In many organizations, particularly small to medium sized ones, one of the most often neglected responsibilities of leadership is ignored. Many of these sized groups utilize a combination of volunteers and paid staff to perform the duties needed by the organization. Unfortunately, if the roles are not clearly demarcated and elucidated, there is often more dysfunction than function. The advantage of stable staffing is the avoidance of the high cost of training and retraining personnel, and stability of continuity. However, it does not necessarily mean that the staff is highly functioning, but merely that the turnover rate is low. It may also mean that volunteer leaders have either "fallen asleep at the switch" and ignored deficiencies, don't want to "rock the boat" because while volunteer leaders serve a finite term, many of them prefer to avoid staffing issues, and would rather "make do" than to make changes. Leaders should schedule a regular "meeting schedule" with paid staff. This can either be in person or by telephone, but should be a formal, regularly scheduled meeting, with a detailed agenda. Part of each meeting should be a review of actions taken by staff from previous meeting items, and the staff member should complete certain performance reporting sheets in advance of each such meeting. The next session item should be upcoming needs, and each item should be prioritized with specific deadlines.
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