Terminating a team member may be necessary for future organizational success or to resolve an ongoing problem—but that’s not likely to be the initial perspective of the remaining team members. But your options for guiding them through this moment are very limited. Here’s some ways to make the best of a bad situation.
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Leadership and Management Ideas You Can Use
The worst thing about being a manager is firing someone. But if you handle the situation well, you can minimize the pain to all concerned and construct a healthy path forward. In this first of a series on terminations, I talk about how and why to use a Severance Agreement to help make the best of a bad situation.
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“Resolve problems” is the indispensable job responsibility of every manager. But for some problems, the effort to find a permanent resolution is likely to cause more harm than good. These are Mowing the Lawn problems and learning how to address these, can spare everyone—especially you—a lot of unnecessary suffering.
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You’ve issued a statement affirming that Black lives matter, acknowledged that racism permeates all aspects of American society and recognized that your nonprofit is not immune. Now it’s time to walk your talk—what do you do?
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The annual budget presents a nonprofit’s financial plan for of an uncertain future by setting both limits and goals. The limits in a budget are expressed as authorized expenses. Some budget goals are incorporated into those authorized expenses, either implicitly or explicitly contingent on future events. Other goals show up as income lines as projections of what amounts of revenue are hoped for from different revenue streams. The combination is essential but confusing, which is one reason many nonprofits are not able to maximize the value of their budgets.
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