Margin Dr. Richard Swenson M.D. HERES WHERE I WANT TO START - - PDF document

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HERE’S WHERE I WANT TO START >>> To create a great culture I want to deal with the topic of ….. Burn Out

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“Margin” – Dr. Richard Swenson M.D.

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Common Symptoms

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ALL OF US NEED TO …

Stopping Burn-out

• 1. Office sitters need to Move More. Ideas:

WALK when on phone. Take 15 minute walk

• utside at lunch.
• 2. Closed Door Policy . Shut your door for

uninterrupted work (60, 90 or 120 minutes per day). Put a sign on your door OR orange cone behind chair if you don’t have a door.

IDEA: If you don’t have door, put this behind your chair

Stopping Burn-out

• 3. Bite Your Tongue Leaders.

When staff or volunteers bring you a problem >>> Bite Your Tongue …. Ask them to bring back 2 Ideas and the one idea they think would work best.

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Deeper: Leadership Team Clarity

Amazing Resource: tablegroup.com, click on the book “The Advantage”, see the 4 Disciplines & templates

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Freedom Also Means … Allow for Idiosyncrasies

Encourage your staff and volunteers to be who they are (within reason of course). We’re all a little strange. When you are relaxed about yourself as a manager, you give others permission to be the same.

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Toxic People – A Warning

Be careful not to confuse rotten apples with:

• Naturally cautious or analytical people who

tend to point out downsides of decisions

• People who are passionately arguing for

something they truly believe is in the best interest of the organization So look closely !

Cranking Up Positive: 5 to 1

Studies show that negative information, negative experiences, and negative interactions have a far deeper impact on staff (and probably volunteers) in the workplace than positive ones. It could be an interaction with a manager, a co-worker, or a grumpy parent, but the impact on a employee's feelings of 1 negative interaction in the workplace has a 5 times stronger impact than that of a positive interaction.

Encourage Face-to-Face Conversation

Agree as a group not to send e-mails without first considering whether it’s better to communicate in person or over the phone. And never use e-mail to work out emotionally tricky issues.

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Cranking Up Positive: 5 to 1

5 Parts Praise: Lavish your people with praise and gratitude for the good work they are doing. 1 Part Discipline: Don't procrastinate when it comes to doing the unpleasant

• work. Confronting poor performance and

negative behaviors is not fun, but it’s an essential part of being an effective manager.

Look for Log-Jams

Be on the lookout for frustration or a lack of

• progress. When you see a logjam, break it by

redirecting employees to other tasks or providing coaching to help them overcome

• bstacles.

And encourage people to ask for help when they need it. Let them know it is not only OK but desirable to do so.

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BUILD TRUST EVERY MEETING

• Asking good questions that help you really

learn about each other and the goal here is to build understanding, respect and eventually trust

• Here are a good questions as you start:

What Awesome looks like !

• 1. Members of the team trust one another and

can be genuinely vulnerable with each other.

• 2. Team members regularly engage in

productive, unfiltered conflict around important issues.

• 3. The team leaves meetings with clear-cut,

active, and specific agreements around decisions.

• 4. Team members hold one another

accountable to commitments and behaviors.

• 5. Team is focused on team number one. They

put the collective priorities and needs of the larger organization ahead of their own departments.

So … how are we doing

• n those 5 ?

LEADERS OF TEAMS – GO FIRST: Ask Your Team

• What do I do that makes us a better team?
• What do I do that detracts from us becoming

a better team?

• Am I good balance of: courageous and

gracious?

• The attitude needs to be: “It starts with me”.

23/09/2014 8 I am in Manitoba several times a year, if I can assist with staff/volunteer training,

• r board training, or strategic planning
• r policy development…

EMAIL david@nonprofithelp.ca WEBSITE www.nonprofithelp.ca

Additional Resource: Coaching your STARS, STEADIES & STRUGGLERS

COACHING YOUR STARS * put most time here!! 1) Praise your stars genuinely and frequently. They’ll immediately sniff out platitudes and empty accolades. When you praise them, focus

• n the skills and strengths they value in
• themselves. And if they do well with public

recognition, do it. 2) Rein them in. Left to their own devices, A players will keep raising their own standards and over time will push themselves to performance they can’t

• sustain. So act like a governor on an engine:

Keep their expectations from revving to the point of breakdown. One way to do this is to discuss your concerns about their frenetic pace with them. They’re self-focused, so they’ll probably be receptive if you direct the conversation to their well-being. 3) Nudge them to play nicely. “A” players tend to be hyper-judgmental of their colleagues. Unless you explicitly hold them accountable for collegiality and teamwork, they may create interpersonal turmoil, undermining their positive contributions. Sometimes they’ll demonstrate annoyance when their teammates don’t perform to their standards, or they’ll act with contempt when asked to assist coworkers. Be careful how you talk, not judgementally (a lot

• f “you” statements may get their defenses up).

