SELECTING DISTRICT PEOPLE
SELECTINGDISTRICT PEOPLEA Workbook to Help RecruitDistrict Volunteers34512.indd 14/5/13 11:22 AM
34512ISBN 978-0-8395-4512-5 1991 Boy Scouts of America2013 Printing34512.indd 24/5/13 11:22 AM
Table of ContentsSix Major Tasks for Volunteer Success. 2Introduction. 3I. A Guide to Selecting and Recruiting District Scouters. 4II. Motivation to Join Scouting. 6III. Developing a Prospect List. 8IV. Cultivation. 11V. Group Recruiting. 14VI. The District Nominating Committee. 18VII. How Council Leaders Support Recruiting District Leaders. 20VIII. Orientation for New Volunteers. 22IX. Volunteer Retention. 23X. How to Remove a Volunteer. 25XI. Resources for Recruiting District Volunteers. 27XII. Inventory Worksheets. 2934512.indd 14/5/13 11:22 AM
Six Major Tasks forVolunteer Success1. Define Responsibilities4. Coach VolunteersVolunteers must know what is expected for them to besuccessful. Carefully define, in writing, the responsibilitiesfor each position. Use Commissioner Volunteer Dutiescards, District Committee Responsibility cards, and thedistrict committee guidebooks to assist you.Provide ongoing coaching as needed. Build a volunteer’sconfi dence and self-esteem. Help conserve a volunteer’stime. Coaching should be provided by the appropriate committee chair or professional.5. Recognize Achievement2. Select and RecruitFit the right person to the position. Consider eachprospect’s skills, interests, and other relevant factors.Consider the variety of motivating factors for peoplegetting involved in Scouting. Use all the prescribed stepsin recruiting district volun teers and use the recruitingresources of the BSA. Helpful recruiting resources includeSelecting District People and the District NominatingCommittee Worksheet.Prompt volunteer recognition has an important impacton the tenure and quality of service in the district.Recognition must be sincere, timely, and earned. Use thegreat variety of formal BSA recognition items, but also becreative with frequent locally devised thank-yous. Evenmore effective may be the personal “pat on the back” fora job well done. Recognize volunteers on a face-to-facebasis, from a person of status, and preferably in front ofthe volunteer’s peers.3. Orient and Train6. Evaluate PerformanceProvide each person with prompt orientation on theindividual assignment and with adequate training tobe successful. Use the District Committee TrainingWorkshop and Administration of Commissioner Servicemanual, which now includes the Continuing Educationfor Commissioners and the Commissioner BasicTraining Manual.Help district volunteers regularly evaluate how they’redoing. Use the Self-Evaluation for Unit Commissioners inthe Commissioner Fieldbook for Unit Service and A SelfEvaluation Guide for Successful District Operation.234512.indd 24/5/13 11:22 AM
IntroductionVolunteers are the single greatest resource of the Boy Scoutsof America. They provide leadership for boards, committees, units,and finance.This book is designed to help key district leaders determine thenumber of people needed to operate an effective district, and thento locate, select, and recruit them.BackgroundA district is a voluntary association of citizens. It includesdistrict members at large, representatives of organizations thatare chartered by the Boy Scouts of America to use the Scoutingprogram, and a complete staff of commissioners.Four major functions are involved in achieving the purposesof a council: membership, finance, program, and unit service.These four functions are accomplished in each council through itsdistricts. Development of district volunteer leadership is a major keyto every success in the district.Our ChallengeVolunteerism is basic to the success of Scouting. Havingeffective vol un teers in units and districts is a top priority for theBSA. The successful use of volunteer resources depends on theability of key leaders—both professional and volunteer—to locate,select, train, utilize, and recognize the number of people necessaryto successfully perform the membership, finance, program,and unit service functions.A Gallup survey revealed that 45 percent of Ameri cansvolunteer an average of five hours per week in service to charitablecauses and organizations. Your chal lenge is to make the properselection and to use the most effective recruiting techniques.And remember, recruiting is a journey, not a final destination.Identifying, cultivating, and involving new district volunteers is anongoing process.334512.indd 34/5/13 11:22 AM
