1 Developing and Leading Effective Volunteer TeamsDiana Stegall, CSP, CFPS, ARM, ALCM, CPCU RVP Region 5 - Northwest Chapter – President
2 Objectives Understand why people joinUnderstand why people do and do not volunteer Identify areas of opportunity for you and your chapter Identify tools and resources to assist in your efforts
3 Why do people join
4 People Join Because Boss told them to Wanted to pad resume Need CEU’sTo enhance their career New to safety – want to be more connected Want to have an impact Have friends within the organization
5 Why do members volunteer?
6 I started volunteering because…Felt I could make a difference – 53% Saw things that needed to be improved/changed (47%) Hadn’t thought about it until I was asked to volunteer (27%) Wanted to help the group be better (27%) Wanted to give back to ASSE (24%) Other (20%) Networking (8%)
7 What prevented you from Volunteering Sooner…I wasn’t asked I didn’t know what was required of the positions Thought I had to be able to attend chapter meetings to be involved I didn’t know what opportunities were available I didn’t think I had time Employer wasn’t supportive Didn’t feel I was needed
8 I would volunteer if… I could be given short term assignmentsI have more info about opportunities available to me The volunteer organization would train me to do the work My employer supported my participation as a volunteer I knew it would make a difference in my profession or my work I was actually asked to volunteer
9 I would volunteer if… I knew I had the skills to do a good jobI could volunteer electronically or virtually I was recognized and appreciated for my work as a volunteer I was not disappointed with volunteering in the past I was reimbursed for expenses such as meals or gas allowance.
10 Chapter analysis
11 Hadn’t thought about it until I was asked to volunteer
12 Asking for Involvement
13 Who to Ask Within two years of becoming a member – 38%Between 2-5 years of becoming a member – 21% Member more than 5 years – 40.6%
14 Who to Ask New members Regular meeting attendeesSomeone who was involved in the past but had to back off due to job/personal change Others in your industry
15 How to Ask Announcements Personal Invitation Personal conversation
16 Get to Know Your MembersKnow their interests/abilities/and/or skills they are hoping to develop Know their time limitations Don’t limit yourself to those who come to chapter meetings
17 How to Ask Didn’t feel I was needed…
18 How to Ask Specific tasks with a specific time framespecific expectations that has an impact that builds confidence that they do have time to get more involved
19 I didn’t know what opportunities were available or what was required of the positions
20 Toe Wetting OpportunitiesMeet and Greet Membership Calling Tree Article for newsletter Moderator at chapter PDC Staff Registration booth at chapter outing Call organizations to be sponsors Look for optional facilities for meetings Speak at chapter meeting Photographer at chapter functions
21 If I knew I had the skills to do a good job or the volunteer organization would train me
22 The Art of delegation
23 Delegation Does Not Take away your responsibilityLend itself to every task
24 Exercise #1 What kinds of duties or tasks within the realm of a chapter officer or chapter operations can reasonably be delegated? Spend a few minutes and generate a list.
25 Exercise #2 What kinds of duties or tasks within the realm of a chapter officer or chapter operations can NOT reasonably be delegated? Spend a few minutes and generate a list.
26 Delegator ResponsibilitiesAssign tasks to right people Clearly define the task Ensure person has the right ability for task Couch Empower Maintain project oversight
27 What are some of the barriers to delegation that you have experienced?Exercise #3 What are some of the barriers to delegation that you have experienced? Spend a few minutes and make a list.
28 Types of Delegation "Wait to be told." or "Do exactly what I say." or "Follow these instructions precisely.“ "Look into this and tell me the situation. I'll decide." "Look into this and tell me the situation. We'll decide together." "Tell me the situation and what help you need from me in assessing and handling it. Then we'll decide." "Give me your analysis of the situation (reasons, options, pros and cons) and recommendation. I'll let you know whether you can go ahead."
