This session will explore the myriad of ways accountability can show up as we journey towards more equitable and inclusive workplaces. How do we know we are doing it right? What happens when mistakes are made, or harm is done? We will look at accountability strategies to support your goals for diversity, equity, and inclusion and discuss how those intersect with your organizational culture.
Native American, or Indigenous lands, are the basis of the United States’ beautiful landscapes worthy of protection. This webinar will address “better” practices on how to talk with Indigenous communities about conservation and land protection as allies and partners. “Best” practices imply that there is a single way and best way to do this; however, better practices include addressing the failures of the past, challenges of the present, and future considerations of land management, traditional knowledge, and meaningful relationships.
Strategic planning can be the most valuable investment of time and energy your group ever makes. With TREC’s Strategic Plan guide, we offer ideas for making the most of your next strategic planning process, to help you: • Develop a process that fits your group’s unique needs • Identify the most important questions to explore […]
In this session we will develop a greater understanding of what resilience is and how to foster it in our lives. We’ll explore a bit about the biological basis of resilience and talk about the essential skill of effective self care.
Hiring an executive director is one of the most important tasks a board will ever undertake. If you are a board member or chair with little hiring experience, you are in good company. We’ve created this guide to support board members at any level of hiring experience.
A template that helps you calculate the allocation of shared expenses based on staff time.
This communications checklist will help your organization communicate effectively during an executive director transition.
Feedback isn’t about “once-and-done.” An effective organization strives to create a feedback-rich culture which takes both organizational systems and leadership behaviors that are applied consistently over time. Systems support and sustain behaviors. Behaviors bring systems to life. Use this list to see where your organizations thrive and identify where you might need to focus on improving.
Whether you are a manager or looking for skills to manage up, this webinar will offer valuable information around what drives engagement and what you can do to increase it. From work-planning to check-ins, we will share pragmatic tools to set yourself and your staff up to succeed.
We’ve created these overview checklists to support board members and hiring committees in the hiring process. We encourage you to use these in conjunction with TREC’s Transitions in Leadership toolkit.
When an Executive Director leaves an organization, the ED and Board need to inform their membership and stakeholders with a departing statement. TREC offers this sample for EDs and Boards alike to consider their own statements.
Turnover is inevitable, at all levels and for different reasons from retirement, job changes, and termination. Organizations and boards need to be prepared to handle any turnover, especially at the senior level.
In every organization there is a vast amount of energy and potential that is locked up in well-hidden protective behaviors driven by fear and caution. This prevents people from bringing their best ideas, risk-taking, full engagement, compassion, and courage to their work. In this session, we’ll explore the concept and some basic practices of starting down the path of being a “deliberately developmental organization.”
Individual Development Plans are a crucial tool to support employee growth and learning, which leads to greater personal effectiveness and fulfillment. A Development Plan is different from annual job goals though it ideally would complement a workplan and can be done at the same time – or even included as part of the Annual Plan. This template can be adapted to fit your organization’s needs.
Managers who want to support the development and growth of their staff can benefit from some helpful perspectives, approaches, and skills from the field of coaching that are described in this resource. While managers/supervisors should not present or see themselves as formal “coaches” they can be more “coach-like” where appropriate.
Leveraging Your Leadership: Sharpening Focus on the Dual Roles of Strategic Leadership and Management
In this session, we’ll explore the top responsibilities when leading people, profile core leadership competencies, and provide a tool that helps you identify your current strengths and areas you may want to give more attention.