Hot
Topic Archive
July
2004
In
search of the 'perfect' volunteer program manager!
by
Andy Fryar
This
month's hot topic has been inspired by Fraser Dyer
- a colleague from the UK, who in his own monthly
e-zine, recently examined how having a better understanding
of our personality types can play a key role in the
careers we choose and ultimately gain fulfilment from.
After
giving this consideration, I began wondering exactly
what the implications might be for volunteer program
management.
For
instance, over the years there has been much debate
about the titles used within our profession.
Consider:
*
Many came to move away from the commonly accepted
title of 'volunteer coordinator', arguing that our
roles did so much more than simply 'coordinate'.
* The commonly accepted term that replaced this was
'volunteer manager'. This was soon replaced itself
as 'volunteer program manager' came into vogue. This
time the argument was often heard that we ' don't
manage people we manage programs'.
* Professional associations such as the AAVA and AVA
have moved away from these terms altogether, preferring
to use the phrase 'administrator' and its derivatives
* Today alternate and more generic titles such as
'community involvement facilitator' are becoming more
and more common
I
make reference to this because I believe it highlights
the breadth of styles we use (and require) to lead
volunteer groups.
For
some groups, particularly in smaller less formal agencies,
the term coordinator may be perfectly apt and acceptable,
while other organisations such as large hospitals
and national Associations may quite reasonably opt
to use titles such as Manager or Director for the
leader of their volunteer resources.
The
same principle applies when selecting a suitable person
to lead a volunteer program. In one agency, a 'people
person', high on interpersonal skills but less skilled
in administrative processes may be appropriate. In
larger more established agencies, administration abilities
may take more priority.
So
in light of these complexities, I now ask the question
of just what attributes the 'perfect' volunteer manager
might have?
Indeed,
is there any such thing as a 'perfect' leader of volunteers?
For
me the short answer is both 'yes' and 'no'.
I
say yes, because regardless of the size, scope and
nature of any volunteer program there are certain
attributes I believe carry across any successful volunteer
leadership roles you'll find anywhere in the world.
These include an ability to lead and motivate people,
good communication skills and at least a rudimentary
level of record keeping abilities.
I
say 'no' because the huge variety of volunteer programs
that exist do enable just about anyone with these
basic skills to lead a team of volunteers of one type
or another. In other words, there are no absolute
'rights or wrongs' when it comes to assessing the
various styles of leading volunteer programs.
That's
not to say that the skills possessed by the coordinator
of volunteers in a small rural environmental project
are automatically transferable to the position of
Director of Volunteers with a large national charity.
However,
what it does suggest to me is that volunteer program
management is a unique profession, with both a need
and ability to employ a wide range of skills in order
to meet an even wider range of program requirements.
Clearly
there will be many who see this as being a key strength
in our sector while others will invariably view this
as one of volunteer management's weaknesses.
So
where does Fraser's newsletter article fit in all
of this?
It
fits, because the point Fraser makes about our needing
to understand our own personality and leadership styles
is critical to understanding the way we lead our volunteer
programs.
For
instance, having a greater understanding of your own
personality and leadership style can:
• Help you to acknowledge areas
of strength and weakness in the way you lead volunteer
groups
• Assist you in recruiting appropriate staff
members (and volunteers) who can compliment your style
and cover your deficiencies
• Aid in developing management strategies to
help you deal with areas of your work in which you
might not naturally be strong
• Identify areas of professional development
you may need to concentrate on
• Teach you that you don't need to be everything
to everyone!
Ultimately,
having a better understanding of your leadership traits
can help you to be more in control of what you do
- and ultimately that's got to lead to healthier and
happier volunteer management environments.
Now
let me ask you all a few questions:
• Do you believe there is such
a thing as a 'perfect' volunteer management style?
If so what does it look like?
• What have you learnt about your own strengths
and weaknesses in relation to the leadership of volunteer
groups?
• What strategies have you employed to build
on your strengths and compensate for your weaknesses?
• Share the results of you're your personality
testing with us!
|
Here
are a few web sites Fraser recommended where
you can test your own style:
-
For the Enneagram visit http://www.9types.com/
while the Myers-Briggs test can be found at
http://www.humanmetrics.com/cgi-win/JTypes2.asp
-
A good explanation of the model is located at
http://www.jungtype.com/
Also,
if you'd like to read Fraser's original newsletter
article, it can be found on Fraser's website
at www.myworkinglife.com
|
AAVA
= Australasian Association for Volunteer Administrators
AVA
= Association of Volunteer Administration
It's
not too late to...
Respond
to this month's Hot Topic
(Be
sure to add your name, title and organisation to your
message)
Should
this link not open your regular email browser, simply
send your reply to response@ozvpm.com
Read
other people's responses
PRINTABLE
VERSION
The
contents of this Hot Topic are copyright © 2003
- 04 OzVPM.
You may reproduce this Hot Topic in part or in full
on the condition that the author, source and website
address (www.ozvpm.com)
are quoted. OzVPM copyright
policy
Visit
this month’s ‘Hot
Topic’ on the Energize web site.
|
