Management And Supervision

Become a Powerful Manager of People © Carolyn J. Curran 2008 A WORKSHOP FOR NONPROFIT LEADERS

Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Team leaders who:

[object Object],[object Object],[object Object],[object Object],[object Object],In the nonprofit world, we hate and avoid

Here are the creative alternatives!!! We say: I have to do everything myself!

My “5 C” method ,[object Object],[object Object],[object Object],[object Object],[object Object],provides tools for middle managers to

Learn the 5 C’s For MIDDLE MANAGEMENT SUCCESS Connect Conceive Check Choose ReCycle

THE 5 C’S HAVE MANY USES: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

HERE ARE 5 EXERCISES FOR YOU TO LEARN THE BASICS OF 5 C MANAGEMENT

Let’s GET ON THE SAME WAVE LENGTH 1 Connect

[object Object],[object Object],[object Object],[object Object],[object Object],CONNECTING EXERCISE

RULES for connecting ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Our objective is to improve the future! Why connect with stories from the past?

People have more confidence and comfort in their journey to the future (the unknown) when they carry forward parts of the past (the known) When we carry parts of the past forward, they should be what is best about the past Sue Annis Hammond, The Thin Book of Appreciative Inquiry

Peoples’ stories about their positive experiences are a very powerful management tool.

Connecting helps overcome these difficulties. ,[object Object],[object Object],[object Object],[object Object],[object Object]

Commitment comes from involvement Connecting to your staff creates a sense of involvement  Your staff will become more committed As your involvement with them increases Dr. William Glasser, Reality Therapy, Choice Theory

GROUP DE-BRIEFING ,[object Object],[object Object]

WHAT ARE YOUR MANAGEMENT ISSUES RIGHT NOW? 2 Check LET’S LOOK AT THEM IN DEPTH Deeper issues Obvious issues

Same set-up. These are your interview questions: CHECKING EXERCISE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

RULES for Checking ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The answer to any question is inherent in the situation. So, asking the right questions … Gets you closer to the right answers. Challenge yourself to see it all.

3 Choose Let’s decide - IS THIS WHAT YOU WANT?

Same set-up. These are your interview questions: CHOOSING EXERCISE ,[object Object],[object Object],[object Object],[object Object]

RULES for Choosing ,[object Object],[object Object],[object Object],[object Object]

CHOOSING is making a VALUE JUDGMENT ,[object Object],[object Object],[object Object],To make a value judgment is to: Wikepedia

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object], Valuing is at the heart of management. Values Clarification, Sidney Simon et al

4 Conceive Let’s CONCEIVE A PLAN Y o u r p l a t f o r m f o r c h a n g e.

CONCEIVING EXERCISE Same set-up as before These are your interview questions: ,[object Object],[object Object],[object Object],[object Object]

RULES for Conceiving ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The process of planning is even more important than the plan itself. Winston Churchill What do we mean by this?

5 reCycle Let’s GUARANTEE RESULTS

RECYCLE EXERCISE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

RULES for Re-Cycling ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],* Dick Grote, Discipline Without Punishment

CONSQUENCES & PUNISHMENT: THEY ARE DIFFERENT! A person can take responsibility for the natural consequences of her/his decision or action. Consequences are rational and objective Consequences are intended to teach and to learn. Consequences are intrinsic. Punishment is imposed by others. It does not generate personal responsibility. Punishment is emotional and irrational. Punishment is intended to hurt, to get revenge. Punishment is extrinsic.

If I could change one thing about how organizations work, I would remove the blame! Edie Seashore, one of the founders of organization development

[object Object],[object Object],[object Object],[object Object],[object Object],YOUR REVIEW LIST

What have you learned that you can apply right away? ACTION PLAN

Management And Supervision

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Management And Supervision