If you manage a team in 2021, it is likely you are faced with new challenges. Forty-two percent of the American workforce continues to work remotely, and an estimated 27 percent will still be working from home through 2021. This is an 87 percent increase in the number of new remote workers since the pandemic …
How much of your time is spent managing others instead of leading change? Are you ready to move from a place of managing people to leading with influence? No doubt leadership development looks very different today than it did a year ago. Here are some of the trends we see emerging in 2021 and some questions for reimagining your agency’s leadership strategy.
In the 2020 workplace, people are fully showing up. Your employees are juggling more today than ever before, attempting to work, parent, teach, and survive—all while isolated from critical community resources and support. In this new working normal, how are you creating an environment where employees feel safe, seen, heard, and respected?
A global pandemic, an economic recession and an exploding social justice movement are convergent forces calling on nonprofit leaders, funders and consultants to do our work differently going forward. For the first time in modern memory, we have an opportunity to reevaluate all of our assumptions, perceptions, procedures and systems.
Ever heard this from a board member? Many board members simply dread being asked to raise funds. We are taught that how much money someone has is considered personal information and is socially inappropriate to discuss. Since fundraising is a core responsibility of nonprofit boards, it’s well worth the effort to turn this around.
Wouldn’t it be easier just to do the work and not have to worry about engaging people? Sure, it would be easier – and a whole lot less effective. How each nonprofit defines its community may vary, but the idea that the organization exists to serve a particular community is at the center of the nonprofit form. Here are some tips for how to manage these conversations.
The best laid plans can be facilitated or foiled by organizational culture – the (mostly) invisible force that guides how people in your organization interact with one another and with those you serve. So if culture is invisible, how do you pay attention to it? Here are some tools to help you be more proactive about building a culture where people want to work with you and do their best work when they’re there:
Leadership is a fickle word. Sometimes it’s a noun, and other times an adjective. Often it’s categorized as good or bad, and sometimes it’s used to qualify someone’s skills, traits, or personality. Plenty of people have sought to define it, only to discover that the idea is so contextual that a truly universal definition of leadership may never exist.
While nobody wants to emulate Frank Cross, leaders are often unsure how to end the employment of a staff person who isn’t working out but hasn’t violated any laws or obviously failed. To be clear, you always want to seek legal assistance or advice on the proper procedure when you are thinking of firing someone. But whenever possible, strive to make this process less painful and more humane so as not to negatively affect the morale of the remaining staff.