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When Problems Arise
Communicate ~ Negotiate
~ Authenticate ~ Ruminate ~ Legitimate ~ Terminate
Get all the facts straight.
If someone is complaining to you about a volunteer, ask them to write
out an objective account of a behavior or incident.
Give the problem some time if you possibly can. Some problems clear up
or just don’t seem as important as time passes.
Check in on your or the complainer’s role in the problem. Is the
volunteer getting the right information and tools for the job? Are they
just getting on your nerves but not really creating a specific problem?
Get everyone’s side of the story. Use “I” statements --- “I am
worried about how you and Mrs. X are getting along” not “You are
making Mrs. X mad”.
Document everything. Use only concrete, factual terms. Don’t say,
“he seemed” or “she did” when someone only said so. Be sure you
note dates on everything. If the problem is serious, keep a diary: note
news-of-the-day, important occurrences (like “the receptionist’s
last day at work”) to authenticate your diary.
Try to find win-win solutions. Consider reassignment before firing.
Maybe the person is just in the wrong job for his/her motivators.
If you must fire, be sure you have all your documentation in place and
that you are not unwittingly discriminating or allowing discimination on
the basis of a disability, age, gender or other protected status unless
you have a defensible position. Get authority in writing from your
supervisor. Follow the firing with something in writing that officially
states the decision but not too detailed.. Be sure others (staff and
clients) who worked with the volunteer know he/she no longer is
authorized to act on behalf of your agency.
Get your boss to “sign off” on the decision.
Be kind. Discipline and termination hurt, even when deserved.
Above all else, BE HONEST. Don’t pussyfoot around, make excuses, blame
someone else, bargain, hide. However scary, honesty is the kindest step
to take and the least likely to backfire on you.
© 1998 CyberVPM.com
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