As operations have become more complex, teams have become more important than ever. Systemically building highly responsive teams is a very specific skill that volunteer resources managers (VRMs) should master to operate more effectively in their agencies and communities. It’s as easy as learning to R.O.C.K.
Reason for Being –
Clear Purpose and Goals
Opening up your skill set -
Developing your bench strength
Creating Team Power -
Developing Team Strength
Keep the Accent on the Positive -
Reward and Recognition
As operations have become more complex, teams have become more important than ever. Systemically building highly responsive teams is a very specific skill that volunteer resources managers (VRMs) should master to operate more effectively in their agencies and communities. It’s as easy as learning to R.O.C.K.
Reason for Being
For teams to develop from a collection of individuals into a high functioning team, they must have a clear and compelling reason for existing. Their established purpose will drive their commitment and activities relating to the project’s goals. While effective leaders can focus and direct commitment to the team’s mission and values, the team itself must develop a common vision for the project. A common vision tells people why they are working together. It creates meaning and helps everyone move in the same direction.
Questions, such as “Why does this committee exist?” and “What are the tasks we are charged with?” help volunteers to explore the work that is being undertaken, the general goals and the importance of the project or service to the agency and its clients. Under the guidance of the Team Leader, the team needs to set clear and compelling goals and strategies for achieving those goals, both for the individual and the team as a whole. As a leader, be clear about your organization’s values and the values of the team. Some teams find that it is helpful to create a team charter or slogan that formalizes commitments to each other and clearly states what the team wants to accomplish, why it is important, and how the team will work together to achieve results. This initial planning and investment from all team members will motivate them to work with one another and engage them through the long term.
Open the Skill Set
All projects allow for team members to develop new skills. However, as motivational speaker, Bryan Dodge, points out that, “It is never better than the interview.” During an interview, volunteers are putting their best foot forward. It is often tempting for VRMs to see the potential in individuals for significant personal development, and to have the thought that they can mold individuals into high impact agents of change. As managers, VRMs must realize that volunteers, though capable of change, will not significantly change overnight. Through the identification of areas where the volunteer can develop their skills and knowledge further, VRMs can develop the skills of the team as a whole that will significantly impact the project’s success. Techniques, such as personal interview and skill inventories, are used to identify proficiency in a many areas.
VRMs frequently meet volunteers that bring tremendous skills to the work they do. But they need to understand the range of skills each team members possesses and how they are most interested in applying those skills. For instance, while CPAs have financial skills, they may prefer not to donate their time in that manner. Opening the skill sets of volunteer team members allows the VRM to explore with the volunteer what skills they possess but would like to develop further. There may be special skills that the VRM is not be aware of and allow them to direct the volunteer to additional training opportunities at the agency or in the area.
Another way to build the skills of the team as a whole is to cross train for each other’s roles. With cross-trained teams, leadership can be shared broadly, and team members can continually provide support to one another. Also, a broader understanding of the project scope and confidence will develop. Providing feedback further builds the confidence and accountability of each team member. As volunteers, they may not spend a great deal of time working together face to face. Confidence in a volunteer’s skills and their accountability to other team members fosters the feelings of team spirit and reinforces the impact of their contributions to the agency as a whole. It also gives them a sense of the true abilities of the whole team and what they can accomplish if they work together and collaborate effectively on a project.
Create Team Power
When a team is functioning at its highest levels, there is a cohesiveness among the team members, usage of teaming language, sharing of leadership, heightened creativity, increased production and increased accountability for the project as a whole. Creating a team that can function at this level means helping them to understand that collectively, they can do more together than they could if each individual acted on their own.
As an example, scientists have shown that geese flying in the v-formation can fly 71% further than if they were to fly alone. If a bird gets out of formation, the drag will push him back down into formation. If a bird becomes ill or injured, two birds will rotate out of formation and accompany it until it is able to return to the formation or it dies. When the lead bird becomes fatigued, it can rotate back further in the formation and another bird will assume the lead. Finally, geese honk to encourage each other forward. These facts highlight the same hallmarks of a highly functioning team. Building a game plan and sticking to it, sharing leadership and rewarding teamwork are all ways to build a team’s power.
Keep the Accent on the Positive
Frequent recognition of positive behaviors encourages team members to grow through their work together. Team leaders should strive to recognize the positive behaviors and not punish the negative ones. The aim is to continually redirect the members to the team’s goals and mission. Recognition and encouragement should always be frequent and appropriate to the team member in question.
The elements of R.O.C.K. give VRMs the tools to develop volunteer and staff teams that are capable of completing critical projects for their organizations. These teams will also enhance the volunteers’ experience as they develop stronger relationships with each other and ultimately increase retention of the volunteer and their investment in the organization. Are you ready to R.O.C.K.?