Removing a Member from the Team
"Since Jesus said we should ask the Lord of the harvest to send workers into the harvest, would it be all right to also ask Him to send a few workers out of the harvest?" This question by a harried administrator reflects one of the most difficult challenges in ministry: how to fire a volunteer.
Reasons for Removal
The difficult, even painful, process of removing a person from a ministry position is sometimes necessary or one of several reasons:
Inability to do the job. Sometimes a person simply lacks the skills or knowledge needed for the task. Sometimes a person just does not have enough time to serve effectively. A person whose best efforts are ineffective may be doing more harm than good. Unfortunately, sometimes the person is unaware of his or her shortcomings and truly thinks all is well.
Unwillingness to do essential tasks. For example, a person may enjoy "being with the children," but is unwilling to prepare adequately or participate in planning or training opportunities. The volunteer may not share the leadership’s view of the importance of certain tasks, and this hinders efforts to reach ministry goals. Reluctance to do what is needed is a common sign of burnout, a loss of motivation resulting from stress, over commitment, or even boredom.
Undependability. A person may have plenty of ability, knowledge, and time, and may agree that certain functions are important. However, these are not enough if he or she cannot be counted on to do the job.
Dissension. A volunteer with a negative attitude can obstruct the efforts of everyone else involved in a ministry, even causing divisions among the others who serve.
Doctrinal disagreements. The teaching ministry of the church is the last place a person should serve who disagrees with important church teachings.
Moral/ethical problems. Sadly, Sunday School teachers and other Christian education workers are not immune to immorality.
Guidelines
Dealing with such problems in the church’s education ministries is especially sensitive because of the tremendous impact teachers and leaders have on other people who look to them as examples. However, the responsible administrator must be concerned not only about the group and its members, but also about the well-being of the volunteer. The church that has enlisted a person into a ministry position has a responsibility to help that person if he or she fails in fulfilling that ministry.
When a personnel problem arises, the administrative team generally has four options to prayerfully consider:
1. Try to correct the problem so the person can continue successfully on the ministry team. Thus, if the person lacks skill or knowledge, the administrator must determine if that skill or knowledge can be provided. If the person is unmotivated to do essential tasks, can the leader successfully encourage a change of attitude! In addition, are you sure the worker fully understands the requirements for the job he or she has taken! In far too many cases, the lack of ability or knowledge is the direct result of the church’s having failed to provide adequate training for ministry. If no leader has ever pointed out ways to do better, it is unfair to expect the volunteer to have made those improvements.
2. Move the person to a more suitable area of ministry. Often a change to another place of service can produce very successful results. For example, a teacher who has taught the same age level for many years and no longer shows much enthusiasm may get a new infusion of energy when given the opportunity to teach teenagers or adults. On the other hand, a person who has been frustrated in a leadership position may relish the opportunity to serve as a teacher.
3. Clarify and emphasize the requirements of the job, allowing the person the option to either improve hi or her performance or resign. This approach needs to be varied slightly depending on whether or not these requirements were clearly understood when the person began to serve.
If the requirements for the position have changed since the person got involved, it is necessary to admit that a change has been made. It is not fair to hold a person responsible for actions he or she did not agree to do when enlisted. However, a clear case must be presented for why these requirements have been instituted. This frees a person to decide whether to continue without feeling the stigma of failure.
If the requirements for the position have been well known from the beginning, affirm the person for wanting to do an effective job, then stress the need for those required functions to be fulfilled. A straightforward questionto ask is, "Based on your experience in this position and your present circumstances, will you be able to start fulfilling these requirements?" If the answer is "No," the response called for is, "Thank you for your honesty and for all the time and energy you have contributed. I know you understand how important these requirements are, so we’ll start looking for someone who can take over for you as soon as possible."
Depending on the reason the person is being removed, you may either make the change immediately, or ask, "Would you continue on an interim basis until we find a suitable replacement?"
4. Dismiss the person from the ministry position. If none of the first three options works, or if the administrative team deems the situation so serious as to require immediate termination, then the person must be told face-to-face that he or she may not continue in that position. In carrying out this difficult task:
Prayerfully prepare a written statement of the reason for the dismissal, presenting it in terms of the ministry’s written goals and job descriptions. (It is wise to have this statement officially approved by the administrative team, entering it into the minutes of the group or its confidential personnel records.)
Have two members of the administrative team present, as tangible evidence that this action is taken on behalf of the full leadership, not as a personal matter between the volunteer and one leader.
Clearly state the reason for the dismissal.
Affirm the person’s efforts and intentions, and leave the door open for possible future service.
After the meeting, write a brief report of the meeting to be signed by both administrative team members who were present. Submit the report to the administrative team.
In any personnel action that may be seen as disciplinary, it is wise to confer with church leaders responsible for personnel decisions. It may also be prudent to consult with legal counsel to ensure that the rights and confidentiality of the volunteer are protected and to avoid unforeseen problems or recriminations.
© 2003 Gospel Publishing House, Springfield, MO. Permission to duplicate for local church use only.
