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Getting It All Done Re Energize Your Board, Prevent Burnout, And Still Meet Your Goals
 

Getting It All Done Re Energize Your Board, Prevent Burnout, And Still Meet Your Goals

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Is your board getting bored? Is your team wearing lean? In today's business climate, volunteers are more time starved than ever! On this webcast, chapter leaders will share best practices, tips, and ...

Is your board getting bored? Is your team wearing lean? In today's business climate, volunteers are more time starved than ever! On this webcast, chapter leaders will share best practices, tips, and techniques for keeping your board and other chapter leaders energized and engaged.

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  • Volunteers don’t necessarily have the same level of commitment and interest in the project Don’t necessarily know what they need to know
  • Connected – sense of belonging, sense of being part of a relationship with others -Meet the need by having sense of identification with the work group
  • Common goal or purpose – team trying to achieve together, staff and volunteers as equal partners No low performance standards – challenge Talk about org values Equal treatment – staff and volunteers treated the same Sense of ownership – accountable for project or results Celebrate accomplishments – recognize volunteers in context of their contribution to the goals of the group Recognition – consistent, no favoritism, team accomplishments celebrated with equal credit to all members Sense of belonging – connected to the group as a “we”
  • Promote interaction – particularly important when there are little opportunities to share or have team experiences (ie. Volunteers with little supervision or don’t work in the office) Involve in decision-making – has a say in deciding strategy and action Engage in new experiences together – improvement, implement ideas
  • Uniqueness – “there’s no one in the world quite like me” – sense of being special
  • Empower – give them opportunities to express themselves, explore alternative ways to achieve their results Use their talents – “there is a difficult responsibility requiring your special talents” Explore differences, understand diversity – “safe” environment Training – encourage individual development Special knowledge – ask them to share it with others
  • Linkage from their job to the results Decision-making – allow to make decisions, shape how they get their job done
  • Lack of excitement or interest - What they are doing is no longer exciting or interesting Expectations not met - When expectations don’t match reality Overwhelmed - Feel facing an overwhelming burden Not supported – feel lack of support or resources necessary to do the job Repetition – when tasks feel repetitive
  • New England Chapters Outside facilitator for board mtg so President can “lay low” and observe. A different style of mtg leader can rejuvenate board. Useful when doing annual goals, reviewing chapter survey, or doing a strengths/needs analysis for chapter Use tool like MBTI, Thomas Killman Conflict Instrument, or Strength Development Inventory administered and reviewed Change format of board mtg. ie. Share updates in advance, use time for board to debate and make decisions Do mindmapping activity about where you see the board in 1,2, or 3 years Do icebreakers to let board get to know each other better Midwest chapters Mid-year board mtg devoted to looking back and re-focus on what needs accomplished in the rest of the year Look at successes and re-focus on what has been done in remaining 6 mos. Review each board member’s goals Review CORE – what needs addressed? Is your chapter tracking to reach 100% CORE excellence? Reasearch Triangle Chapter Board likes to be empowered – “you gave us the power to do our jobs” Train leaders to do their role without coming to President for everything – write/update policies and job descriptions Use board mtgs for actionable items – what did the Board need to decide? Not updates. Agenda includes desired outcomes Stop mtgs at ending time, start @ start time – value and respect other people’s time Try to keep board members in place beyond 1 yr – “it takes so long to learn the job, please let me stay now that I’ve learned how to do it” Public acknowledge Board – give praise Success is contagious! Membership increased 50%. Mtgs most attended ever. National speakers and local dynamic speakers. Great board attendance at meetings. Track who was participating (coming to mtgs and “stuff” (lunch n’learns, networking, SIGs, etc) use to seed committees and board. Know who is already active that you can ask “ Burnout is a fire that consumes more that it has in fuel”. Make sure people are “getting” and they won’t burnout. Find ways to reward Board – ie. 50% off programs, ½ off National dues, leadership dvlpmt) Good programs drew in new members, raise money, raised value. Enabled ability to offer some free programs and people were enthusiastic!
  • Give volunteers roles where they can excel and grow Set clear expectations and counsel when they are not meeting the expectations
  • Enthusiasm is attractive Delighted volunteers will attract others to your org
  • 1 st 6 months expectations vs. actual – gap between the two increases turnover Transition – smooth during adjustment Job match – is it the right job for the volunteer “ anniversaries” Re-evaluate commitment Identify new interests and goals – suggest jobs in org that will help them meet these needs
  • What is your chapter’s biggest problem or challenge? Attitude and perspective influences the outcome I have good news vs. problem Re-phrase in a positive light Physically attracted to positivity
  • Role ambiguity, overload cause for stress and turnover Volunteers don’t come for the paycheck…satisfy their needs!

