FELI CAJESTL Presentation March 2011


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CAJE FELI March 2011

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  • Another great article about Change: http://ejewishphilanthropy.com/transformation-isn’t-for-the-faint-of-heart/
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  • 9:00-9:08
  • 9:08-9:28 Check-in Parsha Tzav Lev 6:6: A perpetual fire shall be kept burning on the altar, not to go out.   What burning passion do you have about the future of Jewish education?   Lev 6:10, 6:18, 6:22, 7:1, 7:6 it is most holy What are the Kadosh practices/rituals/programs (sacred cows) of your institution?   Rate your week 1-5, 1 low – 5 high, and give a keyword
  • 9:28-9:50 BHAG Hand out BHAG sheet 9:28-9:38 quiet writing of your BHAG Bold but achievable within 12-18 months 9:38-9:50 Share your BHAG (written and option drawing) – Museum Walk
  • 9:50-10:30 Good to Great, Adequate to Excellent, Functional to Visionary Jim Collins, Sir Michael Barber, Sacred Strategies 10 Commandments of Visionary Shul activity Four kinds of shuls activity Risk assessment Revisit
  • Say “no thank you” to things that take you away from your BHAG …. it’s about having total clarity about how to get results and being relentless in getting them. Passion – core values, what you stand for Best at – what sets your organization apart from others – what is unique about it, better? Economic - Consider the third circle to be all kinds of resources (human, time, money, heart, brand, etc)
  • 10:05-10:30 10:05-10:09 Hand out ranking sheet, give them a few minutes to rank for themselves 10:09-10:15 Get in pairs …. for each person, take your number 10 and come up with 2 strategies to move from awful to excellent, from functional to visionary, from good to great
  • 10:15-10:30 Four corners activity 10:15-10:20 go to the corner you feel best describes your organization turn to those in your corner and share why you chose this corner K’hillah people are team captains others join one of the k’hillah people
  • 10:20-10:28 Text study
  • 10:30-10:40 Break 10:40-11:05 Peer coaching and critical questions, accountability partners hand out the sheet
  • 11:05-11:52 Getting Started Ownership v Buy-in and Ownership v Stewardship Building a Task Force Shared Language and Shared Vision Consensus Building Community Conversations Walking the Walk Bolman and Deal Assessment
  • 11-06
  • one way to do it is to build a task force
  • 11:12-11:14 divide 11:14-11:21 scenarios 11:21-11:25 report out/discuss 11:26 Robyn’s 80% rule
  • 11:26-11:30 Structural Frame -. Roles and responsibilities change alters the clarity and sometimes creates confusion. Are lines of authority clear? Human Resources Frame – the people need to feel empowered, decision-making, training, recognition. Change sometimes causes people to feel insecure and powerless., and unsuccessful (if it needs to be changed, we did something wrong) . Feelings of change vs logic of change. Political Frame – Resource distribution – and how gets it. when different views and conflicting interests and values exist – this frame exists. Change resurfaces conflicts; change creates a sense of winners and losers. When it isn’t working – bargain, negotiate, manage conflict, build coalitions, set agendas Symbolic & Cultural Frame - - what does it means to them, how committed they are. It manifests in the rituals, symbols, stories we tell, the meaning we have. Change creates a sense of loss of meaning or purpose. They feel loss on a significant level – they need to let go what they perceive the organization is about. Consider transitional rituals during the change and then new symbols and rituals emerge as the change takes hold.
  • 11:30-11:33
  • 11:33-11:36
  • Case study – about a lack of both.
