In an bemusing manner this is a question I am sure every existing manager has asked, usually following some particularly frustrating experience.
As far as I am concerned there is only one reason why anyone would want to become involved in management. That is because they actually enjoy working with people, they actually want to help other people to develop and to perform to the fullest potential. Now, I don't actually believe that is why the majority of do become involved in management. My experience is that the majority of manager get there by default; they become managers because they were the last person standing, they were the best performer, they wish to massage their ego, they like giving orders or wearing a cap that says 'The Boss'. Very few actually sit down and make a concious career decision to become a manager because they want to help others people achieve their full potential.
Imagine the difference it would make it that were the reason. To begin with your entire perspective about management would change. Instead of seeing management as a potential conflict situation, a negative, a them versus us situation, you would view management as a positive, a great place to be, as you would be going there to help others. It would cease to be a job and would become a calling. Your passion for helping others would drive you out of bed each day. Imagine being able to view each issue or problem as an opportunity to develop and improve rather than a potential source of conflict. For a start every consultant advising on conflict resolution would be out of work and you would never have to attend another workshop on conflict management!
Imagine the difference there would be in our conversations. No more snide comments about generational gaps, glass ceilings, male versus female, Islam versus Christianity, conservatives versus democrats etc etc. None of these would be our focus, our focus would be on developing the potential of the people around you so that they are able to do the things you need done.
Try this tomorrow when you return to work. Over the next few days go to each person you are responsible for and ask them two questions. The first question is, I would like to hear about your work, can you please tell me how you are doing with your work, program, project? Second question, is there something I can do to help you achieve the desired outcome?
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
Saturday, April 11, 2009
Thursday, April 2, 2009
Innovative leadership
It may be tempting for funded non profit organisations to feel a tad complacent. Afterall, many will be in the middle of current funding rounds and service agreements. Their funding is in place. The economic downturn will likely have very little impact upon current operations. You might want to think again.
I would warn against complacency. Economic downturns impact in many different ways. Those non profits with business enterprise units may be subject to a drop in revenue as consumers feel the pinch - even those with second hand stores are not immune to consumers tightening the purse strings. Those entirely reliant upon Government funding have little options open to them should future Governments decide to maintain current levels of funding or worse still, cut back on funding.
In good times organisations can carry a little excess weight, they can indulge in activities that carry a cost without having to worry much about accounting for that cost. In times of economic downturn, it is imperative to identify and trim unneccesary costs - those that are not directly associated with service delivery aligned to the mission of the organisation - this requires innovative management.
When things begin to go wrong, continuing to do the same as has been done in the past is not an option - when the structure breaks down it is time to do something different.
It begins with effective governance - let me reword that - effective leadership. Boards need to be extra diligent. They must not assume anything. They must question everything. They must know what is happening now and what the impact of the emerging environment may be. Boards of governance need to be proactive in troubled times. Now is a good time to look at board composition. Does your board have the experience and skills to be effective when change is needed?
The key is sustainability. Governments worldwide are giving away their nation's savings in the name of 'economic stimulation'. Admirable as this policy may be in the short term, we will have to pay for it in the future. Those organisations dependent upon future government funding need to consider the risk of reduced funding. Philanthropic trusts, amongst others, have taken hits from investments in the markets. It will take many years to recover from this. In the meantime the level of philanthropy may drop. What impact might this have on your agency?
Interest rates are falling at present. That simply means they must rise again in the future. Will they rise quickly or slowly? How would you answer that if you were manager of a bank? Will consumers continue to give to charitable causes in 12 months or 18 months or will the level of giving actually reduce? If you don't know, try talking to some of the old hands around during the last economic downturn - see what they can recall.
And in case you are thinking, no worries we will get through this okay, have a look down the track a little. In Australia and NZ, 25% of the population is moving into retirement at present and will continue to do so for the next 20 years. There will be a global labour shortage for the next 20-30 years. Historically the not for profit sector is underfunded for paying salaries and wages - how will you compete for staff in the future? Where will the money come from to enable you to compete? You can talk about job satisfaction after someone starts work with you - getting them to work for you requires access to money.
These thoughts were part of a discussion I had with a not for profit manager yesterday during a coaching session. Are you a not for profit manager? Have you been thinking about these issues? If not, why not? In tough times you need to be thinking differently than you have in the past. Your organisation needs to be doing things differently than it has in the past. This requires innovative leadership.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
I would warn against complacency. Economic downturns impact in many different ways. Those non profits with business enterprise units may be subject to a drop in revenue as consumers feel the pinch - even those with second hand stores are not immune to consumers tightening the purse strings. Those entirely reliant upon Government funding have little options open to them should future Governments decide to maintain current levels of funding or worse still, cut back on funding.
In good times organisations can carry a little excess weight, they can indulge in activities that carry a cost without having to worry much about accounting for that cost. In times of economic downturn, it is imperative to identify and trim unneccesary costs - those that are not directly associated with service delivery aligned to the mission of the organisation - this requires innovative management.
When things begin to go wrong, continuing to do the same as has been done in the past is not an option - when the structure breaks down it is time to do something different.
It begins with effective governance - let me reword that - effective leadership. Boards need to be extra diligent. They must not assume anything. They must question everything. They must know what is happening now and what the impact of the emerging environment may be. Boards of governance need to be proactive in troubled times. Now is a good time to look at board composition. Does your board have the experience and skills to be effective when change is needed?
The key is sustainability. Governments worldwide are giving away their nation's savings in the name of 'economic stimulation'. Admirable as this policy may be in the short term, we will have to pay for it in the future. Those organisations dependent upon future government funding need to consider the risk of reduced funding. Philanthropic trusts, amongst others, have taken hits from investments in the markets. It will take many years to recover from this. In the meantime the level of philanthropy may drop. What impact might this have on your agency?
Interest rates are falling at present. That simply means they must rise again in the future. Will they rise quickly or slowly? How would you answer that if you were manager of a bank? Will consumers continue to give to charitable causes in 12 months or 18 months or will the level of giving actually reduce? If you don't know, try talking to some of the old hands around during the last economic downturn - see what they can recall.
And in case you are thinking, no worries we will get through this okay, have a look down the track a little. In Australia and NZ, 25% of the population is moving into retirement at present and will continue to do so for the next 20 years. There will be a global labour shortage for the next 20-30 years. Historically the not for profit sector is underfunded for paying salaries and wages - how will you compete for staff in the future? Where will the money come from to enable you to compete? You can talk about job satisfaction after someone starts work with you - getting them to work for you requires access to money.
These thoughts were part of a discussion I had with a not for profit manager yesterday during a coaching session. Are you a not for profit manager? Have you been thinking about these issues? If not, why not? In tough times you need to be thinking differently than you have in the past. Your organisation needs to be doing things differently than it has in the past. This requires innovative leadership.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
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