-- Seating in amphitheater style – curved rows – about 6 rows of 10 chairs -- To get attention to start, give time warnings – circulate & let people know to go ahead & sit down and that we’ll start on time http://www.a1freesoundeffects.com/freesounds5/crowdcheer.wav -- to start say “give yourselves a round of applause for being here on a Friday night -- Have flipcharts posted around the room that say “Think about a challenge managing up your supervisor; you will need this for later on in this workshop” -- MAKE THIS THE FIRST PAGE OF THE HANDOUT PACKET?
-- Need masking tape -- 2 flipchart stands, with full pads of paper -- Need markers to be provided -- Nametags for each participant – the sticker kind is fine -- To get attention to start, give time warnings – circulate & let people know to go ahead & sit down and that we’ll start on time http://www.a1freesoundeffects.com/freesounds5/crowdcheer.wav -- to start say “give yourselves a round of applause for being here on a Friday night – ALEX EMBEDS THIS INTO V4 OF THESE SLIDES -- MM welcomes people. Simple statement, “the goal of this workshop is to show you how to work better with your supervisor. We want to help you help yourself in your working relationship with your supervisor.” -- 1 min
-- to debrief, pick 4 or 5 pairs to share, then move on -- AK runs this activity -- 7-8 minutes
-- AK introduces herself -- mention that you manage a lot of people in NY and Detroit – per diem trainers/consultants + training assistants because managing large national projects -- 30-60 seconds
-- MM introduces herself -- managing people since 1999, I was managed up by Alex very effectively for 4 years -- 30-60 seconds
-- AK intro agenda on flipchart paper -- about a minute
Call & response for getting people’s attention – “good managers, good listeners” MM does this we want these rules: no names of supervisors – NYC nonprofits are a small community & people in the room may know them because of number of people in the room, please take turns speaking & listen to each other please stand when you’re talking so people can hear you 4-5 minutes
-- Groups by rows going to either side of the room -- AK runs this -- 20 minutes including group activity & share out
-- MM -- 3-5 minutes
-- MM -- 5-7 min
-- MM -- 10 min to discuss, 2-3 min to share out
In the handouts, this is page 8 of the article -- AK runs this activity, mention that this is private so answering honestly is in your best interest -- 3 minutes
-- AK -- 1 min max
-- AK -- 3-4 volunteers max sharing -- 3-7 min
-- AK runs -- 8 groups (2 groups handle each question) -- 20-25 min -- AK AND MM SHARE SOME OF OUR OWN LESSONS DURING THE SHARE-OUT IF THERE’S TIME?
-- If not much time left, do pairs so it goes faster -- MM does this one -- Timing: based on the amount of time left. This activity should end by 8:10
-- MM -- whole group activity -- Timing: between 2 minutes and 7 minutes (but if it is on the longer side that time is being taken away from questions on slide 19)
-- AK -- Timing depends on how much time is left -- Give them time to think, then call on volunteers
-- Timing depends on how much time is left -- Both
-- EVALUATIONS provided by YNPN -- Start this slide at 8:25
Workshop on Managing Up For YNPN
Welcome! And thank you for being here. We will have networking from 6:00 – 6:30pm. Please help yourself to refreshments. The workshop will begin promptly at 6:30pm.