  • 11:36-11:48
  • 11:38-11:45 conversation 11:45-11:48 process
  • 11:48-11:52
  • 11:52-12:00
  • FELI CAJESTL Presentation March 2011

    1. 1. FES: Moving from Theory to Action FELI CAJE STL • March 15, 2011 JewishGPS, LLC • www.jewishgps.com
    2. 2. D’var Limmud Check-In <ul><li>Parsha Tzav </li></ul><ul><li>Lev 6:6: A perpetual fire shall be kept burning on the altar, not to go out. </li></ul><ul><li>  </li></ul><ul><li>What burning passion do you have about the future of Jewish education? </li></ul><ul><li>  Lev 6:10, 6:18, 6:22, 7:1, 7:6 it is most holy </li></ul><ul><li>What are the Kadosh practices/rituals/programs (sacred cows) of your institution? </li></ul><ul><li>  </li></ul><ul><li>Rate your week 1-5, 1 low – 5 high, and give a keyword </li></ul>JewishGPS, LLC • www.jewishgps.com
    3. 3. BHAG <ul><li>In the book “ Built to Last ” the authors James Collins and Jerry Porras coin the term big, hairy, audacious goal (BHAG) which they describe as follows: </li></ul><ul><li>“ A BHAG engages people – it reaches out and grabs them in the gut. It is tangible, energizing, highly focused. People ‘get it’ right away; it takes little or no explanation.” </li></ul>JewishGPS, LLC • www.jewishgps.com
    4. 4. JewishGPS, LLC • www.jewishgps.com
    5. 5. Good to Great, Adequate to Excellent, Functional to Visionary <ul><li>Jim Collins ~ From Good To Great Social Sectors </li></ul><ul><ul><li>Good To Great </li></ul></ul><ul><li>Sir Michael Barber ~ From System Effectiveness to System Improvement: Reform Paradigms & Relationships </li></ul><ul><ul><li>Adequate to Excellent </li></ul></ul><ul><li>Isa Aron, Steven M. Cohen, Lawrence A. Hoffman, Ari Y. Kelman ~ Sacred Strategies </li></ul><ul><ul><li>Functional to Visionary </li></ul></ul>JewishGPS, LLC • www.jewishgps.com
    6. 6. Good To Great <ul><li>… disciplined people who engage in disciplined thought and who take disciplined action - that we find in great companies. (pg. 1) </li></ul><ul><li>A culture of discipline is not a principle of business; it’s a principle of greatness. (pg. 5) </li></ul><ul><li>… leadership relies more upon persuasion, political currency, and shared interests to create the conditions for the right decisions to happen. (pg. 11) </li></ul><ul><li>I’m motivated first and always for the greatness of our work, not myself. (pg. 11) </li></ul>JewishGPS, LLC • www.jewishgps.com Good to Great Social Sectors
    7. 7. Level 5 Leadership! JewishGPS, LLC • www.jewishgps.com Good to Great: pg 12
    8. 8. Get the Right People on the Bus <ul><li>Do whatever you can to get the right people on the bus, the wrong people off the bus, and the right people into the right seats … greatness flows first and foremost from having the right people in the key seats…. </li></ul>JewishGPS, LLC • www.jewishgps.com Good to Great: pg 13-15
    9. 9. Hedgehog JewishGPS, LLC • www.jewishgps.com Good to Great: pg 17-19
    10. 10. Today! <ul><li>It might take decades to change the entire systemic context, and you might be retired or dead by the time those changes come. In the meantime, what are you going to NOW? … You must retain faith that you can prevail to greatness in the end, while retaining the discipline to confront the brutal facts of your current reality. What can you do today to create a pocket of greatness, despite the brutal facts of your environment? (pg. 30) </li></ul>JewishGPS, LLC • www.jewishgps.com Good to Great
    11. 11. …and… <ul><li>Congregations are never transformed, only transforming . (pg. 250) </li></ul><ul><li>… change over time…. (pg. 150) </li></ul><ul><li>Evolutionary vs. Revolutionary Change </li></ul><ul><li>Celebrate your successes publicly! </li></ul>JewishGPS, LLC • www.jewishgps.com Sacred Strategies
