In the second of a two-part series, guest writer Sue Jones shares her thoughts on what’s really needed in terms of learning and development for people in volunteer management.
Although I’ve always viewed qualifications as an important part of Volunteer Managers gaining recognition for themselves and their work, I’m also a huge advocate of all types of learning experiences: from topic based training courses to networking events; conferences and mentoring programmes; working one-to-one with a coach; subscribing to an e-journal or magazine; and simply taking some time out to read a book. After all, we live in a world where information, resources and learning opportunities are available anytime and anywhere – even for a field as niche as Volunteer Leadership & Management! And, our focus needn’t be exclusive to volunteer management – there is a lot to be gained from looking beyond our immediate field.
The brilliant thing about embracing less formal approaches to learning is that it puts you in the driving seat.Yet this is something that perhaps we don’t fully appreciate when we are considering our options for learning and professional development. In my experience of working with volunteer managers, there is a tendency to look at what learning options are available to them, rather than being aware of the fact that we are always learning and that there are so many ways we can approach this, both formally and informally. Perhaps it’s worth remembering that it’s your learning and professional development – so, where you need to start is to ask yourself, what is it that you are seeking?
Susan Ellis once said:
“No-one will buy you professional status. You either have it or you don’t. But it is different from competence on the job. It means affiliation with a field, and a willingness to work together to build that field.”
If you are seeking recognition for your competence within a role, then qualifications may provide this. Even in-house training programmes and acknowledgement from your employer via the organisation’s appraisal process may be an indicator of your personal growth in terms of knowledge and skills.
Yet, if you are seeking professional status, as Susan suggests, this is something different – something you need to work on for yourself individually and collectively as a wider professional group. While studying for a qualification can certainly support you with this and maybe kick start your interest and passion for learning, expanding your knowledge and building your expertise; I believe it’s what you do next that really matters. How you use your learning to continue to build that professional status, for you and for others.
Now, you might be thinking, this is all well and good, but what time do I have to dedicate to my own CPD? My job is already so full. You might also feel its more your employer’s responsibility to bear any costs, whether that be financial outlay or time. Perhaps you even hold the view that there’s not much point to ongoing studying and learning if there’s no certificate from an awarding body to ‘prove’ your achievement at the end of it. These are all valid points, and they do need consideration; yet I would (gently) challenge each of these positions as being potentially detrimental to your own personal growth.
The Chartered Institute of Personnel and Development (CIPD), says that:
“Continuing Professional Development (CPD) is a combination of approaches, ideas and techniques that will help you manage your own learning and growth. Perhaps the most important message is that one size doesn’t fit all. Wherever you are in your career now and whatever you want to achieve, your CPD should be exactly that: yours.”
For me, there’s something useful we can extract here about shifting our expectation of what learning should look like and maybe even letting go of the often discussed notion of there needing to be a clear career pathway for leaders and managers of volunteers.
As the workplace evolves it is becoming more evident that one of the key skills we need to develop and apply to our work is adaptability – and this also applies to how we approach our professional development. After all, learning isn’t something that just happens to us, we have to show up to it, to participate in it and most importantly, we need to get to know ourselves better so we can really get what we need from it.
So, how do you do this?
You could begin with a reflective exercise, just to see what comes up when you start to ask some questions, such as;
- What do I enjoy within my work?
- What am I good at?
- What would I like to learn more about?
- How does/will this support me in my existing role?
- What would I like to do more of?
- Going forward, what sort of role would enable me to work to my strengths?
Self-reflection isn’t necessarily the easiest thing to do – it comes more naturally to some people than to others. Yet, in my experience it can have a very positive impact on people as they start to articulate what’s happening for them, what they are learning and how they can use that information to drive things forward. In fact, regular self-reflective practice, even for those who may initially approach it with scepticism, can lead you to discovering all sorts of useful stuff about yourself, which can be applied to various aspects of your life and work, including supporting you to seek out relevant CPD opportunities.
An exercise I often do with coaching clients is to set up a weekly reflective activity using questions we design together, which can prompt their thinking and encourages them to capture their thoughts as a way of tracking their learning and progression, either generally within their work, or as part of something specific they are working on in their life. And this is actually something we can all do for ourselves. All it takes is knowing what questions you want to ask and then setting up a mechanism for capturing your responses, for example in a journal or an app, or even by sending an email to yourself once a week.
Creating a system for noting your learning is also something you can apply to your CPD in general. Again, this needs to be something that you create and you drive, so ask yourself, ‘what am I already doing that contributes to my CPD and what additional activities do I want to intentionally seek out, in order to help me develop further?’
Here’s an example of the prompts I use within my own quarterly CPD tracker. It’s really basic, yet it enables me to keep a note and to reflect back on activities and learning that I may possible overlook or even forget about.
There are so many opportunities to learn and to develop, you just need to decide whether it is something you want to make time for and to choose.
Sometimes sharing our expertise and knowledge is a great way of further expanding our skills and helps us to connect with others, so perhaps being a mentor or volunteering as a board member might suit you?
Why not set up a local or virtual volunteer managers’ network or reading group, where you can support yourself and others to share learning and experiences and build up your knowledge and expertise?
We can even learn from the process of blogging as writing can help us to think our thoughts through to a conclusion – or even better, helps us ask better and more insightful questions of ourselves and our work.
Finally, here are a couple of resources you may find interesting if you are looking for a starting point with getting to know yourself better.
- The 16 Personalities questionnaire is a free tool which provides some insight into you – what makes you tick, where you gather your energy from and how you relate to others.
- Or, if you are in need of something more structured then The Clore Social Leadership Discover Programme is an on-line course designed to help you gain insight into who you are as a leader and how to develop, for just £50.
I’d love to hear from you about the types of CPD activities you are involved in and any suggestions you have for how volunteer managers can support one-another with this.
Please do share your thoughts below.