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In this article, we offer a new definition for effective management—one rooted in equity, sustainability, and results.
We believe that relationship-building is a core competency for effective management (equitable, sustainable, and results-driven). This guide is for managers looking to build (more) supportive and functional relationships with their staff.
While we—The Management Center—can’t undo the harms of nearly half a millennium of the degradation and dehumanization of Black people in the United States, we can help envision a path forward for managers and leaders. In this article, we share our best thinking on supporting your staff at a time when things are not okay (and haven't been for a long time).
Making a statement is not enough. Our public displays of anti-racism are only as authentic as our private actions, mindset shifts, and interventions. In this article, we share five things for leaders to consider doing to live by their Black Lives Matter solidarity statements.
作为管理者，我们无法终结疫情，也无法消除种族和代际创伤，但我们可以影响员工对这一刻的感受。这篇文章提供了在危机或不确定时期建立更强的使命感、代理感和联系感的三种方法。
Check out these examples of how key decision-making opportunities, known as "choice points," can be used to advance racial equity and inclusion.
By using choice points to focus on equity and inclusion, this template provides you the opportunity to reflect on interactions with team members (direct reports and colleagues). Doing this with an eye towards your whole team—rather than on a case-by-case basis—can help you spot disparities and check for bias.
Here is a list of some of the most common choice points, or key decision-making opportunities, managers face that may have equity and inclusion impacts.
公平进程的目的是为真实、公平和包容的参与创造空间，并明确决策，从而增强关系、参与、结果和实施。
看看这些公平程序的例子，这是一种决策方法，让那些受决策影响最大的人有机会帮助塑造决策。
对于如何做出决定保持透明，通常会有更多参与的参与者获得更好的结果。这里有一个可以在团队中共享的潜在决策框架。
当你从公平中立的目标转向考虑到公平和包容的目标时，练习这些技巧来保持正轨。
Goals are a concrete way to drive results, but without an explicit equity and inclusion component, goals won’t produce better outcomes for marginalized communities, address disparities, or create belonging. Introducing SMARTIE goals!
设定目标需要灵感吗?查看我们的目标库样本SMARTIE目标，找出进步和教育公平领域的共同领域。
Receiving feedback about power, difference, and inequity can be challenging.
A case study that illustrates the steps outlined in Part 2 of our series on receiving feedback: Listen, Engage, Learn.
Check out some examples of PTR in action, and how to manage towards your requirements with your preferences and traditions in mind.
Create a more inclusive workplace for your transgender, agender, gender non-conforming, genderqueer, and gender non-binary team members with a regularly updated, comprehensive Transgender Inclusion Policy. Use this sample as a reference for your own policy.
Use this starter kit to help you create and use your own hiring rubrics—template and samples included. By using a rubric to mitigate bias, you can lay the groundwork for equitable hiring.
In June of 2020, CEO Jerry Hauser reflected on standing in solidarity with Black folks, The Management Center's journey in becoming an anti-racist organization, and how management can be a force for social justice.
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Middle managers play a critical role. It’s also not an easy job. If you've ever felt caught in the middle between your manager and your team, here are three strategies to get unstuck.
