Interventions for managers

When training opportunities on EDI, wellness and skill development emerge, they target the larger part of the staff complement, which leaves managers out. We’ve developed seventeen manager-specific modules in 2.5hr to 3.5hr allotments, with built-in time for interaction and reflection. These can be offered as stand-alone sessions but should be considered with a long-term implementation plan in mind.

Systemic Awareness

    1. Explore the dimensions of culture: power distance, individual and collective, masculinity/gender, risk tolerance, short v long-term, indulgence v well-being

    2. Discuss how a person’s “cultural set-up” impacts participation, perceptions, priorities and understanding of time

    3. Distinguish between culture and personality

    4. Examine case scenarios where misunderstandings occur as a result of cultural differences

    5. Identify approaches to working more effectively in environments where there is lots of diversity

    1. Define what power is and explore theories of how power gets distributed in society

    2. Examine types of power: positional, legitimate, referent, expert, connection, informational

    3. Discuss workplace power dynamics at play with multiple case scenarios

    4. Reflect on how to be aware of power and use it appropriately

    1. Define and conceptualize trauma and trauma-informed principles

    2. Explore what it specifically means to be trauma-informed at Sherbourne Health

    3. Discuss the “window of tolerance” theory and apply it to personal situations

    4. Distinguish between burnout, compassion fatigue, and vicarious trauma

    5. Case study: Consider new ways to conceptualize a challenging experience with a staff member

DEPTHS & DYNAMICS

    1. Explore the formation and maintenance of articulated and implicit norms of your team

    2. Describe the shared team identity and the in-group and out-group dynamics of your team

    3. Speculate on the informal roles and social status of members within the team, including the influence of these roles on how leadership is exercised and responded to

    4. Illustrate and analyze the internal communication patterns of your team and the organization

    1. Distinguish between drivers of anxiety in the public sector versus private corporations.

    2. Explore workplace manifestations of individual anxiety, such as hesitation in decision-making, resistance to change, and fear of failure.

    3. Examine the impact of individual anxiety on teams and group anxiety on workplace culture.

    4. Reflect on what group and organizational anxiety looks like in your context (e.g. groupthink, poor team cohesion, communication breakdowns, excessive bureaucracy, resistance to innovation)

    1. Understand Wilfred Bion's main theories such as Basic Assumption Theory, group mentality, and emotional experiences in groups

    2. Learn to recognize the unconscious dynamics and behaviours in workplace groups

    3. Apply Bion’s theories to manage group dynamics effectively in your organizational context

    4. Formulate strategies to address and harness unconscious group dynamics for positive outcomes

    1. Identify bullying behaviours and patterns.

    2. Explore underlying motivations and dynamics in workplace bullying

    3. Assess organizational culture and its impact on bullying

    4. Develop skills to intervene and facilitate healing processes

    5. Navigate ethical considerations and the responsibilities of managers

    1. Explore overt and covert manifestations of anger that range from arguments to passive-aggressive resistance to high turnover rates.

    2. Consider how guilt can lead to overcompensation, avoidance behaviours, or an excessive need to please.

    3. Examine how shame can get activated in employees and managers and possibly manifest as withdrawal, low participation in team activities, reluctance to share ideas, or an inability to accept praise or recognition.

    4. Discuss ways to foster psychologically safe workplaces and disrupt group behaviour such as gossip, silo mentality, collective resistance to change, or scapegoating of certain group members.

GROUNDED MANAGING

    1. Understand the dynamics of leadership and followership

    2. Explore the balance of authority and contribution

    3. Cultivate adaptive change strategies

    4. Discuss the risks and opportunities that come with organizational transitions

    5. Enhance self-awareness and emotional intelligence

    1. Analyze various motivational theories, such as Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory, and evaluate their applicability in the non-profit management context.

    2. Enhance emotional intelligence by identifying and practicing self-awareness, self-regulation, social awareness, and relationship management techniques, which are crucial for leading motivated teams.

