Compelling cultures have a common ingredient. Trust. It characterizes who they are and what they do. This single ingredient propels them to be bigger, better, faster, and stronger. They win more opportunities, deal with less distractions, and enjoy more of what Jim Collins calls “luck events.” Trust was once considered a “soft” part of business. Now, it is a necessary component of sustainable growth.
“Your morning routine generates a 10x return for good or for bad. Make it good.”
- Todd Stocker (Becoming the Fulfilled Leader)
By Robby Vanrijkel
COVID-19, the economy and political shifts have resulted in tumultuous times for many nonprofits. Organizational resilience depends heavily on securing funding, and organizations are seeking out new ways to engage with donors to ensure they have the resources needed to continue their missions. Successful nonprofits understand that maintaining these relationships is imperative for the survival and continued growth of their organizations.
By Michael Ward
The COVID-19 pandemic has impacted nonprofits in dramatically different ways, with some organizations scrambling to meet rapidly rising demand and others shrinking to survive the ongoing crisis. Whether an organization’s situation has been one of boom, bust or somewhere in between, scalability is a universal asset in a global pandemic.
I stumbled into Human Resources. Prior to my Human Resources career, I had very little understanding of what “HR people” did. As the department of “NO,” I saw HR as a group of people isolated from core organizational goals. As a “siloed” department, I saw a group of people working hard to process paperwork, pacify disgruntled employees, and fix payroll and benefits mistakes. What a misunderstanding!
I believe that…
· Employees are capable of excellence.
· Certain employee behaviors, which do not meet expectations can be improved upon by utilizing a SOLID corrective action process.
· Great leaders recognize individual genius in people, and they know how to ignite it!
· Great leaders must address poor behavior and performance at times to ignite this genius.
“Every coin has two sides.” Just like a coin, every adverse employee act has various corrective action options. Even though a set of black and white guidelines denoting specific actions for every situation would be nice, it is not that easy. Employee behaviors and performance are rarely identical, which requires managers to understand the broader reasons for corrective action. In the end, corrective action exists CORRECT behaviors and/or performance contrary to the organization’s purposes, plans, and outcomes. Managers must understand the context of a team-member’s situation to know how to best utilize corrective action.
It was a cold December morning. With coffee in hand and the radio blaring out weekend football scores, Sam headed to work. It was his third year as a manager. His division was neither under nor over-performing, but it was another average year of performance. Sam thought through his day and remembered that he was to meet with Henry, his supervisor, for his annual performance evaluation. Sam knew it would be another review filled with circled numbers, meaningless reflection, and wandering chatter. Little did he know that this would be his last day on the job.
Greetings! It’s me your Job Descriptions. A few months ago, my cousin sent you a letter. As you recall, his name is Employee Handbook. After speaking with him, it sounded like he was helpful. In fact, he encouraged me to write you a similar letter. Now, please do not take offense or ignore me. I know I am not the center of attention at strategic planning sessions nor do employees discuss me at happy hours. Just like my cousin, we tend to age with few revisions or little attention.