Getting It All Done Re Energize Your Board, Prevent Burnout, And Still Meet Your Goals Getting It All Done Re Energize Your Board, Prevent Burnout, And Still Meet Your Goals Presentation Transcript

  • Getting it All Done: Re-Energize your board, Prevent Burnout, and Still Meet your Goals Dr. Kella B. Price, SPHR, CPLP NAC Eastern North Carolina Chapter San Diego Chapter ©2008 Price Consulting Group [email_address]
  • Learning Objectives
    • Rejuvenate your board to finish the year strong!
    • Learn how to recruit and keep volunteers to grow into leadership with your chapter
    • Chapter Best Practices – what others are doing
    • Create meaningful experiences and learning opportunities and growth for chapter leaders
    • Understand the leader’s role in motivation and retention of volunteers
    • Re-focus your team on its goals
    ©2008 Price Consulting Group [email_address]
  • Session Outline
    • Volunteer Needs and motivation…the key to recruitment
    • Burnout – rejuvenating your team
    • Retention
    • Rewards and Recognition
    • Re-focusing on goals
    ©2008 Price Consulting Group [email_address]
  • Each hour given to supervising one volunteer yields nine hours in volunteer time. ©2008 Price Consulting Group [email_address] (McBee, 2002)
  • Recruitment
    • Find where they fit
    • How skills can be applied
    • Give them what they need to work
    ©2008 Price Consulting Group [email_address]
  • Discussion Why are you a volunteer leader for ASTD? ©2008 Price Consulting Group [email_address]
  • Why do they volunteer?
    • Help others
    • Help a cause they believe in
    • Do something they like to do
    • Develop their ability to relate to and care for others
    • Do work that benefits their family or themselves
    • Network
    • Feel sense of accomplishment
    • Achieve personal growth
    • Meet people and find new friends
    • Use their skills in a new setting
    • Learn new skills
    • Find challenge in new experiences
    • Gain work experience
    • Demonstrate commitment to and further career goals
    ©2008 Price Consulting Group [email_address] (Macleod & Hogarth, 1999)
  • What do they want?
    • Gain job experience
    • Meet new people
    • Contribute to the causes
    • Opportunities to learn
    • Work setting
    • Meaningful contribution
    ©2008 Price Consulting Group [email_address]
  • LISTEN!
    • LISTEN!
    • Empathy
    • Hold back your opinion
    ©2008 Price Consulting Group [email_address]
  • Volunteers needs CHANGE over time
    • May have a combination of needs
    • “ motivational paycheck”
    • Positive, enthusiastic climate = retention
    ©2008 Price Consulting Group [email_address]
  • Surveying your volunteers ©2008 Price Consulting Group [email_address]
  • Motivational Needs
    • Sense of connectedness
    • Sense of uniqueness
    • Sense of power
    ©2008 Price Consulting Group [email_address] (Clemes and Bean)
  • Connectedness
    • Belonging
    • Being part of a relationship
    • Need often unmet in today’s society
    • Stronger than need to survive (Glasser)
    ©2008 Price Consulting Group [email_address]
  • How can you meet the need for a volunteer to feel “connected”? ©2008 Price Consulting Group [email_address]
  • Connectedness: Leader’s Role
    • Common goal or purpose
    • No low performance standards
      • Talk about organization’s values
    • Equal treatment
    • Sense of ownership
    • Celebrate accomplishments
    • Recognition
    • Sense of belonging
    ©2008 Price Consulting Group [email_address]
  • Connectedness: Leader’s Role
    • Promote interaction
    • Involve in decision-making
    • Engage in new experiences together
    ©2008 Price Consulting Group [email_address]
  • Warning Signs
    • “ I’m just a volunteer”
    • “ What do they expect for free?”
    • Negative connectedness leads to high turnover
    ©2008 Price Consulting Group [email_address]
  • When there’s negativity…
    • What makes you say that?
    • What can you do to improve the situation?
    • What kind of place would you want to work?
    • What can you do to make this organization more like the place you want it to be?