作为管理者，我们无法终结疫情，也无法消除种族和代际创伤，但我们可以影响员工对这一刻的感受。这篇文章提供了在危机或不确定时期建立更强的使命感、代理感和联系感的三种方法。
随着我们进入大流行的新阶段，疫苗更容易获得，更多州“重新开放”，我们正站在一个世界与另一个世界之间的门户。作为管理者，我们的工作是带领我们的团队从危机走向革新，同时平衡甚至控制紧张局势。这一切都是从问题开始的。
本抽样调查旨在帮助领导在考虑重新开放办公室、亲自开会和出差时，根据需要对其员工的需求、关注点和情况进行评估。
2020年的情况不太好，2021年的情况还没有定论。你们中的许多人正在权衡各种各样的复杂情况，在考虑具体情况的基础上，需要使用你的最佳判断。虽然我们不能提供全面的指南，但这里有一些关于2020年评估的建议。
在为2020年的绩效评估提供反馈时，还在纠结该用什么语言?看看我们的样品。
当世界上有很多事情发生时，你的组织或你的个人生活(或三者都有!)，设定目标会让人觉得是一项不可逾越的任务。好消息是，设定目标并不会增加混乱;它可以帮助你度过难关。
在危机中，每个领导者的一项重要工作就是为员工提供一个容器——也就是说，理解正在发生的事情。有效的沟通可以促进稳定、连续性和使命感，帮助人们应对困难时期。
场景规划现在可以帮助您为未来做准备，以便您能够抓住各种可能性或制定应急计划。学习场景规划的基础知识，然后开始使用我们易于使用的工具。
无论你是一名员工、项目负责人还是主管，在当前的环境下，你可能需要的最重要的技能之一就是(对某些事情)说“不”的艺术，这样你就可以为其他事情腾出空间。换句话说:如何重新安排优先次序。
Your one-on-one check-ins are essential. Here are a few tips for checking in during the pandemic (and any other extended crisis).
谈到不确定性，每个员工都可以采取的一个步骤是制定一个计划，如果团队中有一名或多名成员离职，谁将接管关键职责。使用我们的提示和备份计划工具来找出需要覆盖的最重要的责任，如果当前的所有者不在，谁可以做这些，以及这个人现在需要做什么准备。你可以在短短60分钟内取得巨大的进步。
在不确定的时刻，签到是一个与员工见面的机会，这样他们就会感到被关注和支持。无论员工的情况如何，都要了解正在发生的事情，了解员工的工作情况，并通过使用这个附加组件在你的下一次签到议程中注入目标和代理。
Whether you are managing through uncertainty and change, or anticipating strategic forks in the road, our 5-Box Scenario Planning Tool can help you gather the information you need, think through scenarios, and outline possible action plans.
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尝试我们的“MOCHA”模式(经理、业主、咨询、助手、审批人)，在项目中建立清晰的角色。
Here are some of the most common questions we hear about MOCHA roles and implementation.
看看这些视频，回答一些关于摩卡的常见问题。
这里有一封电子邮件，你可以用它来介绍我们的MOCHA模型，以阐明项目角色，并让每个人使用相同的词汇。
When looking for work you can delegate, ask yourself: what are the areas where you can make the greatest impact and leverage your strengths? Use comparative advantage to decide what work you should own and what you should delegate.
Project leaders and managers: use this worksheet when delegating a new project or responsibility to get aligned on expectations, resources, constraints, and how you'll check in about progress.
By debriefing at the end of a project, you can capture lessons learned to ensure even better results next time. This template will help you ask the right questions.
To help you monitor progress and understand how work is really going, here are some probing questions that will help you get beneath the surface.
对于复杂的项目，有一个书面的计划是很有帮助的，其中列出了“谁将在什么时候做什么”，包括小组件的中期截止日期。
Check out some examples of PTR in action, and how to manage towards your requirements with your preferences and traditions in mind.
Here is a list of some of the most common choice points, or key decision-making opportunities, managers face that may have equity and inclusion impacts.
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创建一页关于工作人员角色的描述通常是有帮助的，它不仅考虑了工作人员应该做什么，而且考虑了他们应该如何处理他们的工作。此资源包含一个模板和两个示例角色期望表。
目标是结果背后的驱动力，但是设定目标会让人觉得费力和笨拙。无论你是在组织、团队还是个人层面上实现目标，遵循这些建议来克服这些痛点并简化过程。
当世界上有很多事情发生时，你的组织或你的个人生活(或三者都有!)，设定目标会让人觉得是一项不可逾越的任务。好消息是，设定目标并不会增加混乱;它可以帮助你度过难关。
当你从公平中立的目标转向考虑到公平和包容的目标时，练习这些技巧来保持正轨。
Goals are a concrete way to drive results, but without an explicit equity and inclusion component, goals won’t produce better outcomes for marginalized communities, address disparities, or create belonging. Introducing SMARTIE goals!
