Volunteers are drawn from a wide variety of backgrounds, interests and levels of knowledge.  Requirement for election or selection are often brief or non-existent.  Often the only real requirement is a willingness to serve. 

Training for volunteers is generally informal and on the job.  This results in a wide variety of viewpoints and approaches to issues on most governing boards for state associations.  Board members are frequently generalists whose specific expertise and knowledge is derived by their past involvement in the sport.

On the other hand, most Executive Directors and Directors of Coaching and Player Development have defined job descriptions which include educational requirements, prior experience in the field and in the case of DOCs specific license achievement from US Soccer i.e. “A” and “Y” licenses.

Management of successful relationships between the two requires thought and effort.

In dealing with the volunteer, staff should follow some very simple guidelines:

Listen Carefully – the volunteer is good at identifying issues and problems but often struggle to express their concerns in technical terms.  Listening and asking probing questions allows staff to gain information needed to evaluate the issue or problem.

Seek Solutions – Using models and technical knowledge, seek to develop effective solutions that directly address the volunteer’s concern and explain them in non-technical terms.  It is do easy to just give a short technical answer which the volunteer does often not understand such.  In coaching, it is instinctive to provide instruction to the players in terms they can understand; the same is also true in dealing with volunteer administrators.

Take Ownership – the volunteer often senses the problem but lacks sufficient information to develop solutions.  If staff takes ownership of the issue, time can be devoted to gaining additional information, surveying available resources and providing an effective solution.

Provide Solutions – staff should seek to provide solutions to problems not to provide answers or just impose ideas borrowed from experience or other programs.  Solutions are carefully thought out, well documented and presented to the volunteer in concise written communications.

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Scope of Concern – Is the issue of wide concern or of limited concern?  This basically means determining if the concern revolves around a single incident or if it involves a wide spread problem through out a program.  Knowing what the extent of the problem is allows for development of solutions that are proportionate to the problem.

Origin of Concern – Analyzing the source is not simple.  In dealing with volunteers the motive and origin of the concern may be masked within the explanation of the issue.  An issue may be presented in lofty terms while the basic motive is actually to seek advantage for a player, coach, organization or program.

Stakeholders – The volunteer often senses the problem but lacks sufficient information to know what groups within the association are involved or should be involved in developing solutions.  Seeking input and buy in from all stakeholders is important in developing solutions that work.

Resources – staff should seek to understand what resources are needed to develop solutions.  Money, personnel, communications, facilities and more may come into play.  Effects on other programs and activities must also be considered

Focus – Some volunteers can be tightly focused on their own agendas, favored programs and lack perspective on the wider picture of all state programs and activities.  This focus can allow them to have insights into the favored program that can be of real value in enhancing a program.  The DOC should seek to harness their enthusiasm and further their knowledge as to how the program works and blends into the broader picture.

Pressure --Volunteers, especially board members, are often elected and are subject to pressures from those they represent.  They can serve as a valuable resource in spreading program information and educating others as to the technical needs of the players.  With the introduction of small sided games, volunteers have been key in winning acceptance from those who resist change and do not understand what is in the best interest of the younger players.

Limited Time -- Volunteers are limited in their activities by their families and job commitments and may not always follow through.  Effective and frequent communication and the setting of reasonable goals can help them manage the time they do have available.  Understanding their limits and working with in them allows the development of productive and effective volunteer support for programs.

Enthusiasm -- Personal interests and objectives can motivate volunteers to work tirelessly in support of programs that they have an interest in.  Often a new volunteer can bring a fresh perspective and new ideas to help staff grow and evolve player and coach development activities.  Volunteers can have high energy and a willingness to devote countless hours to supporting staff if effectively directed and encouraged.  Most successful programs are supported by an outstanding pool of highly motivated and involved volunteers.  staff plays a critical role in recruiting, involving and directing effective volunteers.