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Promoting gender equality when she discovered that there few female. internship strategy was formulated whereby only female should be recruited to help cover the big gap between male and female staff and also promoting policy for female staff to be part of the management level

Empowering and coaching others that led to the promotion of staff. That motivated others to work harder and there is hope for growth in the organisation and helped built their loyalty to the organisation

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Acknowledging and taking responsibility for mistakes on behalf of the team that she leads . Keeps a positive and constructive attitude to getting the job done by taking a lead and motivating team members though fun and giving hope for objective to be achieved.

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A good manager should have the ability to be objective and solution-oriented at almost any given time and should not to shy away from constructively criticizing in times of conflict. Requesting assistance, delegating tasks and encouraging individual responsibilities should also be part of good management.

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They were very time cautions and had an outlook planner to ensure that no deadlines were missed.

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They knew how to motivate the teams, move discussions and meetings when no body was willing to talk/contribute, motivate

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They always had a solution to any kind of problem/challenge.

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was very good in engaging both external and internal stakeholders on key issues. Maintained a very good link with donors and other key stakeholders

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Was very good in supporting the teams to plan ahead of time and was could make decision timely.

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Was good at finding solutions to issues that affected progress and through engaging the team to value the importance of delivering on time

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Found good ways to implement in a challenging environment with constant changes to guidelines from the government authorities

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They were self aware on their capabilities and was very clear when to ask for support even from supervisees.

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Good in setting the tone and allowing staff to actively engage

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I have had Managers who accompany their team, were present in the moment and had a strong sense of ownership. That inspired / motivated me.

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Working in a fast paced and challenging environment, unforeseen issues were the norm, she was open to hearing others ideas and worked with the team to find quick solutions

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Managers that are not afraid to question systems/results and are constantly thinking of a better way to apply/deliver them.

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Being a calm and steady leader, and able to keep team focused during a crisis.

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people centred listening and understand (support) the teams needs, strengths and ambitions.

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Always being consistent and fair - not bringing their stress (whether work or personal) to others

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was well planned themselves - not being minute and putting extra pressure on others. Not being afraid of pushing back on unreasonable request (from donors, Head office, Consortia leads)

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Effective time management

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The manager was able to take responsibility for any mistakes especially to third party stake holders like donors, statutory regulators etc.

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As well as being good at engaging stake holders they had an understanding of who in the team was best placed to engage a certain stakeholder. - not necessarily themselves.

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Using their platform to give visibility to staff that may not have had the opportunity otherwise. This really gives staff great exposure and boosts confidence.

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Solution Oriented individuals who motivate the team when they are faced with multiple challenges

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Equal treatment to all, stay positive and constructive, take responsibility for mistakes and try to correct them. Abide by concern rules and regulations

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-self respect and also for others
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Knowing when to manage change at a pace that allows the wider team to come to terms with the change (e.g. restructuring).

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Took time to find the resources / channels needed to support the team through change (I'm thinking of the new ways of working during COVID-19).

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Lead by example, acknowledge and appreciate, Empower and coach

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treating people equally

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Open door policy for all staff, makes them self known to all staff at all levels, very personable in their approach to communicating with staff

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focused on quality not just results.

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managing the task on the bases of time and urgency and its importance

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managing the task on the bases of time and urgency and its importance

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Bringing people together, being approachable

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Empowering others to deliver and giving them the responsibility to delegate and make decisions themselves.

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Prioritization of task and delegating the task to right person engaging others to support. 

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Prioritization of task and delegating the task to right person engaging others to support. 

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Be respectful, good listener, understanding others situations and needs, clear message, be constructive and sensitive to others opinions

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Actively encouraged - created spaces for new ideas - - not afraid to try a new idea.

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Emotional stability

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Implementing change at a pace that ensures all staff are brought along on the journey.

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Giving recognition to others.

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Openness to new ideas, encouraging and flexible

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Brings in positivity and able to communicate with diverse teams , which brings harmony in the teams to move in one direction

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took responsibility for own actions - focused on solutions not apportioning blame when things went wrong.

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-Giving solutions instead running away from issues

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Giving space to staff to do their work, while being there to support when needed. A difficult balance to achieve

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Giving space to staff to do their work, while being there to support when needed. A difficult balance to achieve

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To have the confidence to hold firm and insist that we do the job right and not compromise on quality.

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Never leaves teams sitting in the dark and involves them in decisions

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recognised and praised good work