feel easily replaceable and less responsible for doing a job. e. Discuss their own goals and how they fit into those of the association. People have their own reasons for volunteering, and you need to know them in order to lead effectively. Also, you must help people keep their expectations realistic; otherwise you will not able to meet them. f. Ask what they would like to know and give them plenty of time and help in raising questions. Many people are reluctant to ask questions, but they will work better after they have done so. g. Do these things in person, do not rely on printed circulars, letters, e-mails, and phone calls. There is no substitute for talking face-to-face. It lets the person know that you consider the discussion important, and it gives you a chance to get acquainted with them. h. Be enthusiastic about the importance of your work. Working on behalf of the people who work in public schools is something of which you should be proud. Enthusiasm is contagious – it will get across to the people you talk to and they will respond to it. i. Before you start a discussion with someone take time to think about how you got involved and the first time someone asked you to do something for the association. You need to be able to relate to the members you are asking to volunteer their time. 18 – AR Handbook Ideas for making committees function effectively 1. Committees should be appointed only when there is a specific job to be done. The president should outline the general work of each committee with its chair and supply or suggest sources of materials. 2. For each activity, get agreement on group goals. Achieving them will give everyone a real feeling of accomplishment. If there are no challenges, members feel that activity is unimportant. 3. Get enough people to do the job. Overworked volunteers stop volunteering, and besides, the extra lift of the group really begins when you have at least seven or eight people involved. 4. Be sure members know their jobs and positions in the group. It’s not enough for you to know; ask the volunteers and listen to make sure each individual knows as well. 5. Keep your committee together. Call meetings regularly; don’t keep in touch with each person separately. People need to see and to feel that they are part of something big, not just hear about it from you. Let members share in deciding what jobs to do, how they can best be done, and who can do them best. They know some things you don’t and they will work harder for things they decide for themselves. 6. Committees in the local association should meet at a time and place conducive to full discussion. 7. Do things at meetings. Transact business; make decisions; review past work; plan new tasks. People will be more committed to tasks that have been agreed on in the group. Besides, they won’t keep coming to meetings unless they accomplish something. 8. Each committee, after the first meeting, should submit a written report to the Executive Committee about plans formulated, dates for action, and funds needed. 9. Committees should prepare reports of the work that was done and make recommendations for what ought to be done next. These reports should be used to guide future committee activity. Keep a permanent file of committee activities. 10. Continuity of committee appointments is desirable. Not more than two or three persons should be new to the committee each year. 11. Use the association newsletter and meetings to pay tribute to committee members. 12. Pay attention to people who don’t meet committee standards and expectations. If you ignore their failure, other members will follow them. If a member doesn’t live up to committee standards, speak to the volunteer personally asking frankly what the problem is. Be encouraging; offer help. Other members can speak and show interest. Reassign the person to another job if necessary. 13. From time to time, the chairs of all committees should report to the Executive Committee. 14. A workshop for all committee members and association officers is helpful in getting activities started early.
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