by Sarah H. Elliston
From Volunteering magazine, March 1999
Current thinking in the management field is that self-evaluation is the key to continuous improvement. In order to want change, we have to be given the opportunity to personally identify what needs to change and how to make that change. We change what were doing when we finally realise that what we are doing isnt getting us what we want and when we can identify something new that might help.
The process of self-evaluation has to take place in an atmosphere of trust, where we feel listened to and not attacked. Change only occurs when we feel accepted. We dont defend ourselves against self-evaluation because it is our own view of ourselves. If the process is done in an atmosphere of safety, where the threat of criticism isnt present, the self-view can be insightful, honest and useful. The mantra becomes: I like being trusted to evaluate myself. What can I do to help out more, here?
Three questions developed by Mame Porter, who trained teachers in Texas years ago, are simple yet incredibly effective in a self-evaluation process.
1) What do you like about what you did?
Mames first question is What do you like about what you did? It invites us to self-evaluate by looking at the positive first. A colleague of mine added the question to her performance reviews of volunteers, asking them to describe what they had enjoyed about their work and of what they were most proud. Looking at the positive first built in an atmosphere of trust and safety for the volunteer and invited them to identify pride in their work and skills, thus building self-esteem.
2) If you had the opportunity to do this again, what might you do differently?
In keeping with setting a tone of respect and safety, Mames second question asks: If you had the opportunity to do this again, what might you do differently? We often know what ahs gone wrong and why. Given the invitation to reflect to reflect without anticipating punishment, we can describe the error and the solution. The opportunity to trust our perceptions instead of having someone else tell us is another important self-esteem developer.
My colleague found that this question allowed the volunteer to articulate what hadnt been successful and why. They knew when they had made mistakes and were very honest about their motivation. They told her what they would do differently, which led to discussion of what other work they might like to do.
3) What help do you need from me?
Based on an understanding that there is a built-in resistance to unsolicited advice, Mames third question invites us to request advice. By asking What help do you need from me? my colleague gave permission to the volunteer to request specific help with tasks and resources. As she listened to their requests she discovered that she had a renewed interest in assisting volunteers do their jobs. She was eager to help them get the training and resources they needed. Discussion of their responses to this question led to a renewed interest on the part of the volunteer also, because they could see that the help would be forthcoming. Since the ability to ask for help is a characteristic of high self-esteem, this question is another building block of self-esteem.
An unexpected benefit of using these questions on the review process was that, by the end of the conversation, my colleague found both she and the volunteer had a good idea of their goals for the next year. Identifying target dates for certain work to be done, they were able to cut their planning time in half and each felt good about it. My colleague was stunned at how quickly the performance reviews went and on what a positive note they ended.
As more of our work is done in teams with flattened management systems the ability to self-evaluate becomes paramount to success. An individual can use Mame Porters Three Questions, alone or with a colleague, to reflect on completed work at any time ie, What do I like about what I have done?, What would I do differently next time? and What help do I need and whom do I need to ask?
Mame Porters Three Questions are a deceptively simple tool with an immense impact on the volunteer programme, the volunteer, the supervisor, and ultimately on the service to the clients. Volunteers come away from the asking of the questions feeling pride in their work, able to reflect on what worked and what didnt work and willing to get help. All three questions allow the supervisor the opportunity to share expertise without having to give negative criticism. What better way of conducting a performance review that the build self-esteem, correct mistakes and have all involved come away feeling that everyone has won?
Sarah H. Elliston is Professional Development Associate at the United Way Volunteer Resource Center in Cincinnati, USA.
This article is an extract from a new book, Supervising Volunteers, by Jarene Frances Lee with Julia M. Catagnus published by Energize Inc. Click here for more information on this book.
