{"id":10626,"date":"2022-11-18T19:54:14","date_gmt":"2022-11-18T19:54:14","guid":{"rendered":"https:\/\/managementcen1.wpengine.com\/?page_id=10626"},"modified":"2024-10-10T18:33:26","modified_gmt":"2024-10-10T18:33:26","slug":"other-topics-2","status":"publish","type":"page","link":"https:\/\/www.managementcenter.org\/other-topics-2\/","title":{"rendered":"Other Topics"},"content":{"rendered":"\n
Looking for something you didn\u2019t see in the other sections? It might be here!<\/h6>\n\n\n
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Where to Start<\/h2>\n \n \n
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Using Fair Process to Make Better Decisions<\/a><\/h4>\n\n
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The purpose of fair process is to create space for authentic, equitable, and inclusive engagement and build clarity about decisions, resulting in stronger relationships, engagement, outcomes, and implementation.<\/p>\n <\/div>\n <\/i>9.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n

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How to Manage Time and Systems Effectively<\/a><\/h4>\n\n
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While much of the burnout and overwork we see in our sectors is beyond any individual person\u2019s control, we do have control over how we manage our time and systems so that we can achieve great results, avoid unnecessary chaos, and minimize fatigue. This article covers personal practices that can help you and your team get your most important work done sustainably. <\/p>\n <\/div>\n <\/i>9 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n

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How to Reprioritize Work<\/a><\/h4>\n\n
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Use this step-by-step guide to reprioritize and respond effectively to change, especially in times of crisis or uncertainty. Learn to use our Impact-Doability Matrix, make decisions, communicate well, and avoid common pitfalls.<\/p>\n <\/div>\n <\/i>9 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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Conspire and Align: A New Approach to Management<\/a><\/h4>\n\n
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A clear and defined approach will help you navigate both the routine and unexpected parts of management. Read about our conspire-and-align approach to management. <\/p>\n <\/div>\n <\/i>8.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Using Fair Process to Make Better Decisions<\/a><\/h4>\n\n
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The purpose of fair process is to create space for authentic, equitable, and inclusive engagement and build clarity about decisions, resulting in stronger relationships, engagement, outcomes, and implementation.<\/p>\n <\/div>\n <\/i>9.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Modes of Decision-Making<\/a><\/h4>\n\n
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Being transparent about how decisions will get made often gets better outcomes with more engaged participants. Here’s one potential decision-making framework to share within teams.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Decision-Making with Pros, Cons, and Mitigations<\/a><\/h4>\n\n
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Engage your team in tough decision-making using this simple table.<\/p>\n <\/div>\n <\/i>2 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Exit Interview Tips (and a Template!)<\/a><\/h4>\n\n
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Exit interviews with a departing employee can be a valuable source of information about what\u2019s working well and what could be improved. Use our tips and template to get started.<\/p>\n <\/div>\n <\/i>2 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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How to Manage Time and Systems Effectively<\/a><\/h4>\n\n
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While much of the burnout and overwork we see in our sectors is beyond any individual person\u2019s control, we do have control over how we manage our time and systems so that we can achieve great results, avoid unnecessary chaos, and minimize fatigue. This article covers personal practices that can help you and your team get your most important work done sustainably. <\/p>\n <\/div>\n <\/i>9 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Daily List Template<\/a><\/h4>\n\n
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The Daily List is a tool you can use to keep yourself organized on a day-to-day basis. It helps you separate \u201cbig rocks\u201d (essential things that you need to complete to consider your day successful) from other action items.<\/p>\n <\/div>\n <\/i>1 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Weekly-Plus List Template<\/a><\/h4>\n\n
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The Weekly-Plus list is a complement to our Daily List to keep yourself organized beyond the day-to-day. It helps you keep track of backburner projects while prioritizing those that will make your month a success.<\/p>\n <\/div>\n <\/i>1 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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How to Prioritize Work: A Step-by-Step Guide<\/a><\/h4>\n\n
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Use this practical guide to prioritize your highest-impact work. Learn the \u201cbig rocks\u201d method, weigh urgency and importance, craft a to-do list, and stay on top of your tasks.<\/p>\n <\/div>\n <\/i>8 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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How to Reprioritize Work<\/a><\/h4>\n\n
