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Volunteer Directors Leaders in Volunteer Engagement


... and internal) that are impacting volunteer engagement within your medical setting? ... based (Impact of our work) Visioning The Potential Impact of ... – PowerPoint PPT presentation

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Title: Volunteer Directors Leaders in Volunteer Engagement

Volunteer DirectorsLeaders in Volunteer
  • Florida Association of Directors of Volunteer
  • September 30, 2009
  • Facilitator
  • Betty Stallings

  • Introductory Comments
  • Distinguishing between the Management and
    Leadership components of your position
  • Trends in Volunteerism and Pro-active
  • Using visioning process to design a vision for
  • Skill/process of influence/persuasion - info and
    dyad activity
  • From Doing to Delegating
  • Empowering Busy Staff for Success in Partnering
    with Volunteers
  • Review, Wrap-up What will be Different When I

Outcomes for Seminar
  • Fun, Networking and
  • 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
  • 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
  • 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
  • Articulating the vision
  • Getting to Yes! Effective Influence

Visioning Thoughts
  • 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
  • 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
  • Imagine the possibilities of the ideal volunteer
    program in 2012
  • Leave behind the problems, barriers, limits of
  • Abandon old assumptions.. Think, What if
  • Turn off the left brain (analytical,orderly side)
    Dont problem solve or analyze any ideas during
    this process
  • Allow the creative, intuitive right brain to
    engage in imaginative speculation.
  • Dont focus on specific outcomes amount but how
    your volunteer program will better serve the
    mission of the hospital.

Individual Group activity
  • 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
  • Key Skills
  • 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?
  • 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?
  • 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)
  • 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
  • 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
  • What can I reasonably expect to accomplish with
    them on the first (next) encounter?
  • How do I keep them on board if they are
  • What is Plan B if I am unsuccessful?

DVS Leadership skills
  • 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

Effective Delegation
  • Why is it so difficult to do well?
  • Why is it so critical to do well?

4 ways to get the job done
  • Doing
  • Directing
  • Dumping
  • Delegation

Definition of Delegation
  • 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)
  • Prior to delegation, assess the work assignment
    and the corresponding abilities and other work
    and personal priorities of the volunteer.
  • Give the assignment in terms of results.
  • Define the level of control/authority.
  • Communicate any guidelines
  • Make resources available
  • Determine criteria for success
  • Set up checkpoints.
  • Provide feedback/recognition along the way at
    the completion of a project
  • Watch out for Reverse Delegation

Levels of Authority/Control
  • 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

Whos 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

Empowering your Busy Staff to Partner Effectively
with Volunteers
  • 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

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
  • 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?

  • What are some symptoms/signs of
    staff/organizational resistance to full
    utilization of volunteers?

Building Commitment
  • What Builds Commitment (worksheet)
  • Conducting a Volunteer Program Assessment to
    uncover problems and build commitment for
  • Hold a Retreat to Build Commitment (handout)
  • Staff/volunteer friendly systems (handouts)

Assessment of the Volunteer Program
  • Output statistics (time and value)
  • Customer Input (staff, volunteers, clients,
    administration, board qualitative measures)
  • Standards based (Compared to some objective
  • Outcome based (Impact of our work)

Visioning The Potential Impact of Volunteers A
  • 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

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
  • 1. Determine staff and leadership volunteer
    training needs
  • Knowledge
  • Skills
  • Attitudes

Training Program
  • 2. When are some occasions to provide the
  • 3. What are some methods to provide the
  • 4. How do you develop staff interest and
  • 5. What are some resources to assist with the
  • 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
  • Purpose of Series
  • Provides tools, training support to build
    commitment and competency among all
    staff/leadership volunteers who partner with

55-Minute Series
  • 12 Training Topics
  • Position Design Difficult
  • Recruitment Program
  • Interviewing Risk Management
    Volunteer Motivation Recognition
  • Supervision
  • Orientation/Training
  • Delegation
  • Performance Reviews

55-Minute Series
  • Electronic Adaptable
  • Handouts with all modules
  • Trainer scripts for each module
  • Timed overview of training
  • Resources and websites for added info
  • Suggestions for workshop activities
  • Workshop evaluation form
  • PowerPoints Slides for all modules

Design of Every Training Module
  • Training Guide
  • Introduction to topic
  • Purpose and Learning Objectives of Training
  • General Notes to Trainers
  • Presentation Summary
  • Presentation Script (times for PowerPoint/Handout
  • Suggestions for Expanded Activities
  • Further Resources on the Topic
  • PowerPoint Slides
  • Handouts
  • Participant Evaluation Form

My Action Plan.
  • As a result of attending this session today I
    plan to
  • 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
  • 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.
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