This presentation is prepared for managers to improve their Leadership Skills. Leaders help themselves and others to do the right things. They set direction and build an inspiring vision. While leaders set the direction, they must also use management skills to guide their people to the right destination, in a smooth and efficient way.
Have you ever had to coach a struggling employee only to find yourself struggling to provide them with meaningful feedback? You're not alone. While most nonprofit leaders recognize the importance of effective performance management, many are uncertain about how best to provide support. Consistent coaching and feedback is essential to maintaining a high performing culture and ensures that employee development remains firmly aligned with an organization's mission and culture.
Join the Cornerstone OnDemand Foundation and Gayle Loving, Practice Leader of Business Consulting, for this special presentation on Coaching and Performance Feedback for Nonprofit Leaders.
Viewers will learn:
• How to effectively integrate coaching and feedback into your performance evaluation process
• Best practices for providing meaningful and useful feedback and coaching to address performance issues
• How to work with your management team to ensure coaching is included in the performance evaluation process
Watch the recording at http://www.cornerstoneondemand.org/resources?type=2.
This presentation is prepared for managers to improve their Leadership Skills. Leaders help themselves and others to do the right things. They set direction and build an inspiring vision. While leaders set the direction, they must also use management skills to guide their people to the right destination, in a smooth and efficient way.
Have you ever had to coach a struggling employee only to find yourself struggling to provide them with meaningful feedback? You're not alone. While most nonprofit leaders recognize the importance of effective performance management, many are uncertain about how best to provide support. Consistent coaching and feedback is essential to maintaining a high performing culture and ensures that employee development remains firmly aligned with an organization's mission and culture.
Join the Cornerstone OnDemand Foundation and Gayle Loving, Practice Leader of Business Consulting, for this special presentation on Coaching and Performance Feedback for Nonprofit Leaders.
Viewers will learn:
• How to effectively integrate coaching and feedback into your performance evaluation process
• Best practices for providing meaningful and useful feedback and coaching to address performance issues
• How to work with your management team to ensure coaching is included in the performance evaluation process
Watch the recording at http://www.cornerstoneondemand.org/resources?type=2.
Stop losing your best talent! Mini case studyHedda Bird
At risk of losing your top talent? Enjoy this short case study showing what one company did to stem the loss of its best engineers to the competition ( and no - it wasn't a pay rise!).
Key insight - letting people know they are valued and you have plans for them makes a lot of difference - sounds obvious, but challenging in practice!
An able supervisor can make or break the performance of a team. A herd of sheep lead by a lion wins, while a pride of lions lead by a sheep fails. The management has to invest in developing their supervisors to excel in their managerial skills. This presentation lists the skills that are required to excel as a supervisor.
Employee Alignment is a critical factor in driving strategic execution. A strategy plan such as a balanced scorecard is not enough because it doesn't define specific employee performance objectives aligned to the strategy. Goal setting is not so much about using the right software, it is about executive and management capability in setting and communicating strategic alignment.
3-5 ways managers can motivate their teams. Stick to non-financial. Apparently financial motivation isn’t actually that effective. According to Gallup, only 13% of employees worldwide are engaged at work. That statistic can be daunting to a manager trying to find ways to motivate a team – particularly when the manager is not in a position to give large pay raises.
Leaders are distinguished by their perseverance in spite of the frustrations and challenges in their path however Leadership is a facet
of Successful Management.
Determine the roles and responsibilities of a manager.
Build up teamwork and a friendly working place.
Effective communication skills and motivation for workers.
Improve solving problem skills.
Effective time management to work successfully.
I constructed this presentation on behalf of Blane Dessy. This was a part of the CUA SLIS "Bridging the Spectrum" Symposium Feb 25 2011. Content from CUA SLIS LSC Management syllabus, from Sarah Bard and Elizabeth McLean.
A manager deals with different people in an organization and gets the desired results within the given time. The core skills a manager should possess are work delegation, team management, time management and planning. But, to be successful, she/he needs to inculcate the right attitude and skills. Here is presentation that highlights on managerial skills that a person should develop to fulfill his duties effectively and efficiently.
Stop losing your best talent! Mini case studyHedda Bird
At risk of losing your top talent? Enjoy this short case study showing what one company did to stem the loss of its best engineers to the competition ( and no - it wasn't a pay rise!).
Key insight - letting people know they are valued and you have plans for them makes a lot of difference - sounds obvious, but challenging in practice!
An able supervisor can make or break the performance of a team. A herd of sheep lead by a lion wins, while a pride of lions lead by a sheep fails. The management has to invest in developing their supervisors to excel in their managerial skills. This presentation lists the skills that are required to excel as a supervisor.
Employee Alignment is a critical factor in driving strategic execution. A strategy plan such as a balanced scorecard is not enough because it doesn't define specific employee performance objectives aligned to the strategy. Goal setting is not so much about using the right software, it is about executive and management capability in setting and communicating strategic alignment.