Section IA Guide to Selectingand Recruiting District Scouters2. Determine the best prospects forthe position.Selecting district volunteers can be a rewardingexperience and is an important task for district and councilleaders. It is a personal achievement. Most recruitinginvolves a “rifle-shot approach”—focusing on individuals—recruiting one person at a time. There are certain principlesto follow, but maintain your own style and personalityduring the process. This guide presents successfulmethods to select, research, and approach your prospects.Caution: There are several ways we do not recruit. Wedo not advertise, we don’t threaten or intimidate, and wedon’t ask for volunteers. These methods are not sufficientlyselective, and people generally do not respond positivelyto them. Consider many sources for prospects. List possible prospects for the role. Consider their qualities for the position.What are their organizational skills and theircommunity connections? Would you be proud of your association with them? Prioritize prospects based on who has the qualitiesthat best fit the position. Identify the right person, not the one you think willsay yes. An initial willingness to fill the role shouldnever be a qualification for the position.Steps in Successful Recruiting1. Determine what positions are needed.3. Research the prospects at the top of your list. Define the responsibilities of the position and write abrief position description. Learn what the prospect’s interests, abilities, andmotivations are. Assess the effectiveness of existing volunteers. Tailor your approach to the prospect’s interests. List the qualities that are most likely to get thejob done.434512.indd 44/5/13 11:22 AM
Determine who can make the best approach.This will be an equal or an acquaintance of theprospect; preferably someone who has influencewith the prospect. Executive board members andcommunity leaders are often willing to assist. Youneed someone to open the door who has enoughinfluence with the prospect to gain his or herinterest. Who does the asking is the single mostimportant factor of the recruiting process. Anticipate questions or objections. Decide inadvance how you will answer them. Develop specific information on what you want theprospect to do. A few well-written, attractive piecesof paper can explain Scouting and your council, andoutline a position description and a plan of action.Develop this sales tool around the tasks you wantdone, tailoring it to the prospect’s interests andskills. Don’t dump the whole load. The prospectdoesn’t need every detail on Scouting and probablywill not read more than a few pages. Define the position you want the prospect to do,its importance to youth in the community, andits relation to the council volunteer structure.Be specific. Remember, you are talking to atime-limited, task-oriented person. Share theposition description. Tell the prospect why he or she is the best person tofill the position. Let them know that you worked withothers to identify prospects for the position and thattheir name came to the top of the list. Ask for questions. Be sure the prospectunderstands what is expected. Be prepared toovercome objections. Note that all of us are busybut we can make the time to do important tasks—and what is more important than the character,citizenship, and fitness of the youth of yourcommunity. Answer the prospect’s questions brieflyand positively. Know when to close the sale. Don’t keep sellingif you think the prospect is not interested or if theprospect is sold. Don’t oversell the position. Don’tgive too much detail. Make the responsibility seemimportant, fun, and worthwhile. And don’t undersellthe position. Be sure the prospect knows exactlywhat is expected and is willing to do it. Recognize that people work for people. Stress theparticipation of executive board members, councilcommittee members, and chartered organizationsthat are of interest to the prospect. Don’t overlookthe friendship and fellowship that will evolve. Explain that a professional staff member will supportvolunteer leaders with program details, agendaplanning, and guidance. Use terminology the personunderstands. Be prepared to respond to questions about BSAvalues issues.4. Make an appointment. Do not recruit over the phone, and do not let theprospect say ‘‘no’’ over the phone. A person whois respected by the prospect should ask for anappointment to discuss “a community matter”.Try not to give too much information about whatit is. Two or three persons making a personalvisit flatters the prospect and places far moreimportance on the position than someone callingthe prospect on the phone. Determine the best time and the most appropriateplace. If possible, avoid office pressures. Try for alunch or other time away from daily distractions. Make sure that someone the prospect respects orwho has influence with the prospect goes with you.Never recruit alone. Also be sure that someone onthe recruiting team can clearly explain what youwant the prospect to do and why they are the bestperson to fill the position. 