29 Types of Delegation "Decide and let me know your decision, and wait for my go-ahead before proceeding." "Decide and let me know your decision, then go ahead unless I say not to." "Decide and take action - let me know what you did (and what happened)." "Decide and take action. You need not check back with me." "Decide where action needs to be taken and manage the situation accordingly. It's your area of responsibility now."
30 Keys to Successful DelegationDefine the task Select the right individual Explain reasons State required results Consider required resources Agree on milestones/deadlines Support and communicate Provide feedback
31 Keys to Successful DelegationTo enable someone else to do a job for you, you must ensure that: they know what you want they have the authority to achieve it they have the ability (skillset) to achieve they have the incentive they know how to do it. These all depend upon communicating clearly the nature of the task, the extent of their discretion, and the sources of relevant information and knowledge.
32 Other considerations Understand schedules and availabilityPreferred communication styles Action items Technology solutions Make it easy to ask for help
33 Exercise #4 & 5 What additional information does my team need to feel comfortable delegating tasks. Spend a few minutes and make a list. What steps am I going to take over the next 6 weeks to improve my delegation? Job / task description Lack of knowledge / Training Lack Skillset / Experience Lack of Coaching / mentoring
34 Member experience
35 Recognition Public Private Other chapter newsletter chapter websiteregion newsletter/website Society Update Private Personalized “thank you” note Personal “thank you” Other Special perks
36 How to Recognize Sincerely Respectfully Verbally In writingCertificate Gift Plagues ASSE logo items Insignia and recognition items)
37 Meetings Gone Bad No agenda - lack of goals or objectivesNo minutes - lack of continuity or ability to follow up No facilitator – lack of focus on key topics and / or inability to deal with super strong personalities No start and end times established – waste time and aggravate your volunteer committee members No delegation – lack of progress or too much on one person
38 Best Practices BEFORE the MeetingFIRST THINGS FIRST - Pick the “Right” committee members Give new committee members a complete orientation Be flexible with meeting times and locations (consider conference calls) Schedule & announce meeting with an Outlook invitation – convenience & verification of quorum Ensure your agenda tracks open items and incorporates your planning template and COMT Arrange tough topics in the middle of the agenda
39 Best Practices DURING the MeetingStay on track – Remind committee on how much time left Facilitate & stimulate discussion – Keep Focus Sometimes it’s best not to make a decision Delegate - assign action items with completion dates Look to get prospective committee members involved with small projects or helpers / assistants Organize future events – look ahead in strategic plan and COMT
40 Best Practices AFTER the MeetingMake sure meeting minutes go out ASAP after the meeting to remind committee members to work on action items Encourage mini-project team meeting for big projects Add to (or create) an annual calendar of repetitive key initiatives and annual projects Communicate and celebrate your accomplishments with all your Chapter members Website Newsletter Social media Special s General meeting announcements
41 Don’t forget to have fun!…
42 Beginning of Chapter Year – appointment of committees Throughout Year: New member joins – through initial contact/needs assessment expectation to volunteer is created/information on different opportunities is provided Throughout Year: New member joins – through initial contact/needs assessment expectation to volunteer is created/information on different opportunities is provided Coaching and Mentoring of committee members – positive Volunteer Experience Prior Officers mentor new officers Beginning of Chapter Year Appointment of committees Coaching/mentoring of committee members leading to positive Volunteer Experience Nominations and Elections Committee talks to prospective board members who have demonstrated successes and commitment N/E provides prospective board members with specific responsibilities and requirements of position(s) Volunteer commits to responsibilities if elected Those elected commit to uphold responsibilities at installation Prior officers mentor new officers Those Elected commit to uphold responsibilities during officer installation Nominations and Elections Committtee talks to prospective board members who have demonstrated successes and commitment Volunteers commit to responsibilities if elected or appointed N/E provides prospective board members with specific responsibilities and requirements of position
43 Review Keep in mind why people volunteer ASKProvide a positive experience Don’t be afraid to delegate Use the available tools
44 Questions?
45 Diana Stegall, [email protected]