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by Kathleen Allen
"If you are a leader, learn how to get members to initiate. Instead
of feeling burdened with having to start things, giving people instructions
and doing all their thinking, learn how to retrain your members so they
will think for themselves, initiate solutions to problems, and be more
responsible." (Campus Activities Programming, Summer 1985, p.
42)
Allen suggests five member behaviors in terms of level of
responsibility a member has assumed. The five levels are listed below with
suggested dialogue of how you could encourage a member to exercise
additional initiative.
| Authority Level Five: Wait to be told |
| "I'm really glad that you decided to join the chapter. Anytime you
want to take on some additional responsibilities, just ask any of the
officers or committee chairs where they could use your help." |
| Authority Level Four: Ask what to do |
| "You've really been great about asking where you can help. Everyone
has really appreciated your efforts. It's obvious that you have a lot of
good ideas, so if you see anything you think can be improved, just let us
know what your ideas are so they can be considered." |
| Authority Level Three: Recommend - if approved, take action |
| "You've really proven your leadership abilities with the
responsibilities you've assumed lately, and you've made some excellent
recommendations for improvements in the chapter. Everyone trusts your
opinion and skills. Feel free to take the initiative to start new projects
on your own. Make sure you let the chapter know what's going on right away
so that everyone feels comfortable with it." |
| Authority Level Two: Act on your own, but report at once |
| "It's hard to believe how much you've done for the chapter in the
various leadership positions you've held. You've really proven your
ability to make good decisions that take into account the needs of chapter
members. I know people have a lot of faith in your judgment, so there's no
need to always be getting everyone's opinions before you act on your ideas.
Just keep the chapter posted on what you're up to so people are
informed." |
| Authority Level One: Act on your own and report routinely |
Confronting Volunteers Who Are Not Fulfilling Assigned
Responsibilities
Volunteers have the same responsibility to fulfill assigned
responsibilities just as an employee would at his or her job. By using
good communication skills, you can confront volunteers in a non-threatening
manner that lets you candidly discuss the issue.
General Communication Techniques
- Focus on the person
- Avoid judging the person
- Be aware of the feelings of the individual
- Show you understand what is being said
Distinguishing between observations and inferences
Observations:
- Stay with what is observed
- Are judgmentally neutral
Inferences:
- Go beyond what is observed
- Seem to imply judgment
- State your observations first, then inferences
- Check out your observations with another person
For example, a member of your organization has recently failed to
attend several meetings and follow through on his or her responsibilities
(observation). You think the person no longer cares about the group
(inference). Your dialogue with the person might go like this:
"Joe, you have been one of the most dedicated members of our
organization, and I appreciate all you have done for the group. Lately
though, you haven't been coming to meetings, and I noticed your
responsibilities haven't always been completed."
"I" Statements
I = feeling = behavior = desired state
Example: "I'm feeling frustrated that you haven't organized things
better, and I need you to plan more thoroughly next time. Is that
something we can agree on?"
Rephrasing/Clarifying
- If I hear you correctly, you're saying that...
- Let me see if I understand what you've been saying...
- From what you've said, it seems that...
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