Use the Goal-Setting Worksheet to draft team or individual goals. This tool contains questions for self-reflection or discussion with your manager as you work on goal-setting.
一旦你设定了目标，一定要定期检查进度。使用目标回退工作表来跟踪进度，并定期分享关于团队或个人目标的更新。
红灯/绿灯目标跟踪工具用于跟踪目标的进展。该资源包含组织、团队和个人级别的目标样本。
设定目标需要灵感吗?查看我们的目标库样本SMARTIE目标，找出进步和教育公平领域的共同领域。
这些目标开发步骤示例可以作为指导，帮助您开发组织自己的目标设置过程。
What will your organization achieve this year, and how will you judge success? Here’s a sample of how to structure clear, measurable organizational goals.
这里有一封邮件示例，你可以用来解释你要做什么，为什么要做，以及目标制定后你将如何使用。
Use this resource to set short-term goals and identify essential activities for the first three months.
These sample talent-related goals can help you identify and set your own for the Chief Talent Officer (CTO) role.
Here is a list of some of the most common choice points, or key decision-making opportunities, managers face that may have equity and inclusion impacts.
分工可以帮助两个或两个以上的人明确每个人的职责。这里我们分享两个例子。
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When check-ins are done right, they can revolutionize the way you manage. In this article, we share our best tips for getting the most out of your check-ins.
This agenda provides a template that you can ask staff members to fill out and send you ahead of your check-in. It’s structured to help staff members and managers check in on progress toward goals, stay aligned on current projects, talk about what’s going well, and what could be going better, and get aligned on next steps.
Your one-on-one check-ins are essential. Here are a few tips for checking in during the pandemic (and any other extended crisis).
This template will help you lead a productive discussion with your new hire about their first 90 days on the job.
Skip-level meetings are one-on-one meetings that managers hold with staff other than the people they manage directly. They’re helpful for building relationships, gaining insight into your team and organization, and getting feedback about the managers that you manage.
Send your managers and staff members these sample emails to get started with skip-level meetings today.
Here is a list of some of the most common choice points, or key decision-making opportunities, managers face that may have equity and inclusion impacts.
在不确定的时刻，签到是一个与员工见面的机会，这样他们就会感到被关注和支持。无论员工的情况如何，都要了解正在发生的事情，了解员工的工作情况，并通过使用这个附加组件在你的下一次签到议程中注入目标和代理。
打算在选举日之后召集你的团队吗?以下是你如何安排你的议程，以帮助你的员工感受到关心和联系。
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Here are common must-haves we see across organizational roles. Refer to these as you get crystal clear on job duties and competencies in the hiring process. You should not only customize these must-haves, but also revisit and revise from one hire to the next.
Use this template to plan how you’ll test and evaluate the must-haves at each stage of the hiring process: job announcement, interviews, simulations/exercises, and reference checks.
Being crystal clear on the role is key to recruiting top talent. Use this worksheet to develop the competencies a top candidate must have. This list can then be translated into a job description. We've also included a sample of what a completed worksheet might look like.
A great job description goes beyond simply listing responsibilities and qualifications. Use this sample as a guide for your hiring process!
为了确保当你需要招聘的时候，你的脑海中会浮现出强有力的候选人，你需要列出一个潜在候选人的名单。这里有一个简单的模板让你开始。
Most hiring mistakes occur not simply because managers select the wrong person, but because they don’t have the right candidate pool to select from to begin with. Use this worksheet to build a strong talent pool.
使用这个邮件模板和样本联系那些可以帮助你寻找优秀人才的“联系人”。
This sample email is sent to a job applicant prior to an interview, sharing further information about the organization and explaining what you’d like them to come prepared to discuss.
