Update B3 - Servant Leadership
A. Log of Hours Worked
July 23, 2:00 – 5:00
July 30, 2:00-5:00
August 4, 2:00-5:00
August 5, 2:00-5:00
August 6, 2:00-5:00
August 7, 2:00-5:00
August 12, 4:30-7:00
August 14, 4:30-7:00
TOTAL HOURS THIS UPDATE = 23
TOTAL HOURS TO DATE = Although I have not reached 60 hours, I am scheduled to work with Free Arts staff on the following days. Additionally, I plan to assist in and out of the office one – two evenings a week until the volunteer training in late September.
8/20 4:30-7:00
8/25 4:30-7:00
8/21 3:30 - ?
8/25 3:30 – 7:00
B. SPECIFIC PROGRESS ON OBJECTIVES
• Identify successful volunteer recruiting techniques
I have now been involved in almost all phases of the volunteer recruitment process including recruiting volunteers, retaining old volunteers, and working with current volunteers. Late last month I began sitting in on volunteer interviews, and this month began conducting interviews on my own. (The only aspect I have not encountered yet is the actual training day – which will happen in September).
• Solicit Information from Partner Sites
I tabulated surveys from the site directors and staff regarding the last few program years, and combined all the comments into one document. Additionally on August 21, I will be meeting with the program coordinator as well as site staff and volunteers to discuss the needs and storage of arts materials at that site. Hopefully I will be able to schedule times to meet with people at other sites before the end of September.
•Describe the Free Arts Volunteer Process. Identify Strengths and Weaknesses
By far the greatest strength of Free Arts is the passion, commitment, and excitement they have about their organization. The staff enjoys talking about what they do and getting other people excited about the mission. Sales representatives for phone book ads, office supplies, computer services, and decorating companies have all come into the office with the intent of selling something, and left with brochures, volunteer applications, and donor opportunities!
The big weakness I see is a lack of opportunities for people under the age of 18. Several calls come in each week from high school students who want to volunteer with Free Arts. For legal and ethical reasons, the organization can not have teenagers working with Free Arts kids. I would love to find a way for these high schoolers to be involved in the program. I have very few practical ideas, but have begun brainstorming less practical ideas with the program coordinator and a few volunteers.
C.Reflect on a Useful or Successful Experience
A lot of my internship has involved making phone called. I have called companies about employee volunteer programs. I called community organizations about their willingness to work with us. I called grocery stores and Krispy Kream stores about donating food for our volunteer training, and I called inactive volunteers about becoming active volunteers.
Although I do not particularly enjoy calling strangers to ask for favors on behalf of an organization, sometime in early August I had a sparkling moment when I realized that making cold calls is not as awful or tedious as I used to think. (It can even be enjoyable!) Cold calling is not my favorite job, but the process no longer feels awkward.
Part of this of this comes from just doing it so often, and part of it comes from the Free Arts atmosphere (as mentioned in B2). By design, this organizations programs require massive support from volunteers and donors. Free Arts staff proudly talks about what they are doing, and asking for the things they need naturally flows out of that conversation. I am still learning how to perfect that skill, but it is exciting to realize that this is a skill I now have.
D. Servant Leadership
I like the model of servant leadership. First, every excellent leader with whom I have worked applied some of the principals of servant leadership. Secondly, I see my own personal values and attitudes expressed in the philosophy of servant leadership.
Dave D. – Leading From Behind
Dave D., a friend of my father who volunteered to lead my family on a backpacking trip was a servant leader. Although not an official tour guide, Dave had hiked this canyon many times and quickly earned the title of “fearless leader.” Dave-the-Leader however, always hiked at the end of our six person group, never actually “leading” us anywhere. His “leading from behind” became a great joke, but if Dave had been in front, he would not have recognized when the group needed to slow down or rest. Being at the end of the line ensured we hiked at our pace and not his. Dave’s attitude was not “Hey look at me I’m the leader!”, but “because I agreed to lead this trip, I am responsible for the safety of all the people here.”
Nancy M. – A Partner
Nancy M. was a principal I had the pleasure of working with for three years. Nancy did everything on Melrose’s list of “people values.” She stood between the bureaucracy and her staff so they could work with as few distractions as possible. Nancy freely gave power away to her staff, but remained available to support us in any way she could. Our staff meetings began with an opportunity to share a personal success story (or the success story of a colleague too modest to share!) If something did not meet her expectations, she was brutally honest about it and quietly worked with us to correct the situation. Nancy was the number one cheerleader for us giving praise and going above and beyond her job description to publicly support her staff at meetings and events outside of work. Sendjaya and Sarros write that staff at TDIndusties are called “partners” instead of employees. I truly felt like a partner with Nancy. I technically worked for her, but actually got to work with her.
Kelly F. –Taking Care of People
Kelly F. directed the Girl Scout Camp I worked at for several summers. Kelly created a culture of servant leadership at her camp by providing for the staff. She would randomly take over for a counselor who was tired, cranky, or just needed a break, and let us take a short nap or get away for a few minutes. Kelly made herself available not as a supervisor, but as a support system and resource. She never tried to micromanage or horde power over us, preferring to empower the staff to make decisions and take initiative.
My Thoughts
At the end of their article, Sendjaya and Sarros ask if certain types of people are likely to feel more comfortable with the role and nature of a servant leader. I think there are people (such as myself) who do feel more comfortable being a servant leader instead of a bossy-leader. Like anything else, people should find a leadership model (or pieces of various models) that fit their own personal style and temperament, use what works, and discard the rest. Servant leadership (or any other model) is not meant to be a one-size-fits-all-panacea.
Free Arts
I’ve seen Free Arts use some aspects of servant leadership with volunteers. The first priority of the organization is to the kids, but we also recognize that without volunteers we would not be able to serve children. Free Arts provides training, resources, snacks, and support for all the volunteers who work directly with children, and volunteers who work in other capacities.
I believe I am most successful when I add to the success of others. Servant Leadership seems to fit into that beautifully. I want to be the kind of person who gives other people the autonomy and tools to do a job, and lets them do it. As a leader (and as a person) I do practice Melrose’s People Values and Performance Values. My strengths include working behind the scenes to give others the support and encouragement they need to be successful. I like the example of the boss picking up towels.
I’ve worked for (with) many people who have wanted to have all the rights and privileges of leadership, but failed to take the responsibilities associated with it. In my understanding of servant leadership, the responsibilities of being in charge take precedence over any perks or privileges of playing “The Boss.”
As a teacher in charge of students, I often employ Dave D.’s “leading from behind” idea. I rarely stand in front of my student orchestra flailing my arms around like a “real” conductor. Instead I sit with the students listening and aware of what is happening. Like Nancy, I want my kids to take ownership of their orchestra and the final product we present (as a team) at our concerts and performances.
I might recommend other students do an internship with Free Arts. I would not recommend it as a first internship because the organization hasn’t exactly figured out what to do with interns. (Projects, workspace, and having the office open are still issues that need to be worked out at the Free Arts office).
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