No one wants to say goodbye to a volunteer. But if your chamber ambassador is not doing what you’d like, it might be time to let them find new opportunities. Here are a few reasons to let them go and how to do it.
Parting Is Such Sweet Sorrow: 5 Ways to Know It’s Time to Fire Your Chamber Ambassador
If any of the following things are true about your ambassadors, it might be time for them to move on, or at least into a different role:
- They’re not following protocol or your directions after repeated requests and reminders.
- Their negative attitude is hurting others and bringing down morale.
- They’re not being held accountable and others are complaining.
- Bad behavior is getting worse and they’re flaunting it.
- They’re going behind your back to spread negativity at the board level.
How to Fire a Chamber Ambassador
Firing can create ill will so it’s best saved as a last-ditch effort when it comes to a chamber ambassador. Firing an employee can be a much quicker process but firing a volunteer can get sticky. You should:
- Ensure you’ve been clear about expectations and should have notated exactly how they haven’t followed them. Also, list times when you’ve reiterated what’s expected.
- Sit down with them and talk over the list.
- Explain that in their chamber ambassador capacity, they represent the chamber. If they’re not following protocol, they are not a good representative.
- Tell them that if they are not following directions for a reason (such as being able to offer a better way of doing things), you are open to suggestions.
- Decide whether the offense is so great you no longer want to work with them in any capacity or if you still have a need for them.
- If you still have a need, talk with them about other opportunities outside of chamber ambassador. Make some suggestions based on their skills. For instance, if they refuse to use your technology, move them into a role where it’s not as critical. Explain that you need all chamber ambassadors to be using the chamber tech but you would be happy for them to be part of the X committee as there’s no tech requirement there and they can use their excellent relationship-building skills in that role.
- Empower them to make a decision. Explain that you aren’t able to waive that tech requirement (or whatever else is key to the position) and ask if there’s something they’d rather do on behalf of the chamber.
When “firing” a volunteer (unless it’s a case of mutiny, something illegal, or other egregious act), help them see why their current role just isn’t a good fit. Assist them in finding something you’ll both be happier with. Unless, of course, the only way for that to happen it to part ways.
