What We're Learning | Leading Edge

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What We're Learning

What We're Learning | November 2024

November 6th, 2024by Leading Edge

Here's what the Leading Edge team is learning about culture, executives, and boards this month.

Two women engage in a discussion over a book in a cafe.

Reimagining supervision through chavruta

Writing for eJP, Laura Herman and Deirdre Munley of JPro share how they introduced chavruta-based supervision within their organization, creating a model focused on curiosity, trust, and mutual respect. Bringing the centuries-old Jewish tradition of paired learning into their supervisor-supervisee relationship opened up new ways to deepen professional conversations and build meaningful partnerships. The chavruta model, adaptable to both Jewish and secular texts, can provide workplace pairs a structured way to enhance relationships while exploring professional growth together.

CULTURE

How to Manage a Distracted Team
When the news is stressful and anxiety is high, the best managers adopt a more flexible and thoughtful leadership style. There are a few strategies emotionally fluent leaders can use to help their teams navigate the emotional ups and downs of a distracting news cycle: 1) Avoid anxious fixing; 2) give non-update updates; 3) provide a clear path forward; 4) prepare for your team’s emotions; and 5) plan for a dip in productivity. While implementing these strategies, extending grace to teams and leaders alike helps avoid adding pressure during an already emotionally heightened time.
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The Q4 crunch: Striking balance amid year-end stress
The "Q4 crunch" shows a stark divide between leadership and staff perspectives, as burnout mentions hit record highs in employee reviews while productivity numbers grow. Rather than relying on last-minute pushes, experts recommend striking a balance through four strategies: maintaining open communication, fostering psychological safety when pressures are high, balancing workloads to avoid employees "crawling to the end," and leveraging tech where appropriate while keeping humans involved.
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MIT SMR: Manage Boundaries Better With Your Team
Gallup: Managers Feel More Connected to Their Organization's Culture
Greater Good: Why Play at Work Can Inspire Employees to Take Risks

EXECUTIVES

How to Talk to Your Team the Day After the Election
The day and week (and weeks) following the U.S. election are going to be trying for all of us. While some of your colleagues may feel relieved or happy about the results, others might be feeling angry or anxious. What do you say, if anything, to your team about it? You might wish to avoid the topic, but recognizing the emotional atmosphere within your team and the broader mood of the country is important. In this article, three experts offer advice for what to actually say to your team after Election Day — even if the results are unknown.
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Opinion: There Is No Leadership Without Risk
In today's climate, many organizational leaders are discouraged from taking bold stances, instead being advised to "keep their heads down" out of fear of backlash or controversy. This risk-averse approach, coupled with a media ecosystem that profits from polarization and a society that has become increasingly antisocial, creates a leadership vacuum at a time when we desperately need courageous, morally-grounded leaders who are willing to embrace complexity and work toward progress even if imperfect.
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MIT SMR: Building Mastery: What Leaders Do That Helps — or Impedes
HBR: What the Best Leadership Teams Do Right
First Round Review: Radical Candor — The Surprising Secret to Being a Good Boss

BOARDS

The Critical Alignment of Board Chair and Executive
The importance of a strong working relationship between a nonprofit's board chair and executive is often overlooked, but crucial for organizational success. This collaborative partnership can be developed and maintained through three key approaches: establishing a structured communication plan with clear format and frequency, building mutual trust through transparency and respect for each other's roles, and addressing challenges through direct conversations.
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How Boards Can Confidently Assess Executive Pay
Nonprofit boards face multiple challenges in determining executive compensation, from navigating state and federal laws to balancing financial constraints and competitive pay practices. The stakes are high, as these decisions affect organizational success and face intense public scrutiny. Through proper training, comparability data, and thorough documentation, boards can create compensation packages that both hold up under examination and help organizations thrive.
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