Goals, Objectives and Communication - Volunteer Management Conference - November 4, 2011

Overview 1.Identify a real-life challenge 2.Setting the stage: what great managers know & do 3.Setting expectations: goals & objectives 4.On-The-Level communication 5.Q & A

VOL SUPERVISOR DEPARTMENT ORGANIZATION VOLUNTEER KSAOsExperience Personality / Style Training Non-Work Issue POSITION New / Outdated Too Big / Too Small Too Much Variation Lack of Clarity General Design Challenge Identifier OTHER  Dissatisfaction  General Morale  Career Stage  Location  Compensation  Interpersonal  _____________

Goals & Objectives: What’s the difference? Goals are broad / Objectives are narrow Goals are general / Objectives are precise Goals can seem intangible / Objectives are tangible Goals are abstract / Objectives are concrete Goals can’t be validated as-is / Objectives can be measured Example: Goal: knows about the human body. Objective: SWBAT name key elements of the human body as outlined in the textbook: “Humans”.

Goal-setting Outputs v. inputs Quality requirements / measures Working backwards Ongoing process

Objectives Sspecific Mmeasurable Aaction-oriented Rrealistic Ttimebound

First, Break All The Rules By Marcus Buckingham & Curt Coffman, Simon & Schuster, 1999 Looks at effective management practices of over 80,000 managers Recommended read for a fresh, yet practical, perspective on managing others

3 Things Great Managers Know 1.People don’t change that much. 2.Don’t try to put in what was left out. 3.Do spend time drawing upon strengths.

4 Things Great Managers Do 1.Select 2.Set expectations 3.Motivate 4.Develop Goals & Objectives Communication

“On-The-Level” Communication (McLagan & Krembs, Berrett-Koehler Publications, 1995) Treating others with dignity and consideration for their thoughts, feelings, and opinions Stating honestly and openly what you know, think, feel or need Identifying what you want to accomplish and adjusting actions and words as needed to reach desired outcomes Ensuring two-way communication that focuses on achieving positive, mutually satisfying results

Another View of O-T-L Purpose

6 Communication Skills Receptive Skills Observing Listening Empathizing Expressive Skills Questioning Describing Concluding

The “Observing Participant” Consciously being an Observing Participant helps you stay aware of what’s happening in a conversation while it’s going on, so that you can: 1.Remind yourself about the purpose of the interaction and then 2.choose the best communication skill(s) to keep the discussion on track.

Avoid Unwelcome Surprises

Giving & Receiving Feedback: Common Problems “Sender” mistakes Vagueness Shutting Down Anticipation “Receiver” mistakes Expecting the worst Counterattacking Passiveness

Cross-purposes in delivering feedback Respect for feelings Directness Low High Buries the message “On The Level” Creates defensiveness

Delivering & Digesting Tough Messages 1.Don’t wait. Discuss problems before they become crises. 2.Define your view of the problem or relationship before discussing it. 3.When receiving a tough message, focus on active listening. 4.Consciously use your “Observing Participant”. 5.Focus the discussion on the problem, not the person. 6.Get both sides involved in developing an action plan.

“On-The-Level” Communication Treating others with dignity and consideration for their thoughts, feelings, and opinions Stating honestly and openly what you know, think, feel or need Identifying what you want to accomplish and adjusting actions and words as needed to reach desired outcomes Ensuring two-way communication that focuses on achieving positive, mutually satisfying results

Conclusion 1.Clear goals = building blocks 2.Objectives should be SMART 3.Focusing on strengths makes the most sense (for everybody) 4.Four main principles of On-The-Level 5.Six Communication Skills 6.The “Observing Participant” 7.Practice, practice, practice

Successful Communication