MANAGING TO CHANGE THE WORLD: The Nonprofit Manager's Guide to Getting Results -- CONTENTS -- LIST OF TOOLS -- CHAPTER 1: THE JOB OF A MANAGER -- PART 1: MANAGING THE WORK -- CHAPTER 2: MANAGING SPECIFIC TASKS: Basic Delegation -- EXACTLY HOW HANDS-ON SHOULD YOU BE? -- THE COMPONENTS OF GOOD DELEGATION -- Step 1: Agree on Expectations -- Step 2: Stay Engaged -- Step 3: Create Accountability and Learning -- Step 4: Adapt to Fit the Context -- KEY POINTS -- Additional Reading -- CHAPTER 3: MANAGING BROAD RESPONSIBILITIES: Roles and Goals -- CREATING MEANINGFUL ROLES -- GOALS: ROLES PLAYED OUT OVER A DEFINED PERIOD OF TIME -- SETTING SMART GOALS -- Strategic -- Measurable -- Activities Versus Outcomes -- Ambitious -- Realistic -- Time-Bound -- What a SMART Goal Look Likes in Practice -- HOW TO CREATE GOALS -- Lay Out a Timeline -- Engage Intensively -- USING GOALS THROUGHOUT THE YEAR: TRACKING AND STAYING ENGAGED -- Managers and Staff Members Should Refer to Goals Regularly -- Managers Should Engage Meaningfully to Assess Progress -- ASSESSING PERFORMANCE AGAINST GOALS: CREATING ACCOUNTABILITY -- GOALS AT THE ORGANIZATIONAL LEVEL -- MISSION STATEMENTS -- SUMMING UP: EXPECTATIONS, ENGAGEMENT, AND ACCOUNTABILITY WRIT LARGE -- KEY POINTS -- Additional Reading -- CHAPTER 4: MANAGING THE "IN-BETWEEN": Building a Culture of Excellence -- ELEMENTS OF HIGH-PERFORMING CULTURES -- Rigor and Engagement -- Authenticity -- CREATING AND REINFORCING A HIGH-PERFORMANCE, RESULTS-ORIENTED CULTURE -- Modeling -- Explicit Articulation -- Reinforcement During Hiring -- Rituals -- Performance Evaluations and Consequences -- WHAT IT LOOKS LIKE IN PRACTICE -- KEY POINTS -- Additional Reading -- CHAPTER 5: MANAGING THE DAY-TO-DAY WORK OF YOUR TEAM: Structures to Bring It All Together -- WEEKLY ONE-ON-ONE CHECK-INS -- Putting Check-In Meetings into Practice.

Making Check-In Meetings Effective -- BIG PICTURE STEP-BACKS -- OBSERVING THE WORK IN ACTION -- SPECIAL CHALLENGES -- Managing Remote Staff -- Managing Other Managers -- Managing Work Outside Your Area of Expertise -- KEY POINTS -- PART 2: MANAGING THE PEOPLE -- CHAPTER 6: HIRING SUPERSTARS -- FIGURING OUT WHO YOU'RE LOOKING FOR -- Get Clear On the Job Responsibilities -- Consider What Skills, Knowledge, and General Qualities the Position Requires -- Separate "Must-Haves" from "Nice-to-Haves" -- Create a Job Posting -- BUILDING A STRONG POOL OF CANDIDATES -- Mass Marketing -- Individual Headhunting -- Finding Connector Sources -- Striving for Diversity -- Ideas for Building a Strong Pool -- SELECTING THE RIGHT PERSON -- Initial Screening of Candidates -- Interviews and Exercises -- Speaking with References -- MAKING YOUR DECISION -- SELLING THE POSITION AND MAKING THE OFFER -- Selling the Position Throughout the Hiring Process -- Making a Great Offer -- TRAINING PEOPLE RIGHT FROM THE START -- KEY POINTS -- Additional Reading -- CHAPTER 7: DEVELOPING PEOPLE -- WHEN TO DEVELOP PEOPLE-AND WHEN NOT TO -- Invest in Your Best -- Know What You Can Change and What You Can't -- Distinguish Between Development Needs and Serious Performance Issues -- What About Motivation? -- HOW TO DEVELOP PEOPLE -- Naming the Issue -- Articulating Key Principles -- Giving Stretch Assignments -- Introducing One Piece at a Time -- Modeling the Skill for the Staffer -- Giving Feedback -- Providing Additional Resources -- Pulling It All Together -- PERFORMANCE EVALUATIONS -- Effective Performance Review Processes -- What a Performance Evaluation Form Should Include -- Elements of an Effective Performance Evaluation -- KEY POINTS -- Additional Reading -- CHAPTER 8: RETAINING YOUR BEST -- METHODS FOR RETAINING HIGH PERFORMERS -- Meaningful Roles with Real Responsibility.

Sense of Progress -- Growth -- Direct Discussion -- Positive Reinforcement and Feeling Valued -- Salaries -- Titles -- WHAT NOT TO DO, OR HOW TO LOSE YOUR BEST EMPLOYEES -- KEY POINTS -- Additional Reading -- CHAPTER 9: ADDRESSING PERFORMANCE PROBLEMS AND LETTING PEOPLE GO -- HOW TO DETERMINE IF YOU HAVE A SERIOUS PERFORMANCE PROBLEM -- PROGRESSIVE DISCIPLINE AND COACHING OUT -- Progressive Discipline -- Coaching Out: An Alternative Approach -- ISSUES SURROUNDING LETTING AN EMPLOYEE GO -- What to Tell the Rest of Your Staff -- Will a Firing Lower Morale Among the Rest of the Staff? -- Unions -- Legal Issues -- KEY POINTS -- Additional Reading -- PART 3: MANAGING YOURSELF -- CHAPTER 10: EXERCISING AUTHORITY WITHOUT BEING A WIMP OR A TYRANT -- WIMPS -- TYRANTS -- ASSERTIVE MANAGERS -- JUST BE NORMAL -- KEY POINTS -- Additional Reading -- CHAPTER 11: MANAGING YOUR TIME AND STAYING ORGANIZED -- FIVE WAYS FOR WHERE TO SPEND YOUR TIME -- Tip 1: Focus on the Big Rocks -- Tip 2: Comparative Advantage, or the Time Management Principle That Will Change Your Work Life -- Tip 3: You're a Manager, So Spend Time Managing -- Tip 4: Manage Your Calendar -- Don't Let It Manage You -- Tip 5: Know When You Should Get More Involved -- ESTABLISHING STRONG SYSTEMS -- Criteria for a Good System -- The Three Homes System -- TAMING THE E-MAIL BEAST -- KEY POINTS -- Additional Reading -- CHAPTER 12: MANAGING UP -- YOUR SPHERE OF CONTROL -- Get Aligned -- Make Your Boss's Job Easy -- Be Emotionally Intelligent -- Have Your Act Together -- SPECIAL CONSIDERATIONS FOR SECOND IN COMMANDS -- KEY POINTS -- Additional Reading -- CONCLUSION: PERSONAL QUALITIES OF A GREAT MANAGER -- APPENDIX: GETTING STARTED -- ACKNOWLEDGMENTS -- ABOUT THE AUTHORS -- A NOTE TO READERS -- ABOUT THE MANAGEMENT CENTER.