    12. 12. Adequate to Excellent <ul><li>What kinds of reforms and what approaches to implementation will be most successful in enabling systems to achieve effectiveness? (pg 71) </li></ul><ul><li>… .designed much more explicitly in consultation and potentially in collaboration with other key stakeholders. (pg. 74) </li></ul><ul><li>“ You can mandate ‘awful’ to ‘adequate,’ but you cannot mandate ‘greatness’; it must be unleashed.” Joel Klein, Chancellor of New York City school system. (pg. 79) </li></ul><ul><li>… the people who provide the service must have or acquire the right skills. (pg. 79) </li></ul>JewishGPS, LLC • www.jewishgps.com Change Wars
    13. 13. Adequate to Excellent <ul><li>… the idea of a guiding coalition…small group at the center of a change whose members know what they want do do and how they plan to go about it … but over time this group must widen. (pg 86) </li></ul><ul><li>… needs to be committed for the long-haul…. the key is for those leading the reforms to have two timetables in mind: one leading to short-term results, and the other leading ultimately to world-class performance. (pg. 88) </li></ul><ul><li>… .developed and sustained a shared sense of moral purpose. (pg. 89) </li></ul><ul><li>… common language for the dialogue… (pg. 90) </li></ul><ul><li>… continuous, powerful, two-way communication … between all those in the system and the wider public is essential. (pg. 93) </li></ul>JewishGPS, LLC • www.jewishgps.com Change Wars
    14. 14. Adequate to Excellent JewishGPS, LLC • www.jewishgps.com Awful Adequate Good Great/Excellent Exiting Grumbling Staying Committing State of Service Customer Response (Change Wars, pg 78)
    15. 15. Sacred Strategies: Functional to Visionary JewishGPS, LLC • www.jewishgps.com Ten Commandments for Visionary Synagogue Cultures demonstrate: (pg. 196)
    16. 16. Sacred Strategies: Functional to Visionary <ul><li>Four types of congregations/organizations </li></ul><ul><ul><li>Center of Celebration </li></ul></ul><ul><ul><li>Leader </li></ul></ul><ul><ul><li>Local “shul” </li></ul></ul><ul><ul><li>K’hillah </li></ul></ul><ul><li>Go to the corner you feel best describes your organization </li></ul><ul><ul><ul><li>Share why you think so </li></ul></ul></ul>JewishGPS, LLC • www.jewishgps.com (pg. 199-211, 216)
    17. 17. Focusing on K’hillah <ul><li>Find someone who is in the K’hillah corner … make small groups </li></ul><ul><li>“ Text” Study: </li></ul><ul><ul><li>… . becoming a K’hillah is a stepping-stone to becoming a visionary. Greater reflection, a greater sense of participation, and a greater self-consciousness about creating community, all hallmarks of the K’hillah, pave the way for innovations, which in turn can lead to meaningful engagement, a holistic ethos, and, ultimately, a culture committed to a sacred purpose. (pg 215) </li></ul></ul>JewishGPS, LLC • www.jewishgps.com Sacred Strategies
    18. 18. Risk Assessment Re-Visit <ul><li>October 2010 </li></ul><ul><li>On a scale of 1-5 (one being “we are afraid of our own shadow” and five being “expert risktakers, sky is the limit”) please rate your congregation/agency leadership’s approach to risk-taking and innovation. Your answer is confidential. </li></ul><ul><ul><li>Average=3.18 </li></ul></ul><ul><li>March 2011 </li></ul><ul><ul><li>Raise your fingers, 1-5 </li></ul></ul><ul><li>“… as a culture of on-going risk, experimentation, and excellence.” (pg. 251) </li></ul>JewishGPS, LLC • www.jewishgps.com Sacred Strategies