And be specific about the impact of their behavior on the team’s performance. That’s something they’ll care about. High performers can be hard to take. It’s tempting to bring them down a peg or two when they start acting up, but keep that impulse in check. You’ll get much more out of them— and less grief—if you allow them to savour their accomplishments.

Coaching your STARS, STEADIES & STRUGGLERS

COACHING YOUR STEADIES B players make up the lion’s share of the workforce—75% to 80%, by some estimates. And they dutifully get the job done with little fanfare or oversight. Still they need your attention.

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Accept them for who they are. Some managers assume you should try to move your B players up to the A level. While this approach is intuitively appealing, it’s not the best investment of your time, for a variety of reasons:

• Many B players have reached the limits of their
• abilities. Some have made a conscious life

choice to occupy the meaty part of the performance curve because they’re winding down their careers, for example, or seeking work/life balance. (Yes some have “A” potential) Recognize and reward them. Though they don’t receive (or expect) the same promotions as A players, B players crave affirmation. If a B player puts in extra effort to respond to a customer complaint, acknowledge it. And deliver your praise however your employee likes to receive it. Some people prefer it one-on-one, while others seek public accolades. Give them options. B performers may not want to grow and develop as much as their A peers—but they don’t want to stagnate, either. Provide opportunities for them to grow within their comfort zones. Invest in training that will help them shore up their

• strengths. Send them to conferences and

seminars on topics they care about. Ask them to mentor junior employees. Solicit their input on

• decisions. B players have a lot to offer—but you

need to make it relatively easy for them.

Coaching your STARS, STEADIES & STRUGGLERS

COACHING YOUR STRUGGLERS Managers often devote most of their coaching to the employees who struggle the most, and that’s a losing proposition. When we talk about C players, we’re not referring to employees who are adjusting to the organization or to new roles; we’re talking about individuals who should be performing at a higher level. They drag teams… Give low performers a chance at redemption but set firm expectations to overcome procrastination and rationalization. Here’s how:

(1) Create a clear plan for improvement. Employees won’t improve in a vacuum. They need guidance on what to change and help changing it. Set concrete goals for them and have a well-defined end point. If C players don’t meet agreed-upon standards within a specified amount of time, help them make a graceful, dignified exit. Make sure

• you’ve documented their progress, or lack thereof,
• so you don’t take them by surprise or leave yourself
• open to any HR or legal battles.

If C players don’t meet agreed-upon standards within a specified amount of time, help them make a graceful, dignified exit. Make sure you’ve documented their progress, or lack thereof, so you don’t take them by surprise

• r leave yourself open to any allegations of

“wrongful dismissal”.

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(2) Give candid, real-time feedback. As difficult as it may be to provide critical feedback, you are doing C players no favours by withholding it. They need to understand if and how they’re improving and where they’re falling short. (3) Provide a support network. Don’t invest a ton of your time coaching C players, but don’t leave them to languish, either. You may want to rely on existing training programs or farm out the coaching, perhaps pairing the C player with a competent peer. If he doesn’t make progress, don’t let him stick around, no matter how nice he is and how hard he tries. The amount of time you give him will depend on the nature of his job and his commitment and capacity to improve. In most instances you’ll know within a few months whether further investment will help.

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One more Great Idea: “STAY INTERVIEWS” Informally take out your best staff and volunteers annually and ask these types of Questions:

Thank you very much for all that you do! If I can help please let me know. EMAIL davidandrewhartley@gmail.com WEBSITE www.nonprofithelp.ca

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Speaker: David Hartley Email: david@nonprofithelp.ca

Workshop Objectives

• 1. Understand what conflict and conflict resolution mean
• 2. Understand the five main styles of conflict resolution
• 3. *Understand all phases of the conflict resolution process
• 4. *Be able to adapt the process for all types of conflicts
• 5. *Be able to break out parts of the process and use those

tools to prevent conflict

• 6. Be able to use basic communication tools
• 7. Be able to use anger & stress management techniques

TRUE OR FALSE?

