The Coaching Process

The Coaching Process

Coaching by Example

A difficult volunteer may not need a sit down session with you the coordinator. If the issue is that the volunteer is talking too fast, using too many big words, or not breaking down the unit enough, schedule more time for them to observe a teacher or strong volunteer. Providing the right kind of experience can often help a volunteer learn or relearn better techniques or approaches. 90% of us learn best through doing. Make sure to document any coaching by example on their risk management forms as a first step to remedy the problem.

Coaching through Counseling

If coaching through example is possible, always start with this step first before you begin dialoguing with the volunteer about their performance.Sitting down with a volunteer and discussing performance issues is uncomfortable at the very least. However, it is important for you as the coach to identify why this is valuable to your program. Will it enhance the overall experience your other volunteers are having? Will your learners directly benefit? Will staff experience less frustration or stress?

If you need to discuss a performance issue with a volunteer that involves a private dialogue, keep in mind that the volunteer needs to be part of the solution-building process. Teachers and coordinators that make themselves the source for all answers disempower their volunteers. Here are some suggested coaching steps and questions to consider when counseling a volunteer:

1. Analyze the Problem

“How would you describe what happened?”

“Why do you think Fatima cried?”

“Could you tell me what happened?”

“Based on this insight, what would you do differently next time?”

1. Anticipate and Generalize

“If this situation comes up again, how will you handle it differently?”

1. Identify Options

“What else could be done?”

“Do you have any ideas on how we could prevent this from happening again?”

“What is the next step?”

1. Determine the Next Step or Best Alternative

“Based on what we have discussed which are the best alternatives?”

“Which option do you think is best? Why?”

1. Coaching By Example- If coaching by example could not be the starting point, try to return to it after a counseling session.
2. Recognize and Thank Them

“I know this was not easy for you. You participating in this process demonstrates your interest and commitment to this organization.”

“Thank you for your time.”

“This has been very helpful to me. Please know that I am a resource for you as we work to correct this problem/situation.”

Coaching Questions

Who are your coaches and your mentors? How did they make you feel? Before approaching a volunteer, reflect on the qualities you appreciate in a manager, coach, or mentor.

Before the Coaching Session

What is the best approach I can take with this volunteer? What are their “hot buttons?”

How do/could they receive information or coaching best?

Where can I find points of commonality/consensus with this volunteer?

Is the volunteer finding some sense of satisfaction in not performing the work?

Supervision

Was this volunteer clearly assigned to a supervisor?

Does the volunteer feel valued and recognized by their supervisor?

Training and Job Description

Did this volunteer understand their job description and was it reviewed with them during orientation or training?

Did the volunteer receive the designated amount of training?

Does the volunteer understand that some parts of their job involve administrative duties? (making copies for the class, etc.)

Documentation and Communication

Was this volunteer approached before about the same issue? Was it documented?

If it wasn’t documented, what is the first step to begin this process?

Has this volunteer approached you or a staff member about the situation in question? Who responded? Was it documented? Was it resolved to the volunteer and staff’s satisfaction at that time

Motivation

Is the volunteer motivated to perform the job, but lacks the skills to do so?

Is the volunteer unmotivated to do the job but was poorly assigned because they possessed the skills to do the job? Does that mean we didn’t listen to their interests very well?

Top Ten Favorite Excuses to Not Coach Difficult Volunteers

If you find yourself muttering these things to yourself, it’s time to rethink your solution to dealing with your difficult volunteer. Learners, staff and other volunteers depend on your skills and overall grasp of program needs to deal with the situation. As Steve McCurley suggests in “How to Fire a Volunteer and Live to Tell About It,” 60% of volunteer managers delay dealing with the issue when they encountered it. Coaching, however uncomfortable, often prevents the worst case scenario (termination) from occurring.

1. “Confronting the problem will only aggravate the situation.”
2. “If I ignore it, he, she, or they will disappear.”
3. “I am a wonderful and caring coordinator; I can handle any and all difficult volunteers.”
4. “There is good in everyone, this volunteer will eventually find their place and fit in.”
5. “The teacher will take care of it.”
6. “If I say something, the volunteer will leave and the program will fall apart.”
7. “Everyone wants to be fixed.”
8. “I could tell her that her student isn’t coming anymore and I’ll call her when a new student shows up.”
9. “I haven’t heard any complaints from the students. Only the staff and lead volunteers said something.”

And the grand finale,

10. “I can fix any dysfunctional person with a little time and patience.”

McCurley, Steve and Sue Vineyard. Handling Problem Volunteers. (Heritage Arts Publishing) 1998.