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LEADERSHIP TRAINING Volunteers as Leaders

LEADERSHIP TRAINING Volunteers as Leaders. NFPA Leadership Conference September 18-19, 2004 Minneapolis, Minnesota Debra Hindin-King NFPA Region II Director. LEADERSHIP TRAINING Volunteers as Leaders. DEFINE VISION Experience Knowledge Imagination Ability to create a plan

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LEADERSHIP TRAINING Volunteers as Leaders

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  1. LEADERSHIP TRAININGVolunteers as Leaders NFPA Leadership Conference September 18-19, 2004 Minneapolis, Minnesota Debra Hindin-King NFPA Region II Director

  2. LEADERSHIP TRAININGVolunteers as Leaders • DEFINE VISION Experience Knowledge Imagination Ability to create a plan Ability to create a team Based on reality Harness reality

  3. FAILURES OF A VISION • TOO LIMITED • SUPERCEDED BY COMPETITOR • TOO BIG AND UNACHIEVABLE

  4. WHY VOLUNTEER ? • INSTINCTUAL GOODNESS • RELIGIOUS OR MORAL CONVICTION • PERSONAL NEED OR BELIEF • GAIN RESPECT FROM PEERS

  5. WHY VOLUNTEER? • WAY FOR THE LONELY TO FILL TIME • PEOPLE WHO LACK SELF ESTEEM MAY FEEL BETTER • EXPAND CIRCLE OF ACQUAINTANCES • BOTTOM UP vs. TOP DOWN MANAGEMENT

  6. WHY PEOPLE DON’T WANT TO VOLUNTEER? LACK OF TIME WASTED TIME

  7. RESPONSIBILITY OF LEADER • INSPIRATION TO FOLLOWERS • ACCEPT RESPONSIBILITY • PROCURE ACCOUNTABILITY

  8. GREAT LEADERSHIP SKILLS • WELL INFORMED • SMART THINKER • BE VOCAL/GOOD LISTENER

  9. GREAT LEADERSHIP SKILLS • DETERMINED/PERSUASIVE • PRUDENT/ASSERTIVE • CONSISTENT/RELIABLE • DEPENDABLE/ACCEPT RESP0NSIBILITY

  10. GREAT LEADERSHIP SKILLS • ELICIT COOPERATION • CHEERFUL/COURAGEOUS • HONEST • RESOURCEFUL

  11. MEASURING LEADERSHIP SKILLS • EMBRACE RESPONSIBILITY • ELICIT COOPERATION FROM OTHERS • PLACE NEEDS OF OTHER ABOVE YOUR OWN • ADHERE TO DEADLINES

  12. MISTAKES EVERY LEADER MAKES • REPEATS THE SAME MISTAKE • INFLEXIBLE • TRYING TO BE WHAT YOU ARE NOT • BEING A COMMANDER • FAILING TO LISTEN

  13. MISTAKES EVERY LEADER MAKES • GETTING CAUGHT UP IN GLORY • EXPECTING IT TO LAST FOREVER • HOARDING SKILLS OR INFORMATION • TAKING YOURSELF TOO SERIOUSLY • MISSING THE GRAY AREAS

  14. MOTIVATING LEADERS • WORTHWHILE JOBS • RECOGNITION • INSTILL SELF CONFIDENCE • TRAINING

  15. CREATING SUCESSFUL VOLUNTEERS • Recruit people immediately • Orientation • Accomplishment • Delivering the paycheck

  16. Training for Volunteer Leaders • Presentation and speaking skills • Facilitation skills • Negotiation skills • Delegation skills • Membership and fundraising skills • Planning skills

  17. Benefits of Delegation of Tasks • Releases time for management • Relieves pressure • Develops future leaders • Increases results

  18. Work won’t get done Deadlines missed Completed/not needed Work won’t be done correctly Work won’t get done the way the leader perceives it needs to be done Why Don’t People Delegate

  19. Volunteer’s Paycheck • Thank you card • Telephone call • Volunteer recognition in organization publication • Recognition in employer newsletter • Public recognition

  20. Value of Committees • Varied opinions and viewpoints • Share workload • Sense of ownership • Training for future leaders • Collective decision

  21. Disadvantage of Committees • Takes time to get things done • Structure invites conflict • Risks taken more than individual

  22. Accessible Flexible Friendly Goal oriented Sense of humor Visionary Successful Communication Delegation Facilitation Listening Planning Speaking Time Management Writing Characteristics for Committee Chairperson

  23. Sherman Tank The-Think-They-Know-It-All The Back Stabber The Complainer Difficult Personalities and Effective Management

  24. Scenario #1

  25. Scenario #2

  26. Scenario #3

  27. Scenario #4

  28. Scenario #5

  29. Scenario #6

  30. Charitable Organization’s Failure • People lead busy lives • People not well organized • Don’t know how to use volunteers • Lack of effective outreach

  31. Volunteers as LeadersThe 3R’s • Recognition • Respect • Retention

  32. Keys to Successful Leadership • Vision = overreaching idea or doable dream • Mission = statement summarizing goals that when accomplished fulfills the vision • Goal = intermediate step that responds to current situation that when taken with other goals, accomplishes the mission

  33. Resources • Leadership for Dummies by Marshall Leob and Stephen Kindel (1999) • Principle-Centered Leadership by Stephen R. Covey (1991) • The Gift of Leadership by Mark Levin, CAE (1999)

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