¿Alguna vez has estado en una reunión con alguien y sabes la mejor manera de proceder... y que sería lo mejor para ellos... pero no están convencidos y simplemente... no puedes... encontrar... las... palabras... correctas...? El poder de persuadir a las personas puede ser una herramienta invaluable para apoyar el…
Te damos la bienvenida a esta sesión, donde exploraremos el concepto de cambio y la relación que tiene con el liderazgo, especialmente liderar equipos. Al final de la sesión, deberías ser capaz de:
Reconocer tus propias respuestas a los cambios
Realizar un análisis del campo de fuerzas para evaluar las razones a favor y en contra de un cambio, y los métodos para minimizar o maximizar esas fuerzas según corresponda
Identificar diferentes estrategias para apoyar al equipo a través de los cambios y cuándo aplicarlas
Utilizar el modelo de gestión del cambio de Lewin para planificar cómo liderar el próximo cambio
This resource should be used as the facilitators notes for 'Developing a Theory of Change with a Biodiversity Focus'. This resource includes prompts, spaces to write notes, and reflections.
Welcome to conflict resolution. By the end of this course you will be able to: - Identify common sources of conflict - Categorise conflicts you have experienced by their source - Describe four types of instinctive responses to stress and how to mitigate these - Identify your natural conflict resolution…
"Saving our planet is now a communications challenge. We know what to do, we just need the will.” - David Attenborough Do you want to have more effective communications? Do you find it difficult to prioritise or find you often don't have enough time? Whether you are an NGO member…
’I remind myself every morning: Nothing I say this day will teach me anything. So if I’m going to learn, I must do it by listening’. – Larry King Listening to what someone is saying – really listening – is one of the most important skills a leader can have. How…
Welcome to this session on giving effective feedback. This session is made up of two parts. In this first part we will: Explore what stops us giving feedback, and the repercussions of this Discuss tips for giving good feedback The second lesson will look at the CEDAR model of giving…
Receiving regular and direct feedback from managers, those we manage, and colleagues, empowers us to grow as professionals and produce better results.
However, not everyone has the same experience and relationship with receiving feedback. Feedback may make you feel anxious, afraid, or even threatened.
That’s why this course will help you understand common reactions to feedback and dispel any misconceptions you may have. You’ll explore how to adopt the right mindset and build a positive relationship with feedback.
This session looks at how teams develop and evolve. By the end of it you will be able to: List the stages of Tuckman’s model of team development Explain the characteristics of each stage Identify different techniques you could use to move your team between stages Evaluate your own…
Unconscious bias happens when our brains make incredibly quick judgements and assessments of people and situations without us realising. Our biases are influenced by our background, cultural environment and personal experiences. We may not even be aware of these views and opinions, or be aware of their full impact and implications. Throughout our lives, we develop biases towards gender, sexuality, age, race, disability, religion, education and social classes (to name a few).
We take a close look at the key issues you need to address before deciding whether job evaluation is right for your organisation. This booklet focuses on the preparation period before embarking on job evaluation. The booklet also explains how analytical job evaluation works in practice and discusses in more detail the use of factor plans. Page 19* a schematic that breaks job descriptions down into skill, responsibility, working conditions, effort, and asks that each of those be assigned factors/levels. This would help with fair and transparent job banding.
Building adaptive resilience in organisations is a long-term process. This booklet outlines the stages in the process, starting with clarifying how resilient your organisation is today, and then moves through a series of activities that foster greater resilience.
RAPID® is a way to assign roles in a decision process. It helps clarify who provides input to a decision, who shapes the decision and ultimately decides on it, and who carries out the decision once it is made.
A tool to help facilitate honest discussion and generate conversations to support teams or organisations to make important culture changes within their working environments in relation to safeguarding.
Maliasili is an online platform which aims to enable talented local conservation organisations to become more effective at what they do, overcome their challenges, and achieve greater impact. Their wide range of free resources are designed to build organisational capacity.
Synopsis The Pogány-havas Association works to conserve mountain hay meadows in Romania, which are among the most biodiverse in Europe but are at immediate risk from abandonment or conversion into sheep pasture. With a broad mandate and many varied projects, we were overwhelmed by a sense of obligation to communicate…
Is your NGO starting to grow or are you just starting out, and need to outline internal policies and procedures? This document outlines different sections typically found in a Policy & Procedures manual, highlighting sections such as general principles, banking & cash management, statutory compliance and many others.
Who would find this resource useful? Anyone interested in collaboration, participation, or communication An organisation might use this resource when…. You have a need, opportunity or challenge related to collaboration, participation, or communication, and you would like to consider knowledge sharing tools and methods to meet these needs. …
Who would find this resource useful? Organisation leaders and managers, or other staff interested in strengthening internal communications within their organisation An organisation might use this resource when…. It needs to improve its internal communication or develop and internal communications strategy How can this resource help? This website…
Who would find this resource useful? Anyone who wants to learn the practical, straightforward skills you need to excel in your career An organisation might use this resource when…. Individuals in that organisation are looking to be more effective, be a better manager and leader, or be more successful…
Who would find this resource useful? This toolkit offers valuable tips and tools for both inexperienced and experienced writers. It will be particularly useful for people who write internal documents for their organisation. An organisation might use this resource when…. It needs to strengthen its internal written communications …
Who would find this resource useful? This toolkit will be useful for all organisations that want to improve their internal communication. In particular, it will be useful for those organisations that want to improve the efficiency and effectiveness of their organisation by creating increased cohesion among staff, management and volunteers.…
This is primarily a governance guide with a focus on ICT. Don’t worry, we won’t use technical terms (unless we have to) and we’ll explain ourselves wherever and whenever we can. ICT stands for “Information and Communication Technology”. Also known as IT, it refers to the tools we use to…