These interview questions can help you identify your strongest candidates. As you plan your candidate evaluation process, use this list to find questions or activities focused on the key traits that you are most interested in.
Use this starter kit to help you create and use your own hiring rubrics—template and samples included. By using a rubric to mitigate bias, you can lay the groundwork for equitable hiring.
让求职者完成与他们在工作中会做的事情类似的练习，可能会让你对他们被聘用后的表现有最好的感觉。
This is a sample email to a candidate who made it to the exercise stage of the hiring process (in this case, right after an initial screening call).
This reference check outline worksheet, sample, and list of questions can help save you from the wrong hire.
通知候选人他们不再被考虑的最快方式是拥有一个标准的电子邮件模板，你可以很容易地适应。
这个资源旨在帮助经理通过思考你在与新员工相处的第一个月应该涵盖的关键话题来规划你的入职流程。
This resource contains a (non-comprehensive) list of common and recommended tasks for managers to consider as part of your new hire onboarding process. Use it to get started on your own.
Use this resource to set short-term goals and identify essential activities for the first three months.
This template will help you lead a productive discussion with your new hire about their first 90 days on the job.
让某人专注于人才的整个生命周期，从人才储备建设到招聘，再到发展和保留。本文将帮助您理解首席人才官(CTO)的角色，决定责任范围，并准备好找到您的人选。
准备好聘请首席人才官(CTO)了吗?使用这个CTO职位描述示例来帮助您开始招聘过程。
想要聘请一位首席人才官(CTO)?查看我们的CTO招聘示例，并定制它来创建您自己的。
想要聘请一位首席人才官(CTO)?看看我们的面试问题和模拟范例吧!
These sample talent-related goals can help you identify and set your own for the Chief Talent Officer (CTO) role.
Here is a list of some of the most common choice points, or key decision-making opportunities, managers face that may have equity and inclusion impacts.
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Nervous about giving feedback? This worksheet will help you think about what you want to say and how to say it with CSAW (Connect, Share, Ask, Wrap up).
The 2x2 system helps managers and staff members regularly reflect, share feedback, and discuss how the work is going.
When we respond well to feedback, we strengthen relationships and trust, increase the likelihood that we’ll keep getting it, and contribute to a culture of growth, candor, and rigor within our teams. Here’s our best advice for receiving feedback, focused on the parts that you have control over.
Receiving feedback about power, difference, and inequity can be challenging.
A case study that illustrates the steps outlined in Part 2 of our series on receiving feedback: Listen, Engage, Learn.
每年至少一次，经理和员工应该一对一地会面，反思经理和员工之间的关系，重新调整期望，并讨论整体表现。此模板供管理人员评估工作人员，也供工作人员自我评估并与管理人员分享反馈。
这是一个样本电子邮件，人力资源主管，参谋长，或ED/CEO可以发送给所有员工，宣布(甚至重新引入)绩效评估过程。
This toolkit includes a step-by-step guide for building a “competency model” with equity in mind, and two examples to help get you started.
Have you ever needed to push a staff member or a team for more but didn’t know how? When we say push, we don’t mean shoving someone into the deep end without a life raft; we mean setting a high bar and being honest when something needs improvement. Here’s some language you can use.
As with other employee evaluations, ED evaluations should focus on both what the ED has accomplished (results) as well as how the director, CEO, principal, or co-director operates (values and approach). Use our Executive Director Performance Evaluation Form Template to conduct a balanced, rigorous evaluation of your director’s performance on both fronts.
We know it can help to see samples of this sort of thing, so here’s a sample evaluation of a struggling employee.
2020年的情况不太好，2021年的情况还没有定论。你们中的许多人正在权衡各种各样的复杂情况，在考虑具体情况的基础上，需要使用你的最佳判断。虽然我们不能提供全面的指南，但这里有一些关于2020年评估的建议。
Here’s a sample of what a completed performance evaluation might look like for a high performer, which includes developmental feedback to make a great employee even better.