    ©2008 Price Consulting Group [email_address]
  • Uniqueness: Identify ways to meet the need
    • Praise and recognition
    • “ safe”, respectful environment
    • Talk about strengths
    • Individual development
    ©2008 Price Consulting Group [email_address]
  • How can you meet the need for a volunteer to feel “special”? ©2008 Price Consulting Group [email_address]
  • Uniqueness: Leader’s Role
    • Empower
    • Use their talents
    • Explore differences, understand diversity
    • Training
    • Special knowledge
    ©2008 Price Consulting Group [email_address]
  • How can you meet the need for a volunteer to feel “powerful”? ©2008 Price Consulting Group [email_address]
  • Power: Leader’s role
    • Linkage
    • Decision-making
    ©2008 Price Consulting Group [email_address]
    • 14% of volunteers who increased volunteer hours did so because of expanding interest and involvement in their volunteer work
    • (Gallup Poll of Giving and Volunteering, 1998)
    ©2008 Price Consulting Group [email_address]
  • Burnout in Volunteers
    • Probable when…
    • Ambiguous assignments
    • Stressful role
    • Feeling a lack of accomplishment or success
    • Lack of organizational support
    • Feel situations beyond their control
    ©2008 Price Consulting Group [email_address]
  • Causes of volunteer burnout
    • Lack of excitement or interest
    • Expectations not met
    • Overwhelmed
    • Not supported
    • Repetition
    ©2008 Price Consulting Group [email_address]
  • So, how can you re-energize your board? ©2008 Price Consulting Group [email_address]
  • Chapter Best Practices – What others are doing
    • Susannah Rockman [email_address]
    • Rochelle Behling [email_address]
    • New England Chapters
    • Midwest Chapters
    • Alan Hoffler, Research Triangle Chapter [email_address]
    ©2008 Price Consulting Group [email_address]
  • Leader’s Reflection
    • Do I let people do what they do best?
    • Do I let volunteers know what is expected of them?
    • What will I do to change/improve?
    ©2008 Price Consulting Group [email_address]
  • Questions for discussion with your volunteers… ©2008 Price Consulting Group [email_address]
  • Give them what they don’t have: Important to volunteers
    • Satisfy needs not met in paid job
    • Meet motivational needs
    • What do you get out of your current job?
    • What do you not get to do sufficiently in your current job?
    • What would your ideal job look like?
    • What would you do in it, and what would you not do?
    ©2008 Price Consulting Group [email_address]
  • Give them a good time: Important to volunteers
    • Interesting
    • Achievement
    • Meet people
    • Have fun
    • Learn new things
    • Be refreshed
    • relax
    ©2008 Price Consulting Group [email_address]
  • “ Critical Points” focus
    • 1 st 6 months
      • expectations vs. actual
      • Transition
      • Job match
    • “ anniversaries”
      • Re-evaluate commitment
      • Identify new interests and goals
    ©2008 Price Consulting Group [email_address]
  • Remind them…
    • Why did you begin volunteering in the first place?
    • What originally sparked your interest?
    • What are their strengths? How can they be utilized in the organization?
    • What is important about the work?
    • What is challenging?
    • What is fun about it?
    • How is it worthwhile?
    ©2008 Price Consulting Group [email_address]
  • “ I don’t know what your destiny will be, but one thing I do know: the only ones among you who will be really happy are those who have sought and found how to serve”. -Albert Schweitzer ©2008 Price Consulting Group [email_address]
  • Why Reward?
    • Increased need for empowered volunteers
    • Change/Uncertainty
    • Motivate
    • Increased performance
    • Easier
    • Goals
    • YOU GET WHAT YOU REWARD
    ©2008 Price Consulting Group [email_address]
  • 7 Aspects Effective recognition
    • Contingent
    • Timing
    • Frequency
    • Formality
    • Recognition
    • Significance of Provider
    • Value to recipient
    ©2008 Price Consulting Group [email_address]
  • Prime motivators
    • Actively engaged
    • FUN
    • Variety
    • Value opinion
    • Ownership
    • Responsibility
    • Social interaction
    • Able to fail/take risks
    • Set own goals
    • Appreciated
    • Empowered
    • Leadership opportunities
    • Teamwork
    • Use talents
    • learning
    ©2008 Price Consulting Group [email_address] Source: Nelson (2003)
  • Demotivators…or how to sink your own ship
    • Too much politics
    • Unclear expectations
    • Unproductive meetings
    • Unfairness
    • Not using talents
    • Taken for granted
    • Management invisibility
    • Unnecessary rules
    • Lack of manager follow-up
    • Negativity towards ideas
    • Tolerating poor performance
    • over control
    ©2008 Price Consulting Group [email_address]
    • What are some low-cost/ no-cost recognition ideas for individuals?
    • What about teams?
