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. Understanding Personal Values in Policy Development – Custodial or Humanistic
  2. Life-cycle of a Grant Application or Submission
  3. Applying labels to categorise individuals is out of control
  4. Boardroom Tensions, Traumas and Triumphs
  5. Survival Protection Plans for SMEs and Nonprofits
  6. Moving into and out of the position of Board Chairperson
  7. Improving the Workplace Environment – through left- and right-brain orientation
  8. Governance of Rural and Regional Nonprofit Service-providers
  9. Forecasting involves the past, present and future
  10. Managing Staff – the issue of promotion
  11. What is Committee-itis?
  12. Member-based Clubs – a financial and operational analysis
  13. Artful use and application of Effective Communication
  14. Jean’s Eight Simple, Effective and Reliable Planning Tools – in one file
  15. Nonprofit Sector – an overview of the rate of change
  16. Quoting is more than just price – if you want your business or service to survive
  17. Benefits of Reflection – in Pursuit of Facts
  18. Why Nonprofit Boards and SME Owner-Managers should bother about Policies
  19. Nonprofit Board Self-appraisal – is this something your Board does every year?
  20. Some of the Myths associated with Quoting
  21. Questions for Nonprofit Boards or Committees on the financial aspects of their governance role
  22. Planning a new initiative – a simple and effective checklist
  23. Crisis Management Strategy – using cashflow as an example
  24. Checklist to increase a Peak Body’s effectiveness
  25. Difference and relationship between Worry and Concern
  26. Boards need to know what they need to know!
  27. How and why I write the way I write – Jean Roberts
  28. My simple, effective and reliable planning tool No. 8: Symbols
  29. Self-employment – as an alternative to working for a wage
  30. Difference between ‘Stakeholder Analysis’ and ‘Stakeholder Survey’
  31. Nonprofit Boards – they have a Critical Responsibility to Monitor
  32. The gulf – and transition – between mediocrity and success
  33. CEO Performance Appraisal/Review in a Nonprofit Organisation
  34. My simple, effective and reliable planning tools – the Table: Step 7
  35. Risky Changes for Small Business Owner/Managers
  36. Comments on Major Sections of Board or Committee Minutes
  37. My simple, effective and reliable planning tools – the Arrow: Step 6
  38. My simple, effective and reliable planning tool – the Square: Step 5
  39. My simple, effective and reliable planning tool of – the Circle: Step 4
  40. My simple, effective and reliable planning tool – the Straight Line: Step 3
  41. My simple, effective and reliable planning tool – the Triangle: Step 2
  42. Role of Patron in a nonprofit organisation – active or passive?
  43. My simple, effective and reliable planning tools – including a circle, a triangle and a straight line: Step 1
  44. Most common concerns about writing grant applications, submissions and proposals
  45. Where two or more are gathered, there is potential for conflict – with free discussion paper included
  46. Relationship between a Nonprofit Constitution and Internal Policies and Procedures
  47. Managing Fear in Relation to Change
  48. Delivering Quality Services – a free checklist for Service Providers
  49. Entrepreneurship and Innovation depend on HRD
  50. Is there such a thing as a non-community ?
  51. Key characteristics of a ‘successful’ Nonprofit Committee/Board
  52. Checklist to guide an internal review of your quoting and tendering procedures
  53. Complexity vs Simplicity
  54. Checklist for a new or intending CEO, Manager or Coordinator in a Nonprofit Organisation
  55. Be sure to treat Quotes and Tenders as core business activities
  56. One of my early lessons as a Trainer
  57. Knowledge and information transfer – how and why technology is a major problem
  58. Manage your Corporate Language, please!
  59. Business Brainpower as a tool in connecting organistional and personal values
