FEATURE
Managing for the First Time:
Reflections on Leadership from Two Young Professionals
This dedicated group was Marissa's first "official" team of educators she supervised in 2023. Pictured left to right: Teagan Mickelson, Elias Ritzke, Jordan Rambo, Erica Campbell. Photo by Marissa Ginger.
Grace:
Hey Marissa, I miss Wisconsin's weather. How's it going up there?
Marissa:
Good! The weather is a bit cooler than I’m used to… My phenological clock is a little off balance since the seasons start later than I’m accustomed, and I miss being in Missouri where you are!
Grace:
Kinda funny how we've switched spots, isn't it?
Marissa:
Just goes to show where the interpretive field will take us!
Grace:
I know Wisconsin “spring” still feels like winter, but I know we’re both busy preparing for the summer season! How has your transition into your new job been?
Marissa:
Well, now that I’ve been here a year, I know what to expect. Last year was a different story…
When I moved from my job as Naturalist with the Missouri Department of Conservation in St. Louis to pursue a position in Sarona, Wisconsin, I found myself in the role of Program Coordinator with just three weeks to prepare before the seasonal team, those working only for a season, arrived. Those three weeks were a rushed adjustment period of learning the organization, my role, and the established team dynamic, all while ensuring quality programming and developing the summer schedule.
As I welcomed the four summer environmental educators, my anxieties lessened as we connected over shared training experiences and mutual support. Despite the challenges of navigating between peer and supervisor roles, our bond strengthened, contributing to the smooth operation of the summer. They easily supported me as much as I supported them. However, I was also aware that, although the summer was going smoothly, there was something not quite right…
Grace:
What do you mean?
Marissa:
It took acknowledging my feelings to come to terms with what I was experiencing was imposter syndrome. In addition to recognizing that, yes, I am adequate and I do deserve to be where I am as I have earned the position, I had to rethink my thoughts in a light that was compassionate to myself.
I chose to hold my achievements at arm's length and reflect on the accomplishment as an outsider. It helped me to celebrate my successes as what they were and not to dwell in the creeping, leering thoughts of fraud and doubt. It was easy, working with the team, to build them up with positivity and support. It took them supporting me to realize that I am also worthy of those positive words too.
2024 Summer Environmental Educators at Hunt Hill Audubon Sanctuary, in partnership with WisCorps. Pictured (back) Arizona Bowers, Tess Robinette, (front) Gabby Johnson, Marissa Ginger, Flannery Meekin. Photo by Sally Bartz.
Grace:
Thank you so much for being vulnerable and sharing your thoughts with me. You know, I feel the exact same way you do. Children dream of becoming firefighters, astronauts, teachers, and even park rangers when they grow up, but not many, myself included, dream of becoming a volunteer manager.
When I first started this role, others within this niche field confirmed that thought, sharing with me that most don’t seek this role, they usually fall into it. I was coming off of several years of seasonal work, from teaching English abroad, to traveling the country doing conservation work, to seasonal work as an interpretive park ranger with the National Park Service.
Now I work for Gateway Arch Park Foundation as the Volunteer Manager. When I saw the job posting, my thought to myself was, “Well, I’ve been a volunteer. I’ve worked alongside volunteers. How hard can it be?” My interpretive career started when I gave tours as a student at a local museum, and the spark was lit from there. Accepting the position of volunteer manager brought great joy and excitement, but also apprehension and uncertainty.
When I transitioned from a frontline position to a behind-the-scenes management position, it was emotional to take off the uniform and ranger flat hat, and switch to business casual attire. I’m an extrovert who loves providing programming, talking to visitors from all over the world, and swearing in junior rangers. I continue to learn from this experience of managing for the first time, and am grateful for what I’ve learned so far but also know there is so much I still have to learn.
Marissa:
I’m grateful the two of us relate to each other’s experiences. As much as we’ve struggled in our transition into leadership, we’ve learned a lot too. When I doubt my own ability, I remember the key lessons I’ve learned while managing young seasonals, as I was one myself recently, and remember how far I’ve come.
Grace:
Hey, I have my own list for volunteers! Let’s compare notes.
Come Prepared:
Seasonals: Develop a detailed schedule or plan for the season, allowing time for flexibility while setting clear goals and expectations. This allows for flexibility on both sides but sets the foundation for a successful summer with ample time for questions and clarifications.
Volunteers: Prepare volunteers ahead of time so they know what to expect. Will they volunteer just once, or will they become a recurring volunteer? How will you onboard them? Who will train them? The volunteer and the staff working with them both need to be on the same page.
2023 Summer Environmental Educators are prepared for a day of Youth Day Camp. Pictured left to right: Jordan Rambo, Elias Ritzke, Teagan Mickelson, Erica Campbell. Photo by Nikki Janisin.
Pay Attention to Nonverbal Communication:
Seasonals: Spending time one-on-one with the team and planning group bonding activities outside of work allows staff to get to know each other and learn their body language and facial expressions. Later in the season, when irritation starts to creep in, the knowledge gained during these early activities makes it easier for you to identify when to step in and cover for the person who needed a break.
Volunteers: Pay close attention to your volunteers. Some may be afraid to speak up if they're not on staff, or they may be afraid to say no if someone is asking them to help with a task that's outside their position description. Take the time to get to know your volunteers and learn to identify cues that may show they're not comfortable with a situation.
Grace’s favorite part about becoming Volunteer Manager at the Gateway Arch Park Foundation is working with more areas of Gateway Arch National Park programming than before, such as Trails and Rails. Photo by Grace Teofilo.
The Volunteer Program provides the flexibility and support needed to operate a wide variety of programs and events at Gateway Arch National Park, such as Picnic in Your Park. Photo by Gateway Arch Park Foundation.
