Reduce Germs in the Workplace
Article Managers should adopt strategies to keep employees healthy and productive, says a doctor and a manager.
Timeless Management Lessons from an Old Source
Article Dale Carnegie's book "How to Win Friends and Influence People" turns 75 this year. To honor the occasion, the company he founded plans to publish an updated version entitled How to Win Friends and Influence People in the Digital Age. But regardless of the impact of social media on how we communicate, one critic argues that there are still plenty of relevant and timeless management lessons to be learned from the 1936 original.
Learn to Delegate Effectively
Article Managers who don't delegate miss reaping its benefits, says an executive coach.
Learn to Value Anxious Employees
Article New research reveals that managers may not appreciate the contributions of "introverted and neurotic" employees because they mistakenly assume these individuals will be less effective team members.
Encourage Networking Within Your Organization
Article One company believes it has an ingenious solution to bridge departmental silos: randomly match employees for lunch dates.
Stop Being a Micromanager
Article Micromanaging isn't a "sometimes" behavior. Managers either trust their employees or they don't, says a workplace columnist.
Find Employees' Hidden Skills
Article Managers who make the effort to get to know their team members may discover valuable expertise, says a leadership expert.
Don't Dehumanize Your Organization
Article Marketer and entrepreneur Seth Godin says that organizations should learn from the many managerial mistakes made at airports.
Debunking Common Management Myths
Article Managers often have a number of mistakenly held beliefs about their employees, says a nonprofit leadership expert.
Adjust the Thermostat for More Productive Workers
Article New research suggests that offices that are especially cool in the summer and warm in the winter can negatively impact employee productivity and collaboration.
What Makes Chief Advancement Officers Tick?
Article Self-awareness is one of 14 competencies that successful chief advancement officers have in common, according to two fundraising experts who will share their research findings in an upcoming CASE Online Speaker Series.
Manager's Special: Most Popular Stories of 2011
Article Want to know what’s been keeping your fellow managers up at night? Advancement Weekly celebrates its six-month anniversary by counting down its top five most-read stories.
Physical Exercise Improves Productivity
Article A new study finds that employees who exercise during normal working hours are more productive. So how can you get your staff to exercise more?
Acto de equilibrio
CURRENTS Article Este artículo analiza los esfuerzos que colegios, universidad y escuelas independientes han hecho para ayudar a sus empleados a lograr un equilibrio entre su vida y el trabajo, y de cómo los esfuerzos se han expandido de tal forma que han incluido áreas de salud y bienestar dentro de las instituciones. También se analizan las dificultades que siguen existiendo en la implementación de programas, incluyendo el cambio de mentalidad para darse cuenta de que no llevar un equilibrio entre la vida y el trabajo afecta a todos. El artículo incluye los resultados del “2011 CASE Compensation Survey regarding benefits offered at respondents' institutions.”
CURRENTS Article This article looks at the efforts that colleges, universities, and independent schools have made to help employees improve their work-life balance, how advancement employees see the issue in general as well as within their respective institutions, and how efforts have expanded to include areas such as health and wellness. It also examines what challenges remain in implementing programs, including changing the mindset to realize that work-life balance issues affect everyone. The article includes results from the 2011 CASE Compensation Survey regarding benefits offered at respondents' institutions.
Minority Advancement Institute
Conference This program attracts professionals of diverse backgrounds (i.e., ethnicity, race, gender, sexual orientation, age) who have the potential to rise to the ranks of senior management in advancement.
Strategic Talent Management
Conference Challenging times call for creative solutions. Explore how, in the face of increasing competition, institutions are devising creative, thoughtful strategies and highly effective activities and initiatives to attract, retain and grow the very best teams.
CURRENTS Article The recession has slowed the intense job hopping of recent years in fundraising. At this moment of pause, CURRENTS talks to four professionals at various stages of their careers to discover what factors contribute to job satisfaction.
Outlook: No More Revolving Door
CURRENTS Article Advancement programs struggling to retain staff might consider the "people first" approach suggested by the author of this column.
Management in Training
CURRENTS Article Experts weigh in on how to solve some of the most vexing problems in advancement, including attracting and keeping star performers, motivating people, and training effective leaders.
CURRENTS Article In Australia as elsewhere, changes in funding patterns by government has spurred the rise of institutional advancement. This article explores the fundraising situation at Australian institutions of higher education.
CURRENTS Article With a shortage in higher education fundraisers looming, institutions need to take action to recruit the right people. But how? Developing a talent management system is the solution.
Manager's Portfolio: Managing Nexters
CURRENTS Article The newest entrants to an already multigenerational workplace are the Nexters, also known as the Millennials. These 20-somethings are thought to be technically savvy, positive team players. Not all members of this generation fit that profile. Managers, however, can leverage the attributes of these young workers through mentoring, training, and career development.
Manager's Portfolio: Foul-Weather Friends
CURRENTS Article How should campus leaders respond during layoffs, emergencies, ethical challenges, and other types of crises? Surprisingly, the skills and dispositions managers need to lead effectively during these times are similar to those that work well during good times. No matter the circumstance, managers must demonstrate caring, credibility, competency, fairness, and optimism. Successful leaders also nurture hope by reminding employees and constituents of past successes and future opportunities.
