Chan Uk Jun

Member Association: Volt Germany

Gender: Male

What strategy would you implement to recruit and retain highly specialised volunteers for the functional teams, for example in communications, policy, or data, over a full Board term? 

To recruit and retain volunteers for a three-year engagement at the European level, I would assign a responsible board member to each thematic area. This board member would be accountable for recruiting, onboarding, and guiding the respective volunteers throughout the entire period.
Recruitment should be visible on internal platforms as well as on social media, ideally already linking the opportunity to the board member who will serve as the main counterpart. This helps create transparency, ownership, and a clear point of contact from the beginning.
Once a volunteer is selected, a structured onboarding plan should be established. During the operational phase, regular 1:1 calls are essential to ensure alignment, track progress, and maintain motivation.
Since the work is at the European level, outputs should aim to meet best-practice standards. Therefore, regular exchange of ideas, experiences, and expertise with Volt members across different countries is highly recommended. This not only improves quality but also strengthens collaboration and engagement across the network.

Non-executive Board members must both support and challenge the executives. Describe a situation where you would publicly back the Co-Presidents, and one where you would publicly dissent. What guides your choice?

Publicly backing the executive board member
When an executive board member needs support, I would first ensure that I fully understand the context and objectives. If alignment exists, I would publicly express confidence in their leadership and reinforce the shared goals. This could include supporting their proposals in meetings, amplifying key messages on internal platforms, and, where appropriate, representing a united front externally.

Handling disagreement constructively
If I disagree with an executive board member’s approach, I would address this primarily in a direct and respectful one-to-one conversation. The goal would be to understand the rationale, share my concerns, and explore alternatives. If necessary, I would bring the topic to the full board for discussion, focusing on facts and organizational interests rather than personal positions. Importantly, I would avoid public criticism that could undermine trust or create confusion. Once a collective decision is reached, I would support it externally, even if it differs from my initial preference, unless it conflicts with fundamental principles or governance rules.

In both situations, my guiding principles would be transparency, respect, and a commitment to strengthening collaboration within the board and across the wider organization

What would you do if you believed the Board was making a decision that conflicted with Volt Europa's core values?

If the board were to make a decision that conflicts with the party’s core values, my first step would be to clearly articulate the concern internally. I would reference the specific value at stake and explain why the proposed decision risks undermining credibility, trust, or long-term strategic goals. This discussion should take place within the Volt EU board in a constructive and solution-oriented manner, aiming to identify alternative options that remain aligned with our principles.
If the concern is not resolved, I would request that the issue be formally revisited, potentially involving relevant governance bodies or consulting established guidelines and statutes. The objective would be to ensure that decisions are consistent with both our Volt processes and our shared values.
Should the board ultimately proceed with a decision that still conflicts with core values, I would carefully consider the appropriate course of action. This could include formally recording my dissent, communicating my position transparently within internal structures, and encouraging a broader discussion among members.