Supervising the "Problem Volunteer"¹⁸

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 behaviour or a specific 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. Are the volunteers 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 discrimination 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 is no longer 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 or hide. However scary, honesty is the kindest step to take and the least likely to backfire on you.