3-5 ways managers can motivate their teams. Stick to non-financial. Apparently financial motivation isn’t actually that effective. According to Gallup, only 13% of employees worldwide are engaged at work. That statistic can be daunting to a manager trying to find ways to motivate a team – particularly when the manager is not in a position to give large pay raises.
Leaders are distinguished by their perseverance in spite of the frustrations and challenges in their path however Leadership is a facet
of Successful Management.
Determine the roles and responsibilities of a manager.
Build up teamwork and a friendly working place.
Effective communication skills and motivation for workers.
Improve solving problem skills.
Effective time management to work successfully.
I constructed this presentation on behalf of Blane Dessy. This was a part of the CUA SLIS "Bridging the Spectrum" Symposium Feb 25 2011. Content from CUA SLIS LSC Management syllabus, from Sarah Bard and Elizabeth McLean.
A manager deals with different people in an organization and gets the desired results within the given time. The core skills a manager should possess are work delegation, team management, time management and planning. But, to be successful, she/he needs to inculcate the right attitude and skills. Here is presentation that highlights on managerial skills that a person should develop to fulfill his duties effectively and efficiently.
Managing for results from development to disciplinePaul Venderley
Eric Kaufmann draws on over 4000 hours of facilitating senior executives and teams in established companies to become better leaders who make better decisions and achieve better results.
He shared his Managing4Results(c) Model during our August 2010 Learning Event. In it, he delineated how to manage team members at different performance states, and with differing abilities, needs, and levels of autonomy. In particular, the Model provides a convenient and consistent guide for managers to determine when and how to train, coach, and discipline; and how to choose suitable leadership behaviors for each process.
This is the slide deck of Eric's presentation.
Presentation Training on Result Based Management (RBM) for M&E StaffFida Karim 🇵🇰
Planning, Monitoring, Evaluation & Reporting together for developmental results: Results-based Management-RBM (RBM)?
Logical Framework Approach (LFA)
Planning for results
Monitoring for results
Evaluating for results
Enhancing the use of knowledge from monitoring and evaluation
The presentation is to train government and non-government planners to develop their skills for results-based planning and management for social sector programmes and projects.
Two Examples of Program Planning, Monitoring and EvaluationMEASURE Evaluation
Presented by Laili Irani, Senior Policy Analyst for the Population Reference Bureau, as part of the Measuring Success Toolkit webinar in September 2012.
Susan Schmitt, Senior VP HR of Rockwell Automation will share the secrets of how managers and HR evaluate employees and how to effectively navigate your career.
A report generated for a client using the Performance DNA analysis methodology (part of ASTD's HPI program)
This report served as the foundation for a performance-centered leadership development curriculum for global talent.
Aims of Course
- Understand the principles of performance management and the appraisal process
- Identify and practice skills and techniques of effective appraisal interviewing
- Learn how to use the appraisal system as a motivational business tool
- Develop your performance management skills
Objectives of Appraisals
- Raising standards of performance and efficiency
- Strengthening staff/management relationships and motivation
- Improving communication
- Developing Managers and staff
- Assessing training development needs
- Assessing potential and assisting in manpower planning
- Forming a basis for rating and pay awards
- Maintaining up to date record of staff capabilities and skill sets
3. LOW SKILL HIGH SKILL LOW WILL HIGH WILL Aim of coaching Excite* Exclusive Time Direct* Help / Serve Delegate* Rewards Guide* Word of Praise
4. FACTORS AFFECTING MOTIVATION LEVEL OF AN INDIVIDUAL Manager showing concern for him / her as a person Having some authority Good personal relationship with manager Manager’s decisiveness Examples provided by manager Being involved in planning his / her own work Recognition of his / her efforts
5. Delegation of work to him / her Being promoted Customer / client contact Salary Extent to which s/he get on with his / her peers Praise Attaining his / her own goals and meeting targets Satisfaction with the job
6. Working conditions Having responsibility for discrete areas of work Working under pressure A competitive environment His / her prospects of career development Constructive feedback and coaching Job security The result of the completed work
7. Carrying out complex analysis The organization’s structure and process His / her personal job title Extent of supervision Social functions Detailed guidance on how to complete work tasks Working in a team Being given clear objectives
9. Direct (skill and will are both low) First build the will ---Provide clear briefing ---Identify motivations ---Develop a vision of future performance Then build the skill ---Structure tasks for ‘quick wins’ ---coach and train Then sustain the will ---Provide frequent feedback ---Praise and nurture BUT supervise closely with tight control and clear rules/deadlines
10. Guide (low skill, high, will) Invest time early on ---Coach and train ---Answer Questions/Explain Create a risk- free environment to allow early ‘mistakes’/ learning Relax control as progress is shown
11. Excite (high skill, low, will) Identify reason for low will—task/ management style/ personal factors Motivate Monitor, feedback
12. Delegate (skill and will are both high) Provide freedom to do the job ---Set objective, not method ---Praise, don’t ignore Encourage coachee to take responsibility ---Involve in decision- making ---Use ‘You tell me what ‘you think’ Take appropriate risk ---Give more stretching tasks ---Don’t over – manage