6. Ask for a commitment.You need this person—say so. Be patient . . . wait foran answer. Decide in advance who is going to ask theprospect to fill the position and ‘‘close the sale.’’Determine in advance who will start theconversation, who will describe the position, etc.5. Make the sale. 7. Follow up.Introduce everyone. Be sure the prospectunderstands who is a volunteer and who is aprofessional Scouter and what they do in Scouting.The biggest single reason a volunteer says yesis that somebody who they like and trust asksthem to do it.After the prospect says ‘‘yes’’: Formally acknowledge the commitment witha letter. Invite and take the person to the next meeting.Prepare an appropriate news releaseor announcement.Follow up with specific orientation and anassignment within a week or two. Make small talk about the prospect’s interests,family, and achievements, based on your research. State the impact. Deliver an exciting, enthusiastic,and brief pitch on Scouting. Don’t dwell on details.Convey an important story of relevance to theprospect about Scouting. Share with the prospecthow being involved as a volunteer in Scouting willmeet their desire or need. 534512.indd 54/5/13 11:22 AM
Section IIMotivation to Join ScoutingWhy do people volunteer? What human chemistry isnecessary for motivating volunteers to become a part ofyour district Scouting team? If Scouting is to grow andprosper, we must understand people’s goals and interestsand what motivates them to join. What are these motives?They are a mixture of altruism and self-interest. Both typesare valid. Developing and improving personal skills. Making new friends and associating with the kindsof people not normally found in one’s career orcommunity life. Fun and fellowship. Furthering the objectives of one’s businessor organization.The altruistic motives include: Recognition. Many people are not satisfied withtheir career and seek fulfillment through youth work. Supporting one’s sons or daughters in youth groups. Identification with young adults. Helping youth grow into useful citizens. Guiding the spiritual growth of youth. Trying to improve society or solvecommunity problems. Doing something for a cause.Understanding why people give their time, interest, andresources is essential to an intelligent approach to buildingand leading a volunteer team. Scouting has a long historyof selecting volunteers. It also has suffered the loss ofsome competent volunteers after a short association withthe Boy Scouts of America.A volunteer’s motives of self-interest include: Belonging to a group, being part of a team. Social acceptance for supporting youth work.Why? Consider the following lists.634512.indd 64/5/13 11:23 AM
Why People VolunteerThey have or have had children in Scouting.They believe in Scouting’s values and principles.Their parents were active in Scouting.They were in Scouting as a youth.They attended Scout camps as boys.They hold volunteer positions in other organizations.They are interested in social and business contacts.They yield to peer pressure or job pressure.They receive personal recognition.They want to help other people.They want to fulfill a business or community o bligation.Why Volunteers StayThey appreciate Scouting’s role in their son’s/daughter’s education.There were given proper orientation.They had adequate training.They enjoy the opportunity for community service.They enjoy the social contacts that Scouting offers.They enjoy fellowship with other Scouters.They received recognition for their service.Why Volunteers LeaveThey were not given specific assignments.They had no orientation.They were not given sufficient responsibility.Because of work relocation.There were family pressures.There was a lack of training.Their child left the program.There was poor communication with the volunteer chair.There was a lack of personal satisfaction.They could not carry out their responsibilities at a timemore convenient for them.734512.indd 74/5/13 11:23 AM
Section IIIDeveloping a Prospect ListEssential to any recruiting program is a pool of availablecandidates for various volunteer positions. Waiting untilopenings occur to start looking for replacements can resultin frantic searches and poor selections. Prospecting is acontinuous process. It never ends!Every district Key 3—every district executive—shouldhave a “top 12 dream list” of volunteer prospects. Usethis list in developing your district “farm system,” your“succession planning,” your “two-deep leadership.”5.Friends of Scouting. The local council service centermaintains detailed records covering each Friend ofScouting. A review of major contributors may revealpotential prospects for district volunteers.6.The National Eagle Scout Association is anorganization of current and past Eagle Scouts. It offersmembers an opportunity to register with the nationaloffice of the Boy Scouts of America as a member.This group is an excellent source of prospects. YourScout executive can