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Use this step-by-step guide to reprioritize and respond effectively to change, especially in times of crisis or uncertainty. Learn to use our Impact-Doability Matrix, make decisions, communicate well, and avoid common pitfalls.<\/p>\n <\/div>\n <\/i>9 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Managing Uncertainty: What to Communicate to Your Team<\/a><\/h4>\n\n
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In a crisis, a big part of every leader\u2019s job is to provide a container for staff\u2014that is, to make sense of what\u2019s happening. Effective communication can promote the stability, continuity, and sense of purpose that helps people cope during tough times.<\/p>\n <\/div>\n <\/i>4 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Communication Planning Worksheet<\/a><\/h4>\n\n
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In a crisis, a big part of every leader\u2019s job is to provide a container for staff and make sense of what\u2019s happening. Use this worksheet to plan out 5 key components for communicating to your team during tough times.<\/p>\n <\/div>\n <\/i>2 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Managing Uncertainty: A Guide to Scenario Planning<\/a><\/h4>\n\n
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Scenario planning doesn\u2019t have to be complicated. This guide to scenario planning will help you get started. Includes a template.<\/p>\n <\/div>\n <\/i>7 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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The 60-Minute Backup Plan<\/a><\/h4>\n\n
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When it comes to uncertainty, one step every staff member can take is to create a plan for who will take over key responsibilities if one or more of our team members is out. These tips can help you figure out the most important responsibilities that need to be covered, who could do them if the current owner is out, and what that person needs to do now to prepare. You can make huge progress in as little as 60 minutes.<\/p>\n <\/div>\n <\/i>3 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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Backup Planning Tool<\/a><\/h4>\n\n
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When it comes to handling unknowns at work, one concrete step every team member can take is to create a backup plan for who will take over key responsibilities if one or more team members is out. Use our template to start.<\/p>\n <\/div>\n <\/i>1 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Building Your Emotional Resilience Muscle<\/a><\/h4>\n\n
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During times of crisis, managers must lean on their emotional resilience muscles. This article shares resources and advice on how to stay emotionally grounded so you can lead effectively.<\/p>\n <\/div>\n <\/i>2 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Layoffs Toolkit for Leaders<\/a><\/h4>\n\n
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Considering layoffs? Check out this toolkit that includes concrete tools, samples, and templates to help leaders navigate and plan for a layoff process.<\/p>\n <\/div>\n <\/i>2 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Making Compensation More Equitable<\/a><\/h4>\n\n
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How you approach compensation tells current and potential employees who you are and what you value. Here are six anchors you can use as you develop a more equitable, transparent approach to salary and benefits.<\/p>\n <\/div>\n <\/i>5.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Fair Process Examples<\/a><\/h4>\n\n
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Check out these examples of fair process, a decision-making approach that gives those most impacted by a decision the opportunity to help shape it.<\/p>\n <\/div>\n <\/i>8.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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5 Tips for Switching to Remote Management<\/a><\/h4>\n\n
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Managing remotely for the first time can be daunting! These five tips can help you make the shift. <\/p>\n <\/div>\n <\/i>5.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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3 Ways to Prepare Emotionally and Mentally for Layoffs<\/a><\/h4>\n\n
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Get resources for managing your emotions as you prepare to conduct layoffs. Use our journaling prompts, reflection questions, and mantras to stay grounded.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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The Most Important Things a New Manager Should Know<\/a><\/h4>\n\n
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Here are five of the most important things a new manager should keep in mind.<\/p>\n <\/div>\n <\/i>4 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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How to Spend Your Time as a New Manager<\/a><\/h4>\n\n
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Becoming a manager does require a shift in how you spend your time alongside more attention to delegation. As a manager you still execute plenty of tasks\u2014just not the same ones you used to.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Frequently Asked Questions for Newly Promoted Managers<\/a><\/h4>\n\n
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How do I manage my former peers? How do I manage when things are uncertain? Here are some of the most common questions we hear from newly promoted managers.<\/p>\n <\/div>\n <\/i>4.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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How to Manage Someone More Experienced Than You<\/a><\/h4>\n\n