• 1. Conflict is always negative.
• 2. Conflict is always violent.
• 3. Conflict is inevitable.
• 4. Anyone can experience conflict.

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RESPONSES:

• A) People often assume that conflict is

always negative. This is not true!

• B) People are inherently different, and

conflict simply happens when those differences come to light.

• C) With a conflict resolution process,

people can explore and understand those differences, and use them to interact in a more positive, productive way.

Great ideas

• ften receive

violent

• pposition

from mediocre minds. Albert Einstein

Part Two: Conflict Resolution Styles

• There are five widely accepted styles of

resolving conflicts.

• These were originally developed by

Kenneth Thomas and Ralph Kilmann in the 1970’s.

• We have even designed our conflict

resolution process so that it can be used in conjunction with these styles.

• Understanding all five styles and knowing

when to use them is an important part of successful conflict resolution.

Pick battles big enough to matter, small enough to win. Jonathan Kozol

Collaborating

• This style is appropriate when:
• The situation is not urgent
• An important decision needs to be made
• The conflict involves a large number of people, or

people across different teams

• Previous conflict resolution attempts have failed
• This style is not appropriate when:
• A decision needs to be made urgently
• The matter is trivial to all involved

Competing (or combative)

• This style is appropriate when:
• A decision needs to be made quickly (i.e.,

emergencies)

• An unpopular decision needs to be made
• Someone is trying to take advantage of a situation
• This style is not appropriate when:
• People are feeling sensitive about the conflict
• The situation is not urgent

Compromising

• This style is appropriate when:
• A decision needs to be made sooner rather than later

(meaning the situation is important but not urgent)

• Resolving the conflict is more important than having

each individual “win”

• Power between people in the conflict is equal
• This style is not appropriate when:
• A wide variety of important needs must be met
• The situation is extremely urgent
• One person holds more power than another

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Accommodating

• This style is appropriate when:
• Maintaining the relationship is more important

than winning

• The issue at hand is very important to the other

person but is not important to you

• This style is not appropriate when:
• The issue is important to you
• Accommodating will not permanently solve the

problem

Avoiding

• This style is appropriate when:
• The issue is trivial
• The conflict will resolve itself on its own soon
• This style is not appropriate when:
• The issue is important to you or those close to you

(such as your team)

• The conflict will continue or get worse without

attention

Part Three – Here is a valuable 6-step Conflict Resolution Process

• Create an Effective Atmosphere

– Neutralize Emotions – Set Ground Rules – Set the Time and Place

• Create a Mutual Understanding

– Identify Needs for Me, Them, and Us

• Focus on Individual and Shared Needs

– Find Common Ground – Build Positive Energy and Goodwill – Strengthen the Partnership

Conflict can come in many forms, and our process will help you in any situation. Get to the Root Cause

– Examine Root Causes – Create a Fishbone Diagram (for complex issues) – Identify Opportunities for Forgiveness – Identify the Benefits of Resolution

Generate Options

– Generate, Don't Evaluate – Create Mutual Gain Options and Multiple Option Solutions – Dig Deeper into the Options

Build a Solution

– Create Criteria – Create the Shortlist – Choose a Solution – Build a Plan

Step 1: Creating an Effective Atmosphere

• When people are involved in a

conflict, there is typically a lot of negative energy.

• By establishing a positive

atmosphere, we can begin to turn that negative energy around, and create a problem-solving force.

• This creates a strong beginning for

the conflict resolution process.

Whenever you're in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening

• it. That factor

is attitude. William James

1a - Neutralizing Emotions

• Before beginning the conflict resolution process,

both people must agree that they want to resolve the conflict. Key steps for the people in conflict include:

• Accept that you have negative feelings and that

these feelings are normal.

• Acknowledge the feelings and their root causes.
• Identify how you might resolve your feelings.
• This can generate ideas about what the root

cause of the conflict is, and how to resolve it.

1b -Setting Ground Rules

• Ground rules provide a framework to resolve a

conflict.

• Ground rules should be set at the beginning of

any conflict resolution process. They can be very brief or very detailed – whatever the situation requires.

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• Some examples of ground rules include:
• We will listen to each other’s statements fully

before responding.

