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cyndi4ETS

How often do you reinforce the RIGHT Communication Skills?

May 3, 2021 By cyndi4ETS

Taking some time during every in-service training is a perfect time to get some practice.

If your volunteers know that they will be utilizing these skills during every in-service, they might work harder to utilize the skills in their lives on a daily basis. How else can the RIGHT skills become ingrained and a natural part of serving and caring for others?

I think the most-often used RIGHT skills are reflective listening, Interpretive listening, and good questions.

Here is a suggestion that will reinforce the skills during each in-service without taking up too much time. This exercise will be a quick call and response for each of the 3 skills.

1. Make a sheet/list of statements for each of the RIG communication skills so you easily have them at hand. Sources for statements might be:

  • Exercises from the manual
  • Statements clients have said to you
  • Case Studies from the manual
  • Ask your materials assistance staff or volunteers to give you a list of statements they hear most from the clients they serve.
  • Statements do not necessarily have to relate to pregnancy issues in order to practice the skills but they might be the most helpful to volunteers.

2. The number of the statements you have should match the number of volunteers attending so there is no duplicates for each of the skills

3. Start with reflective listening. Briefly review the How To’s of the skill.

4. The trainer reads the skill, then speaks the sentence out-loud while choosing a volunteer and makes direct eye contact with them. It is that volunteer who must respond using the listening skill correctly. This is better than going systematically down the rows because then volunteers know they only have to listen when it is going to be there turn. When you jump around the room and make eye contact, no one knows when it will be their turn and must always be ready, especially if you tell them they might be called upon more than once. In order to save time you really try not to call on people twice but it keeps them alert and thinking of how to respond if they would be called on again.

5. Repeat this for each of the RIG listening skills. Each volunteer should respond once to each of the RIG skills.

If you have the statements prepared ahead of time and review the skills quickly you should be able to get through RIG in a short amount of time. Be sure and gently correct anyone who does not answer using the skill correctly before moving on to the next person. Often people will ask a question when they should be using reflective or interpretive listening. I usually respond by saying, “That’s a great question and we will get to those real soon but right now we are focusing on _________so give it another try.” It is a gentle way to refocus them to the skill you are practicing.

There is so much to remember and practice as a volunteer with the Pregnancy Center ministry.

Your love and service to them should be helping them to remember and practice the most-important skills so they will better serve the clients God sends to them.

Filed Under: Inservice: Books, Movies, Topics, Volunteer Supervision, Volunteer Training

Leadership Skills – The Ability to Delegate

April 19, 2021 By cyndi4ETS

A few weeks ago I sent you a link to great article on the 10 Core Leadership Skills from the Center for Creative Leadership. This week I would like to delve into one of those skills: the ability to delegate. I quote form the article:

Ability to Delegate

Delegating is one of the core responsibilities of a leader, but it can be tricky to delegate effectively. The goal isn’t just to free yourself up — it’s also to enable your direct reports, facilitate teamwork, provide autonomy, lead to better decision-making, and help your direct reports grow. In order to delegate well, you also need to build trust with your team.

Center For Creative Leadership

How are you at delegating? What makes it tricky to delegate?

  • I you are a small operation with few people
  • Perfectionism
  • Fear of losing control
  • It’s your idea and you want it to be executed your way
  • Trust issues
  • Thoughts like, “I’m getting paid, so I should do the bulk of the work.”
  • Fear of asking too much of volunteers
  • Inexperience in delegating to others

What are the benefits of delegating and how might that look at your Center?

Enabling your direct reports makes them feel trusted and a valuable member of the team.

  • Don’t micro-manage
  • At staff meetings assign the duties, set check-in meetings and let them do their assignments
  • Give your direct reports leadership responsibilities and the ability to delegate to others.
  • Delegating means they might do it differently than you would, but if the goals are achieved, that is what is important.
  • Be available and supportive. Try not to be too directive.

Facilitates Teamwork

If your staff knows you trust them to do the job it is easier for them to ask others’ opinions and advice. It is easier for them to feel free ask volunteers to join in and donate their time.

  • Clearly delegating who is in charge of what during staff meetings creates good lines of communication and who has the authority in what areas or projects.
  • Asking staff members to support and help with projects feels more like teamwork if all staff members, at some point or another, have been given responsibility over a project or aspect of the ministry.

Provides Autonomy

Most people like to know they have some autonomy in their job.

  • Train staff and volunteers well so they clearly know what their jobs are and by what criteria they will be evaluated
  • Let them do their jobs
  • Let them know you are here if they need help
  • Tell them how they are doing

Leads to Better Decision-Making and Growth

The more you trust your staff and volunteers delegate to them, the faster they will learn the ministry and make better decisions with other staff, volunteers and clients.

  • Allow whoever was in charge of the project lead the post-project team evaluation.
  • Allowing volunteers to “try-out” (alone) what they have learned in training with clients leads to better and better client interactions
  • Processing client sessions with volunteers helps them to learn self-evaluation skills which can lead to better interaction decisions when they are with clients.

