the art of not knowing everything the role of paid staff in coalitions featuring the sad, sad...
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The Art of Not Knowing The Art of Not Knowing EverythingEverything
The Role of Paid Staff in CoalitionsThe Role of Paid Staff in Coalitions
Featuring the Sad, Sad Stories of . . .Featuring the Sad, Sad Stories of . . .
Paul EvensenPaul Evensen Shannon WeatherlyShannon WeatherlySenior Vice PresidentSenior Vice President Policy AnalystPolicy AnalystCommunity Systems GroupCommunity Systems Group Office of National Drug Control Office of National Drug Control PolicyPolicy
Introducing…Introducing…Paul EvensenPaul Evensen
Former Coalition Leader Evaluator Trainer/Speaker/Facilitator Perpetual Student (will he ever graduate?!)
Shannon WeatherlyShannon Weatherly Former Coalition Leader Policy Analyst/DFC Doer/Contract Nerd Mental Health Counselor Yoga Instructor
ObjectivesObjectives
1. Clarify the appropriate roles of paid staff in coalition work.
2. Highlight the benefits of engaging in healthy role development for staff (. . . .and share our personal history of traps, mistakes, and lessons learned.)
Group DiscussionGroup Discussion
In your DFC-funded coalition:In your DFC-funded coalition:
What is the current role of paid staff? Are coalition members clear about the role of
staff? Has their been a specific conversation? Does your job description address the issue
directly? What expectations did coalition members have
when your coalition transitioned from “all volunteer” and “unfunded” to DFCSP grantee?
Group DiscussionGroup Discussion
In your DFC-funded coalition:In your DFC-funded coalition:
How much of the coalition’s current work relies solely on paid staff to get done?
What is working about the current role of paid staff?
What is NOT working about the current role of paid staff?
If You Hear Nothing Else If You Hear Nothing Else Today….Today….
Hear this…Hear this… YouYou cannot cannot and and should notshould not do this alone. do this alone.
There is danger is being the only “doer”. You do not have to know everything.
The coalition is not about you.The coalition is not about you. Perfect the art of “facilitating from behind.” Be prepared to receive little or no credit for
your hard work. Make peace now with the fact that you have the
world’s most rewarding and yet, thankless job.
Paid Staff Should Not…Paid Staff Should Not…(do anything Shannon and Paul did including the (do anything Shannon and Paul did including the
following)following) Plan and facilitate all coalition meetings
Do everything because “it’s easier that way”
View members (or allow members to see
themselves) as advisors and not doers
Make unilateral decisions about the coalition’s
work
Allow themselves to become known as the only
expert in the coalition
Paid Staff Should Not…Paid Staff Should Not…
Always be the spokesperson for the coalition
Be the primary architect of planning products
Be the primary implementer or act alone
Deny members a chance to act or take any
action a member should have or could have
taken
Repeat any of the other major mistakes made
by Shannon and Paul . . .
Consequences of the “Should Consequences of the “Should Not’s”Not’s”
The coalition becomes all about you
Removes responsibility/input from members
Excludes the greater community
The coalition IS the paid staff
Sets up your coalition for failure if you leave
Shuts down the very process that is a
coalition & creates stagnation
Consequences of the “Should Consequences of the “Should Not’s”Not’s”
Members will leave because they have
no “real” roles (does your coalition
really need one more advisor?)
The coalition will lose (or fail to gain)
real political power and influence
Staff will burnout
Paid Staff Should’s…Paid Staff Should’s…
Include members in the tiniest of details
Encourage their voice to be heard
Match member skills, interests, and desires to
tasks
Align resources and skills with members to
succeed in their task or role
Support and problem solve with members to
achieve results
Paid Staff Should’s…Paid Staff Should’s…
Connect and facilitate efforts behind-the-
scenes
Educate the community on the real role of
coalition
Ensure the “pay off” is there for the
member’s participation
Let members lead in big and small ways
Facilitate the creation of leaders
Consequences of the Consequences of the Should’sShould’s
More people are able to do the coalition’s
work
Members feel valued and stay involved
Creativity flourishes
Leaders lead and new ones are created
Leads to community change and outcomes
Consequences of the Consequences of the Should’sShould’s
Increases community buy-in and input
More likely to obtain local resources because
of varied community involvement
If you leave, your coalition lives on and
(hopefully) never skips a beat
Decreases staff burnout and turnover
How to Quickly Re-Define How to Quickly Re-Define the Role of Paid Staffthe Role of Paid Staff
Start with Meeting ManagementStart with Meeting Management Who sets the agenda for coalition meetings? Who facilitates the coalition’s meetings? Who makes decisions about meetings? Who communicates about/before/after/in-
between meetings?
Paid staff role(s) before, during and in between meetings?
How to Quickly Communicate How to Quickly Communicate Paid Staff’s Appropriate RolePaid Staff’s Appropriate Role
Use Shannon and Paul as “an excuse.” To raise the issue. To have an immediate conversation about paid
staff and volunteer roles.
They have to be told: Paid staff (you) can shock them with the news
that they are doers, or You can find a “proxy advocate.” Who is best
to send this message to the coalition?
How to Quickly Communicate How to Quickly Communicate Paid Staff’s Appropriate RolePaid Staff’s Appropriate Role
Don’t do stuff! [No, we don’t mean go on
strike!] Do not enable an unhealthy role for paid staff.
Be willing to let things go undone: So that the process can “correct itself.”
So that members have to weigh the consequences of
current action plans, assignments, and roles.
So that there is accountability.
We Got a DFC Grant!!We Got a DFC Grant!!Now What?Now What?
What is a coalition? What is a coalition? A community problem solving process that is larger than
any one person.
What is process?What is process?What groups do over & over again that become the norm,
habit, or expectation.
Habits form the routines, business model, Habits form the routines, business model, and way of doing things in a coalition.and way of doing things in a coalition.They are beyond staff & can be done with or without paid
staff. Written: By-laws, rules, regulations Unwritten: What the coalition naturally does
Coalition + Active Membership = Coalition + Active Membership = ProcessProcess
The process of a coalition:The process of a coalition: Cannot be done alone
Is not a table of people who care
Remains no matter who is/is not present
Creates a safe environment for creative
problem solving that involves everyone
Is facilitated by a humble, relaxed, and largely
behind-the-scenes paid staff
You Have Things that Are You Have Things that Are WorkingWorking
You got the grant, so…You got the grant, so… Where are you seeing progress already?Where are you seeing progress already? Can you find the “there” there and use it Can you find the “there” there and use it
as model for other parts of the coalition’s as model for other parts of the coalition’s work?work?
Does my team even understand Does my team even understand “coalition”? What can I do to help them “coalition”? What can I do to help them learn?learn?
Some Final ThoughtsSome Final Thoughts
Assessing & shaping your management Assessing & shaping your management style over time is essential.style over time is essential.
Choosing to not stand in the way, but to Choosing to not stand in the way, but to facilitate movement.facilitate movement.
If it’s about you, then you’re in the way.If it’s about you, then you’re in the way. Don’t act out of fear, but don’t be afraid to Don’t act out of fear, but don’t be afraid to
act.act. You are not alone. Connect with your You are not alone. Connect with your
members, community, State & Federal members, community, State & Federal friends.friends.
Questions?Questions?
Shannon WeatherlyShannon WeatherlyP: 202.395.6774P: 202.395.6774
E: E: [email protected]
Workshop materials also available Workshop materials also available at: www.ondcp.gov/dfcat: www.ondcp.gov/dfc