#nTalent - Taking A Lead > Ensuring Northamptonshire Thrives
Support and motivation is essential to personal development. In simple terms development without the support will be far less productive for the needs of Scouting, as volunteers are more likely to leave in these circumstances. There is no doubt that ‘appropriate’ support may differ depending on the needs of the individual being supported. It is therefore essential that the line manager has taken the time to understand what support would be;
appropriate for the individual
acceptable by the individual
provide the appropriate Scouting oversight.
There is no one answer to the above, which is why it has to be discussed, negotiated and agreed. Whilst that sounds like a formal process, in reality it can be achieved over a very informal conversation and is what good line managers have been doing for decades.
With ‘Support’ comes ‘Motivation.’ This is not a separate entity added to ‘Support’ it is an integral part of providing a range of support to another person.
Motivation is something that people usually recognise in others when it is clearly present, or evidently lacking. The middle ground of being quietly motivated is often overlooked. Motivation is what lies within every individual and will, given the opportunity, take hold and grow. What happens to suppress and sometimes kills motivation is external to the individual in the form of other people, structures, processes and other external considerations which can at times include line managers! There is a view that people are naturally active and motivated to learn when they find themselves in an environment that enables activity and learning to take place. The role of supporting talent management is to provide the correct environment for motivation to take place by providing the appropriate support, encouragement and if necessary protection. How to achieve this successfully will come down to taking the time to knowing what drives an individual and creating an environment for this to continue. Scouting attracts self-motivated people. Adults would not volunteer their time to develop young people, in all the different roles that Scouting offers, if they were not motivated to do so. The line managers’ responsibility is ensuring that this motivation continues and develops.
What Can You Do?
Do volunteers feel supported by their line managers?
Are there local ‘stories’ being told about good support or poor support for adults?
Is local Scouting a motivational place to volunteer in?
Are there barriers to motivation in local Scouting How can you fix this?
Are there resources available to support volunteers?
Do line managers take the time to really understand what drives volunteers that they have responsibility for?