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The Resignation Blues DENR Managers’ Forum August 22, 2007

The Resignation Blues DENR Managers’ Forum August 22, 2007. Francine Durso, PE Soon-to-be-Former Deputy Director NC Clean Water Management Trust Fund. The CWMTF Story. Irreplaceable employees leaving Interim Executive Director New Executive Director

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The Resignation Blues DENR Managers’ Forum August 22, 2007

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  1. The Resignation Blues DENR Managers’ Forum August 22, 2007 Francine Durso, PE Soon-to-be-Former Deputy Director NC Clean Water Management Trust Fund

  2. The CWMTF Story • Irreplaceable employees leaving • Interim Executive Director • New Executive Director • Great Temporary Solutions staff leaving • All since December 2006!

  3. Remaining Staff – Morale • Remaining staff must feel the situation is at least manageable in the short term, if not stable • They are looking for leadership • Monitor their morale – take as much time as you need to know them and their concerns

  4. Remaining Staff – Morale • Let them vent • Situation can bring staff together or cause infighting • Acknowledge that it’s a difficult situation and that we’re all in it together • Who else may be thinking of leaving and why?

  5. Remaining Staff – Workload • Assess what tasks must be done vs. what would normally be done • Be realistic about who can do what and how much can be accomplished • Acknowledge that it’s going to take longer to get things done • In a crisis mode and reduced to doing what it takes to keep program functioning

  6. Remaining Staff – Workload • Not the time to take on new projects • Keep staff working and productive – not panicking and distracted • Acknowledge the difficult situation but stress that we are here to do a job • Call Temporary Solutions!

  7. Taking Care of Yourself • You need to vent • Engage your own support network when you are the one providing the leadership • Monitor your own morale and understand its impact on remaining staff • Make sure you are not taking on all the additional work yourself

  8. Look for the Opportunities • Move existing staff into acting roles • May not have exact training but if smart and a team player, they can learn the details • Chance for staff to show they can handle more responsibility and take on new role • Chance for staff to be promoted • Bring in interim staff to cover long-term absences

  9. Look for the Opportunities • Chance to consider/reconsider: • Positions and job descriptions • Combining some jobs • Is the right person in the right position • Reorganization • Need for new positions

  10. In Better Times • Clear understanding of each position’s roles • Have roles been changed to suit the person in the position? • Does that work well or cause problems • Cross-training at least on a few critical items

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