By Chelsea Greenwood, assistant editor

Leading an efficient student organization can be a lot like taking a road trip—and all your members are along for the ride. The whole group shares a common destination, but you’re responsible for getting everyone there. While you may have a competent and attentive navigator, sometimes the rest of your crew is a bunch of back-seat drivers. When members slack off, challenge your authority, or spread a contagious bad attitude, these five steps will help you discipline them and determine when someone is just a “dead end.”

Map Your Route
To reach a goal, first you have to plan your route by firmly establishing the rules and expectations of the organization early in the semester. “You as the leader have to have the initial road map,” says Victor Gonzalez, motivational speaker and creator of the “Leadership and Personal Development” series. “It’s as simple as just a clear vision of where you want to go.” Once the vice president of a multi-billion dollar company, Gonzalez knows the key to uniting a diverse group is agreeing on a common goal. “When you show somebody where you’re going on this map, they’ll either agree with you or let you know what they think is wrong,” he says.

Although many leaders find oral agreements sufficient, written contracts keep expectations clear by outlining them in black and white. “Using a contract that lays out the rules and expectations from the beginning is critical,” says Devin Kinyon, advisor for the Cal Corps Public Service Center at the University of California, Berkeley. Have new members carefully read the contract and sign only if they completely agree with its provisions. Most contracts contain clauses where members pledge their full commitment, promise to produce quality work, and agree to specific time quotas.

A former student leader himself, Kinyon says it’s crucial “to remember that any contract must be a living document.” This means discussing the contract with your group and considering suggestions for revisions. Sometimes, it’s helpful to read the contract aloud at the first meeting of the semester to clarify the organization’s goals. Then, ask your members to convey their expectations and envision how they’ll fit into the collective purpose of the group. If members get off track further down the road, a written contract can point them back in the right direction.

Use a Compass
If members diverge from their course, a refresher e-mail or memo can remind them of their focus and keep them on track. “Initially, give members the benefit of the doubt,” says Chandra Russon, president of the Eating Disorder Reach-Out Service at Vassar College in New York. “Assume that if one member is breaking the rules, others might also out of ignorance rather than an intention to violate the group.” The message should reinforce group goals and emphasize the need for cooperation. It can reiterate many of the points outlined in the written contract but should summarize them in a less formal manner. If a member repeatedly arrives late to meetings, try sending a general e-mail to the group recapping the contract’s clause about promptness. A simple message can redirect troublesome members without singling out anyone.

Russon finds it helpful to require that members familiarize themselves with the specific rules contained in the message by a certain time. “Ask them to read it by the next meeting. If members ignore this request, the burden is now on them,” she says. At that meeting, ask members to explain the rule in their own words and describe how it keeps the team on track.

During the next week or so, recognize members who actively adhere to these group principles or show improved behavior. “Have awards to recognize people who meet expectations or excel,” says Gerry Muir, associate dean of student life at Drew University in New Jersey. “It keeps the group's standards fresh in people's minds while reinforcing positive efforts.”

Check Under the Hood
Once an individual brings negativity into your organization, it can quickly spread to all the members. Carefully monitor group dynamics and immediately take action once that telltale “check engine” light flashes on. “It seems like there’s always one disruptor, especially in college groups,” Gonzalez says. “It’s usually a ‘Mr. Know-it-all’ who always has an opinion but never does anything.”

Take this guy aside and ask him why he’s having problems and how you can help. Remind him of the contract and ask how his attitude has changed since he made that decision. Ask him if he still wants to be in the group and why he’s still in it. Bringing a list of grievances can keep the conversation on track and prevent it from becoming a personal attack. “Talk to the member and be open about how his behavior is affecting your ability to run the group,” Kinyon says. Documenting the date, issue, and outcome of the conversation may prove necessary to oust the member from the group if his attitude worsens down the road.

While it’s important to keep the details of such confrontations confidential, it’s equally important to let other group members know you’re dealing with the problem. They may have noticed the dissenter before you did, so openly addressing the issue proves you’re fulfilling your role as a leader. “I’d never scold a member in front of everybody,” Gonzalez says. “At the same time, let everybody know you’re trying to help that person.”

Call AAA
If the member doesn’t improve her behavior after your talk, it may be time to bring in a third party. “Sometimes, I need to turn to a higher authority when I no longer feel in control of the situation,” Russon says. Advisors represent both authority and neutrality—a powerful combination that sends a clear message that the troublesome member’s attitude has become a serious enough problem that you’re working actively to solve. Another benefit of advisors is that they command respect from a student member who may not afford such courtesy to one of her peers. The member may feel more open to voice her problems with the organization because she’s not dealing with you, the leader.

Never hesitate to consult your advisor when problems arise. “Advisors are just a wonderful resource,” says Mike Domitrz, an author and educational speaker for sexual assault awareness. “They’re called an advisor—they’re there to give advice.” Advisors’ years of experience form an abundant reservoir of knowledge that’s just waiting to be tapped. By bringing in an authority figure, you maintain your position as a leader while getting a second opinion on the matter.

Have It Towed
When none of the above steps yield an attitude adjustment, it’s time to let that member go. Make sure that he fully comprehends how his behavior was detrimental, how he failed to meet group expectations, and why he’s being asked to leave. If the member has violated an explicit law from the group constitution or contract, bring that document and ask why he agreed to it in the first place. “What’s key is to talk to the person so he understands why we have a standard to which we’re all accountable,” Muir says. “Accountability is vital for the strength of a group as well as for an individual.”

Make it easy for him to step down and don’t discuss the details with other group members. Let him know that there’s no shame in leaving but that things just didn’t work out. “It’s not a fun talk—it’s like firing somebody,” Domitrz says. “It’s not a personal thing between you and that member, so try to keep it positive, and let him know it’s okay for him to leave.” Suggest that the member find another group that he may have more interest in. Keep things professional and other group members will appreciate your candor. “Letting people go is a healthy thing if you can bring in new blood that brings in positive energy,” Domitrz says.

Contact Gonzalez at victorsinbox@yahoo.com, Kinyon at kinyon@uclink.berkeley.edu, Russon at moonsister4@aol.com, Domitrz at mike@canikissyou.com, or Muir at gmuir@drew.edu.