What do you do if your Volunteer Managers lack problem solving skills to address issues proactively?

Communication is key and working kindly as a team is key. There are many reasons why people are not "perceived" to be performing well. But actually the best way for any organisation to perform well is to be kind to their team and give a lot of thought around positive affirmation and gentle encouragement around the weaker areas. No-one deliberately wants to perform badly ... so I am always on the side of understanding why and fixing it from that level first. Sometimes the volunteer is better suited to another aspect of your organisation ... perhaps asking the individual where they believe their skills are best placed can work. There's always something that needs doing well - kindness is key.

It is important to 'know' your work force and be able to assess what and where they need additional support to be able to execute their work to a high standard, that helps them feel more empowered and confident so that the end process is the desired effect for everyone, communication is key.

Better hope they have solid problem-solving skills to address issues reactively. Accountability in these instances does not lie with the Volunteer Manager. It lies at the feet of those who hired them. Modify your search criteria for their successor to ensure the sufficient skill set is in place beforehand. Sounds overly simplistic, I know. But it can also mean the executive is getting complacent in their recruitment practices.

The team and the current work arrangement are the most important things to prioritize. Before making a choice, I would concentrate on putting in place a functional system that would make it simple to identify the issue.

It is important to remember that technical skills are not the only skills we need to assess when onboarding new volunteers and assessing our current volunteer base. A great way to assess social skills with new volunteers is to give them scenarios during their initial interview and ask how they would respond. With this information, you can determine if training is needed. Furthermore, developing social skills in your current volunteer base can be done through observing volunteer interactions and taking note of areas that can be improved or where a culture change may be needed. Feedback from your volunteers and staff is also a great tool in assessing areas of improvement in your volunteer program.

One thing I've found helpful is creating insight into whoever is working with me, and insight can only be created if you build interest, confidence and a sense of "can- do", into such an individual. With that, he sees the task as one that must be accomplished, and diligently done too. Giving a sense of belonging also encourages selflessness in accomplishing a given task. It builds loyalty, cultivates love which removes fear that leads to eyeservice. Once your subordinate believes in you, he/ she will go to any length to do things right without much supervision. Ultimately, your team achieves, with an unanimity of purpose

When creating a training program, the most important thing to do is determine your objectives. Do you want to build knowledge, develop skills, or change attitudes? This information will guide the way you develop your training and the method of training you use. It is also important to create every training with the learner in mind. What benefit does the learner get from your training? Is it necessary or is it just nice to know? Also remember to make your training accessible (i.e. closed captioning). Rely on feedback to further improve your training programs.

Objective based training should arrange and need to conduct disciplinary ways. After conducting training should take feed back from participant for enrich skill for next training also.

Volunteers need to feel a sense of belonging at your organization. As a coordinator of volunteers, it is your duty to cultivate collaboration in your program. One way you can do this is by creating a team charter. A team charter is created by a team of volunteers that agree on a mission statement, standard operating procedures, duties, ethical values, and a list of members. Requiring each member to agree to the charter gives them a sense of belonging and a standard to abide by. This enables teams to grow together and work towards a common goal while supporting one another.

La comunicación es el puente para conectar con colaboradores, líderes y pares. La autenticidad en la comunicación y el apoyo de líderes es en mi opinión, una clave, para poder dar visibilidad y espacio en las horas de trabajo a las acciones de voluntariado. Mostrarnos vulnerables como líderes / Gerentes quizás no esté bien visto o aceptado en las organizaciones pero antes que todo y primero que nada somos personas, por lo que considero tener una red de contención permite poder trabajar sobre las posibles falencias momentáneas que presenta el Gerente. Plantear lo que le sucede en un grupo de confianza es el primer paso para comenzar a revertir la situación en la que se encuentre.

Volunteers need to know that their voice matters. You can do this by asking them for feedback after specific touchpoints and acting on that feedback. If they don't see that their feedback is being acted upon, they will lose trust in you. If you are unable to act upon feedback that was given, let them know and give them a reason why. This will ensure that volunteers know their feedback is being taken seriously.

Communication must be channel based but everyone will be engaged with team leader and the leader will ensure clear information for every one.

Feedback from your volunteers is an extremely useful tool to improve your program. Be careful not to overdo it though. Every survey you send to volunteers should focus on 2-3 areas to keep it concise and not cumbersome. Some areas may include motivation, satisfaction, impact, intent, support, and suggestions. Every survey should seek to find something actionable that you can use to improve your volunteer program.

I agree. Also offering a mentorship program offering guidance, sharing experiences, and providing advice on problem-solving techniques. This could potentially contribute to retaining trained, vested support.

Absolutely. The best thing you can do for paid or volunteer persons; empower them to be empowered to carry out and/or create new initiatives.

Obviously, The empowerment strategy will be gender equity basis. Where have good accountability, feasibility and good governance also.

To effectively lead by example, I will demonstrate exceptional problem-solving abilities in my interactions and decision-making processes, thereby serving as a positive role model for the manager and other volunteers. Furthermore, I will foster a collaborative team environment where volunteers are encouraged to contribute their problem-solving ideas and work together to address challenges.

The issues here is not the volunteer Management. The issue here is the one who made him or her a volunteer Manager. All categories mentioned should apply the the appointee who failed his assessment to choose an un-qualified leader or management.