Builds Trust with Your Team

If you give people the authority, space and time to do the job you have delegated to them, trust will grow and dedication to the ministry and/or special project will increase.

What can you delegate to someone on your staff and/or volunteers?

Filed Under: Vision, Faith & Courage, Volunteer Supervision

In-service Training for Excellent Client Documentation Skills

April 5, 2021 By cyndi4ETS

How often do you read through your client intake forms?

There is usually two different parts to a client intake form. One being the statistical information and the other being the narrative description of the volunteer’s interaction with the client. Both are important.

In-services are a great way to explain the importance of accurately filling out the client intake form and the post-session narrative documentation of their client interactions.

We know the statistical information on the client intake form is needed for a variety of reasons.

When training volunteers to gather this information effectively you might consider sharing with volunteers:

  1. Why this information is important and how you use this information
  2. Show them how having this information is important as they begin to build relationship with their client
  3. What information is most important during your time with a client
  4. How to gather this information as a way to begin building relationship rather than just interviewing someone.
  5. Who is gathering this information and how they are doing this?
  6. How do you ask clients to complete the form? What do you tell them about the form? What happens if they leave some information blank?
  7. If clients fill out the intake form themselves, how can volunteers use the information gathered to begin making contact and reducing anxiety

The narrative post-session documentation in a client’s chart is important for many reasons.

  1. Reading the documentation provides a way to supervise and evaluate volunteers on their client interactions without having to actually observe them in person.
  2. How a volunteer documents their interactions demonstrates their knowledge and use of the Seven Fundamentals taught in the training.
  3. Documentation provides you with client information that can help you create case studies for in-service trainings.
  4. The information is important when a client returns for follow-up visits or if they are seen by a different volunteer when they return.
  5. Documentation provides consistency of service and clients will feel seen and remembered by your ministry.
  6. Certain ethical and legal protections must be taken into consideration in case a client asks to read their file or some legal action is taken.

When training volunteers in their post-session narrative documentation you might consider:

  1. Conducting a short role-play and asking volunteers how they would document the session.
  2. Create a quiz or worksheet with examples of good and bad documentation for volunteers to work through and then go over their responses.
  3. Discuss the similarities and differences of the narrative post-session documentation needed in various parts of the ministry such as pregnancy testing and advocacy, material assistance, reproductive loss groups, educational programs, medical services (ultrasound), etc.
  4. Asking specific questions on the documentation form that relate to the training such as:
  • What was her SOS?
  • Where might she have been on the crisis cycle? Explain
  • What were her needs / issues?
  • What resources were discussed?
  • What action plans were discussed?
  • What is the follow up plan?
  • Spiritual Condition – Cultivating – Sowing – Harvesting – Discipling ? Explain.

So much energy is put into client documentation. I hope this helps you get an idea of how all that information and paperwork can help you supervise better and enable volunteers to connect better with their clients, from their first hello.

Filed Under: Inservice: Books, Movies, Topics, Volunteer Supervision, Volunteer Training

Can Supporting Volunteers be a Form of Supervision?

March 22, 2021 By cyndi4ETS

Photo by Andrea Piacquadio from Pexels

Have you found that sometimes supervising volunteers can be tricky?

Volunteers are working for free and most of the time you need the help. Can you hold volunteers to a high standard of performance without putting undue pressure on them and possibly lose them as volunteers?

It might be easier to think about if we re-frame supervising volunteers into supporting volunteers. Supporting them to be confident and serve their clients and the organization with integrity. We often assume that people come to us with integrity and confidence but that is not always true. We can also assume that volunteers will utilize the skills that are taught to them in their basic training. I believe that most volunteers try to be guided by and use the fundamentals but, admittedly, they are hard to use if you are not practicing them regularly.

Supporting volunteers can look like a lot of what you are already doing for and with your volunteers. As you do these things, it is important to take note, via conscious observation and data-gathering, how volunteers are embracing the support you are providing.  Are they showing, via their behaviors, that they understand and are utilizing the fundamentals? Supporting your volunteers is as much about protecting your clients as it is about the volunteers.

How might you be currently supporting your volunteers?    

  1. Thoughtful application questions and screening of volunteers before bringing them on service
  2. Clear client interaction expectations given to volunteers right from the start in their basic volunteer training
  3. Role-playing with new volunteers before they are sent into client situations and during all in-service trainings
  4. Processing client interactions with volunteers after client sessions end.
  5. Providing guidelines to volunteers for self-evaluations
  6. Reading the written documentation that volunteers write after their client sessions.

How does this support translate to supervision?

