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?
It’s fair to say that most workers would prefer not to work such long hours. But in many NFP organisations, working 40-50 hours a week is expected for a number of roles. Have you ever considered the impact of staff working excessively long hours on your organisation itself?
On the face of it, a lack of conflict in the workplace can seem to signify a well-functioning organisation. But like the duck that looks calm from the surface yet paddles furiously under water to stay in motion, a workplace that appears outwardly peaceful could just be hiding conflict where no-one can see it – or address it.
Having a difficult conversation in the workplace can be, well, difficult. Giving criticism is hard – and so is receiving it. As a result, the conversations that need to be had the most often go unspoken, leaving problems and grievances unaddressed and ultimately causing issues like reduced productivity and low morale.