{"id":10588,"date":"2022-11-18T19:00:39","date_gmt":"2022-11-18T19:00:39","guid":{"rendered":"https:\/\/managementcen1.wpengine.com\/?page_id=10588"},"modified":"2024-10-01T21:16:28","modified_gmt":"2024-10-01T21:16:28","slug":"culture-relationships","status":"publish","type":"page","link":"https:\/\/www.managementcenter.org\/culture-relationships\/","title":{"rendered":"Culture & Relationships"},"content":{"rendered":"\n
In this section, you\u2019ll find tools for creating a powerful culture that will guide how your team approaches their work and the results you achieve.<\/h6>\n\n\n
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Where to Start<\/h2>\n \n \n
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The Four Elements of Strong Relationships<\/a><\/h4>\n\n
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We believe that relationship-building is a core competency for effective management (equitable, sustainable, and results-driven). This guide is for managers looking to build (more) supportive and functional relationships with their staff. <\/p>\n <\/div>\n <\/i>14 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n

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How to Develop and Use Core Values<\/a><\/h4>\n\n
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Articulating and aligning on core values is one of the most important tasks of a leader. Here are five guiding principles.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n

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Setting Expectations for How Staff Approach Their Work<\/a><\/h4>\n\n
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Communicating expectations about how staff approach their work is a big part of performance management. Here’s how to get clear about the “how.”<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n <\/div>\n<\/div>\n\n\n\n

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Additional Resources<\/h3>\n\n\n
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Managing Uncertainty with Purpose, Agency, Connection<\/a><\/h4>\n\n
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As managers, we can\u2019t end the pandemic or undo racial and intergenerational trauma, but we can influence how our staff experience this moment. This article offers three ways to build a greater sense of purpose, agency, and connection during times of crisis or uncertainty.<\/p>\n <\/div>\n <\/i>5.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Perspective-Taking for Stronger Relationships<\/a><\/h4>\n\n
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The more self-awareness and authentic consideration of others we cultivate, the better equipped we are to build and get better results, especially during moments of conflict, tension, and frustration. One key way to do this is through perspective-taking.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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How to Manage Skip-Level Relationships<\/a><\/h4>\n\n
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Interacting with your direct reports\u2019 direct reports\u2014with care, attention, and consistency\u2014has significant benefits. Here are three specific tips for navigating skip-level relationships successfully.<\/p>\n <\/div>\n <\/i>6 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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The Four Elements of Strong Relationships<\/a><\/h4>\n\n
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We believe that relationship-building is a core competency for effective management (equitable, sustainable, and results-driven). This guide is for managers looking to build (more) supportive and functional relationships with their staff. <\/p>\n <\/div>\n <\/i>14 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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How to Develop and Use Core Values<\/a><\/h4>\n\n
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Articulating and aligning on core values is one of the most important tasks of a leader. Here are five guiding principles.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Setting Expectations for How Staff Approach Their Work<\/a><\/h4>\n\n
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Communicating expectations about how staff approach their work is a big part of performance management. Here’s how to get clear about the “how.”<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Relationship Repair with a Reset Conversation (Worksheet)<\/a><\/h4>\n\n
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When conflict happens, connect with your teammate to find common ground, give and receive feedback, and determine a path forward together. Use this worksheet to organize your thoughts and prepare for a reset conversation<\/p>\n <\/div>\n <\/i>4 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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3 Steps for Managing Overwhelm at Work<\/a><\/h4>\n\n
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While you can\u2019t will yourself to stop feeling overwhelmed (trust us, we\u2019ve tried), there are ways to manage it. When it\u2019s your job to lead a team toward solid ground, here are three things you can do.<\/p>\n <\/div>\n <\/i>4 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Making the Most of Managers’ Meetings<\/a><\/h4>\n\n
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Tap into the collective power of your managers with effective managers\u2019 meetings! Here are 5 tips for running them effectively.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Guiding Principles for Managers During Unionization<\/a><\/h4>\n\n
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Managing in a unionizing context is tricky and high-stakes, but you don\u2019t need to figure it out on your own! Check out our four guiding principles to help you manage during a unionization process. <\/p>\n <\/div>\n <\/i>7.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Announcing Unionization to Managers Toolkit<\/a><\/h4>\n\n
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Preparing for a unionization process? Use this resource to prepare to announce staff unionization to managers at your organization<\/p>\n <\/div>\n <\/i>6 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Preparing Managers for Bargaining Toolkit<\/a><\/h4>\n\n
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Use this resource to help prepare your managers for bargaining at the beginning of a unionization process.<\/p>\n <\/div>\n <\/i>3.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Engaging Managers During Bargaining Toolkit<\/a><\/h4>\n\n
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Use this resource to help support your managers through bargaining a first contract.<\/p>\n <\/div>\n <\/i>6.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Project Plan: Unionization Phases One and Two<\/a><\/h4>\n\n
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Preparing for a unionization process? Use this sample project plan to get ready for the first two phases of unionization: recognition and preparing for bargaining.<\/p>\n <\/div>\n <\/i>4.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Sample Debriefing Agenda\u2014Collective Bargaining<\/a><\/h4>\n\n
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Use this debrief template to come together after a collective bargaining process, capture lessons learned, establish a strong foundation for labor-management relations, and prepare for future negotiations.<\/p>\n <\/div>\n <\/i>2.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Slowing Down and Prioritizing Care Sample Email<\/a><\/h4>\n\n
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Looking for more space to slow down and prioritize care amidst moments of crisis? Check out this sample auto response email that one of our clients kindly shared with us.<\/p>\n <\/div>\n <\/i>1 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Los cuatro elementos de relaciones s\u00f3lidas<\/a><\/h4>\n\n
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Creemos que la creaci\u00f3n de relaciones es una competencia fundamental para una gesti\u00f3n eficaz (equitativa, sostenible y orientada a los resultados). Esta gu\u00eda est\u00e1 dirigida a los gerentes que desean establecer relaciones (m\u00e1s) de apoyo y funcionales con su personal.<\/p>\n <\/div>\n <\/i>15 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Managing When Things Are (Still) Not Okay<\/a><\/h4>\n\n
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This article shares guidance for managing through crises, including ways to ground yourself, support your team, and learn from your experiences. It is an updated version of \u201cHow to Manage When Things Are Not Okay (And Haven\u2019t Been For Centuries).\u201d <\/p>\n <\/div>\n <\/i>10 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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How to Manage When Things Are Not Okay<\/a><\/h4>\n\n
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While we\u2014The Management Center\u2014can\u2019t undo the harms of nearly half a millennium of the degradation and dehumanization of Black people in the United States, we can help envision a path forward for managers and leaders. In this article, we share our best thinking on supporting your staff at a time when things are not okay (and haven’t been for a long time).<\/p>\n <\/div>\n <\/i>9.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Sample Email to Staff Announcing Mental Health Day<\/a><\/h4>\n\n
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Sometimes the best thing you can do during hard times is give your team some time off. This sample email turns a planned meeting\/retreat into a mental health day.<\/p>\n <\/div>\n <\/i>1.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n <\/div>\n