Tips on how to handle volunteer leaders who overstep their bounds of authority;

A reader writes: A pair of people who are not my supervisors are attempting to micromanage me. They demand to sign off on my work products, order me to attend meetings and so on. My supervisor agrees this it totally inappropriate, but he is conflict averse and does not step in to help me. Meanwhile, they get angrier at me… accuse me of insubordination, but I’m not subordinate to them and have been always polite.

A complication: this is a largely volunteer organisation. The micromanagers are our current volunteer co-chairs, but this is not a command and control position. My supervisor is paid, and I am a paid consultant.

The response: as a staff member of a volunteer organisation, you face a truly unique set of workplace challenges. You are formally accountable to your manager, yet you must also be responsive to your volunteers, without whom the organisation would not survive.

I have most often encountered this issue in the context of trade associations and non-profit boards. In a trade association, the staff supports a body of members many times their size. Staff salaries and operational expenses are paid by membership dues and the members serve on committees and other governing bodies that make operational decisions and execute the mission of the organisation. It is the role of staff in trade associations to administer membership benefits, which often include trade publications, continuing education, conferences and networking events. Without the assistance of volunteer members, however, the organisation’s staff would be restricted in its ability to anticipate the interests of members and effectively deliver what they need. Volunteers serve as the long arm of the organisation, providing staff with invaluable feedback from remote corners of the membership and, in turn, helping disseminate information and resources.

Especially in trade associations that encompass highly educated or affluent professionals, it is not unusual for the volunteer members to develop an imperious attitude toward staff members, who struggle to offer support to these leaders without losing sight of their ultimate obligation to the organisation. Plainly, if you become overly absorbed in meeting the idiosyncratic requirements of particular individuals, you will neglect your obligation to ensure the long-term survival of the association.

A similar dilemma arises in the context of non-profit boards. Insofar as the board members play a valuable role in fundraising and volunteer recruitment, the organisation’s staff members seek to keep the members interested and engaged. Yet, they would also be wise to maintain a tight focus on fundamental priorities.

You might be dealing with overzealous volunteer leaders who have overstepped the bounds of their authority. How do you harness their obvious engagement for the benefit of the organisation without pandering to their power trip?

The answer to these dilemmas lies in strong leadership and diplomacy. If you are lucky, your organisation has hired senior executives who can skillfully navigate the world of your volunteers. They share a similar professional background and can easily gain the trust and respect of your members. When a situation arises in which a volunteer needs to be educated regarding the lines of authority or some such delicate subject, you can count upon your senior executives to step up to the challenge and convey the message in a way that is direct and respectful.

You, unfortunately, cannot count upon such a manager to talk to your co-chairs about their behaviour. Short of convincing your supervisor to step in, your only option is to take up the issue yourself. Tell your supervisor what you would like to say and ask him whether he would be willing to accompany you to a meeting with the co-chairs in which you politely explain your position and open a dialogue regarding how you can all work more effectively together. If your supervisor is too conflict-averse to face the co-chairs in this way, then ask whether you could copy him on an email message to the co-chairs conveying the same message. This type of passive support might feel more comfortable to someone like your supervisor who is loath to confront difficult issues. However you decide to approach the problem, you need to first extract a promise from your supervisor that he will not disavow your position if the co-chairs challenge what you are saying. If he does not support you, however meekly, when your co-chairs respond, then you will end up even more powerless than before.

Source: THE WASHINGTON POST