What It Is A  simple 3x3 grid  to evaluate employees based on: Performance  (how well they deliver now) Potential  (ability to grow into broader roles) It helps leaders assess talent, identify future leaders, and make informed people decisions. Why Use It Spot and grow your  future leaders Improve  retention  through development Guide  succession planning  as you scale Align managers on  what great looks like Prioritize  strategic hires  where you have gaps How to Use the 9-Box 1. Define “Performance” and “Potential” Keep it simple: Performance  = How consistently someone delivers results, collaborates, and models company values. Potential  = Their ability to take on bigger roles, lead others, or thrive in ambiguity. Use a 3-point scale for each: Low / Moderate / High 2. Assess Your Team Have managers or functional leads place their direct reports into the grid. Encourage them to back it up with real examples (e.g. re...

What comes to mind when you hear “the future of work”? For many nonprofit leaders, it’s a swirl of AI augmenting (or replacing?) employees' jobs, hybrid schedules, burnout prevention, budget constraints - and the ongoing quest to retain talented, mission-driven people. One flexible work strategy that’s quietly gaining momentum? Job sharing. We’ve spent this blog series exploring how job sharing can address real-world challenges, from retaining experienced staff to expanding DEI efforts and managing burnout. But this final post is about looking ahead, because job sharing isn’t just a stopgap solution. It’s part of a more sustainable, people-first future of work. Why Flexibility Isn’t Going Anywhere The pandemic didn’t invent flexible work, but it accelerated expectations around it. And that shift wasn’t just a blip. According to McKinsey , 87% of employees across sectors want flexible work options. Meanwhile, the Center for American Progress found that increasing access to flexible...

If you’ve ever pitched a flexible work solution and been met with hesitation or a polite-but-firm “Let’s revisit this next year,” you’re not alone. Many nonprofit HR leaders understand the value of job sharing, but getting senior leadership buy-in can feel like an uphill climb. The good news? There’s a clear business case for job sharing, and you don’t need a massive budget to prove it. You just need the right data, stories, and strategic framing. Why Leaders Push Back (And How to Respond) Here are the most common objections nonprofit HR leaders hear, and how to reframe the conversation: Objection: “It sounds too complicated to manage.” Reframe: With clear handoff protocols and a shared calendar, job-sharing teams often communicate better than traditional teams. When structured well, they offer full coverage, fewer gaps, and stronger cross-training. Objection: “We don’t have time to experiment.” Reframe: Job sharing isn’t experimental - it’s been used in government, healthcare, and m...

You’ve built your business case, drafted your proposal, and maybe even found a job share partner. But what if leadership still hesitates? It’s totally normal for nonprofit leaders to worry about risk, especially when resources are tight and the stakes feel high. That’s why it’s crucial to anticipate concerns and be ready to show how job sharing isn't just a “nice-to-have”, it’s a smart, mission-aligned investment. Here’s how to tackle resistance and prove the return on investment (ROI) of job sharing: Common Concerns (and How to Address Them) "It sounds complicated to manage two people for one role." Solution:   Emphasize that job share partners act as one cohesive unit, not two separate employees. Highlight plans for joint ownership, shared inboxes/calendars, and clear communication workflows. "Will things fall through the cracks?" Solution:   Share how structured handoffs, shared documentation, and joint weekly meetings can actually improve continuity, especia...

Photo curtesy of SupplyHouseTimes Background Ferguson Enterprises  is the largest U.S. distributor of plumbing,  heating, ventilation and air conditioning  (HVAC), appliances, lighting, pipes, valves and fittings (PVF), and water and wastewater products. Ferguson  invests heavily in developing new graduate sales trainees, however, the company faced a troubling trend within its Showroom division: many young people, especially women, were opting out of the highly competitive, high-hour sales environment once they started families. Traditionally, Ferguson expected sales associates to work 50+ hours per week - a model that no longer resonated with a younger generation’s expectations around work-life balance. Problem Exit interviews, retention data, and manager surveys highlighted several key insights: Associates still wanted meaningful, long-term careers, but not at the cost of their families or personal passions. Traditional part-time roles weren’t attractive because Fe...

So you've done the research, reflected on your goals, maybe even found a potential partner, and now you're ready to take the leap and propose a job share arrangement. First of all: amazing. You're advocating for more sustainable, people-centered work, and you’re not alone. Here’s a step-by-step guide to help you prepare and present your job share proposal in a way that’s thoughtful, professional, and nonprofit-leader-approved. Step 1: Do Your Homework Before approaching your manager, make sure you’re clear on: Why you’re interested in job sharing How the arrangement would support your team and the organization How you’ll maintain (or even improve) performance and continuity What similar job share models look like in nonprofits or mission-driven orgs (like in this great read from SesameHR or this research from The Job Share Project) Step 2: Draft a Simple Business Case This doesn’t have to be fancy, but a 1-2 page proposal can go a long way in showing you’ve thought it th...