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If you practice effective management well, differences in tenure, age, or expertise won\u2019t matter as much as you think. Here are some things to keep in mind.<\/p>\n <\/div>\n <\/i>2.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Recover & Restore: A Sustainability Worksheet<\/a><\/h4>\n\n
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When it comes to sustainability at work, recovery is just as important as pushing through. Use this worksheet to identify practices in your sphere of control to help you recover and restore.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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5-Step Scenario Planning Tool<\/a><\/h4>\n\n
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This worksheet helps you get started with scenario planning. Turn uncertainty into readiness by thinking through possibilities, impacts, and action steps.<\/p>\n <\/div>\n <\/i>6 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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The Three Dimensions of Effective Management<\/a><\/h4>\n\n
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In this article, we offer a new definition for effective management\u2014one rooted in equity, sustainability, and results.<\/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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Re-Division of Labor Worksheet<\/a><\/h4>\n\n
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This worksheet can help managers adjust roles and restructure the work after layoffs, permanent vacancies, or downsizing.<\/p>\n <\/div>\n <\/i>1 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Decisions at the Gateway of Reopening<\/a><\/h4>\n\n
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As we enter a new phase of the pandemic, with vaccines more readily available and more states \u201creopening,\u201d we are standing squarely at the gateway between one world and the next. As managers, it\u2019s our job to lead our teams forward from crisis to reinvention, while balancing or even harnessing tensions. And it all starts with questions.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Survey Questions for Staff Input on Reopening and Redesign<\/a><\/h4>\n\n
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This sample survey is intended for leaders to adapt as needed to assess the needs, concerns, and circumstances of their staff as they consider reopening the office, in-person meetings, and travel.<\/p>\n <\/div>\n <\/i>8.5 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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Layoff Script Sample & Template<\/a><\/h4>\n\n
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This layoff script includes sample language and a template for conducting a clear, compassionate, and human-centered layoff conversation. <\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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5 Things Managers Can Do to Get Election-Ready<\/a><\/h4>\n\n
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Check out these tips for managers and leaders to get their teams through election season (even if your work isn’t directly related to electoral work, politics, or organizing).<\/p>\n <\/div>\n <\/i>4 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Tips for Running an Effective Rapid Response Team<\/a><\/h4>\n\n
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During times of upheaval and crisis, set up a rapid response team to help you make great decisions quickly.<\/p>\n <\/div>\n <\/i>4 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Sample Pre-Election Email to Staff<\/a><\/h4>\n\n
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Not sure what to say to your team in the days leading up to Election Day? One of our clients kindly shared an email she sent to all staff as a sample.<\/p>\n <\/div>\n <\/i>2 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Post-Election Sample Email<\/a><\/h4>\n\n
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The days following Election Day can be filled with stress and uncertainty. This sample email includes ways you can show up for your team.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Conspirar y Alinear: Un Nuevo Enfoque para la Gesti\u00f3n<\/a><\/h4>\n\n
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Un enfoque claro y definido te ayudar\u00e1 a navegar tanto lo rutinario y las partes de gerencia que son inesperadas. Lee sobre nuestro enfoque de conspirar y alinear para la gesti\u00f3n. <\/p>\n <\/div>\n <\/i>8.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Las tres dimensiones de la gesti\u00f3n eficaz<\/a><\/h4>\n\n
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En este art\u00edculo, ofrecemos una nueva definici\u00f3n de gesti\u00f3n eficaz\u2013centrada en la equidad, sostenibilidad, y los resultados.<\/p>\n <\/div>\n <\/i>7 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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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

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CBA Implementation Template<\/a><\/h4>\n\n
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Senior leaders can use this template to help roll out changes established by a new Collective Bargaining Agreement. <\/p>\n <\/div>\n <\/i>3 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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Project Plan: Unionization Phase Four\u2014 Contract Implementation<\/a><\/h4>\n\n
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Preparing to roll-out changes from a new Collective Bargaining Agreement? Use this sample project plan to help get ready for implementation.<\/p>\n <\/div>\n <\/i>4 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n <\/div>\n