When a new boss has the entire organization walking on eggshells, a staff member begins to dread going in to the office.
Whether buried conflicts in the workplace or a pathological executive director, no problem is too difficult for the good doctor.
It’s tough enough to deal with differences when you have the power to influence the participants. But what if you don’t have enough power? Dr. Conflict has three tips to facilitating board members working together when factions arise.
You may think that a personnel committee is a necessity for a well-functioning board, but Dr. Conflict assures you otherwise. The board governs but does not manage the organization; personnel matters are not its job.
Is it ever a good idea to outsource your fundraising and grant reporting? And what can you do about a narcissistic supervisor? Dr. Conflict advises.
When an agency merges two fundraising teams and cuts one supervisor, an employee worries that the team won’t get enough guidance. In this scenario, how many people can you supervise effectively, and how do you make that case to the top?