Let me cut right to the chase \u2014 I\u2019m starting to believe that our sector needs a serious management training program.<\/p>\n\n\n\n
As the Principal at Joan Garry Consulting<\/a>, I get to work with a lot of different types of clients. Some have moved from the corporate to the public sector. With these folks, our work is often about how to motivate team members who are driven much more by purpose than by the size of their year-end bonus.<\/p>\n\n\n\n It\u2019s about leadership, not management.<\/p>\n\n\n\n One gift of working in corporate America is the development of management chops \u2014 strong hiring practices, 30-day goals, 90-day plans, documentation, effective annual reviews…. The importance of this was instilled in me during my time in the corporate sector<\/a>. As a result, I get that it is an integral part of my job and don\u2019t resent it.<\/p>\n\n\n\n With my clients that didn\u2019t come out of the corporate world, it\u2019s just different. Management can be seen as a necessary evil. So much so that I have a chapter in my book called \u201cI Came To Change the World, Not Conduct Performance Reviews<\/a>.\u201d<\/p>\n\n\n\n Now don\u2019t get me wrong. Leadership is vital. But listen up nonprofit superheroes. You actually CAN\u2019T change the world unless you conduct performance reviews!<\/p>\n\n\n\n We can learn a lot about management from the corporate world. Here are my top 10 management tips for nonprofit leaders. I hope you find them helpful.<\/p>\n\n\n\n\n\n\n\n I have no intention of letting you off the hook, but I do think there are some key reasons this management stuff is hard for nonprofit leaders in particular.<\/p>\n\n\n\n 1. Take Your Time Hiring<\/strong><\/p>\n\n\n I beg you \u2014 don\u2019t hire the best of a mediocre lot. Don\u2019t hire someone when you see a flag on the field (that flag will stay there the entire time that person is with you). Firing is so so so much harder<\/a> than waiting for the right hire.<\/p>\n\n\n\n 2. Jointly Create a 30-Day Success Document<\/strong><\/p>\n\n\n\n What do you as the boss want to be able to say about new hires at the end of month 1? Go beyond just what they have learned. What early recommendations have they made? And most importantly, are there 1-2 quick wins that are noticeable by everyone? We need to market the new person\u2019s success (conversely, if the 30-day success doc is a bust, have a conversation, say so, jointly craft a second one \u2014 the 30-60 day doc \u2014 and follow up the meeting with an email that summarizes).<\/p>\n\n\n\n 3. The 90-Day Success Metrics<\/strong><\/p>\n\n\n\n This is one of the most important documents, but the three-month mark is the easiest point at which to make a move. Again, ask the employee to draft while you edit and shape. Document the convo and make a note if the doc is terrific or if it is unsatisfactory (see # 5 below).<\/p>\n\n\n\n 4. Create Six-Month Goals<\/strong><\/p>\n\n\n\n Ask your new employee to create these. I\u2019d suggest at the 30-day mark (so it\u2019s really a five-month doc). Have them present it to you and edit and shape it into what you think it should be. If it was not satisfactory, again, you want it in your file.<\/p>\n\n\n\n 5. Create the “File”<\/strong><\/p>\n\n\n\n Let\u2019s call it the \u2018plus\u2019 or \u2018delta\u2019 file. It can be electronic or paper. You have to be diligent about it. It will be the basis for documentation if things go awry, and it will allow you to easily write a wonderful annual review because you will have all sorts of examples from throughout the year. (You do conduct annual reviews, right<\/a>?)<\/p>\n\n\n\n 6. Conduct Productive 1:1 Check-Ins<\/strong><\/p>\n\n\n\n Ok, fess up. Before your employee check-ins, someone writes down items that come immediately to mind. While these are the most top of mind, they\u2019re not necessarily the best use of time. Talk with your employee. What will make that meeting valuable for them? And what will be valuable for you? Consider things like:<\/p>\n\n\n\n 7. Make Annual Reviews the Real Deal<\/strong><\/p>\n\n\n\n I asked a client about staff reviews: \u201cI wish we had time to do them.\u201d Lose a great employee that does not feel valued and I bet you will change your attitude. Or talk to a lawyer as you are working to manage someone out<\/a> and you\u2019ll play that useless game called \u201ccoulda woulda shoulda.