Making Decisions

How to make tough decisions

Making a tough decision about your team or your organisation’s workforce can be, well…tough.

NFP leaders and managers are called upon to make tough decisions as a matter of course. But what do you do when the decision is really important, and it’s really not clear what course of action you should take?

Harvard Business School professor Joseph L. Badaracco is an expert in making what he calls “grey area” problems – ones that can sometimes be difficult to clearly assess. He suggests five practical questions you should ask yourself that can help you and your team illuminate the “greyest of grey areas”.

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Six things you just can’t discuss when assessing candidates for your next job

Up until 1975, employers could take almost anything into consideration when recruiting staff. But the Commonwealth Racial Discrimination Act – passed by the Whitlam Government – started a legislative trend towards protecting a variety of people from employment discrimination. And that means there are now some things you just can’t discuss when you’re making a decision about who to hire.

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Who holds power in your NFP? Your answer might help explain how effective and engaged your staff and volunteers are

Who holds power in your NFP organisation?

It’s difficult to talk about power. Mentioning power can conjure up memories of encounters with parents, teachers, bosses, the law, family or partners who have exercised power over over us in negative ways.

But power relationships are woven throughout our lives, and throughout our workplaces. And being clear about who holds power – particularly the power to make decisions – in your organisation, as well as ensuring that structure reflects your organisation’s shared values – will mean that staff and volunteers understand how and why power works as it does. And that can mean the difference between an empowered staff member, and a disempowered, disengaged one.

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