networking and…
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Reminder of the leadership role of Director of Volunteer Services
Renewed clarity and energy about a vision for your volunteer
program
A plan to influence a person or group who MUST be a champion
supporter of your volunteer program
Exploring the Leadership Skills of Delegation and Empowering
Busy Staff to be Successful at Partnering with Volunteers
The Leadership and Management
Aspects of your Position
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What is the difference in skill sets for
managers and leaders?
How do you and others in your medical
setting view your role?
What are some examples of leadership roles
you have taken on (or need to take on) in
your medical setting?
Pro-active Response to Trends
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What are the most significant trends
(both external and internal) that are
impacting volunteer engagement within
your medical setting?
How are you leading your organization
to adapt and/or benefit from these
trends?
Introductory Comments
2 KEY Leadership Roles of DVS:
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Articulating the vision
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Getting to “Yes!” – Effective Influence
Visioning Thoughts
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Visioning is proactive, clear, exciting picture drawing
you towards your future.
Visioning revitalizes and renews people when times
are tough. (story of Wellness Community)
Leaders are future focused and have the ability to
articulate a future that others will say “yes” to.
Visioning is a process you can use to evoke
enthusiasm and be creative in problem solving.(story of
raising money!)
General guidelines for a
visioning process
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Imagine the possibilities of the ideal volunteer program in 2012
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Leave behind the problems, barriers, limits of today
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Abandon old assumptions.. Think, “What if…”
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Turn off the left brain (analytical,orderly side) Don’t problem
solve or analyze any ideas during this process
Allow the creative, intuitive “right brain” to engage in
imaginative speculation.
Don’t focus on specific outcomes amount but how your
volunteer program will better serve the mission of the hospital.
Individual & Group activity
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What would be worth committing to over the
next 2-3 years?
What words, symbols, pictures, metaphors,
visions come to you as you imagine your
volunteer program becoming the best it can
be…..????
Sharing of a few visions with the larger group.
Persuasion and Influence
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Key Skills:
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Asking good questions
Listening (not telling)
Strategy for getting to “Yes” by using
marketing principles -see worksheet
Influence Strategy
My GOAL:

What am I attempting to accomplish and
what is the preferred outcome?
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Who must I influence to support my
vision/plan? (staff, auxiliary, Executive, my boss,
department heads, etc….???)

What attempts have I made to influence this
group/person and what was the outcome?
Influence worksheet
What I need to know before trying to influence:
 What response do I anticipate hearing?
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What are potential sources or reasons for
his/her/their resistance?
What do I need to know about him/her/them that is
(would be) helpful in understanding his/her/their
view, response?
What potential exchange am I offering them for
accommodating to my interests?
Influence worksheet
What I need to know (continued)
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What barriers are there, if any, over which no one in the
hospital has control/influence?
What are my sources of Power in this situation?
Influence worksheet
New Strategy to Influence:
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In what style or method of delivery should the request
come?
Who is the best person(s) to influence him/her/them
and why?
What are possible strategies or approaches to counter
their resistance?
Outcome:
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What can I reasonably expect to accomplish with
them on the first (next) encounter?
How do I keep them “on board” if they are
persuaded?
What is Plan B if I am unsuccessful?
DVS Leadership skills …
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Pro-active response to trends
Visioning the future
Influencing those who must buy-in to
the vision
Stop Doing….Start Delegating
Empowering Others to Partner
Effectively with Volunteers
Effective Delegation
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Why is it so difficult to do well?
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Why is it so critical to do well?
4 ways to get the job done…
Doing
Directing
Dumping
Delegation
Definition of Delegation
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Assigning mutually agreed upon results,
an appropriate means of authority and
support to get those results, and
a follow-up system which allow you to
inspect what you expect.
Cardinal Rules of Delegation
(see handout)
1.
Prior to delegation, assess the work assignment and the
corresponding abilities and other work and personal priorities of the
volunteer.
2.
Give the assignment in terms of results.
3.
Define the level of control/authority.
4.
Communicate any guidelines
5.
Make resources available
6.
Determine criteria for success
7.
Set up checkpoints.
8.
9.