Managing Up: How to Make Your Supervisor Work for You Workshop for YNPN Friday, September 25, 2009, 6:30 – 8:30 pm Support Center for Nonprofit Management, Training Room, 11 th Floor 305 Seventh Avenue @ 27th Street, NY, NY
Introductory Pair Activity <ul><li>Find a partner </li></ul><ul><li>Introduce yourself </li></ul><ul><li>Find three work-related things you have in common (e.g. you both work for a health services nonprofit, you’re both on the fundraising team, etc.) </li></ul><ul><li>Be prepared to share your names and the three things you have in common </li></ul>
<ul><li>National Training Specialist, Building Educated Leaders for Life (BELL) </li></ul><ul><li>Passion for BELL’s work: Alex has filled many roles since joining BELL in Nov-04. Currently, she is a National Training Specialist, responsible for project-managing BELL training in all regions and facilitating workshops nationally. Prior to this role, she served as a Tutor and Lead Tutor at three BELL sites – PS 146, PS 246, and PS 310 – while at the same time working as a Training Assistant and Per Diem Trainer. </li></ul><ul><li>Strong experience with education & training: Alex has worked in the out-of-school-time field since 2003, including roles at Oasis and at the Neighborhood Initiatives Development Corporation’s NIDC-After School Program, where she served as a division leader, managing 9 counselors in delivering the daily program & field trips and handling management issues such as escalated student discipline. Alex is passionate about training, and has served as a volunteer trainer conducting art workshops for low-income families at Free Art NYC. She has published half a dozen training articles for T+D Magazine and LEARN. In recognition for her leadership, she was profiled on the Youth Development Exchange’s website, and she completed a 2008 United Way Junior Fellowship in Nonprofit Leadership. </li></ul><ul><li>Strong educational background: Alex graduated cum laude from Lehman College, earning a BA in African and African American Studies, with a minor in Early Childhood Education. She was inducted into the national African American Studies honor society. </li></ul>Meet Your Trainer: Alejandra Kennedy
Meet Your Trainer: Matthea Marquart, MSSW <ul><li>Director of Professional Development Design, Wireless Generation </li></ul><ul><li>A dozen years of experience in nonprofits & the field of education: Matthea’s professional experience includes work as director of training for out-of-school-time provider Building Educated Leaders for Life; president of the founding chapter of the National Organization for Women; director of foundation & government relations at the environmental research nonprofit Inform, Inc.; volunteer teacher in several NYC public high schools; research assistant at the Jewish Home and Hospital Lifecare System; and teacher in Korea and Spain. In these roles, she has managed staff since 1999. </li></ul><ul><li>Passion for training and lifelong learning: Matthea blogs about training issues on NY Nonprofit Press ’s website ( http://bit.ly/nynpblog , archived at http:// mattheamarquart.blogspot.com ), and over a dozen of her training-related articles have been published in T+D Magazine, Training Magazine ’s web edition, New York Nonprofit Press , and LEARN . She was named by Training Magazine as a 2008 Young Trainer to Watch. She is a member of the American Society of Training and Development and attends their professional development events, including meetings for training directors and on current trends in e-learning. Matthea has also been a volunteer teacher in three NYC public high schools, and she taught English as a Second Language in Spain and South Korea. </li></ul><ul><li>Passion for lifelong learning: Matthea has a MSSW from Columbia University and a BA in English from Emory University, where she spent a year abroad at Oxford University. She completed the 2009 Community Resources Exchange Leadership Caucus and a 2008 Senior Fellowship at the United Way of NYC’s Nonprofit Leadership Development Institute at the Baruch College School of Public Affairs. </li></ul>
AGENDA / What’s in it for you <ul><li>Introductions </li></ul><ul><li>Warm-up & what’s in it for you </li></ul><ul><li>Getting on the same page – defining “Managing Up” </li></ul><ul><li>Key managing up skills – your skills, discussion </li></ul><ul><li>Group activity – what works & what doesn’t work? </li></ul><ul><li>Applying what we’ve learned – solutions for your challenge </li></ul><ul><li>Wrap-up, questions, evaluations, and thank you </li></ul>
Group Agreements <ul><li>What rules shall we agree to follow during this workshop? </li></ul>
Warm-up Group Activity Please discuss and flipchart: What made you decide to attend this session today? What is one challenge you face managing up with your current supervisor? When you go back home and back to work, what takeaways would you like to use from this session?