在为2020年的绩效评估提供反馈时，还在纠结该用什么语言?看看我们的样品。
Here is a list of some of the most common choice points, or key decision-making opportunities, managers face that may have equity and inclusion impacts.
我们培养的自我意识和对他人的真实考虑越多，我们就越有能力建立并获得更好的结果，尤其是在冲突、紧张和挫折的时刻。做到这一点的一个关键方法是换位思考。
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What do you do when someone isn’t performing well—they’re not meeting expectations, hitting goals, or demonstrating the must-haves of their role? How much should you invest in performance improvement? When is it time to let someone go? And, how the #@$% do you decide? These four steps will help you navigate the tricky processes of addressing performance problems.
请查看这个案例研究，它说明了我们在解决性能问题的文章中概述的四个步骤:反思、检入、评估、考虑和决定。
绩效改进计划(PIP)是一份有明确步骤的书面计划，以帮助员工达到他们所扮演角色的预期绩效水平。这个工具包包括两个资源:1)经理准备工作表，无论你是否准备好接受正式的PIP，它都是有帮助的;2)一份书面的绩效改进计划模板，你可以填写并与员工分享。
How long should you give someone to improve after warning them? What should I do when someone isn’t meeting expectations, but I can’t pinpoint concrete things they messed up either? Here are some questions that we often hear regarding performance problems.
以下是我们的客户遇到的一些棘手的性能场景，以及设计响应性性能改进计划的建议。
渐进式纪律包括一系列简短的、越来越严重的警告，如果员工未能充分改善，最终会被解雇——并让员工知道，他们不会在事先不知道你的担忧之前被解雇。
下面是一个例子，告诉你和一个陷入困境的员工进行的非正式的警告对话听起来是什么样的。
When corrective feedback and support hasn’t led to improved employee performance, a more formal warning that clearly informs the employee that their job is in jeopardy is usually the next step. Here is an example of a formal performance warning in writing.
A coaching-out conversation is aimed at convincing an employee that continued tenure in the role doesn’t make sense and agreeing on a smooth transition plan.
经理们通常很难找到合适的词语来解雇一名员工，所以这里有一个示例脚本。
We know it can help to see samples of this sort of thing, so here’s a sample evaluation of a struggling employee.
Here is a list of some of the most common choice points, or key decision-making opportunities, managers face that may have equity and inclusion impacts.
我们培养的自我意识和对他人的真实考虑越多，我们就越有能力建立并获得更好的结果，尤其是在冲突、紧张和挫折的时刻。做到这一点的一个关键方法是换位思考。
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管理既是一种技术技能，也是一种关系技能。作为管理者的管理者，你要关注他们领导团队取得的成果，以及他们在这个过程中如何与员工相处。以下是管理经理的六条建议。
这个工具包包含了管理工具的概述，以及管理经理时所需的技能、行为和实践的清单。
Whether you’re a senior leader or a middle manager, you can use this tool to get aligned with your team about management expectations and responsibilities.
Skip-level meetings are one-on-one meetings that managers hold with staff other than the people they manage directly. They’re helpful for building relationships, gaining insight into your team and organization, and getting feedback about the managers that you manage.
与你的直属下属的直属下属进行互动——细心、专注和连贯——有显著的好处。Here are three specific tips for navigating skip-level relationships successfully.
Send your managers and staff members these sample emails to get started with skip-level meetings today.
Becoming a manager does require a shift in how you spend your time alongside more attention to delegation. As a manager you still execute plenty of tasks—just not the same ones you used to.
If you practice effective management well, differences in tenure, age, or expertise won’t matter as much as you think. Here are some things to keep in mind.
How do I manage my former peers? How do I manage when things are uncertain? Here are some of the most common questions we hear from newly promoted managers.
