Browse Articles by Tom Butero, MSW
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Nonprofit Organization Leaders: Are You an X or a Y?
Nonprofit organization leaders sometimes make the mistake of thinking that the management principles developed in the business world have little to do with the management of nonprofit organizations. The thing is, the staff of a nonprofit organization has a management structure, too. Organizations that have a handle on management are better able to fulfill the mission while those that are more “accidental” in their approach often have an underproducing and unhappy staff. (Which is yours?)
You Can Get Through This: Crisis Management Strategies
Despite our best efforts, crises will occur. Some may be small and manageable and call for a minimum amount of attention. Others may be more serious and threatening to the organization, its management, or employees or the population served by that organization. No matter what the range and scope of the crisis, the most important issue is how that crisis is managed. How do you do that?
The Top Ten Things Nonprofit Managers and Supervisors Should Always Try to Say
A few months ago, with apologies to David Letterman, I wrote, "Top Ten Things Nonprofit Managers and Supervisors Should Not Say." Now comes part two. In reverse order, we bring you: The top ten things nonprofit managers and supervisors should always try to say.
Top Ten Things Nonprofit Managers and Supervisors Should Not Say
We’ve all been there. Said or done things we wish we could take back. As a manager, director, or supervisor this becomes even more of an issue. Sometimes the things we say or do in those roles have far-reaching effects and linger on much longer than we think. So, with apologies to David Letterman, and as compiled by a group of managers with revisions by yours truly, here they are, in reverse order: The top ten things managers and supervisors should not say to their staff.