• We will work together to achieve a mutually

acceptable solution.

• We will respect each other as individuals, and

therefore not engage in personal insults and attacks.

1c - Choosing the Time and Place

• When possible, choose a quiet place to

discuss the conflict.

• Make sure that there is lots of time allowed.
• Minimize distractions if possible.
• If you are mediating a conflict resolution

meeting, be conscious of the needs of both parties when scheduling the meeting, and follow the tips listed above.

Step 2: Creating a Mutual Understanding

• The model of win-win situations

and mutual gain is our preferred

• utcome for any conflict.
• In this step, we will explore how

creating mutual understanding can lay the groundwork for a win-win solution.

Conflict is inevitable, but combat is optional. Max Lucade

2a) What Do I Want?

• To begin, identify what you personally want
• ut of the conflict. Try to state this positively.
• I want my opinion valued as a parent.
• I want my child to be able to ….
• I want a better working relationship with my

manager.

• I want changes to the schedule.

2b) What Do They Want?

• These framing questions will help you start

the process.

• What does my opponent need?
• What does my opponent want?
• What is most important to them?
• What is least important to them?

2c) What Do We Want?

JOE GEORGE WANTS To have at least two foreman shifts per week. To have at least two foreman shifts per week. To leave by 4:30 p.m. on Fridays. NEEDS To leave by 4:30 p.m. on Mondays and Wednesdays to pick up his children. To ensure that the foreman position is covered by someone from Monday to Friday, 8 a.m. to 5 p.m. Not to have more than three foreman shifts per week as it will require him to pay extra taxes. To ensure that the foreman position is covered by someone from Monday to Friday, 8 a.m. to 5 p.m.

• From this simple chart, we can see that Joe and George have

the same goal: to ensure that the foreman position is covered by someone during regular working hours. Thus, this is a logistical conflict rather than an emotional one. We can also see from the chart that there seems to be some good starting ground for a solution.

23/09/2014 15 Step 3 - Focusing on Individual & Shared Needs

• This step will look at some

techniques for building common ground, and how to use common ground to create a partnership.

Good battle is objective and honest, never vicious or cruel. Ann Landers

3a) Finding Common Ground

• You should continue to try to find common

ground throughout the entire conflict resolution process.

• It will help you understand your adversary’s

position and better position you to help create a win-win solution.

• These positive gestures will build goodwill, and

help you make the shift from being two people in conflict to being two people working to solve a problem.

3b) Building Positive Energy and Goodwill

• Have a good attitude.
• Frame things positively.
• Create actionable items.
• Try to keep emotions out of your statements.
• Take a break when you need it.
• If you say, “I see where you’re coming from,”

make sure you mean it.

• Invite the other person to step into your shoes.
• Share as much information as you can.

3c) Strengthening Your Partnership

STAGE EXPLANATION WHAT YOU CAN DO TO HELP FORMING Team members are just meeting; unsure of their role and themselves. Encourage team building through non-conflict laden tasks and activities. Involve the team in task planning and goal setting. STORMING Team members discover differences and butt heads; conflict can interfere with progress. Continue with the plan; evaluate and adjust as necessary. Support the team through conflict and help them resolve it. NORMING Team members start to discover similarities too. Performance typically improves, but social interaction may also cause it to drop. Keep the group focused on the goal; encourage social activities outside of team time. PERFORMING Team members are now comfortable with each other and work together well. Continue to offer resources and support to the team. Monitor performance, as teams can change stages at any time (particularly when members join in or drop out).

In 1965, Bruce Tuckman, developed a four-stage model showing how teams grow and develop. This model can be applied to one-on-one human interactions, too.

4)Getting to the Root Cause

• In this module, we will learn how

to delve below the current conflict to the root of the problem.

• This phase is important for long-

term resolution, rather than a band- aid solution.

Peace is not the absence

• f conflict,

but the ability to cope with it. Anonymous

4a) Examining Root Cause

• Once the groundwork has been laid, it is important to

look at the root causes of the conflict.

• One way to do this is through simple verbal
• investigation. This involves continuously asking “Why?” to

get to the root of the problem.

• Paying attention to the wording of the root cause is

important, too.

• Watch out for vague verbs.
• Try to keep emotions out of the problem statements.

