How To Be A Great Boss

Finding a great boss can be like finding the Holy Grail. No one sets out to be a bad boss, but sometimes it can be all too easy to get bogged down in the daily grind and lose sight of what really matters.

Paige McDaniel wrote a great blog entry back in May on the very same subject: http://bit.ly/ndw4Ub.

Below are some tips that sum up what it means (to me, at least) to be a great boss.

Do you have anything to add?

·    Be Accessible – Sometimes.
You want people to feel that they can ask your advice or admit to a mistake or a problem. The alternative is living in blissful ignorance until all hell breaks loose around you... However, you don’t want to be too accessible. Have a clear signal that indicates you’re not available unless it’s an emergency; closing your office door is a common and simple method.

·    Delegate – Then stay hands off.
From the employee’s point of view, there’s nothing worse than being given a task and then having constant interruptions and “suggestions” from the boss on how to accomplish it. Learn to delegate properly then forget about the task.

• Provide access to training.
  Try to ensure that every employee has access to professional development. People enjoy learning new things and highly-trained, confident employees produce great results.
• Make people feel valued.
  Bad workplaces are typically apathetic places because the employees feel disconnected. They think their contribution doesn’t really matter. In contrast, the great boss engages people so that they feel empowered, respected, and valued.
• Update everyone on progress.
  Send out an occasional organization-wide email or hold a short meeting to update everyone on the progress that’s being made. Encouraging everyone to feel part of a team effort that’s producing something worthwhile can create employee satisfaction. This is especially important at a nonprofit where monetary incentives may be harder to come by.
• Bring food and arrange treats!
  One of the most well-received things you can do as a boss is to offer “treats”. This doesn’t need to cost much – a few boxes of chocolates or cookies can be a lovely treat. If your staff has completed a big project or hit a significant milestone, consider arranging some sort of celebratory event – perhaps a lunch out, or an afternoon of activities. This does cost money (and person-hours) but it’s another way to create the sense of being a group of friends, not just colleagues.
• Say “thank you”.
  This is very simple but it can mean so much. In the rush of day-to-day business, it’s easy to forget to acknowledge people’s hard work. But people are often much more motivated and encouraged by a few words of thanks and praise than by any other reward. A few words like “Katy, I heard your presentation went down really well – great work!” can really make someone’s day and doesn’t cost a thing.
• Treat people like people.
  Act like the boss you would want to have or have admired from your past. Your employees will appreciate you if you care and show them the utmost respect. Keep in mind that you set an example for everyone else.
• Know how to have fun.
  People work for all sorts of reasons, pay is just one. The best bosses balance work with fun, knowing that the latter reinforces the former.
• Reward good, hard work.
  Rewards can come in all sorts of forms. Monetary is best of course, but recognition for a job well done can sometimes be equally effective.
• Listen.
  Bad bosses rarely listen. Good bosses always do. You may not agree with what you hear (and then again you might) but people will know that you’re fair and are willing to hear out a different point of view.
• Set realistic, achievable goals.
  Let people who work for you know what is expected of them, period.
• Show up a lot.
  This is the single defining behavior of great supervisors. When you show up a lot you get to know your people and they get to know you. Your presence speaks volumes about how much you value an event or the staff person coordinating it.
• Accept that your staff will fail sometimes.
  And be prepared to support them when they do. Create an environment where taking risks is encouraged and where failing (within reason) is okay.
• Trust in your staff.
  Trust is a two-way street - Your staff should trust you and you should trust them.
• Provide support.
  Provide staff with the tools they need in order to be effective; whether that’s a listening ear or the right software to do the job. Adequate support is critical.
• Be motivating and inspiring.
  Everyone wants to enjoy their work and feel what they do matters. Great bosses have a knack for painting a picture of the future and getting everyone excited about the organization’s mission.