    3. Create personalized motivation plans, incorporating goal-setting strategies and self-care practices, to maintain and enhance their motivation levels in the workplace.

    4. Implement strategies for creating and sustaining a motivating work environment, such as positive reinforcement, recognition programs, and fostering a collaborative team culture.

    1. Explore the psychosocial experiences of role transition stress, identity shift, emotional complexity and isolation.

    2. Discuss the need to establish authority without appearing overbearing or dismissive of the contributions of former peers.

    3. Reflect on how a new manager can demonstrate fairness and impartiality; develop sensitivity to perceptions of favouritism or bias; acknowledge necessary shifts in communication style.

    4. Engage in team-building activities can help redefine relationships and foster a sense of unity under the new leadership.

    1. Examine some of the roots of micromanagement tendencies.

    2. Discuss what it means to delegate effectively and set expectations.

    3. Explore the impact of anxiety and perfectionism and the need to embrace failure as a growth opportunity.

    4. Consider different managing styles, how they are received, and the tools needed to negotiate a style that works for each dyad or team.

    1. Establish connections between the troublemaker role and social Identity and belonging.

    2. Examine the potential of the troublemaker that ranges from challenging group norms in a way that leads to positive change to creating discord that hinders group functioning.

    3. Analyze case scenarios that demonstrate how enactments of past relational patterns can show up in the workplace.

    4. Consider ways to provide precise feedback to a challenging employee while also encouraging their self-reflection

give, take, mediate

  • • Analyze the diverse work experiences of employees to understand the desire for job security versus contract work on individual and organizational performance.

    • Compare and contrast different onboarding methods, determining the most effective practices for enhancing employee performance and satisfaction

    1. Evaluate decision-making processes within the organization and assess the impact of different approaches on employee satisfaction and organizational effectiveness

    2. Create a comprehensive professional development plan that identifies opportunities for growth and integrates mentorship programs tailored to the needs of the non-profit sector

    3. Formulate internal support systems that address the mental health, career development, and peer support needs of employees.

    4. Reflect on strategies that aim to balance remuneration and employee well-being.

    5. Design actionable plans that incorporate the insights and strategies learned from the workshop, setting clear goals and establishing metrics for measuring the success of these initiatives in the organization.

    1. Engage in trust-building exercises.

    2. Explore methods for exchanging feedback: groups, digital mediums, coaching, and one-on-one reviews.

    3. Discuss ways to offer feedback using a “growth mindset” and accounting for personality traits.

    4. Practice communication skills associated with giving and receiving feedback.

    1. Analyze current performance evaluation methods to distinguish between traditional and empowering approaches.

    2. Apply empowering feedback phrases effectively in performance reviews.

    3. Evaluate and refine current review processes to avoid common pitfalls.

    4. Create S.M.A.R.T. goals for team members, emphasizing practical goal-setting techniques.

    5. Demonstrate skills in providing and accepting constructive feedback through role-play and discussions.

    6. Design performance reviews that support and enhance career growth.

    7. Assess the suitability of Performance Improvement Plans (PIPs) in various scenarios, understanding their pros and cons.

    8. Develop practical and effective Performance Improvement Plans.

    9. Formulate a comprehensive strategy for applying empowering performance management practices in your organization.

    1. Analyze the common causes of conflict at the workplace, including leadership style differences, resistance to change, personality clashes, and other factors through case studies.

    2. Evaluate the negative and positive consequences of workplace conflict, including productivity impacts, morale, and creativity changes, within the context of non-profit organizations.

    3. Apply various conflict resolution techniques, such as understanding root causes and finding acceptable solutions, through role-play scenarios.

    4. Discuss and identify common pitfalls in conflict resolution, like early judgment and favouritism, to enhance understanding of balanced management strategies.

    5. Develop a constructive approach to conflict management tailored to the non-profit environment, using insights from discussions and activities.