From Managing Up: Expert Solutions to Everyday Challenges by Harvard Business Press Definition “Managing up is a conscious approach to working with your manager toward mutually agreed-upon goals that are in the best interests of you, your boss, and your organization. It is not mere political maneuvering; rather, it is a process of influencing your manager to make decisions that benefit both of you as well as the company.” How would you describe “managing up” in plain English?
From a class at Baruch’s School of Public Affairs Another perspective In any interaction with your supervisor, it should be your number one priority to make sure your supervisor feels good. If your supervisor feels good around you, it will benefit your effectiveness at your job and therefore benefit your clients , and it will also benefit your career. You can make your supervisor feel good through gestures such as asking about her/his weekend and showing that you are pleased to see your supervisor. Importantly, you can also make your supervisor feel good by being so good at your job that you rarely cause your supervisor headaches or lost sleep. What is your reaction to this concept?
Discuss in Trios or Pairs <ul><li>What about the definitions surprised you? </li></ul><ul><li>Is there anything missing from the definitions? If so, what? </li></ul><ul><li>Do you disagree with any part of the definitions? If so, which part(s)? </li></ul>
How well do you manage up? For each statement below, answer yes or no to indicate whether the statement applies to you. 1. I am aware of my manager’s expectations of me and have articulated my expectations of my boss. 2. When I negotiate with my boss, I use we and I language. 3. I regularly inform my manager of what I’m working on. 4. I notify my manager of problems promptly and suggest several solutions to consider. 5. My boss and I deal with disagreements as they arise. 6. My relationship with my manager is characterized by trust and reliability. 7. I understand my boss’s pressures and priorities. 8. My manager never steps in to direct one or more of my employees. 9. I’ve asked my manager openly about his or her management style and likes and dislikes and have adapted my style to my boss’s as much as possible. 10. I take as much time as necessary to communicate with my manager about important matters. 11. I seek ways to exert my influence on other department leaders, customers, and suppliers so as to support my manager’s goals.
Interpreting Your Score • If you answered yes to most or all of the statements, you have significant managing-up capability. But keep learning to see what else you can learn about this important business skill. • If you answered no to most or all of the statements, you would benefit from learning more about how to manage up effectively.
Key Managing Up Skills <ul><li>The self-assessment measures key skills. </li></ul><ul><li>What are the reasons that this measurement would include these particular skills? </li></ul><ul><li>Do you agree that these are the most important skills to measure? </li></ul><ul><li>What skills would you add? </li></ul>
Group activity (8 groups): What works & doesn’t work? <ul><li>1 </li></ul><ul><li>As a supervisor , what have staff you’ve supervised done well to manage you up? </li></ul><ul><li>Also, what have you seen other staff try that’s worked well? </li></ul><ul><li>3 </li></ul><ul><li>As an individual contributor , what have you done well to manage up your supervisor? </li></ul><ul><li>Also, what have you seen other staff try that’s worked well? </li></ul><ul><li>2 </li></ul><ul><li>As a supervisor , what have staff you’ve supervised done poorly when managing you up? </li></ul><ul><li>Also, what have you seen other staff try that hasn’t worked out? </li></ul><ul><li>4 </li></ul><ul><li>As an individual contributor , what have you seen staff try that hasn’t worked out when managing up their supervisors? </li></ul><ul><li>Have you tried anything that hasn’t worked out? </li></ul>
In Groups of Four: Your Challenge <ul><li>Take turns – each person should have a chance to: </li></ul><ul><li>Share your challenge managing up your supervisor (from the first group activity) </li></ul><ul><li>Get advice from the group, based on today’s workshop and on professional experience </li></ul><ul><li>Please respect each others’ confidentiality if requested </li></ul><ul><li>Note: sharing out with the whole group will be voluntary </li></ul>
Revisiting Our Group Warm-up <ul><li>Did we cover all the takeaways that you wanted? </li></ul><ul><li>What else should we discuss? </li></ul>
Wrap-up What is the most useful takeaway for you from this session, and how will you begin to use it when you go back to work next week?