\u201d<\/p>\n\n\n\n Several pieces of advice about the annual review: 1) Get input from colleagues. SO important… 2) Have your spouse or BFF read the review before you send it. They have listened to you all year about these people \u2014 they can help you see whether you have the narrative right or if the scores are too easy or don\u2019t match the narrative. 3) Include attributes and values in your document. If someone meets their goals but is a toxic colleague, the review must reflect that as an integral part of the review document.<\/p>\n\n\n\n If you have to make a move, you NEED to get this right.<\/p>\n\n\n\n 8. The Six-Month Check-In<\/strong><\/p>\n\n\n\n Consider this to be a lunch or something informal. Send the discussion prompts out ahead so the employee has time to consider them. Ask for nothing in writing but please write something about the conversation and put it in the employee file.<\/p>\n\n\n\n 9. Facilitate an Annual Retreat Without Rolling Your Eyes<\/strong><\/p>\n\n\n\n And speaking of eyes, expect tears. I wrote a post all about how to plan an effective and enjoyable 5-star retreat<\/a> for your staff or board.<\/p>\n\n\n\n 10. Pretend I Funded the Cost of Your Staff Member for the Entire Year<\/strong><\/p>\n\n\n\n This is my favorite one. Your pleaser tendencies are taking over. You are sure the person can do better with just a bit more support. The excuses are spilling out of every one of your pores.<\/p>\n\n\n\n Now stop. Imagine that I personally have written a check to cover the salary and benefits of that staff person. And my only request is to meet every 6 months to hear how this donation has increased the impact of your organization\u2019s work with detailed stories to support that.<\/p>\n\n\n\n If you can\u2019t wait to have that meeting, you know you\u2019re in good shape \u2014 I will be impressed and will respect you for the hire and how you are managing the work. If you don\u2019t think you can look me straight in the eye, well, then these management tips will help you tell me how you are managing this person and I will respect you for that too.<\/p>\n\n\n\n Now, I have a bonus tip. If you read my blog often enough, you\u2019ll know that it is hard for me to stick to ten.<\/p>\n\n\n\n Bonus Tip: Appreciation<\/strong><\/p>\n\n\n\n Some managers have a hard time with this. Overwhelmed EDs don\u2019t make time. Tougher EDs think their employees should just know (they don\u2019t). And then (worst of all), words of appreciation for folks who are clearly in jeopardy of being managed out can come back to you, so choose carefully.<\/p>\n\n\n\n In the world we live in today, sometimes a phone call to check in shows you care and you can work in some note of appreciation AND ask about their world, their lives, their spouses, or even their imaginary friends. Or just a quick Slack or note on Teams to say thanks for a quick turnaround on something you asked for that wasn\u2019t on their list that week.<\/p>\n\n\n\n Even most poor performers CARE and are trying their best and words of appreciation can go a long way.<\/p>\n\n\n\n We\u2019re all human. And we all want to feel appreciated. Even me.<\/p>\n\n\n\n Scott Paley, my business partner, often edits my blog posts. And more often than not, he sends the edited version back to me without telling me if it was GOOD. If readers will find it valuable.<\/p>\n\n\n\n He\u2019s like the overwhelmed ED \u2014 there is a lot on his plate for sure and so he finishes the edits, sends them over, and moves on to the next thing on his list.<\/p>\n\n\n\n But guess what? It matters to me. I want to know if I\u2019m doing good! And I own the company!<\/p>\n\n\n\n So it’s all of us.<\/p>\n\n\n\n I started this post by stating that the nonprofit sector needs a full-on management training program. I believe that.<\/p>\n\n\n\n That said, we do have a LOT of resources inside the Nonprofit Leadership Lab that will help you with hiring, firing, retreats, performance reviews\u2026 really so much of what you need to implement all of these management tips and tricks at small and medium-sized organizations. <\/p>\n\n\n\n The Lab opens to new members several times a year, so even if we\u2019re not open right at this moment, make sure to hop on the waitlist<\/a> and we\u2019ll send you a notification the next time we open the doors.<\/p>\n\n\n\nWHY IS ALL THIS MANAGEMENT STUFF SO HARD?<\/strong><\/h2>\n\n\n\n
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JOAN’S TOP 10 NONPROFIT MANAGEMENT TIPS AND TRICKS<\/h2>\n\n\n
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ONE FINAL NOTE<\/h2>\n\n\n\n