Index of Articles

The following index lists all the articles available from Jean Roberts.  Please contact Jean to discuss the content in further detail.

  1. Complexity vs Simplicity
  2. Checklist for a new or intending CEO, Manager or Coordinator in a Nonprofit Organisation
  3. Be sure to treat Quotes and Tenders as core business activities
  4. One of my early lessons as a Trainer
  5. Knowledge and information transfer – how and why technology is a major problem
  6. Manage your Corporate Language, please!
  7. Business Brainpower as a tool in connecting organistional and personal values
  8. 5-Levels of Quality Maturity in Nonprofit Board Performance
  9. In-house Research begins with an Archaeological Dig of your Organisation
  10. What is Community Development? The Neighbourhood House or Centre Example
  11. Business Brainpower as a tool in Training and Development
  12. Jean’s Nonprofit and Social Enterprise Organisational Health Check
  13. Submission/tender writing – how does it rank in your Company’s priorities?
  14. Jean’s Checklist for Reading or Writing a Tender or Submission Brief
  15. Some of the Myths about Nonprofit Governance
  16. Burn-out Protection Plan for SMEs and Nonprofits
  17. The Politics of Collalborative Effort in Nonprofit and SME Workplaces
  18. Making Ethics Work – Free Trial
  19. Succession Planning Checklist for SMEs and Nonprofits
  20. Opportunities for innovation abound in these ‘tough times’
  21. The critical link between Governance. IT/Technology, Staff Competencies and Resource Availability.
  22. Managing Workplace Relationships
  23. A package of three Management Group Activities for in-house/on-site Learning and Development
  24. Practical suggestions for Demographers, Researchers, Marketers, Company Directors and Nonprofit Boards
  25. Practical and Useful Hints for Demographers, Researchers, Marketers, Company Directors and Nonprofit Boards – website and conversation feedback