Provide feedback/recognition along the way & at the completion of a
project
Watch out for Reverse Delegation
Levels of Authority/Control
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No authority for making unilateral decisions (self
assignments) LEVEL 4
The authority to recommend action/ self
assignment LEVEL 3
The authority for unilateral decisions (self
assignment) provided regular progress reports are
received LEVEL 2
The authority for making unilateral decisions provided
you alert supervisor to any major issue/problem
LEVEL 1
Who’s got the monkey???
Delegation Activity
Think of a time when a volunteer or staff
did not come through for you. Is there
anything you might have done that
could have averted this
disappointment?
Empowering your Busy Staff to
Partner Effectively with Volunteers
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Your Role in staff training…
Building Commitment to Your Volunteer Program
 Identifying Resistance
 Methods to encourage commitment
Building Competency with Staff to Partner Effectively
with Volunteers
 Designing Your Unique Training Program
 55-Minute Series and other tools to build
commitment and competency with staff &
leadership Volunteers
Role of Director of Volunteer Services
Role of Volunteer Director is to empower all staff and leadership
volunteers to effectively engage volunteers in meeting the
mission of the organization.
Questions:
1. Are you seen in this role and is it clearly spelled out in your job
description?
2.
Do you have access to staff to provide training in supervision of
volunteers?
3.
How much time do you currently allocate to enhancing staff
and leadership volunteers’ competency in utilizing volunteers?
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What are some symptoms/signs of
staff/organizational resistance to full
utilization of volunteers?
Building Commitment
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What Builds Commitment (worksheet)
Conducting a Volunteer Program Assessment
to uncover problems and build commitment
for improvement
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Hold a Retreat to Build Commitment
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Staff/volunteer friendly systems
(handout)
(handouts)
Assessment of
the Volunteer Program
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Output statistics (time and value)
Customer Input (staff, volunteers, clients,
administration, board – qualitative measures)
Standards based (Compared to some
objective standards)
Outcome based (Impact of our work)
Visioning The Potential Impact of
Volunteers – A retreat
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1. Visionary activity
Imagine what your organization could accomplish with 100
new ideal volunteers
2. Barriers to accomplishing this vision
Barriers surfaced from staff, volunteers, administration,
board, vol. manager, etc., keeping your from the above
vision
3. Solutions to the barriers
Have all who contributed to the listing of barriers now
discuss strategies, potential solutions and resources to
address these barriers.
Building a Staff Friendly System
See handout examples:
Preparing and Welcoming Volunteers
Request for volunteers
Role of Staff in supervising volunteers
Building Staff Competency
Through a Training Program
1. Determine staff and leadership volunteer
training needs
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Knowledge
Skills
Attitudes
Training Program
2. When are some occasions to provide the education?
3. What are some methods to provide the training/education?
4. How do you develop staff interest and involvement?
5. What are some resources to assist with the training?
6. What are some methods to evaluate the success of the
training/coaching, etc.?
Summary of the 55-Minute Series
Training Busy Staff to Succeed with Volunteers
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Purpose of Series:
Provides tools, training support to build commitment and
competency among all staff/leadership volunteers who
partner with volunteers
55-Minute Series
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12 Training Topics:
Position Design
Recruitment
Interviewing
Volunteer Motivation
Supervision
Orientation/Training
Delegation
Performance Reviews
Difficult Volunteers
Program Evaluation
Risk Management
Recognition
55-Minute Series
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Electronic – Adaptable
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Handouts with all modules
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Trainer scripts for each module
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Timed overview of training
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Resources and websites for added info
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Suggestions for workshop activities
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Workshop evaluation form
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PowerPoints Slides for all modules
Design of Every Training Module
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Training Guide
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Introduction to topic
Purpose and Learning Objectives of Training
General Notes to Trainers
Presentation Summary
Presentation Script (times for PowerPoint/Handout distribution)
Suggestions for Expanded Activities
Further Resources on the Topic
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PowerPoint Slides
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Handouts
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Participant Evaluation Form
My Action Plan………….
As a result of attending this session today I plan
to:
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Devote more time proactive Leadership my volunteer program
Help my medical facility understand and adapt to trends in
volunteerism
Attempt new strategies of influence to reach my vision
Do less, delegate more
Take time to train key staff who partner with volunteers as they
carry out their work in our medical facility.
Others….