EMC326 said "let's recall that it was noted that the loss of participants often occurs with a change in the person managing the program (of volunteers). And, then asked "So, what talents and abilities does the new manager lack that the prior one had?"
To continue: There are numerous aspects that separate managers into 'good' and 'poor'. Here are some:
Good managers make sure assignments are clearly understood, while poor managers assume it. Here's how a good manager may do it:
"now, let's review what this work entails. What is needed is to xxxxx, and it is needed by xxxxx. Your assignment is to XXXXXX and you have FULL authority to do whatever it takes to accomplish the goal. Is that what we both understand?"
Poor managers say "I need (or want) you to do this....." Good managers say "Can you do this .....by .....?" "Good, I would appreciate it if you can do that. Here is what you will need to accomplish it......"
Poor managers often look for ways to take credit for what those in their department or program accomplish. Good managers always award the credit to those who originate the idea, work, or who accomplish the result. They also make sure that those "upline" are aware of the contributions of those who do the work.
Good managers always involve the key volunteer staff (and often the actual workers) in determining program direction, priorities and assignments. What this means is that good managers keep the volunteer program moving in ways that INVOLVE the key staff.
Good managers seem to have a knack for timely choosing their assignments, as if they inherently realize that this is THE time for that to occur. Conversely, they never reassign a task at an inappropriate time in a program's progress
Poor managers often decide what that manager wants the personnel to do without involving them in the program direction. It is as if they must decide on everything to be done in a program. This type can go into a program and require mission statements and position descriptions without asking if ones already exist. It's as if they need to feel in control of the program and that is their way of starting their new regime. These seem to be those who learned by the book, rather than direct experience. There are many very successful programs without written mission statements or position descriptions, although they can be useful in the right place at the right time. The point is, when are they needed and when are they not. A good manager never does it arbitrarily.
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