23/09/2014 16 4b) Creating a Cause and Effect Diagram

• 1. To start, draw a horizontal arrow pointing to the

right on a large sheet of paper. At the end of the arrow, write down the problem.

• 2. Now, work together to list possible causes.

Group these causes. Draw a line pointing to the large arrow for each cause and write the cause at the top.

• 3. Now, write each cause on a line pointing to the

group arrow. (Sticky notes work well for this.)

• 4. Now the people in the conflict have a clear map
• f what is happening.

4c) The Importance of Forgiveness

• Forgiveness does not mean forgetting that the conflict

happened, or erasing the emotions that it created.

• It does mean accepting that the conflict happened,

accepting and working through how it made you feel, accepting the consequences that it had, and letting those actions and consequences exist in the past.

• Successful conflict resolution should give the

participants some feeling of closure over the issue.

• These goals should be kept in mind during the

resolution process.

4d) Identifying the Benefits of Resolution

• You and the person that you are in conflict with may arrive at a point

where you wonder, “Is this really worth it?” Identify what could happen if the conflict Is not resolved with these questions.

• What relationships will deteriorate or break up?
• If this is a workplace conflict, what is the financial cost to our
• rganization?
• What will be the emotional cost to the participants?
• Who else will be affected?
• These questions should help participants put things into perspective and

evaluate whether or not the conflict is truly worth resolving.

• Step 5:

Generating Options

• Once you have a good handle on

the conflict, it’s time for all parties in conflict to start generating some

• ptions for resolution.
• In this stage, it’s all about quantity,

not quality; you want as many

• ptions to choose from as possible.

It's not what you look at that matters, it's what you see. Henry David Thoreau

5a) Generate, Don’t Evaluate

• To begin, generate ideas for resolving the symptoms of the
• conflict. Then, move on to the root cause and expand your list
• f ideas.
• It is very important not to censor yourself or the person

that you are in conflict with. Record all possible ideas into a list or brainstorming diagram.

• If you are having trouble thinking of solutions, use these

questions to jump-start your creativity.

• In an ideal world, how would this conflict be resolved?
• How do we not want this conflict to be resolved?
• How might others resolve this conflict?

5b) Creating Mutual Gain Options and Multiple Option Solutions

• Once you have a good list of options, look
• ver the list and perform some basic evaluation.
• Cross off options that are an absolute no-go for

either party.

• Highlight options that provide gains for both

parties.

• Look for options that can be combined for an
• ptimal solution.
• Make options more detailed where appropriate.
• Continue brainstorming and generating ideas.

23/09/2014 17 5c) Digging Deeper into Your Options

• Once the list has been narrowed down a bit, dig deeper

into each option. Identify:

• The effort for each option (on a scale of one to ten)
• The payback for each option (on a scale of one to

ten)

• Your estimation as to its likelihood of success
• Other options that could be used to complement it
• Each party’s preference for it (expressed as yes/no,
• r a percentage in favor)

Final Step 6: Building a Solution

• Once the possible solutions are laid
• ut, it’s time to move on to choosing

a solution and laying the groundwork for a resolution.

• This module will explore how to

create criteria and how to use those criteria to create a shortlist of

• ptions, and then to move on to a

solution.

The harder the conflict, the more glorious the triumph. Thomas Paine

6a) Creating Criteria

• For the moment, set aside your list of options. It’s time to create a

framework to evaluate those options.

• Try not to think about the different options as you create the criteria.

Focus instead on the wants and needs of both parties.

• Criteria should explore what you want and do not want from the solution.
• You can also prioritize your criteria by what is necessary to have and what

you would like to have (also known as needs and wants). Identify any items you would be willing to compromise on.

CRITERIA WANT? NEED? SHARED WITH OPPONENT? COMPROMISE ON?

6b) Creating a Shortlist

• Once the criteria have been created, bring out

the list of solutions.

• Eliminate any solutions that do not match the

must-have criteria that you and your partner identified.

• At the end of this process, you should have a

small, manageable list of potential solutions.

6c) Choosing a Solution

• Now, choose a final solution. Remember, you

can often combine multiple options for even greater success!

• Here is a checklist to evaluate the chosen

solution.

• Is it a win-win solution for everyone involved?
• Are all needs provided for?
• Are all criteria met?

6d) Building a Plan

• Now, let’s create a plan to put the solution in action.

The complexity of this plan should vary with the complexity of the situation.

