Your organization may decide to adopt a policy that mandates your employees receive the COVID-19 vaccine. Create a clear COVID-19 Vaccination Policy (including providing ways for employees to request accommodations) using this sample policy.
Not everyone speaks the same way about social issues or experiences; having a shared understanding of terms can help groups and individuals communicate better and support their collaboration. We recognize that many of these terms in this list can feel quite jargon heavy or academic—however, precision and clarity are useful when naming and dismantling deep rooted assumptions, behaviors, or practices.
This tutorial walks you through a solution for U.S organizations to show grant revenue from one year to the next that won’t mess up your bottom line. It will also leave your organization an easy way to read and understand accurate financial reports.
Do you know which of your funds are restricted? How to track them? What types are there? This tutorial answers all those questions and also will start you down the path to robust financial systems.
The Four “I”s of Oppression are a common framework used to illustrate the ways systemic injustices are able to perpetuate in society and over time. Oppression manifests itself in four overlapping and interdependent ways; individually as internalized oppression; socially as interpersonal oppression; it is reinforced through institutional oppression; and perpetuates across time and space as ideological oppression. Check out this resource and the guidance on using the framework to learn more about the Four “I”s. Being clear about how oppression operates can help everyone work concretely to dismantle oppressive systems and foster alternatives individually and across society.
This US Conservation and Colonialism Timeline was collated from published scholarly research, journalism, and community-led historical recovery efforts. It was created to support environmental and conservation organizations committed to fulfilling their missions through a justice lens. This timeline is not all inclusive…
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.
How feedback is delivered (and received) is as, or possibly more, important than what is communicated. If feedback is given effectively and clearly, it is much more likely to result […]
Not all conversations are easy. At some time or another, we all are required to have a difficult conversation that requires us to step out of our comfort zone, but you don’t need to be lost navigating them. These helpful hints will walk you through those courageous conversations with confidence.
As leaders, we can’t avoid challenging conversations – that is, ones that feel like they have an edge and require courage, where at least one person wants to pursue something different or where the topic may make at least one person uncomfortable. This resource gives you tools and suggestions to improve your understanding and prepare you to have conversations that can lead to better long-term results.
The Results Model and accompanying Stop-Challenge-Choose tool in this resource have been acclaimed by participants in 20 years of TREC’s Leadership Training Program as perhaps the single most powerful and practical way they manage for better results in all areas of their daily lives.
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.
Our emotional state impacts both ourselves and others around us through a complex set of largely unconscious, primal biology-driven signals. Both our emotions and moods impact other people, though in different ways. Because moods are a longer-term phenomenon, their impact can have more power. This article lays out strategies for managing mood contagion–a critical leadership skill.
Effective communication and feedback is vital to creating positive and authentic relationships with colleagues, staff, and those you collaborate with. TREC’s resource on Skillfully Navigating Challenging Conversations provides recommendations to improve communications for difficult or challenging conversations to create greater clarity and understanding.