Saying “great job!” is one of the simplest but most valuable things any leader can say.
What you choose to celebrate tells your team what is important to your organisation and helps them focus their energy on more impactful work.
Here’s how to better celebrate success in your NFP workplace to build a stronger, more motivated team.
When it comes to communication, we all tend to think we’re pretty good at it.
Truth is, even those of us who are good communicators aren’t nearly as good as we think we are. This overestimation of our ability to communicate is magnified when interacting with people we spend the most time with.
These eight strategies will help you to overcome the communication bias that tends to hold us back, especially with those we manage or work closely with.
Agile is a framework for working that’s transformed and revolutionised technology development over the last couple of decades.
At the heart of Agile are ideas about experimenting, learning quickly from successes and failures, gathering feedback and iterating.
For NFPs that mostly aren’t developing software, Agile still has a lot to share.
Perhaps the most widely relevant and useful practice to come out of Agile – and one of the easiest to implement – is the “retrospective”.
For most in the NFP sector, 2020 has brought new experiences of working remotely. That means all sorts of processes will need to be adapted for those staff who work remotely – including performance reviews.
So what does an effective performance review look like, done remotely in the middle of a pandemic?
Here are some essential elements to consider as you plan performance reviews for your staff working remotely.
Employees want more feedback. Gen Y employees in particular, want constant feedback. Managers however are often reluctant to give feedback if they fear that what starts as a rational conversation may degenerate into an emotional one. Even managers trained in coaching have admitted to being reluctant to tackle employees seen as abrasive or aggressive.
Here are some simple guidelines to help managers achieve positive outcomes from difficult conversations.
For many, working from home is the new normal and poses all sorts of new challenges. Anyone in a position of management has, overnight, lost many of the tangible aspects of doing their job – particularly the non-verbal aspects of communication and how we interact in space, in person.
It is essential that managers are attuned to the various personal needs of their colleagues at this time. Here are five tips to help managers put themselves in the shoes of their colleagues and take their perspective.
What do you tell unsuccessful job applicants? If you’re like most organisations, the answer is probably: nothing. You might not even be emailing them to let them know they’re unsuccessful.
But consider that many of the candidates that you’re rejecting could be potential candidates for similar roles in the future! Communicating well with candidates through every step of the recruitment process will not only help your organisation’s “employer brand”, it can lead to higher quality applicants in the long term.
Here are five things to consider to make giving unsuccessful candidates feedback an easy and valuable process.
For many employees the end of the year signals performance review time. The dreaded time of the year when they sit down with their supervisor and receive feedback on their performance over the previous 12 months. In Australia and the US, organisations are reconsidering this traditional approach to managing employee performance. Managers are worried the […]
Why do some teams succeed and ‘flow’ while for others, every day seems like a struggle?
Tthe success or failure of teams often comes down to communication. Not just good communication, but great communication.
But what does great communication look like?
Giving feedback is unquestionably one of the most challenging tasks for any leader, as it can be painful to both the giver and receiver. It is nonetheless invaluable: Research has shown that employees recognize the importance of feedback – whether positive or negative – to their career development.
Despite the research showing that many people welcome it, provided it’s given well, most leaders are reluctant and uncomfortable providing negative feedback. So how can managers become better at providing their employees with negative feedback that successfully highlights problems and how to resolve them?