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Status:
Available4.6
16 reviews
ISBN 10: 1118205901
ISBN 13: 9781118205907
Author: Alison Green, Jerry Hauser
A nonprofit manager's fundamental job is to get results, sustained over time, rather than boost morale or promote staff development. This is a shift from the tenor of many management books, particularly in the nonprofit world. Managing to Change the World is designed to teach new and experienced nonprofit managers the fundamental skills of effective management, including: managing specific tasks and broader responsibilities; setting clear goals and holding people accountable to them; creating a results-oriented culture; hiring, developing, and retaining a staff of superstars.
This important resource contains 41 resources and downloadable tools that can be implemented immediately.
CHAPTER 1: THE JOB OF A MANAGER
PART 1: MANAGING THE WORK
CHAPTER 2: MANAGING SPECIFIC TASKS: Basic Delegation
EXACTLY HOW HANDS-ON SHOULD YOU BE?
THE COMPONENTS OF GOOD DELEGATION
Step 1: Agree on Expectations
Step 2: Stay Engaged
Step 3: Create Accountability and Learning
Step 4: Adapt to Fit the Context
KEY POINTS
Additional Reading
CHAPTER 3: MANAGING BROAD RESPONSIBILITIES: Roles and Goals
CREATING MEANINGFUL ROLES
GOALS: ROLES PLAYED OUT OVER A DEFINED PERIOD OF TIME
SETTING SMART GOALS
Strategic
Measurable
Activities Versus Outcomes
Ambitious
Realistic
Time-Bound
What a SMART Goal Look Likes in Practice
HOW TO CREATE GOALS
Lay Out a Timeline
Engage Intensively
USING GOALS THROUGHOUT THE YEAR: TRACKING AND STAYING ENGAGED
Managers and Staff Members Should Refer to Goals Regularly
Managers Should Engage Meaningfully to Assess Progress
ASSESSING PERFORMANCE AGAINST GOALS: CREATING ACCOUNTABILITY
GOALS AT THE ORGANIZATIONAL LEVEL
MISSION STATEMENTS
SUMMING UP: EXPECTATIONS, ENGAGEMENT, AND ACCOUNTABILITY WRIT LARGE
KEY POINTS
Additional Reading
CHAPTER 4: MANAGING THE “IN-BETWEEN”: Building a Culture of Excellence
ELEMENTS OF HIGH-PERFORMING CULTURES
Rigor and Engagement
Authenticity
CREATING AND REINFORCING A HIGH-PERFORMANCE, RESULTS-ORIENTED CULTURE
Modeling
Explicit Articulation
Reinforcement During Hiring
Rituals
Performance Evaluations and Consequences
WHAT IT LOOKS LIKE IN PRACTICE
KEY POINTS
Additional Reading
CHAPTER 5: MANAGING THE DAY-TO-DAY WORK OF YOUR TEAM: Structures to Bring It All Together
WEEKLY ONE-ON-ONE CHECK-INS
Putting Check-In Meetings into Practice
Making Check-In Meetings Effective
BIG PICTURE STEP-BACKS
OBSERVING THE WORK IN ACTION
SPECIAL CHALLENGES
Managing Remote Staff
Managing Other Managers
Managing Work Outside Your Area of Expertise
KEY POINTS
PART 2: MANAGING THE PEOPLE
CHAPTER 6: HIRING SUPERSTARS
FIGURING OUT WHO YOU’RE LOOKING FOR
Get Clear On the Job Responsibilities
Consider What Skills, Knowledge, and General Qualities the Position Requires
Separate “Must-Haves” from “Nice-to-Haves”
Create a Job Posting
BUILDING A STRONG POOL OF CANDIDATES
Mass Marketing
Individual Headhunting
Finding Connector Sources
Striving for Diversity
Ideas for Building a Strong Pool
SELECTING THE RIGHT PERSON
Initial Screening of Candidates
Interviews and Exercises
Speaking with References
MAKING YOUR DECISION
SELLING THE POSITION AND MAKING THE OFFER
Selling the Position Throughout the Hiring Process
Making a Great Offer
TRAINING PEOPLE RIGHT FROM THE START
KEY POINTS
Additional Reading
CHAPTER 7: DEVELOPING PEOPLE
WHEN TO DEVELOP PEOPLE—AND WHEN NOT TO
Invest in Your Best
Know What You Can Change and What You Can’t
Distinguish Between Development Needs and Serious Performance Issues
What About Motivation?
HOW TO DEVELOP PEOPLE
Naming the Issue
Articulating Key Principles
Giving Stretch Assignments
Introducing One Piece at a Time
Modeling the Skill for the Staffer
Giving Feedback
Providing Additional Resources
Pulling It All Together
PERFORMANCE EVALUATIONS
Effective Performance Review Processes
What a Performance Evaluation Form Should Include
Elements of an Effective Performance Evaluation
KEY POINTS
Additional Reading
CHAPTER 8: RETAINING YOUR BEST
METHODS FOR RETAINING HIGH PERFORMERS
Meaningful Roles with Real Responsibility
Sense of Progress
Growth
Direct Discussion
Positive Reinforcement and Feeling Valued
Salaries
Titles
WHAT NOT TO DO, OR HOW TO LOSE YOUR BEST EMPLOYEES
KEY POINTS
Additional Reading
CHAPTER 9: ADDRESSING PERFORMANCE PROBLEMS AND LETTING PEOPLE GO
HOW TO DETERMINE IF YOU HAVE A SERIOUS PERFORMANCE PROBLEM
PROGRESSIVE DISCIPLINE AND COACHING OUT
Progressive Discipline
Coaching Out: An Alternative Approach
ISSUES SURROUNDING LETTING AN EMPLOYEE GO
What to Tell the Rest of Your Staff
Will a Firing Lower Morale Among the Rest of the Staff?
Unions
Legal Issues
KEY POINTS
Additional Reading
PART 3: MANAGING YOURSELF
CHAPTER 10: EXERCISING AUTHORITY WITHOUT BEING A WIMP OR A TYRANT
WIMPS
TYRANTS
ASSERTIVE MANAGERS
JUST BE NORMAL
KEY POINTS
Additional Reading
CHAPTER 11: MANAGING YOUR TIME AND STAYING ORGANIZED
FIVE WAYS FOR WHERE TO SPEND YOUR TIME
Tip 1: Focus on the Big Rocks
Tip 2: Comparative Advantage, or the Time Management Principle That Will Change Your Work Life
Tip 3: You’re a Manager, So Spend Time Managing
Tip 4: Manage Your Calendar; Don’t Let It Manage You
Tip 5: Know When You Should Get More Involved
ESTABLISHING STRONG SYSTEMS
Criteria for a Good System
The Three Homes System
TAMING THE E-MAIL BEAST
KEY POINTS
Additional Reading
CHAPTER 12: MANAGING UP
YOUR SPHERE OF CONTROL
Get Aligned
Make Your Boss’s Job Easy
Be Emotionally Intelligent
Have Your Act Together
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Tags: Alison Green, Jerry Hauser, World, Nonprofit, Results
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