AdvanceWork: We Didn't Start the Fire
CURRENTS Article A survey from Accountemps reveals that 71 percent of executives respond to unexpected crises at work at least a few times each week. Thirty-five percent say they address such issues every day. Instead of spending their days “putting out fires,” Accountemps suggests that managers should allow employees to handle some problems on their own, cushion project schedules for unexpected setbacks, and assess their department’s goals and proactively make changes.
Career Path: Time Is on Your Side
CURRENTS Article Can flexible scheduling work in an advancement office? The author, now a senior development officer for Denison University, has arranged for modified work schedules--full-time, part-time, and telecommuting--at two different institutions. She explains how she made the case each time and reflects on her experiences.
Manager's Portfolio: Try a Little Tenderness
CURRENTS Article Can a corporate management style work in a campus advancement office? Although a tough, no-nonsense approach might work in the for-profit world, today’s advancement managers might need to try something different, particularly when working with underperforming staff members. Instead of focusing solely on results and pointing out blunders and mistakes, look for ways to manage each employee as an individual, build on staff members’ strengths, and develop a more flexible style--while maintaining high expectations.
Tension and Synergy
CURRENTS Article Advancement managers must set the tone to prevent stereotypes about and gripes among the advancement disciplines from interfering with the work. Regardless of advancement office size and structure, policies throughout advancement that encourage communication, professional growth, and inclusiveness will enhance the working relationship among the disciplines.
Manager's Portfolio: My Own Worst Nightmare
CURRENTS Article A college foundation executive concludes that mentoring is a boss's most important responsibility after reflecting on her early work experiences and realizing she resembles a former supervisor who didn't give credence to staff members' ideas or value their enthusiasm.
Manager's Portfolio: You Can't Hurry Loyalty
CURRENTS Article Advancement managers are finding that high salaries are not enough to diminish staff turnover, especially among major gift officers. This Manager’s Portfolio column tells how Weber State University grows its own fund raisers, Widener University uses a strategy called the “power interview” to hire better, and Emory University employed a consultant and focus groups to improve job satisfaction. This column is of interest to managers of development, advancement services, alumni, and communications programs and chief advancement officers
AdvanceWork: An Advancement Legacy
CURRENTS Article Iowa State University Foundation honored a retiring fund raiser with a fund to support a six-month fellowship for young professionals wanting to pursue a career in advancement. The story offers details of the Bob and Jean Watson Endowed Advancement Education program. This Advancework item is of interest to development officers.
Manager's Portfolio: You Never Get a Second Chance
CURRENTS Article Though often underappreciated, a top-notch receptionist can be a valuable “director of first impressions.” This column explains why receptionists deserve respect and offers numerous recruitment and retention strategies. It is of interest to advancement staff managers who hire and supervise.
Manager's Portfolio: Managing Millennials
CURRENTS Article To motivate the student workers often called Millennials (born between 1978 and 1997), advancement managers need to understand their independent, individualistic ways. In particular, managers should consider the best ways to make assignments, give them perks, and help them understand workplace expectations.
Manager's Portfolio: Curing Problem Performers
CURRENTS Article When top-performing employees also have seriously flawed interpersonal skills, managers find themselves in a dilemma. The authors discusses ways to attempt reform of three problem employee types, the "bulldozer," the "pessimist," and the "rebel."
Manager's Portfolio: Psych 101 for the Publications Manager
CURRENTS Article This Manager’s Portfolio column provides a brief overview of what such wise students of human behavior as Machiavelli and Freud can tell publications managers about peaceful coexistence with bosses, writers, designers, and IT professionals. Humorous—but serious—advice for anyone in a management position.
Manager's Portfolio: Give 'Em What They're Worth
CURRENTS Article Development offices compete with the corporate world for experienced advancement professionals. To avoid losing talented staff when higher salaries are not an option, managers can offer nonfinancial incentives, such as flexible schedules, help with continuing education, sabbaticals, and perks (for instance, extra vacation time or club memberships). Managers can also ask staffers what types of incentives would keep them happy and fulfilled.
Manager's Portfolio: Managing Stress
CURRENTS Article Job stress can damage health and performance, leading to absenteeism and burnout. Managers must minimize their own stress and also strive to keep stress levels low for staff members. Managers can reduce office stress with such steps as improving communications, regularly reviewing workload and deadlines, allowing for variable work schedules, minimizing personality conflicts, supporting healthy habits, and encouraging use of vacation time.
Manager's Portfolio: Moving In from the Outside
CURRENTS Article A need for employees with marketing knowledge and market-based attitudes has encouraged many institutions to hire professionals with experience in the corporate sector. These recruits face several challenges, including 1) adjusting to the lateral decision-making and consensus building methods common in academe; 2) getting buy-in for a marketing approach, particularly from faculty; 3) securing a budget; and 4) longer hours for less pay.
Manager's Portfolio: Short-Handed or Long on Luck?
CURRENTS Article Extended employee absences can be an opportunity for—not a burden on—your office operations
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