When a nonprofit employee is promoted to a management/supervisory position, it can be a stressful time. Many supervisors are appointed to their jobs with little formal training in the fundamental skills required to be a good supervisor. A great program person within a nonprofit may not automatically make a great supervisor with the skills needed for this job.
One of the many skills required for supervisors is good planning. As basic a task as planning is, we are tempted to begin many projects without spending any time on it. We fall into the "Nike" syndrome and just "Do it!”
How do you identify what needs planning? First there are two types of jobs that need planning, routine tasks and special projects. The routine tasks are easy to neglect, simply because they are routine. Are you aware of all the routine tasks in your job that require planning? Are they written down in an organized manner, or just in your head? Remember, operating in a “state of control” means that you have an organized plan.
So how do you begin planning?
Ø First, set time aside each day for planning.
Ø Make it a habit.
Ø Look at the big picture.
Ø Use job description, departmental procedures and policies to tell you the specific tasks that need to be accomplished and planned.
Here's a simple exercise to help you get started.
Ø Make a copy of your job description. (Hint: for each item that requires more than one task, is time sensitive, or depends on interaction with others, you'll need to do some planning.)
Ø Repeat the exercise, looking at the procedures, schedules and policies you are responsible for following and don't forget to include those procedures you supervise others accomplishing. The documentation you use, follow, or are responsible for maintaining, will help you define what needs to be included in your planning.
Ask yourself the following questions.
What is the time frame?
What are the desired results?
Follow the same process for any special projects.
Next define your goals and objectives. Develop a clear understanding of the scope of each task. Define who, what, when, where, why and how the plan is to be carried out. If it is a large or complex job, break it into several smaller, "doable" steps and define the same points for each step. If other departments are affected or could affect you, communicate your needs with them.
Assess your plan for completeness and practicality and be careful not to add so much detail that it gets in the way of getting the job done.
Ø Are your expectations realistic within the given time frame with your resources?
Ø Brainstorm potential failure points and be aware of where they are.
Ø Work to solve the problem, ask others to help if necessary, and refocus the plan.
Ø Next, prioritize.
Ø Develop a flow chart for your plans.
Ø Create mileposts to measure your achievements.
Ø Post the flow chart so you can quickly and easily refer to it.
Don't forget to communicate your plan and desired results to others who are part of the team. Ask for their input, especially with regard to areas that they are directly involved in supporting. Never be afraid to get the help of experts. Finally, share your achievements and celebrate reaching your goals. Careful planning helps you be in control.
Source: GMP Institute
Maltee McMahon, NRS, Wisconsin
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