A chapter’s success is dependent upon the competency of their officers and board. These leaders set the tone for the chapter’s culture, programs, and membership experience. When the wrong leader is in office or when a leader is struggling in office, the impact can be devastating.
THE CHAPTER LEADER ISN’T SUITED FOR THE JOB
Sometimes a chapter leader lacks the skills or aptitude for the job. They’re not “leadership material.”
- Unskilled: They’re in over their head, missing deadlines and making bad decisions. Because they haven’t developed the necessary leadership experience or skills, they’re frustrating and embarrassing fellow officers, directors, and committee chairs.
- Egocentric: Some people love the title but aren’t crazy about the work. They bristle at advice, don’t give credit, and don’t listen. In the company of fellow leaders, you can feel the tension in the air.
THE CHAPTER LEADER TRIES TO DO IT ALL
At the opposite end of the spectrum, you have the leader who wants to be the chapter superhero. Possibly a control freak, they take on too much, hardly ever delegating. But, surprisingly, they get it all done because they revel in being super busy.
However, this is a recipe for burnout. What’s worse, the leader doesn’t delegate, so they aren’t training successors as they should. They aren’t spreading the benefits of volunteer leadership because they hoard everything to themselves. If the work was shared, the chapter could offer more programs.
THE CHAPTER LEADER DOESN’T HAVE ENOUGH TIME
Some chapter leaders didn’t expect their new role to be so time-consuming. They’re not willing or can’t dedicate that much of their life to chapter duties. Or, life got in the way: perhaps they started a family or got a promotion.
What happens? Leaders don’t meet or communicate regularly, decisions are postponed, programming is meh, and administrative work isn’t getting done.
When leaders can’t or don’t do a good job, it’s bad for everyone. Leadership morale plummets, volunteers lose interest, and members are disappointed. Programs suffer and administrative work is put on the back burner—which could lead to an entirely different crisis.
HOW TO DEAL WITH A CHAPTER LEADERSHIP CRISIS
It’s better to coach a leader and turn a bad situation into a teachable moment, than to remove a leader, unless the situation is dire. Ideally, start with a leader-to-leader conversation, not a staff-to-leader conversation. Ask a past chapter leader, someone whom the leader knows and respects, to provide advice.
Setting up the conversation is a delicate matter. What brought the situation to your attention? Do you need to protect your source? Is there evidence of incompetence? If the “coach” can point to missed deadlines, decrease in chapter activity, unusual actions/decisions, public or known disagreements, or complaints, then the conversation may decrease a bit in its level of awkwardness.
After this initial conversation, go ahead and check in with the leader. Ask questions, listen, offer advice, and make a plan to get things back on track. You may have to arrange help from other leaders and/or members and recommend ways for them to share responsibilities. Or, suggest it might be time they cede the office to someone else.
Remember, when someone’s ego feels threatened, the fences start going up. You need to stroke their ego while appealing to both their emotional and logical mind.
- Treat them as equals.
- Acknowledge their service.
- Demonstrate your empathy.
- Gently remind them of their fiduciary duties.
- Learn about any fears and concerns, and alleviate their worries.
If the situation doesn’t improve, you may have to consider more extreme measures. Do the bylaws say anything about officer/director removal? National’s ability to remove leaders will depend on your relationship (subsidiary or independent) with the component.