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Discipline ‘em!

How to deal with problem members

By Laura Gryb, Associate editor of Student Leader

Suzy newer shows up on time. Jeff's divisive and negative, and Kelly newer finishes anything. Simply put, they’re drain on your group. But they have potential, so you don’t want to just give them the boot outright. Florida Leader comes to the rescue with ideas on how to discipline your volunteers and get your club back on track.

Problem: Suzy can’t seem to show up on time, and today she’s an hour late. She does a good job when she’s here, but the other volunteers are complaining that she’s not taking her job seriously. V They all make it on time, so why does she get special treatment? When she finally does show up, she offers no excuse. You ask why she didn’t call, and she responds "Why should I? I’m here on my own time." How do you get her to play by the rules?

Remember to treat volunteers with respect.

Solution: Reassert expectations. Go over the schedule and remind her that she set the hours If she needs to make a change that’s fine, but she must adhere to the work schedule as her lateness impacts the morale of everyone else. Explain the importance of her promptness. You need to know you can count on her for a certain number of hours a week to properly delegate the workload. If she can’t be there when you need her, you’ll have to give assignments to someone more reliable. Remind her that if everyone came in whenever they felt like it, there might not be anyone there to help her when she needs it. If Suzy doesn’t have time for the cause, then she should come back when she does.

Problem: You overhear John bad-mouthing you to another member complaining that he was mistreated last semester. He says that you were unfair when he came up short during the end-of-the-year fund-raiser and is spreading the word that you’re difficult to work with. Now, you have bad reputation around campus.

Solutions: A private discussion is in order. Ask John why he originally joined the club. Explain to him that he’s a representative of the organization and is weakening its respectability with rumors. If be shows no concern over the damage, suspend him for two weeks. If he shows no improvement when he comes back, you’re probably better off without him.

Problem: Tom shows up on time but isn't always productive. He’s there to help, but sometimes his work is just lame. You pull him aside to talk and realize he’s been drinking. When you confront him with it, he says, "What’s the big deal? At least I showed up to help? You tell him you don’t need him today and will discuss the matter later when he’s sober.

Solution: On such a serious matter, bring in your advisor. A stronger course of action is necessary, and this way you don’t have to be the :bad guy." An Advisor is more equipped to handle the situation, knows school policies, and can give counseling if there’s a bigger problem. However, if you prefer to take care of the matter yourself, suspension is a good way to stress the gravity of the situation. Give him two weeks to clean up his act. Explain to Tom that he’s a representative of the organization and needs to conduct himself professionally when on the job. By showing up drunk, he’s demeaning the organization’s cause and disrespecting his fellow members.

Problem: Jeff has a bad attitude. He says he’s bored and whines about personal problems. Plus, he’s lazy—other members say he’s always trying to pawn work off on them. When you confront Jeff, he tells you that he really likes the club but doesn’t feel his role is very important. His job is repetitive and often feels like "busy work,"

Solution: Put him on a month’s probation. Tell him if he can "cheer up" and work hard, you’ll give him a more prestigious position. Remind him that even though his job isn’t very glamorous, it’s still valuable, and the work needs to get done. However, if he blows off your advice, give him a write warming and make him sign it. Then you have proof that you tried to solve the problem if further action is necessary later.

Problem: Kelly is a real go-getter and is quick to take on new projects. However, she never finishes anything. Everyone else is at a standstill waiting for her work, and the event is right around the corner.

Solution: Clean off her plate. Reassign tasks to members who can handle the workload. Tell Kelly that you appreciate her enthusiasm, but remind her that she’s part of a team, and it’s better for the group if she asks for help Come up with a reward system and start her off with a simple assignment. When she finishes, give her a more complex one. When she proves herself, you can bring her back up to speed.

If all else fails, don’t be afraid to let someone go. Bad help isn’t always better than no help. Even if your staff is working for free, you still have a right to expect them to act professionally. Remember to treat volunteers with respect. Don’t discuss problems in public or criticize them in front of their fellow members. Before you make that final decision, make sure you’ve given them every effort to correct the situation. However, if you feel there’s no other solution, make it easy for them to leave. Don’t make it personal or make a big scene, allow them to exit on good terms and save face in front of the other members.

Avoiding problems

A few simple preventative measures can save out the heartache of dealing with a slack member.

• Interview
  • discover volunteers motivations
  • give job descriptions and timeliness
  • set clear expectations
• Communicate
  • don’t put off problems, listen to complaints
  • supervise and offer support when needed
  • give evaluations and allow volunteers to evaluate you.
• Praise
  • reward good work with more responsibility
  • Show appreciation formally and informally.