  60. 5-Levels of Quality Maturity in Nonprofit Board Performance
  61. In-house Research begins with an Archaeological Dig of your Organisation
  62. What is Community Development? The Neighbourhood House or Centre Example
  63. Business Brainpower as a tool in Training and Development
  64. Jean’s Nonprofit and Social Enterprise Organisational Health Check
  65. Submission/tender writing – how does it rank in your Company’s priorities?
  66. Jean’s Checklist for Reading or Writing a Tender or Submission Brief
  67. Some of the Myths about Nonprofit Governance
  68. Burn-out Protection Plan for SMEs and Nonprofits
  69. The Politics of Collaborative Effort in Nonprofit and SME Workplaces
  70. Making Ethics Work – Free Trial
  71. Succession Planning Checklist for SMEs and Nonprofits
  72. Opportunities for innovation abound in these ‘tough times’
  73. The critical link between Governance. IT/Technology, Staff Competencies and Resource Availability.
  74. Managing Workplace Relationships
  75. A package of three Management Group Activities for in-house/on-site Learning and Development
  76. Critical Success Factors in Quoting and Tendering
  77. Board Chairpersons need to understand how their Board Members talk
  78. Management Styles in SMEs and Nonprofit Organisations
  79. Guiding Principles relating to Measurable Consumer Outcomes
  80. Jean’s Nonprofit Board Member Recruitment and Orientation Checklist
  81. Have you thought of applying the principles of Deliberate Practice to your life as a Small Business Owner/Manager?
  82. Writing an Evaluation Report for a funded or contracted service
  83. Individual Work Practices – don’t ignore them!
  84. In-House Risk Register Workshop – practical strategies based on individual work practices
  85. Jean’s Consultation and Consultative Decision Making Model
  86. Delegation of Authority from a Nonprofit Board to the CEO
  87. Role and Function of a Peak Body – from the perspective of a Peak Body’s Board and CEO
  88. Theoretical Quality Framework for Nonprofits and SMEs
  89. Theoretical Frameworks – why we need them in governance and management
  90. Role of a Peak Body – from the perspective of the membership base
  91. Jeans Successful Quoting and Tendering for Small and Medium Enterprises (SMEs) and Nonprofit Organisations
  92. Jean’s Making Ethics Work Checklist launch
  93. Jean’s Making Ethics Work Checklist – a work in progress
  94. Jean’s Checklist: Making Ethics Work – a working definition
  95. Jean’s Service Delivery for Nonprofit and Commercial Service Providers
  96. My Spiritual Journey as an Independent Consultant
  97. Jean’s Checklist: Making Ethics Work – Leaders and Managers must manage relationships within their workplace.
  98. Jean’s Making Ethics Work Checklist – the nature and impact of change
  99. Jean’s Making Ethics Work Checklist – Management and Leadership Styles
  100. Jean’s Making Ethics Work Checklist – Parameters and Focus
  101. Jean’s Checklist: Making Ethics Work – does this begin and end with Management and Leadership?
  102. Jean’s Checklist: Exposing the traps in tendering and outsourcing
  103. Why did Jean Roberts choose William Shakespeare as her business mentor?
  104. Managing Fear in relation to Change
  105. Managing Fear about Nonprofit Board/Committee Performance
  106. Nonprofit Sector Risk Scenarios
  107. Managing fear as a very small business!
  108. Typical behaviours of proactive, reactive and crisis management styles
  109. A Management Group Activity to address role clarity and job satisfaction
  110. A Management Group Activity to assess the effectiveness of a statement of philosophy
  111. A Management Group Activity to assess the effectiveness of internal policy and procedure manuals
  112. Management and Leadership: Risk and Quality are two sides of the one coin
  113. Owner/Managers as Managers, Leaders, Innovators and Entrepreneurs
  114. Difference and relationship between ‘Management’ and ‘Leadership’ – and their link with ‘Innovation’ and ‘Entrepreneurship’