  1. Thoughtful application questions and screening hopefully will screen out people who might not be right for the volunteer job they are seeking. They can also help you place volunteers in the jobs for which they are best suited.
  2. Clear expectations of post-training skills and behaviors support volunteer trainees because they know what will be expected of them and usually one of two things happen.
    • They self-select themselves of out a job they thought they were interested in pursuing
    • They work towards and practice to meet the standards you have set in the training
  3. Observing volunteers during training activities gives you a good idea of who is “getting it” and who is struggling. It is important to take notes after training sessions in volunteers’ HR files so you remember what volunteers may need additional support in when training is concluded.
  4. How will you ever know whether volunteers are capable of using the fundamentals if you never role-play with them? How you process the role-play with a volunteer will also give them a template for self-evaluation after client sessions have ended.
  5. Processing client interactions in person with a volunteer happens best right after a session has ended but often there in not enough time. You should try and make this happen, if possible, on a semi-regular basis. Here are a few other ideas to help volunteers process their client interactions.
    • Read the volunteer documentation of the client interactions, when you see a situation that might have been difficult as helpful questions to hep the volunteer process the interaction.
    • Ask a volunteer to share a difficult client session during an in-service meeting. Ask the other volunteers attending the in-service to give helpful feedback.
  6. It is important to read the written documentation that volunteers are writing about their interactions with clients. It is important to be clear about what you want included in the documentation. The written documentation should give you a clear idea of whether volunteers are utilizing the fundamentals. I would suggest asking them to document the following:
    • What was the client’s SOS?
    • Where might the client have been in the phases of a crisis?
    • What were the client’s issues surrounding her expressed need?
    • What resources/referrals were discussed?
    • What are the action steps the client agreed to?
    • What is the follow up plan? If no follow-up, why not?

All of this great support should give you:

  1. A clear understanding of supervision as supporting and serving your volunteers
  2. The information you need to know to support individual volunteers
  3. The documentation and observed behaviors you will have noted in their HR folder when it comes to a formal evaluation of each volunteer

Filed Under: Volunteer Supervision

What Leadership Skills Do You Need To Work On?

March 16, 2021 By cyndi4ETS

Photo by Miguel Á. Padriñán from Pexels

I found this great article on the 10 core leadership skills from the Center for Creative Leadership and thought I would share it with you all.

Based on their research, they’ve found that great leaders consistently possess these 10 core leadership skills:

  • Integrity
  • Ability to delegate
  • Communication
  • Self-awareness
  • Gratitude
  • Learning agility
  • Influence
  • Empathy
  • Courage
  • Respect

If you would like to explore even more, there are links to other resources in the original article you can find here.  

Integrity

The importance of integrity should be obvious. Though it may not necessarily be a metric in employee evaluations, integrity is essential for the individual and the organization. It’s especially important for top-level executives who are charting the organization’s course and making countless other significant decisions. Our research shows that integrity may actually be a potential blind spot for organizations. Make sure your organization reinforces the importance of integrity to leaders at various levels.

Ability to Delegate

Delegating is one of the core responsibilities of a leader, but it can be tricky to delegate effectively. The goal isn’t just to free yourself up — it’s also to enable your direct reports, facilitate teamwork, provide autonomy, lead to better decision-making, and help your direct reports grow. In order to delegate well, you also need to build trust with your team.

Communication

Effective leadership and effective communication are intertwined. You need to be able to communicate in a variety of ways, from transmitting information to coaching your people. And you must be able to listen to, and communicate with, a wide range of people across roles, social identities, and more. The quality and effectiveness of communication across your organization directly affects the success of your business strategy, too.

Self-Awareness

While this is a more inwardly focused skill, self-awareness is paramount for leadership. The better you understand yourself, the more effective you can be. Do you know how other people view you, or how you show up at work?

Gratitude

Being thankful can make you a better leader. Gratitude can lead to higher self-esteem, reduced depression and anxiety, and even better sleep. Few people regularly say “thank you” at work, even though most people say they’d be willing to work harder for an appreciative boss. Learn how to give thanks and practice more gratitude in the workplace.

Learning Agility

Learning agility is the ability to know what to do when you don’t know what to do. If you’re a “quick study” or are able to excel in unfamiliar circumstances, you might already be learning agile. But anybody can foster learning agility through practice, experience, and effort.

Influence

For some people, “influence” feels like a dirty word. But being able to convince people through logical, emotional, or cooperative appeals is a component of being an inspiring, effective leader. Influence is quite different from manipulation, and it needs to be done authentically and transparently. It requires emotional intelligence and trust-building.

Empathy

Empathy is correlated with job performance and a critical part of emotional intelligence and leadership effectiveness. If you show more empathy towards your direct reports, our research shows you’re more likely to be viewed as a better performer by your boss. Empathy can be learned, and in addition to making you more effective, it will also improve work for you and those around you.

Courage

It can be hard to speak up at work, whether you want to voice a new idea, provide feedback to a direct report, or flag a concern for someone above you. That’s part of the reason courage is a key skill for good leaders. Rather than avoiding problems or allowing conflicts to fester, courage enables leaders to step up and move things in the right direction. encourages speaking the truth.

Respect

Treating people with respect on a daily basis is one of the most important things a leader can do. It will ease tensions and conflict, create trust, and improve effectiveness. Respect is more than the absence of disrespect, and it can be shown in many different ways.

Filed Under: Vision, Faith & Courage

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