In the lead-up to his presentation at the 2016 Not-For-Profit People Conference, Monash Business School professor and servant leadership expert Dr Sen Sendjaya shares his insights on servant leadership, including why it’s a particularly powerful approach for NFP organisations.
In the lead-up to her keynote address at the 2016 Not-For-Profit People Conference in November, we spoke to Oxfam’s Chief Executive Dr Helen Szoke about leading teams through transformative change – the highs, the lows, and what you can learn from one of Australia’s leading international aid and development NGOs to apply to your organisation’s change processes.
This is the story of how one fundraising team boosted their weekly productivity by 400 percent.
It wasn’t due to pay rises or catered lunches – or even an inspiring or well-trained manager giving staff the motivation to do their work better. So what was it?
If you’re a manager in an Australian NFP, it’s quite likely you haven’t received any formal leadership training. Indeed, one study found that leaders on average only received leadership training a full decade after they started managing people.
But what if there was one simple thing you could do now that would dramatically increase your success as a manager and leader?
Ongoing workplace boredom can impact your team in a way that’s comparable to chronic stress.
If not addressed, a staff member’s boredom can quickly transform into resentment. That can then lead to them ‘checking out’ – beyond being passively uninterested, the staff member becomes bitter and no longer wants to work at an organisation they don’t care about.
Did you know that up to 70 percent of organisational change initiatives fail?
A new guide to change management can help ensure yours isn’t one of them.
Much has been said on the topic of giving feedback – it’s vital to building an effective team and boosting productivity, among other things.
But what do you do if you’ve given a team member feedback and they ignore you? Or get defensive? Or even begin to evade discussions involving feedback?
Australia’s record on women in leadership isn’t a shining one. Despite comprising around 46 percent of the Australian workforce, women make up only a quarter of key management staff.
But what about the NFP sector? Surely for organisations dedicated to a more just and equitable world, the statistics would look a lot better?
While hopefully the exception and not the rule, recent cases of scandals in prominent organisations have left the public asking whether getting caught was seen by some leaders as the worst crime of all.
So what are the qualities of an ethical leader – and how might someone with those qualities think and act?
Did you know median staff turnover for NFPs in Victoria is as low as 16 percent per year? That means half of all NFPs record turnover of 15 percent or less. How does your organisation measure up?