  115. Management styles – pro-active, re-active and crisis
  116. Jean’s Tool No. 5: Organisational/Corporate Structure Tool
  117. Jean’s Tool No. 4 – Decision Tool
  118. Jean’s Tool No. 3 – Research and Development
  119. Jean’s Tool No. 2 – Team Tool
  120. Jean’s Tool No. 1 – Information
  121. Jean’s on-the-job coaching – Customer/Client/Consumer Service Quality
  122. Jean’s on-the-job mentoring – Risk Scenario
  123. Jean’s on-the-job Case Study – Effective Meetings
  124. Major Signs of Business Failure – early 1990s and today
  125. Jean’s definition of a Case Study or Scenario
  126. Jean’s definition of Assume
  127. Jean’s definition of Quality System
  128. Jean’s definition of a Meeting
  129. Successful Submission Writing – for Business and Nonprofits 3rd Edition
  130. Tendering and Outsourcing ‘mini-checklists’ for Managers
  131. Jean’s definition of Integrated Service Planning/Performance Appraisal-Management
  132. Jean’s definition Partnership in the Nonprofit Sector
  133. Jean’s definition of Effective Communication
  134. Skills Involved in Tendering
  135. Jean’s definition Linking Policies with Improved Work Practices
  136. Time and Task Management
  137. Evaluation Framework for a Telephone Information and Advice Service
  138. Jean’s Core Business Strategy No. 10: Strategic Business Relationships Checklist – checking the trust factor
  139. Jean’s Core Business Strategy No. 9: Retrospective Planning
  140. Jean’s definition Difference between Management and Leadership
  141. Definitions can ensure clarity and avoid confusion
  142. Jean’s Core Business Strategy No. 8: Project Mentality and Management
  143. A checklist for new or intending Nonprofit Board/Committee members
  144. Jean’s Core Business Strategy No. 7: Business Brainpower
  145. Jean’s Core Business Strategy No. 6: Traps in Tendering and Outsourcing
  146. Jean’s Core Busines Strategy No. 5: Financial Risk Management – don’t neglect your debtors!
  147. Jean’s Core Business Strategy No. 4: Marketing Strategy for SMEs – including tendering
  148. Jean’s Core Business Strategy No. 3: Performance Indicators, Measures and Targets
  149. Jean’s Core Business Strategy No. 2: The Art and Science of Business: ‘Critical Success Factors – Jean’s A-Z’
  150. Jean’s Core Business Strategy No. 1: Unshakeable Fact Test in effective decision-making
  151. Increasing job satisfaction
  152. An extract from One Man Show – The purpose of a marketing strategy
  153. Introduction to Key Performance Indicators (KPIs), Measures and Targets for Small and Medium Enterprises (SMEs)
  154. Understanding the relationship between Entrepreneurship, Innovation and Creativity
  155. Entrepreneurial Initiative as a Sole Operator
  156. Action-research projects in the nonprofit sector
  157. Learning from one’s own experience
  158. Highlights from my attendance at the 2008 Institute for Small Business and Entrepreneurship (ISBE) World Conference
  159. Jean’s definition of Service Delivery
  160. Committee Members’ Handbook
  161. Competitive Tendering – how to write a competitive tender
  162. The Left and Right Brain Business
  163. Riding the Waves of Community Development in Australia
  164. Managing Governance in Nonprofit Organisations in Australia
  165. Governance Kit No. 3 Personal responsibilities of nonprofit Board Members
  166. Jean’s definition of Nonprofit Governance
  167. Evaluation of training
  168. Corporate Social Responsibility
  169. Jean’s definition of Management in a Nonprofit Organisation
  170. Recruiting and Retaining Service Club Members
  171. Jean’s Nonprofit Constitution Checklist
  172. Governance Kit No.2: Partnership Relationships
  173. Governance Kit No.1: clarifying the roles and responsibilities of nonprofit Board Members
  174. One Man Show – the smallest of small business
  175. Planning and implementing a strategy for growth
  176. Opportunities for innovation abound in these ‘tough times’
  177. Preparing or inviting submissions, grant applications, proposals
  178. A decade of action-research in supporting services for people living with difficulty, disadvantage or disability
  179. How does information affect the Board's management style?
  180. Human factors that can contribute to risk in a nonprofit organisation
  181. Outsourcing
  182. Jean’s Nonprofit Critical Success Factor Checklist
  183. Understanding different behaviours in work, family and social environments
  184. The Business of selling and buying
  185. Jean’s definition of a Tender
  186. Checklist for effective and efficient decisions and meetings
  187. Jean’s Nonprofit Auspicing Checklist
  188. Momentum
  189. “Thinking and Feeling”
  190. Conflict of Interest among board/committee members
  191. The role of Board Chairperson in a Nonprofit Organisation
  192. Supervision and Delegation
  193. Representative Board/Committee members in a nonprofit organisation
  194. Jean’s definition Joint Ventures between Non-profit and For-profit Organisations – often spoken of in terms of ‘partnership agreements’
  195. Annual General Meeting (AGM) and Annual Report Checklists
  196. Be kind to yourself by improving your management of ‘Time’ and ‘Tasks’
  197. Standards and Accreditation are very hot topics!
  198. A day in the life of a dynamic Association CEO