    19. 19. Back to the BHAG: Peer Coaching <ul><li>You are going to be assigned a peer coach/accountability partner(s). </li></ul><ul><li>Today, you will be given a set of questions to use in helping your partner(s) consider action steps for their BHAG and moving them from Good to Great, Adequate to Excellent, Functional to Visionary. </li></ul><ul><li>Before you walk away today, you should schedule 4 times you and your partner(s) will connect about this goal before July 1. </li></ul><ul><li>You have 35 minutes to meet which includes a bio break. </li></ul>JewishGPS, LLC • www.jewishgps.com
    20. 20. Peer Coaching & Accountability Partners <ul><li>Sara and Ronnie </li></ul><ul><li>Tracy and Rachel </li></ul><ul><li>Anita and Marci </li></ul><ul><li>Roxanne and Joanna </li></ul><ul><li>Liessa and Jennifer </li></ul><ul><li>Liz, Debbie, Essie </li></ul>JewishGPS, LLC • www.jewishgps.com
    21. 21. Let’s Get it Started! <ul><ul><li>Ownership v Buy-in and Ownership v Stewardship </li></ul></ul><ul><ul><li>Building a Task Force </li></ul></ul><ul><ul><li>Shared Language and Shared Vision </li></ul></ul><ul><ul><li>Consensus Building </li></ul></ul><ul><ul><li>Community Conversations </li></ul></ul><ul><ul><li>Walking the Walk </li></ul></ul><ul><ul><li>Bolman and Deal Assessment </li></ul></ul>JewishGPS, LLC • www.jewishgps.com
    22. 22. Ownership vs Buy-in <ul><li>When you own or share the ownership of an idea, a decision, an action plan, a choice; it means that you have participated in its development, that it is your choice freely made. When someone else has done the development and the thinking about an idea. They have to convince you to ‘buy-in’ to their idea to implement it. Since you were not part of the initial development process; you cannot fully understand its history or genesis. Your implementation will inevitably be a pale imitation of what it could have been had you been an owner instead of a ‘buyer-in.’ </li></ul>JewishGPS, LLC • www.jewishgps.com Darthmouth-Hitchcock Medical Center and Henri Lipmanowitz http://dms.dartmouth.edu/cms/toolkits/getting_started/buyin_vs_ownership.pdf
    23. 23. Ownership vs. Buy-in JewishGPS, LLC • www.jewishgps.com Gurteen Knowledge-Letter: Issue 97 - July 2008; http://www.alfiekohn.org/index.php
    24. 24. Ownership or Buy-in <ul><li>Do we want our stakeholders to have ownership or buy-in? </li></ul><ul><li>Pros and Cons? </li></ul><ul><li>Barriers? </li></ul>JewishGPS, LLC • www.jewishgps.com
    25. 25. Ownership vs. Stewardship <ul><li>Who owns the earth/world? </li></ul><ul><li>Genesis 1:28 </li></ul><ul><li>And God blessed them; and God said unto them: 'Be fruitful, and multiply, and replenish the earth, and subdue it; and have dominion over the fish of the sea, and over the fowl of the air, and over every living thing that creepeth upon the earth. ’ </li></ul><ul><li>rule; authority </li></ul><ul><li>the land governed by one ruler or government </li></ul><ul><li>sphere of influence; area of control </li></ul>JewishGPS, LLC • www.jewishgps.com
    26. 26. Ownership vs. Stewardship <ul><li>Who owns the synagogue or JCC? </li></ul><ul><li>Who has dominion over the synagogue or JCC? </li></ul><ul><li>Stewardship vs. Dominion </li></ul><ul><ul><li>the conducting, supervising, or managing of something; especially : the careful and responsible management of something entrusted to one's care </li></ul></ul><ul><li>Do we want our stakeholders to feel ownership, dominion or stewardship over our FES initiatives? </li></ul><ul><li>How do we go about achieving/messaging this? </li></ul>JewishGPS, LLC • www.jewishgps.com