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虽然我们在自己的领域中看到的许多倦怠和过度工作不是任何人能控制的，但我们确实可以控制如何管理我们的时间和系统，这样我们就可以取得伟大的成果，避免不必要的混乱，并将疲劳最小化。这篇文章涵盖了个人实践，可以帮助你和你的团队可持续地完成最重要的工作。
每日清单是一个让你每天都井井有条的工具。It helps you separate “big rocks” (essential things that you need to complete to consider your day successful) from other action items.
The Weekly-Plus list is a complement to our Daily List to keep yourself organized beyond the day-to-day. It helps you keep track of backburner projects while prioritizing those that will make your month a success.
Sphere of control is a concept that helps people focus their precious time and energy on the things they can control so that they can make a greater impact where it matters most.
我们培养的自我意识和对他人的真实考虑越多，我们就越有能力建立并获得更好的结果，尤其是在冲突、紧张和挫折的时刻。做到这一点的一个关键方法是换位思考。
Middle managers play a critical role. It’s also not an easy job. If you've ever felt caught in the middle between your manager and your team, here are three strategies to get unstuck.
Set yourself (or your team) up for success by getting aligned with your project lead or manager on priorities, expectations, resources, and check-in points along the way.
Nervous about giving feedback? This worksheet will help you think about what you want to say and how to say it with CSAW (Connect, Share, Ask, Wrap up).
分工可以帮助两个或两个以上的人明确每个人的职责。这里我们分享两个例子。
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In this article, we offer a new definition for effective management—one rooted in equity, sustainability, and results.
We believe that relationship-building is a core competency for effective management (equitable, sustainable, and results-driven). This guide is for managers looking to build (more) supportive and functional relationships with their staff.
对于如何做出决定保持透明，通常会有更多参与的参与者获得更好的结果。这里有一个可以在团队中共享的潜在决策框架。
Engage your team in tough decision-making using this simple table.
公平进程的目的是为真实、公平和包容的参与创造空间，并明确决策，从而增强关系、参与、结果和实施。
看看这些公平程序的例子，这是一种决策方法，让那些受决策影响最大的人有机会帮助塑造决策。
与即将离职的员工进行离职面谈是一个很有价值的信息来源，可以了解到哪些地方工作得很好，哪些地方可以改进。使用我们的提示和模板开始。
在危机中，每个领导者的一项重要工作就是为员工提供一个容器——也就是说，理解正在发生的事情。有效的沟通可以促进稳定、连续性和使命感，帮助人们应对困难时期。
无论你是一名员工、项目负责人还是主管，在当前的环境下，你可能需要的最重要的技能之一就是(对某些事情)说“不”的艺术，这样你就可以为其他事情腾出空间。换句话说:如何重新安排优先次序。
谈到不确定性，每个员工都可以采取的一个步骤是制定一个计划，如果团队中有一名或多名成员离职，谁将接管关键职责。使用我们的提示和备份计划工具来找出需要覆盖的最重要的责任，如果当前的所有者不在，谁可以做这些，以及这个人现在需要做什么准备。你可以在短短60分钟内取得巨大的进步。
场景规划现在可以帮助您为未来做准备，以便您能够抓住各种可能性或制定应急计划。学习场景规划的基础知识，然后开始使用我们易于使用的工具。
Whether you are managing through uncertainty and change, or anticipating strategic forks in the road, our 5-Box Scenario Planning Tool can help you gather the information you need, think through scenarios, and outline possible action plans.
在危机时刻，寻找更多的空间来放慢节奏并优先考虑护理?检查这个样本的自动回复电子邮件，我们的一个客户友好地与我们分享。
Becoming a manager does require a shift in how you spend your time alongside more attention to delegation. As a manager you still execute plenty of tasks—just not the same ones you used to.
If you practice effective management well, differences in tenure, age, or expertise won’t matter as much as you think. Here are some things to keep in mind.
How do I manage my former peers? How do I manage when things are uncertain? Here are some of the most common questions we hear from newly promoted managers.
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