• For more complex situations, such as those involving a

group of people or multiple option solutions, a detailed action plan may be appropriate.

• It is important that each party take responsibility for

implementing the solution, even if it is determined that

• ne party is at fault.
• The action plan should also include a list of things to do

if the conflict is not resolved after implementing the solution.

23/09/2014 18 Part Four: The Short Version

• f the Process
• So far, we have explored the six

phases of the conflict resolution process in depth.

• In this module, we will work through

an abridged version of the process that can be used quickly and easily to successfully resolve conflicts.

• We will also look at some individual

steps that can be used as conflict resolution and prevention tools.

Seek first to understand , then to be understood. Stephen Covey

Evaluating the Situation

• Phase One (Creating an Effective Atmosphere):

Take a moment to calm down and deal with your

• emotions. Look at the possible positive outcomes
• f the conflict.
• Phase Two (Creating a Mutual Understanding):

Quickly evaluate your wants and needs and those

• f the other party. Try to identify the real issue.
• Phase Three (Focusing on Individual and Shared

Goals): Identify common ground.

Choosing Your Steps

• Now, let’s work through phases four and five.
• Think about the current conflict. Is it really the

root cause or is it just a symptom of a larger problem? (Most often, it’s just a symptom.)

• How could the problem be resolved?
• Make a short list of possible solutions, even if

it’s just in your head.

Creating an Action Plan

• Once you have some ideas on how to

resolve the conflict, do a quick evaluation.

• What do you want and need out of the

solution? What might the other party need?

• Use these to sketch out a solution.
• Have a backup plan, too, in case your

approach doesn’t work.

Using Individual Process Steps

• A new person has joined your team. She is very quiet and

the team (yourself included) is having a hard time getting to know and like her. You use some of the tools we discussed today to build common ground with her and improve teamwork.

• One of your colleagues often behaves very aggressively. You

find it very difficult to communicate with him because you find him so intimidating. You use emotional neutralization techniques to focus on your message and reduce the impact of his behavior.

• Lately, council meetings have gotten out of hand. People

talk over each other, argue constantly, and often leave the

• room. You suggest implementing ground rules for these

meetings.

Meeting Rules - SAMPLE

1. Arrive on time; stay until the end. 2. Come prepared to the meeting. 3. Don't use judgmental statements. 4. Talk about issues, not people. 5. Don't speak over others. 6. Don't criticize those who are absent. 7. Don't monopolize conversation. 8. Ask questions when you do not understand; there are no stupid questions. 9. Keep confidential information confidential.

• 10. Talk about issues in the meeting, not in the parking lot

afterwards.

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23/09/2014 19 Part Five: Additional Tools

• To wrap up this workshop, we

would like to share some additional tools that can help you resolve conflicts.

You can't shake hands with a clenched fist. Indira Gandhi

Stress and Anger Management Techniques

• Deep breathing has beneficial mental and

physical effects.

• Coping thoughts can help you stay calm, too.
• Make sure to take breaks as needed. If the

person you are in conflict with becomes emotional or stressed, encourage them to take breaks as well.

• After the conflict is over, talk about it with

someone appropriate.

The Agreement Frame

• The Agreement Frame takes one of three

forms:

• I appreciate, and…
• I respect, and…
• I agree, and…

PERSON A PERSON B The best way to resolve this conflict is for you to resign your position immediately. I respect your opinion, and I think that there might be some other viable options. What options were you considering? I think that if I issued an apology to the team for the misunderstanding that we would be on our way to resolving the conflict. I think that option is too low-key for this situation. I agree that it might not be a strong enough statement, and I may need to have team meetings to address the underlying issues.

Asking Open Questions

• When possible, use the five W’s or the H to

ask a question.

• What happened?
• Why do you feel that way?
• When did this problem start?
• How does that make you feel?
• Who else is involved?

CONCLUSION: 3 Quotes

The quality

• f our lives

depends not

• n whether
• r not we

have conflicts, but

• n how we

respond to them. Tom Crum

It's not what you look at that matters, it's what you see. Henry David Thoreau

APPENDIX: Tips When Meeting someone to “Talk”

114

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115

Tips When Being “Talked” To

116

I am in Manitoba several times a year, if I can assist with staff/volunteer training,

• r board training, or strategic planning
• r policy development…

EMAIL david@nonprofithelp.ca WEBSITE www.nonprofithelp.ca