Communicate with Empathy:
Seasonals: Acknowledge and validate the feelings and perspectives of team members. Modeling empathy and reflective responding throughout your time together can help build and sustain positive workplace relationships and encourage cooperation. It’s important to foster a supportive and inclusive environment where everyone feels valued and respected. This recognition goes a long way, as well as making sure they feel seen and valued individually, as well as a team.
Volunteers: Volunteers are giving their time to you, but they may not have the same skills or background as someone who was hired for a role at your organization, so providing them grace when they learn a new role is essential. This is also the time to learn why they're volunteering. Are they looking for experience on their resume? Community building? Are they passionate about the topic being discussed? Find their why and lean into it when you provide support and opportunities. This “why” helps us as managers keep an attentive eye out for connecting certain meaningful tasks for volunteers. These specific assignments could provide opportunities for volunteers to build experience toward their priorities and future goals.
Recognize Strengths and Account for Improvements:
Seasonals: Delegate tasks and responsibilities to team members based on their strengths, skills, and interests. It’s amazing to see how a team can empower one another once they recognize and take ownership of their work and make decisions within their areas of responsibilities. Once this is established, make sure to provide support and guidance as needed, but avoid hovering.
Volunteers: Structure your program to have achievements and recognition, similar to any other job. Once someone has volunteered enough hours, encourage them to take on a more skilled volunteer role. Ensure specific volunteer positions receive the required training. Develop a mentoring program, where seasoned volunteers can train and mentor new volunteers. Create a high ceiling and allow plenty of room for growth.
2024 Educators pose for a picture during a break in their training and team building activities. Pictured left to right: Flannery Meekin, Arizona Bowers, Gabby Johnson, Tess Robinette. Photo by Marissa Ginger.
Allow Time Off When It Works:
Seasonals: As long as their hours are met for the day or the week, be the best boss you can be by allowing seasonals to leave early or start late when the schedule allows for it. Adjusting plans to support team members and prioritizing flexibility and adaptability for morale and productivity can make anyone into the most generous supervisor.
Volunteers: Every staffing situation is different at each site, but if possible, allow volunteers to schedule their own hours. Managers want volunteering to still be fun and enjoyable, so allowing them to choose when their hours are and what they do is essential. Minimum quotas are okay (for example, Grace’s site does one four-hour shift a month, with room for flexibility), but provide plenty of accommodations for volunteers' needs.
Grace loves training new volunteers and supporting their growth as new interpreters. Here she is with the What’s in Bloom cart, an interpretive kiosk staffed by volunteers that teaches park visitors about native plants. Photo by Maureen Hoock.
Lead by Example:
Seasonals: Remember your mentors and take their lessons to heart by modeling your work based on what you appreciate from them. It’s important for the team to see that you can do the job they were hired to do, and to see how you approach tasks. Know that your way is not the only right way.
Volunteers: Show other staff how to treat volunteers with respect. Show volunteers that you would never ask them to do something that you wouldn't do yourself. When training a volunteer, provide examples for them to follow, while also giving them the space to try their own style and allow them to be creative.
The Gateway Arch Volunteer Program is co-managed between Gateway Arch National Park and the Gateway Arch Park Foundation, so Grace’s background as an Interpretive Park Ranger eased her transition from one organization to the next. Photo by Grace Teofilo.
Grace:
I’m so glad we’re having this conversation, it’s given me the time and space to reflect upon what I’ve learned while in my position as volunteer manager. Becoming the volunteer manager has allowed me to take my skills as an interpreter and implement them into new facets of volunteer operations at the park.
My initial experience remained within the interpretation department, but now the partnerships I have built upon go into new areas, including facilities management, events, development, communications, education, security, and more. Gateway Arch Park Foundation is the official nonprofit conservancy and philanthropic partner for Gateway Arch National Park, so our partnerships have a footprint that extends beyond the ninety-one-acre national park grounds. I get to interact with potential volunteers across the St. Louis community, as well as passionate volunteers and staff at other local organizations who inspire me with their drive, determination, and creativity.
I will always struggle with imposter syndrome, the feeling of not being enough, the fear of not having enough knowledge to lead. But, it’s those I am surrounded by every day, who lift me up, remind me what I’m doing this for, and encourage me to take those steps forward. Being new to this position is a gift, for I am encouraged to try new strategies, allow my creativity to flourish, and while I can’t represent all my generation, I can use my unique perspective being the age I am to provide a new voice.
Marissa:
I completely resonate with what you shared. I've learned that leadership isn't about having all the answers; it's about fostering an environment where questions thrive, growth is encouraged, and failures are embraced as learning opportunities. By prioritizing transparency, empathy, and learning alongside my team, I've turned moments of uncertainty into growth and connection.
Reflecting on my journey, I'm grateful for my mentors and the team who supported me. I have the deepest admiration and appreciation for them.
Hey Grace, do you think we would have come up with different key lessons if we weren’t new or part of a younger generation?
Grace:
I think my experience as a young professional and as someone who came of age within the last decade has informed so much of how I manage, whether it's my special attention to technology or being a bit nostalgic and wanting to lean on volunteers from other generations to provide personal touches that I can’t. It’s so much of who I am and how I work.
You know, I think we can add one more key lesson.
Marissa:
What’s that?
Grace:
Lead with authenticity. We talked a lot about identifying who we’re working with, their background, what makes them the kind of seasonal or volunteer they are, and formatting our leadership style to accommodate them. But we also need to do that ourselves. So, whether it’s silly generational stuff, from technology preference to the way we dress, it’s essential we lean into that in order to move ourselves and our programs forward.
