What to consider as a…
Organizing manager who wants to better support their direct reports
One of the most challenging aspects of working as an organizing manager is balancing the realities of an organization with the individual needs of an organizer or organizing team. In this study, we spoke to organizers who cited support from their supervisor as one of the biggest factors contributing to job satisfaction. In order to develop a culture of mutual accountability, it is important for an organizing manager to think about the immediate needs of their organizers and how meeting those needs can positively impact their team and the organization as a whole.
Some questions to consider:
- Does this organizer have all the resources they need to do their job effectively?
- Are they paying for transportation to required meetings out of pocket?
- Are they using their personal cell phone to communicate with their members? If so, can your organization offer reimbursement?
- Do they have a computer provided by the organization?
- Is there a language gap between the organization’s base and organizers on staff?
- Is there a system in place to take over someone’s workload when required?
- Are organizers able to use their PTO without having workloads pile up or campaigns suffer?
- Are organizers who take on more work when others are out compensated accordingly or provided with comp time?
- Are there systems to check in with organizers on how they are managing their capacity and workloads?
- Do organizers have access to professional development and learning opportunities?
- Have your organizers shown an interest in or need for building new skills or developing their craft?
- Is there money in the departmental or organizational budget for organizers to use for professional development as a team and/or individually?
- Are there gaps in knowledge on your organizing team that can be filled with training or political education?
- Are organizers valued as whole people?
- Do they have any special skills or qualifications they bring to the team?
- Do they have any special circumstances to consider (such as caretaking, parenting, or other needs)?
- Are there any opportunities or funds available for mental and emotional wellness?
A helpful framework to prepare yourself for a conversation with organizational leadership:
- What elements of the work can be improved or increased with additional resources or capacity?
- How do the resources allocated to the organizing department compare with other departments on staff?
- What does the volume of work look like for the organizing team? Will there be periods of increased workloads or new campaigns in the near future?
- How have organizers found success in other elements of their work outside of campaign wins (i.e. increased membership base, number of trainings provided, etc.)?
- Consider timing: Is the organization performing well financially? Has the organizer recently achieved significant success?
Advocating for organizers
Advocating for organizers is an important responsibility for managers to prioritize when building and sustaining their teams. While many supervisory approaches measure a staff member’s productivity relative to their quantitative “successes,” in a distinct job like organizing, success isn’t always so straightforward. For example, even if a campaign is ultimately unsuccessful, metrics could include the number and depth of relationships built with partners and members, the organizer’s ability to change course or make quick decisions during the campaign, and whether or not the organizer can draw insightful conclusions about the strategy for next time.
Organizing managers interviewed in this study spoke to the difficulties they face advocating for their organizers when working with organizational leadership to make merit-based pay or title increases. Metrics-driven performance evaluations often result in strained communication between managers and the organizers they work with, who might not have a full understanding of how leadership interprets their organizing efforts or how their performance impacts potential wage increases or other changes in their position.
Merit-based raises can be tricky, especially given the nuanced nature of organizing work. Proposing a raise or upward mobility for organizers isn’t always straightforward to organizational decision-makers who might not be entirely plugged in to what’s happening in the day-to-day work of organizing teams. There are steps you can take to think through what uniquely qualifies an organizer’s salary and title increases, while still considering the capacity of the organization as a whole:
Tips for making the case
- Gather evidence of positive performance: Compile data and examples that demonstrate the organizer’s achievements, contributions, and overall performance. Highlight specific projects, improvements, or campaigns that showcase their value to the team and the organization.
- Take an organizational standpoint: Frame the raise as an investment, rather than just a cost. Show how investing in an organizer will help sustain the organizing team, increase retention, and contribute to strategic goals.
- Highlight unique contributions: Point out any specific skills, responsibilities, or talents that the organizer has offered, making sure to note when this has gone beyond their baseline job description.
- Discuss professional growth: Show how the organizer has grown in their role with examples of how they have led initiatives, acquired new skills, assisted with management, or taken on additional responsibilities. This will demonstrate their value and commitment to their organizing role.
- Understand market rates: Come ready with data on industry standards, salary benchmarks, and tangible examples from similarly-sized organizations to make your case.
By thinking through logistics and providing relevant data, you can build compelling justification that not only advocates for your organizer, but also recognizes the perspective of organizational leadership and aligns with the broader goals of the organization.