  26. Critical Success Factors in Quoting and Tendering
  27. Board Chairpersons need to understand how their Board Members talk
  28. Management Styles in SMEs and Nonprofit Organisations
  29. Guiding Principles relating to Measurable Consumer Outcomes
  30. Practical and useful hints – for Demographers, Researchers, Marketers, Company Directors and Nonprofit Boards
  31. Jean’s Nonprofit Board Member Recruitment and Orientation Checklist
  32. Have you thought of applying the principles of Deliberate Practice to your life as a Small Business Owner/Manager?
  33. Writing an Evaluation Report for a funded or contracted service
  34. Individual Work Practices – don’t ignore them!
  35. In-House Risk Register Workshop – practical strategies based on individual work practices
  36. Jean’s Consultation and Consultative Decision Making Model
  37. Delegation of Authority from a Nonprofit Board to the CEO
  38. Role and Function of a Peak Body – from the perspective of a Peak Body’s Board and CEO
  39. Theoretical Quality Framework for Nonprofits and SMEs
  40. Theoretical Frameworks – why we need them in governance and management
  41. Role of a Peak Body – from the perspective of the membership base
  42. Jeans Successful Quoting and Tendering for Small and Medium Enterprises (SMEs) and Nonprofit Organisations
  43. Jean’s Making Ethics Work Checklist launch
  44. Jean’s Making Ethics Work Checklist – a work in progress
  45. Jean’s Checklist: Making Ethics Work – a working definition
  46. Jean’s Service Delivery for Nonprofit and Commercial Service Providers
  47. My Spiritual Journey as an Independent Consultant
  48. Jean’s Checklist: Making Ethics Work – Leaders and Managers must manage relationships within their workplace.
  49. Jean’s Making Ethics Work Checklist – the nature and impact of change
  50. Jean’s Making Ethics Work Checklist – Management and Leadership Styles
  51. Jean’s Making Ethics Work Checklist – Parameters and Focus
  52. Jean’s Checklist: Making Ethics Work – does this begin and end with Management and Leadership?
  53. Jean’s Checklist: Exposing the traps in tendering and outsourcing
  54. Why did Jean Roberts choose William Shakespeare as her business mentor?
  55. Managing Fear in relation to Change
  56. Managing Fear about Nonprofit Board/Committee Performance
  57. Nonprofit Sector Risk Scenarios
  58. Managing fear as a very small business!
  59. Typical behaviours of proactive, reactive and crisis management styles
  60. A Management Group Activity to address role clarity and job satisfaction
  61. A Management Group Activity to assess the effectiveness of a statement of philosophy
  62. A Management Group Activity to assess the effectiveness of internal policy and procedure manuals
  63. Management and Leadership: Risk and Quality are two sides of the one coin
  64. Owner/Managers as Managers, Leaders, Innovators and Entrepreneurs
  65. Summary of Jean’s address – VU Entrepreneurs Business Network Breakfast, 26th May
  66. Management styles – pro-active, re-active and crisis
  67. Jean’s Tool No. 5: Organisational/Corporate Structure Tool
  68. Jean’s Tool No. 4 – Decision Tool
  69. Jean’s Tool No. 3 – Research and Development
  70. Jean’s Tool No. 2 – Team Tool
  71. Jean’s Tool No. 1 – Information
  72. Jean’s on-the-job coaching – Customer/Client/Consumer Service Quality
  73. Jean’s on-the-job mentoring – Risk Scenario
  74. Jean’s on-the-job Case Study – Effective Meetings
  75. Major Signs of Business Failure – early 1990s and today
  76. Jean’s definition of a Case Study or Scenario
  77. Jean’s definition of Assume
  78. Jean’s definition of Quality System
  79. Jean’s definition of a Meeting
  80. Successful Submission Writing – for Business and Nonprofits 3rd Edition
  81. Tendering and Outsourcing ‘mini-checklists’ for Managers
  82. Jean’s definition of Integrated Service Planning/Performance Appraisal-Management
  83. Jean’s definition Partnership in the Nonprofit Sector
  84. Jean’s definition of Effective Communication
  85. Skills Involved in Tendering
  86. Jean’s definition Linking Policies with Improved Work Practices
  87. Time and Task Management
  88. Evaluation Framework for a Telephone Information and Advice Service
  89. Jean’s Core Business Strategy No. 10: Strategic Business Relationships Checklist – checking the trust factor
  90. Jean’s Core Business Strategy No. 9: Retrospective Planning
  91. Jean’s definition Difference between Management and Leadership
  92. Definitions can ensure clarity and avoid confusion
  93. Jean’s Core Business Strategy No. 8: Project Mentality and Management
  94. A checklist for new or intending Nonprofit Board/Committee members
  95. Jean’s Core Business Strategy No. 7: Business Brainpower
  96. Jean’s Core Business Strategy No. 6: Traps in Tendering and Outsourcing
  97. Jean’s Core Busines Strategy No. 5: Financial Risk Management – don’t neglect your debtors!
  98. Jean’s Core Business Strategy No. 4: Marketing Strategy for SMEs – including tendering
  99. Jean’s Core Business Strategy No. 3: Performance Indicators, Measures and Targets
  100. Jean’s Core Business Strategy No. 2: The Art and Science of Business: ‘Critical Success Factors – Jean’s A-Z’
  101. Jean’s Core Business Strategy No. 1: Unshakeable Fact Test
  102. Increasing job satisfaction
  103. An extract from One Man Show – The purpose of a marketing strategy
  104. Introduction to Key Performance Indicators (KPIs), Measures and Targets for Small and Medium Enterprises (SMEs)
  105. Understanding the relationship between Entrepreneurship, Innovation and Creativity
  106. Entrepreneurial Initiative as a Sole Operator
  107. Action-research projects in the nonprofit sector
  108. Highlights from my attendance at the 2008 Institute for Small Business and Entrepreneurship (ISBE) World Conference
  109. Jean’s definition of Service Delivery
  110. Committee Members’ Handbook
  111. Competitive Tendering – how to write a competitive tender
  112. The Left and Right Brain Business
  113. Riding the Waves of Community Development in Australia
  114. Managing Governance in Nonprofit Organisations in Australia
  115. Governance Kit No. 3 Personal responsibilities of nonprofit Board Members
  116. Jean’s definition of Nonprofit Governance
  117. Evaluation of training
  118. Corporate Social Responsibility
  119. Jean’s definition of Management in a Nonprofit Organisation
  120. Recruiting and Retaining Service Club Members
  121. Jean’s Constitution Checklist
  122. Governance Kit No.2: Partnership Relationships
  123. Governance Kit No.1: clarifying the roles and responsibilities of nonprofit Board Members
  124. One Man Show – the smallest of small business
  125. Planning and implementing a strategy for growth
  126. Opportunities for innovation abound in these ‘tough times’
  127. Preparing or inviting submissions, grant applications, proposals
  128. A decade of action-research in supporting services for people living with difficulty, disadvantage or disability
  129. How does information affect the Board's management style?
  130. Practical and useful hints – for Demographers, Researchers, Marketers, Company Directors and Nonprofit Boards
  131. Human factors that can contribute to risk in a nonprofit organisation
  132. Outsourcing
  133. Jean’s Nonprofit Critical Success Factor Checklist
  134. Understanding different behaviours in work, family and social environments
  135. The Business of selling and buying
  136. Jean’s definition of a Tender
  137. Checklist for effective and efficient decisions and meetings
  138. Jean’s Nonprofit Auspicing Checklist
  139. Momentum
  140. Conflict of Interest among board/committee members
  141. The role of Board Chairperson in a Nonprofit Organisation
  142. Supervision and Delegation
  143. Representative Board/Committee members in a nonprofit organisation
  144. Jean’s definition Joint Ventures between Non-profit and For-profit Organisations – often spoken of in terms of ‘partnership agreements’
  145. Annual General Meeting (AGM) and Annual Report Checklists
  146. Be kind to yourself by improving your management of ‘Time’ and ‘Tasks’
  147. Standards and Accreditation are very hot topics!
  148. A day in the life of a dynamic Association CEO