    ©2008 Price Consulting Group [email_address]
  • Individual recognition ideas
    • Saying “thank you”
    • Involving the volunteer in decisions that affect them
    • Asking about the volunteer’s family/show interest in outside life
    • Equal treatment with paid staff and volunteers
    • Sending a note of appreciation to the volunteer’s family
    • Send them to training to increase skills
    • Recommending the volunteer for promotion to a position with add’l responsibility
    • Celebrate hours volunteered or anniversary
    ©2008 Price Consulting Group [email_address] (McCurley and Lynch, 1997)
  • Team recognition ideas
    • Open meeting for members to praise
    • Encourage thanks for contributions
    • Assign a team member for recognition/ alternate
    ©2008 Price Consulting Group [email_address]
  • Praise that pays…
    • You made a difference by
    • I am impressed with
    • You got my attention with
    • You’re doing top quality work on
    • You’re right on the mark with
    ©2008 Price Consulting Group [email_address]
  • Praise that pays…
    • One of the things that I enjoy most about you is
    • You can be proud of yourself for
    • We couldn’t have done it without your
    • What an effective way to
    • You’ve made my day because
    ©2008 Price Consulting Group [email_address]
  • Re-focus on GOALS
    • CORE
    • Evaluate the course
    • Take corrective action as necessary
    ©2008 Price Consulting Group [email_address]
  • In Summary
    • Volunteer Needs and motivation…the key to recruitment
    • Burnout – rejuvenating your team
    • Retention
    • Rewards and Recognition
    • Re-focusing on goals
    ©2008 Price Consulting Group [email_address]
  • Thank you! What are your questions? Dr. Kella B. Price, SPHR [email_address] 252.622.8119 ©2008 Price Consulting Group [email_address]
  • References
      • CASANet Resources. (2000). “Retention and Recognition”. Accessed on June 23, 2008 at www.casanet.org/program-management/volunteer-manage/retenrec.htm .
      • McCurley, Steve and Rick Lynch. (2007). Keeping Volunteers: A guide to retention. Directory of Social Change: London.
      • Goldman, David, Littler Mendelson; and Leila Bulling Towne. (2008). Managing Performance To Keep Employees on Track. Webcast accessed on August 21, 2008 on www.shrm.org .
      • Hacker, Carol. (2000). 366 Surefire Ways to Let Your Employees Know They Count. In Sync Press: Sanford, FL.
      • Harvard Business Essentials. (2002). Hiring and Keeping the Best People. Harvard Business School Press: Boston.
      • Jensen, Doug, T. McMullen, and A. Stark. (2007). The Manager's Guide to Rewards: What You Need to Know to Get the Best for -- and from -- Your Employees. The Hay Group: New York.
      • Kaye, Beverly and Sharon Jordan-Evans. (2002). Love ‘Em or Lose ‘Em: Getting Good People to Stay (2nd edition). Berrett-Koehler Publishers: San Fransisco.
      • Lockwood, Nancy R. (2008). THE THREE SECRETS OF RETENTION: RESPECT, REWARDS AND RECOGNITION. Accessed on August 21, 2008 at http://www.shrm.org/research/translations_published/The%20Three%20Secrets%20of%20Retention_%20Respect,%20Rewards,%20and%20Recognition.asp#TopOfPage .
      • Morgan, R. (2004, February). Retention report card: Does your organization make the grade? Workspan, 47 , 2, 18-21.
      • Nelson, Bob and Dean Spitzer. (2003). The 1001 Rewards and Recognition Fieldbook. Workman Publishing: New York.
      • Training, Nonmonetary rewards offer more bang for your buck. (2007, January). Compensation & Benefits for Law Offices , Retrieved August 21, 2008, from Business Source Complete database., http://search.ebscohost.com.ezproxy.apollolibrary.com/login.aspx?direct=true&db=bth&AN=23490843&site=ehost-live .
      • Pasternack, Bruce A and Albert. J. Viscio. (1998). The Centerless Corporation: Transforming Your Organization for Growth and Prosperity. Fireside: New York.
      • Recognition Programs: Ensure Yours Improves Morale & Stems Attrition. (2005, December). Compensation & Benefits for Law Offices , Retrieved August 21, 2008, from Business Source Complete database, http://search.ebscohost.com.ezproxy.apollolibrary.com/login.aspx?direct=true&db=bth&AN=19079199&site=ehost-live .
      • Macleod, Flora and Sarah Hogarth. (1999). Leading Today’s Volunteers: Motivate and Manage Your Team. Self-Counsel Press: Bellingham, WA.
      • McBee, Shar. (2002). To Lead is to Serve: How to Attract Volunteers and Keep them. www.ToLeadistoServe.com .
      • McCurley, Steve and Rick Lynch. (1997). Volunteer Management: Mobilizing all of the resources of the community. Heritage Arts.
    ©2008 Price Consulting Group [email_address]