Mangement 102

MANAGEMENT 102: Being A Good Leader
Management positions include an ongoing laundry list of tedious, repetitive tasks, but more importantly, a manager’s biggest responsibility is to lead. Delegating some of these tasks is a great way to show your team that you believe in their competence, but it is also effective for setting the example for how you expect your membership to interact with each other.
 
More ideas on motivating your membership: Management 101: Motivating Volunteer EMTs
 
Many managers earned their rank because of their technical expertise in a specific area, and while it is important to exhibit your knowledge and experience, it is crucial that managers set the tone for the organization. This includes behavior, attire, trust, involvement, commitment, confidence, and setting clear expectations.
 
The Golden Rule of Good Management - Lead By Example.

• Behavior: A manager needs to be consistently professional. A good rule of thumb is to think if the mayor walked in at any time, would he or she be proud of yours and the membership’s behavior?

  

• Accountability: Mistakes happen, but how a manager reacts to a mistake is the differentiator. A manager can either try to justify or hide the mistake, or they can admit the error, rectify it, and move forward. What would you want your volunteers to do if they made a mistake? You must hold yourself to that same standard.

• Attire: What a manager wears will dictate how employees dress. If a manager expects volunteers to look professional on a call, they should set the example by always wearing cargo pants, hi-viz attire. or a jump suit, but not jeans or sweats when answering a call.

• Flexibility: Of course there are circumstantial situations that require bending expectations, and a manager must know when to be flexible. After all, we work in emergency situations, and sometimes a quicker response requires flexibility. Be reflective and open minded; this may lead to better more efficient practices.

• Trust: If a manager is told something in confidence, the manager must keep it private. It is their responsibility not to let that information out. On the other hand, if a manager speaks either positively or negatively regarding a member, it will assuredly get out among your organization. In both instances, it is the manager who is responsible for what is being spread. Think to yourself, what kind of speak do you want to be shared among your volunteers – a member’s private affairs, gossip, or praise?

• Respect: If a manager is vulgar or crass, it only has two possible outcomes. One is that this behavior may encourage other volunteers to treat each other in a similar way, and the other is that the manager will be treated with that same behavior. This will cause embarrassment, turn volunteers off, and will result in a loss of respect for the manager.

• Consistent & Timely Consequences: Managers must follow policies and assign appropriate consequences. There can be no special treatment for friends and no vendettas for individuals that may not see eye to eye with the manager. Also, situations must be dealt with immediately. If not, the organization will suffer from rumors and negative speech. If the rules seem too harsh or if a manager is having difficulty making an impartial decision, a judgment committee should be in place to review the issue.

• Embrace Change: “Us old timers know better” is not a good reason to resist a new way. Rules must be updated, technology changes, methods advance. Not following new guidelines stands the chance of having newer members not showing up at meeting, believing that their suggestions are not important. New blood is where progressive ideas come from. If “us old timers knew better”, we would not be using microwave ovens, mobile phones, Internet, or email. If something is no longer working, do not defend it. Fix it. Embrace the new.

• Communicate: A good manager must provide answers or information with a quick turnaround. It is imperative to keep your organization informed and up to date. Imagine the fallout if a new policy was in place, or if new equipment was released and members didn’t know about it. Use meetings, email, your organization’s website, etc.

• Language Matters: It is important to eliminate non-motivational phrases such as, “Us old timers know better”, or another beauty, “because that is the way I want it”, or the best one yet, “It’s my way or the highway”. These phrases are counter productive and will only inspire eye rolls.

• Confidence: Insecurity in a manager is easy for volunteers to detect. A manager should not be fearful of two volunteers whispering or talking behind closed doors. As the leader, you must understand that people will talk, but as long as you are working with the best intention of the organization in mind, you have nothing to fear.

 
In conclusion, the strength of a leader lies in the strength of the membership. Invest in, respect, and value your members before you expect those things in return. When the organization wins, you win, and when an individual is rewarded, you can be satisfied that you helped them achieve that accomplishment. A competent organization is a manager’s best reward.