A 2-for-1 retention special: Manager training that doesn’t break the bank

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Two of the top challenges for nonprofits right now? Building up the skills of team managers and boosting employee retention. Fortunately, they have a common solution.

Research shows that two of the top reasons employees leave jobs is a lack of growth opportunities and bad managers. By creating clever pathways that let your managers dive into strategic projects, flex their leadership muscles, and gain cross-organizational experience, you're not just training people – you're building a culture that recognizes potential, nurtures ambition, and gives everyone on your team a reason to keep working for your mission.

Focus on experience

Smart organizations cultivate management talent from within by leveraging on-hand resources – namely, practical “stretch” assignments and in-house mentoring. This concept comes from the research-backed 70-20-10 approach to professional development, dictating development plans that are 70 percent experience-based learning, 20 percent mentoring or coaching, and 10 percent formal training. Not only is this approach proven to be effective, it makes the most of what’s already abundant in your organization: on-staff talent and work that needs doing. (Learn more about the 70-20-10 approach here.)

For managers, that means finding meaningful opportunities to build decision-making, problem-solving, and communication skills; work with a range of people; and gain a better understanding of the organization and its strategic aims. Those opportunities could include leading all-staff or cross-team meetings, participating in board committees, taking on strategic planning assignments, and pitching in on projects led by another department. It's a win-win approach that transforms professional development from a passive training model to an active, engagement-driven strategy that simultaneously solves organizational challenges.

Ways to approach coaching

Coaching for managers can take a number of forms, most typically a one-on-one, mentor-style relationship. Again, look within your organization. Consider both executive-level leaders who have worked in management or peer managers who have extensive experience, especially for mentees new to the role. Alternatively, look to professional associations (think local, if possible) and organizations that you’ve already built relationships with (fellow nonprofits, partnering for-profits, and grantmakers). Encourage your managers to explore their own networks for potential coaches or mentors.

An alternative approach is “group mentoring,” which can make even more efficient use of your on-hand expertise. This is akin to an in-house workshop series or learning circle, with regular meetings among your team managers, led by one or more expert facilitators: executive staffers, managers with extensive experience, or even board members (if they have the time and enthusiasm). Focus on developing key management competencies that meet your managers’ pressing challenges and opportunities. This is also a great forum for planning stretch assignments – especially cross-departmental work, given that multiple team leaders will be present. You can find a detailed rundown of the group mentoring approach here.

Of course, you’ll want to make sure your group mentoring schedule doesn’t overwhelm those involved. At the same time, it’s important to make sure everyone stays engaged and on the same page in between sessions. Here are a few easy, effective ways to keep the momentum going:

• Try a “book club” approach. Go chapter-by-chapter through a relevant management title with the group and explore ways to put principles learned into practice. The group can decide on these titles together – helping create ownership and buy-in – or a coach can select a book that has been especially meaningful in their career (ensuring that they will have plenty of lived insight to share). A few titles that we’ve seen recommended by nonprofit managers in online forums: Radical Candor by Kim Scott, Crucial Conversations by Kerry Patterson et al; and The Five Dysfunctions of a Team by Patrick Lencioni.
• Plug into social media content. Choose a topic, and task each member with finding a relevant lesson to share via podcast, YouTube, TikTok, or another online channel. Instruct members to seek a source that has gained a loyal following.
• Keep up online. Start a “group chat” online with the software of your choice – for example Slack, Discord, or Facebook Groups (anything that makes it easy to check in and check out) – to post questions, comments, insights, accomplishments, or casual check-ins in between sessions.

Training that pays off

As you’re probably aware, training programs for managers are everywhere, and not always economical – particularly for nonprofits. One way to help ensure you’re getting the training you need, and a value you deserve, is by looking for programs built specifically for purpose-driven organizations. Your state nonprofit association is a great place to start. For example, Work for Good’s parent company, the Georgia Center for Nonprofits, offers an affordable Management Accelerator program in three areas – Individuals, Teams, and Strategy – designed to make an immediate impact on managers and their teams.

But again, building great managers isn't just about a training docket – it's about creating a dynamic culture of continuous learning and growth. By leveraging internal talent, designing meaningful stretch assignments, and fostering mentorship, organizations can transform professional development from a passive experience into an energizing, mission-driven journey. The result: Managers who are more effective, teams that are more engaged, and an organization that’s better equipped to create lasting impact.

Marc Schultz is communications editor at Work for Good.