Enterprising Rural Families
An Online Newsletter April, 2010 Volume VI, Issue 4
This newsletter is an instrument of the
Enterprising Rural Families: Making It Work
program of theUniversity of Wyoming CooperativeExtension Service. For further in-formation concerning the Enter-prising Rural Families program oron-line course contact
or go to
/ .TIP OF THE MONTH:
Remember to view and work with all thecomponents of your family business asparts of the whole. Even though a familybusiness has separate parts, each is inter-twined or overlapped by the others.Families are made up of individuals—each with their own desires, needs, skills,strengths and weaknesses.Individuals are grouped together in a fam-ily. Families are based on common ances-try, but also generate multiple interactions. Some relationships provide support andenhancement of each other’s skills, somemay create frustration and annoyance, andsome may be downright detrimental to aproductive working relationship.All of these dynamics are a daily part of the structure that is known as the “familybusiness” and cannot be ignored. Success-ful family businesses recognize the holis-tic nature of the individuals, family, andbusiness, and their interactions and over-lapping natures, providing room for vari-ous strengths and differences.
Volunteers: A Vital Human Resource
Rhonda J. Shipp, University of Wyoming Senior Extension Educator, emeriti
Volunteers often play a vital rolein the capacity and success of an organi-zation, business or board. Volunteer pro-grams require the same type of manage-rial effort that any other program effortwould require. There are several factorsto consider ensuring that the experienceis positive for both the volunteer and theorganization. A leader may be responsi-ble for effectively identifying, selecting,orienting, training, utilizing, recognizingand evaluating volunteers.It is key that a clear vision or mission be clearly communicatedwhen recruiting and accepting volunteers. This helps them and you de-termine if the match is a good fit. It is important that volunteers havean interest in or passion for the vision or mission.
Volunteers may be identified in a number of ways: personal con-tact or formal and informal recruitment using media sources, word of mouth and contacts with other organizations, businesses and agen-cies. Consider ways to reach people who represent demographic or geo-graphic characteristics, expertise or skills useful in the volunteer or-ganization and passion for the vision, mission and goals. By effectivelyempowering volunteers with a clear view of the mission and a purposefor their actions, they are empowered to be self-motivated.
As a leader, know what skills you need. This answers lots of questions in the selection process. Various methods may be used to se-lect volunteers:
ContractsCareful efforts to match a volunteer's interests and skills payhuge dividends over time.