Management

Principle 2.1:  Managers translate leaders’ drive for excellence into clear workplans and incentives to carry out the work effectively and efficiently.

2.1.1:  My organization’s managers partner with staff to develop individual performance objectives that support our organizational goals.

2.1.2:  My organization’s managers regularly recognize and reward (in financial and non-financial ways) outstanding performance by team members.

Principle 2.2:  Managers’ decisions are data informed whenever possible.

2.2.1:  My organization’s managers regularly use qualitative and quantitative data to inform their operational, programmatic, and strategic decisions—rather than relying on their intuition alone.

Principle 2.3:  Managers, like executives and boards, have the ability to recruit, develop, engage, and retain the talent necessary to deliver on the mission. They help staff get the tools and training they need in order to deliver the desired results.

2.3.1:  My organization’s managers are always on the lookout, inside and outside the organization, for great talent—to “get the right people on the bus and in the right seats.”

2.3.2:  My organization’s managers allocate sufficient resources to recruit, develop, reward, and retain high-performing individuals who are committed to our mission and our culture.

2.3.3:  My organization continually assesses its talent pool, identifying individuals who are strong contributors and creating opportunities to develop their potential.

Principle 2.4:  Managers provide opportunities for staff to see themselves in the work—that is, to see how each person’s work contributes to the desired results.

2.4.1:  My organization’s managers engage in ongoing dialogue with staff members to ensure they understand how their individual roles contribute to the results the organization is trying to achieve.

Principle 2.5:  Managers establish accountability systems that provide clarity at each level of the organization about the standards for success and yet provide room for staff to be creative about how they achieve these standards.

2.5.1:  My organization’s managers communicate their standards of excellence by clearly defining what team members are accountable for and how and when their success will be assessed.

2.5.2:  My organization can point to examples in which managers have incorporated staff ideas to fuel innovation, risk-taking, and better results.

Principle 2.6:  Managers provide continuous feedback to team members and augment that ongoing feedback with periodic performance reviews. They view performance reviews as an opportunity for staff development and coaching.

2.6.1: My organization’s managers observe team members in action and provide ongoing, on-the-job, constructive, timely coaching.

2.6.2:  My organization’s managers regularly conduct performance reviews with all staff, mutually defining what strengths team members should build on, what areas they should improve, how they are adhering to the program model (as applicable), and what they should learn to continue to develop.

2.6.3:  My organization’s managers establish an effective professional-development plan tied to each individual’s career goals and the organization’s needs.

Principle 2.7:  Managers acknowledge when staff members are not doing their work well. They give these staffers help to improve or move them to more suitable roles. If it becomes clear that staff members are unable or unwilling to meet expectations, managers are not afraid to make tough personnel decisions so that the organization can live up to the promises it makes to beneficiaries, donors, and other key stakeholders.

2.7.1:  My organization’s managers have the latitude and fortitude to make difficult personnel decisions when a team member’s performance is undermining our ability to meet the needs of our beneficiaries. This includes re-assignment, additional development, or separation in accordance with our policies.