Tag Archives: leadership

Mindfulness Moments with Pennsylvania 4-H’ers

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Mariah Stollar is practicing mindfulness with 4-H’ers

Penn State Extension Leadership Network team member Mariah Stollar developed and delivered a mindfulness program for Pennsylvania 4-H’ers. The program is a two-hour workshop that introduces youth to the concept of mindfulness. Youth also try out mindfulness activities and set goals for mindfulness practice.

More specifically, youth learned about the concepts of mindfulness and mindful living, ways to practice mindfulness, and how mindfulness relates to leadership and 4-H. Youth also set personal goals for practicing mindfulness after the workshop.

Overall, youth seemed to enjoy the activities and engage with the sessions. One youth from the pilot session shared, “It helped me relax.” Another youth said: “If I’m stressed about anything, I can use breath awareness.” When asked how mindfulness could help you be a better 4-H’er, another shared, “If you’re the president…if they’re all talking at once you won’t just flip out on them.”

At Camp Kanesatake, one participant shared a broader application, “Mindfulness can help you work in a group better.” Another commented on the goal-setting: “I liked being able to set our own goals so that we could apply them after the workshop.” Youth also discussed how it was nice to take a break and breath from the busyness of their days at camp. A couple participants shared they learned things that could help them manage anger and other negative emotions.

Another youth shared that they thought mindfulness could apply to 4-H club activities and service events.

The pilot program at the Pennsylvania 4-H Junior State Leadership Conference reached 14 participants. At Camp Kanesatake, 48 youth were reached. Mariah also plans to deliver the program in July at Camp Hervida in Ohio.

Continue to check the Penn State Extension Leadership Network blog and Facebook page for updates on Mariah’s project.

Mariah Stollar is a Graduate Research Assistant in Penn State’s department of Agricultural Economics, Sociology, and Education. Her research and teaching interests are youth and adult leadership, with a focus on mindfulness. You can contact her at mks370@psu.edu.

Volunteer Management & Leadership Tips, June 2019

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Volunteer Management

Master Volunteer Life Cycle Model

Strauss and Rager (2017) developed the Master Volunteer Life Cycle Model. The model describes the full life cycle of a Master Volunteer’s term through three phases of volunteer’s experience, including Recruiting, Volunteering, and Assessing.
 
Recruiting Phase: finding volunteers to join the program
*volunteer motivation
*education
*match (assign to a role) 

Volunteering Phase: helping volunteers to complete tasks
*job description
*providing resources
*volunteer work communication
*constructive feedback 

Assessing Phase: helping volunteers reflect on their experience and adjust as
needed
*continue role
*new role
*break (temporarily or exit) 

Volunteer program coordinators and managers can use the model to support
volunteers and enhance their experience in volunteer service.
 
Source: Strauss, A.L. &  Rager, A (2017) Master Volunteer Life Cycle: A Wide Angle
Lens on the Volunteer Experience  https://www.joe.org/joe/2017august/tt7.php
 

Do Latinos Volunteer?
 The Latino population are potential volunteers for Extension in Pennsylvania. The
Latino community represents approximately seven percent of the state’s population (U.S. Census, 2018). Hobbs (2001) conducted a focus group with 18 individuals to
better understand how organizations can involve Latinos as volunteers. Research
results suggested the following tips:
 *Build a trusting relationship with Latino communities
*Identify potential volunteers through explaining how they can help their community
*Invite Latinos to participate (personally or via social media)
*Support Latino volunteers (i.e. create a culture supportive of Latinos)
*Recognize Latino volunteers (celebrate their success by inviting families to
recognition events)
 Tips How to Provide Supportive Environment for Latino Volunteers
1.Commit to cultivating a long-term relationship with the Latino community
2. Have a voice – hire Extension professionals with language skills and
cultural understanding
3. Provide emotional support that meets their empathy, kindness, love, and
trust needs
4. Provide instrumental support that helps them do their job more effectively
5. Provide informational support to deal with personal and professional problems
6. Provide appraisal support that is relevant for self-examination and cultural
comparison.

Source:
Hobbs, B.B. (2001) Diversifying the Volunteer Base: Latinos and Volunteerism  https://www.joe.org/joe/2001august/a1.php
Latz, M.E. (2004) Gain the Edge. St. Martin’s Press, New York, N
Leadership
Source: https://pixabay.com/photos/consulting-training-learn-knowledge-2606533/ is in the Public Domain on Pixabay.com
A Coach Approach to Extension Education
 Consider employees, clients, and volunteers you have coached within your Extension work. Now, think about your motivations for coaching them. Do any of them align with Franz and Weeks’ (2008) identified motivations for coaching.  

Here are the following reasons we may utilize in coaching within Extension:
*Employee career development
*Increased job satisfaction and fit
*Increased productivity Improved employee retention
*Positive cultural assimilation
*Transfers training into practice
*Higher employee loyalty to the organization
*Improved educational programming/products
*Reduced employee time for training
*Improved ability to deal with change
*Lessens personal dilemmas that impact work
*Increased skills in program planning and implementation
*Better understanding of the Extension political and economic climate 

Allen (2013) suggested that Extension education should embrace the practice of
coaching to improve Extension clientele experience. The purpose of coaching is to
help a client discover, clarify, and design a path to success. The author proposed to
switch from an expert-learner model to a student-focused model that will help using
individual desire in the learning process. This model will help:

1. Build a partnership relationship with your Extension client
2. Develop a vision of success with your client (recognize client’s needs)
3. Create accountability through action steps.

Include the following elements in the coaching practice:
*Problem identification
*Goals clarification
*Exploring options
*Action steps
*Observing results and evaluation
*Provide support

Also, consider the people you work with who may lack effective coaching due to your lack of training in this area. Reflect on how you can learn more to more intentionally
coach employees, clients, and volunteers. Brainstorm specific challenging situations you are facing that you can address with effective coaching.
 
Source: 
Allen, K. (2013)Coaching: A tool for Extension Professionals, Journal of Extension, 51(5),https://www.joe.org/joe/2013october/iw1.php
Franz, N., & Weeks, R. (2008). Enhancing Extension employee coaching: Navigating
the triangular relationship. Journal of Extension, 46(5).
 
Source: https://pixabay.com/photos/motivation-phone-message-the-hand-1634875/ is in the Public Domain on Pixabay.com
Steps for Having an Effective Coaching Conversation
 Allison (2011) defined a coach as a “thought partner,” or someone who helps people set goals and supports the process to achieve these goals by holding the coachee
accountable. How should one engage in an effective coaching conversation? Allen
outlined “The Coaching Conversation Process” in her book Leadership Performance Coaching. For a 50-minute meeting with an employee, volunteer, or client you coach, utilize times in parentheses to stay on track.
 
Step 1: Greetings & Accountability (5 minutes) –Coachee provides updates since
last meeting. Focus on the progress they have made toward their goal.
Step 2: Focus the Conversation (3 minutes) – Help your coachee refocus if needed; bring the goal closer to reality.
Step 3: Listen (10 minutes) – Don’t interrupt, take notes, keep track of their progress.
Step 4: Deepen Understanding (10 minutes) – Clarify as needed; a summary
statement is important at this stage.
Step 5: Interact Through Questions (15 minutes) – Engage in critical thinking: ask
questions, consider external perspectives, and generate new ideas.
Step 6: Reflect and Brainstorm (5 minutes) – Move forward with questions and
select the best ideas.
Step 7: Commit to Action (2 minutes) –Involves action steps, accountability, and
action planning.
 
Source: Allison, E. (2011). Leadership performance coaching. Lead+ Learn Press.