Managing with Confidence
Are you making the transition into a manager role after coordinating programming for several years? Join us to learn how to set your leadership values and coach your direct reports.
- Understand common challenges all managers face as they move into management from individual contributor roles.
- Define their personal leadership values and understand how values help leaders lead.
- Understand how Sir John Whitmore's GROW model for coaching (as outlined in the book Coaching for Performance) can help them coach themselves, and their direct reports
- Learn about leadership development resources, including mentoring, free online courses and books that can help them in their leadership development journey.
Many nonprofit managers advance into management because they are successful individual contributors. But moving into management is a career change! Effective managers must utilize a completely different mindset – and skillset – to succeed in their new role. In this workshop, we will explore how things change when individual contributors become managers; engage in self-exploration around leadership values; learn a simple framework for coaching conversations; and also discuss further leadership development resources.
Managers who have been managing direct reports for less than a year, or who have been managing more than a year (but less than 5 years) and are struggling with specific challenges.
Amy Lahti loves working with leaders and organizations who want to elevate and optimize their organizations - whatever that looks like for them. Whether you're looking to grow, needing to recalibrate, or aren't sure what to do next, Amy can help you examine your options and create a plan for moving forward. She is a consultant who has worked with over 200 companies and organizations on a diverse array of human resources issues, and a life and leadership coach trained in the Co-Active Coaching methodology (currently working toward her International Coaching Federation ACC certification).
Guiding Practices for Nonprofits
- Nonprofit supervisors should meet with employees on a regular basis to review professional development goals.
- Nonprofit leaders should provide employees with regular, ongoing performance-related feedback at least monthly, and evaluate the job performance of each employee at least annually.
- Nonprofits should create a culture where regular, open communication is a priority; internal information is shared appropriately; and employees are given opportunities to provide input about organizational activities and results.
- Nonprofit leaders should model transparency, fairness and honesty in every aspect of their communications.
- Nonprofit leaders should promote information sharing and interaction throughout the organization so innovation and creativity can come from employees at every level of the organization.
- Nonprofit leaders should encourage the ongoing development of skills and knowledge of employees at every level within the organization.
- Nonprofit leaders should provide employees with an opportunity to self-evaluate, at least annually, in order to engage them in their own professional development planning and goal setting.
- Nonprofit leaders should communicate, model and hold themselves and employees accountable to the organizational values and principles, norms and behaviors expected of colleagues.
- Nonprofit leaders should identify and implement opportunities that enhance a positive, ethical and inclusive working environment.
- Nonprofit leaders should lead by example and provide oversight on moral and ethical issues and decision-making.
- Nonprofit leaders should prioritize and model a healthy balance between professional and personal life.
- Nonprofits should develop and implement procedures that allow employees and volunteers to informally express concerns and formally report and rectify grievances with a neutral external third party, if necessary.
- Nonprofits should develop clearly defined, written whistleblower and grievance policies
- to protect employees. They should define the chain of command and appropriate communication mechanisms that employees use (e.g. phone, email, in person).
- Nonprofits should follow clearly defined and equitable procedures when taking disciplinary action.
- Nonprofits should identify at least one person within the organization to be the point of contact for Human Resources issues. This individual should be provided with ongoing education and support in understanding the field of Human Resources and implementing industry best practices and maintaining regulatory compliance.
- Nonprofit leaders should ensure that conflicting views can be expressed respectfully on the way to reaching resolution.
The Guide is available as a free digital download at CNPENM.org/Guide. Hard copies of the Guide and Companion Workbook will be available for purchase at this training for $25 each with a credit card or check.
The Center for Nonprofit Excellence often takes photos during our trainings to share on social media. If you prefer not to be photographed, please let us know in the Special Needs field when you register.
2340 Alamo SE, 2nd Floor