To conclude, I couldn’t resist including this cute poem by Jeffrey J. Fox:

The Great Boss Simple Success Formula

Companies Do What the Boss Does
Groom 'Em, or Broom 'Em
Hire Slow, Fire Fast
Don't Be Tired
The Rule of the Ds
Delegate Down, Down, Down
Don't Hire a Dog and Bark Yourself
Don't Shoot from the Lip
Never Be Little, Never Belittle
Listen to Phonies, Fools, and Frauds
Don't Check Expense Accounts
"Quit" Is for Scrabble
It's Okay to Be Quirky
- Jeffrey J. Fox

Katy Spicer
Associate Director of Marketing

Approach with Caution

There is no making this stuff up...

On my commute home one night I found myself behind a white trailer hitched to a pick-up and posted on the back of the trailer was a large sign that read,
"Warning, Violent Primates Inside Approach with Caution".

Seriously? Is that a joke? Decided it was best to get my distance (after snapping a quick picture on my phone of course); not a vehicle you want to be in rush-hour traffic with. My next thought was, “I sure hope that guy driving is well paid!”

So when you decided to work in nonprofit did you do it for the money? Surely not; and still, there are days you might feel like you’re driving around a violent primate. Yet, you do what you do because you choose to share your talents in a way that gives back to the community. You get up every day and drive that trailer because you believe in the mission and the people you serve.

Five years ago this May, I chose to join the Center for Nonprofit Management and serve you, the nonprofit community. I’ve gotten up every day of those five years and challenged myself to find the best ways to educate nonprofit professional in service of the Center’s mission: To build stronger communities by increasing the performance and impact of nonprofit organizations.

This Friday, August 12^th, that five year journey comes to a close as I leave my position as Director of Education to start a new journey with another organization. In wrapping up my time here and reflecting on those five years I am reminded of how much “education” I received in turn. All the amazing people I’ve come to know; colleagues, partners, consultants, instructors, volunteers, community leaders, hard-working staff and amazing movers and shakers. I remain in awe of the collective brilliance. For all its diversity and vast geography, Texas nonprofits know how to move mountains.

Yes, approach with caution – but by all means approach! Keep driving that trailer; taming that violent primate; and changing the world, one day at a time.

Thank you for choosing to give back; and for having made my time here unforgettable. In the immortal words of George Burns, “Say Good Night Gracie”.

Stacey Bruenning
(Soon-to-be-ex) Director of Education

Board Members: Are We Throwing them in the Deep End without Teaching them to Swim?

A recent blog post, Sink or Swim by Laura Otten at The Nonprofit Center at La Salle University, talks about expecting great things from our boards but never teaching them how to do it. Just like throwing them into the deep end of the pool without teaching them to swim. In her post, she specifically talks about expecting our boards to fundraise, but doesn't it apply to everything the board does?

Do our boards really know what their roles and responsibilities are?

What they should and shouldn't be doing and how best to do it?

For many of us who have worked in the field for years, we intuitively know how responsibilities are divided and what we need from our boards, but we expect our board members "to just know". We assume they learned about it on another board or maybe we just don't have time or the expertise to continually train our boards, starting with board orientation for new board members to continued board training on best practices in board governance.

Proper training and clarification of roles and responsibilities can help a board stay focused and engaged on the critical work they do for the organization. Every new board member should receive training on not only the specific expectations of your agency, but also the overarching roles and responsibilities of being a nonprofit board member. In addition, every full board should receive training together at the beginning of each year to bring the board together under a shared vision and make sure everyone is on the same page.

The Center for Nonprofit Management offers several solutions to keep your board members informed and ready to swim:

• Board Member Boot Camp, Thursday, August 18, 2 - 7 p.m.
  A quarterly session designed for new and old board members about the fundamental roles and responsibilities of being a board member. Register now.
  
• Other Classes on Board Governance.  See the Class Calendar for other classes of interest to board members.
  
• Board Training for your full board - available in half-day sessions or full board retreats.

Katie Edwards
Vice President of Marketing