obtain the names of membersfrom NESA, and a list of local identified EagleScout residents.7.The Order of the Arrow is Scouting’s national honorsociety, with a local lodge in every council. Many adultsmaintain an ongoing affiliation with their OA lodge andare receptive to additional volunteer assignments.8.Alpha Phi Omega is a national college service fraternitydesigned and operated to attract past and currentScouts and Venturers. It enables them to maintain theirScouting interest while carrying out service projectsand fraternity fellowship. It is a good source of youngmen for special assignments. Your Scout executive canadvise you about key persons to contact.9.Community leaders should be cultivated andapproached for volunteer Scouting service. Thosealready active in community affairs may want to servethe Boy Scouts of America. Consider:Develop an alertness to information that points tokey people in your area. Use the Internet and otherresearch tools.Build information files of the major sources of people. Talkto knowledgeable people who know other people. This canbe helpful in deciding who can best approach them, wherethey might be involved, and how to recruit them. It involvesresearch. Once you have lists of key people in the area,build information about them.Sources of Prospects1.Nominating committee recommendations using all ofthe following means.2.Current Scouters (but do not “pirate” unit leaders forthe district). Consider active Scouters in each programwho have sons about to graduate into the next agegroup. Chances are, they will also be ready to move toa new Scouting assignment. Don’t overlook volunteerswith special interests, e.g., camping enthusiasts.3.4.a. Past presidents of clubs, professional associations,chambers of commerce, civic groups, organizedlabor, etc.Scouting families (if not involved). Parents of formerScouts, whether or not active as leaders during theirson’s Scouting years. Review parents of boys intransition from Cub Scouting to Boy Scouting. It is atime when enthusiasm for Scouting is often very high,but also a time when it’s easy for them to “fall betweenthe cracks.”b. Former Jaycees. Secure a 2- or 3-year-old roster fromthe local chapter. Determine the names of persons nolonger eligible for regular Jaycees membership due tothe 40-year-old age limit.10. Leadership in other community service and charitableorganizations. Be specifically alert to those persons whohave sons in Scouting. They are aware of the volunteerconcept and should be receptive to serve.Former Scouters not now involved. Reviewing rostersof past unit and district Scouters might reveal potentialleaders. Review past unit and district records. Reviewlists from current BSA online resources such aswww.scoutingfriends.org and Alumni Connections.Watch for former successful Cubmasters. They oftenhave good administrative skills, self-confidence,and charisma.11. Retirees. The mayor’s office in most communities canprovide the name of a person to identify prominentsenior citizens. Contact such groups as the AmericanAssociation of Retired Persons.834512.indd 84/5/13 11:23 AM
19. Fraternal orders. A discussion of club membershipwith the secretary may result in the names of potentialScouters. Past elected leaders are good prospects.12. Newcomers to the community and persons recentlypromoted on their jobs are good prospects. They canbe identified in community newspapers. Editors ofcommunity papers know key community leaders.13. Employees. Many companies survey employees todetermine their interests. Many labor unions canprovide prospects.20. Banks. Secure a state bank directory and reviewpeople listed as officers and members of boardsof directors. Generally, they are influential citizensin local leadership positions.14. Utility companies are a good source for newprospects. They are among the first contacted byfamilies moving into a community.21. Neighborhood associations. The president is a goodsource of personal knowledge regarding residents witha potential for Scouting.15. People in contact with new residents. A regular callto realtors could easily result in the names of prospectsfor volunteer le
A Guide to Selecting and Recruiting District Scouters Selecting district volunteers can be a rewarding experience and is an important task for district and council leaders. It is a personal achievement. Most recruiting involves a “rifle-shot approach”—focusing on individuals— recruiting one person at a time. There are certain principles
Table of Contents a. District 1 pg. 6 b. District 2 pg. 7 c. District 3 pg. 9 d. District 4 pg. 10 e. District 5 pg. 11 f. District 6 pg. 12 g. District 7 pg. 13 h. District 8 pg. 14 i. District 9 pg. 15 j. District 10 pg. 16 k. District 11 pg. 17 l. District 12 pg. 18 m. District 13 pg. 19 n. District 14 pg. 20
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