    27. 27. Consensus Building <ul><li>Divide into four teams </li></ul><ul><li>Each team is given a scenario to read/discuss (7 minutes) </li></ul><ul><li>Come back together and report out </li></ul><ul><ul><li>one minute per team </li></ul></ul>JewishGPS, LLC • www.jewishgps.com
    28. 28. Bolman & Deal JewishGPS, LLC • www.jewishgps.com (Sacred Strategies pg 215-218)
    29. 29. Building a Task Force JewishGPS, LLC • www.jewishgps.com
    30. 30. Building a Task Force <ul><li>Assembling Teams (pg. 159-168) </li></ul><ul><ul><li>Alliance building </li></ul></ul><ul><ul><li>transparent relationships </li></ul></ul><ul><ul><li>subtle elitism </li></ul></ul><ul><ul><li>“ Go out and see what people are doing,” Hillel. </li></ul></ul><ul><ul><li>challenged by a new set of conversations </li></ul></ul><ul><ul><li>personal check-in and relationship building </li></ul></ul><ul><ul><li>keep the team renewing so not insular </li></ul></ul><ul><ul><li>collaborative, experimentation </li></ul></ul><ul><ul><li>entrusting people with duties </li></ul></ul><ul><ul><li>living laboratory </li></ul></ul><ul><ul><li>physical space: people’s homes, retreat centers, etc. </li></ul></ul>JewishGPS, LLC • www.jewishgps.com Sacred Strategies
    31. 31. Building a Task Force <ul><li>Leaders establish teams that engage in a process of discovery. (pg. 249) </li></ul><ul><li>Process is as important as product. (pg. 249) </li></ul><ul><li>Brainstorm: Who should be at the table that is unexpected? </li></ul>JewishGPS, LLC • www.jewishgps.com Sacred Strategies
    32. 32. Shared Language & Shared Vision <ul><li>… motivational language to denote goals on one hand and process on the other. (pg. 158) </li></ul><ul><li>… added their own localized language…adopted vocabulary stuck… (pg. 158) </li></ul><ul><li>… language that change teams themselves developed as they thought deeper about what they were doing. (pg. 177) </li></ul><ul><li>Without saying new things, congregations cannot think new thoughts….Old words just recycle old thoughts. (pg. 178) </li></ul><ul><li>… people need a language to frame the thinking. (pg. 178) </li></ul><ul><li>… common language for the dialogue… (Change Wars: pg. 90) </li></ul>JewishGPS, LLC • www.jewishgps.com Sacred Strategies, pg 158. 177-178
    33. 33. Shared Vision JewishGPS, LLC • www.jewishgps.com
    34. 34. Community Conversations <ul><li>Social purpose becomes sacred purpose. </li></ul><ul><li>Ask hard questions and challenge congregational assumptions. </li></ul><ul><li>…… structured community conservations , where people think, reflect, and engage in significant discourse on communally important matters. </li></ul>JewishGPS, LLC • www.jewishgps.com (Sacred Strategies, pg 248-249)
    35. 35. Community Conversations <ul><li>1 facilitator • 6 community members </li></ul><ul><li>Facilitate a Community Conversation about Family Engagement (or lack thereof) in Jewish life. </li></ul>JewishGPS, LLC • www.jewishgps.com
    36. 36. Walking the Walk <ul><li>What do YOU, YOUR COMMITTEES, YOUR STAFF have to do NOW to emulate FES values and strategies? </li></ul>JewishGPS, LLC • www.jewishgps.com
    37. 37. Wrap Up <ul><li>START </li></ul><ul><li>STOP </li></ul><ul><li>CONTINUE </li></ul><ul><li>INVESTIGATE </li></ul><ul><li>Rate Today: 1 = don’t feel like we achieved anything, I didn’t learn anything new & I am walking out with the same perception as I walked in with. </li></ul><ul><li>5 = I’m excited, we are on our way, I learned a lot & today’s session helped re-shape my thinking on a few things, I am motivated to action </li></ul>JewishGPS, LLC • www.jewishgps.com
    38. 38. Questions? Contact. <ul><li>www.jewishgps.com </li></ul><ul><li>@jewishgps </li></ul><ul><li>[email_address] </li></ul><ul><li>www.facebook.com/jewishgps </li></ul><ul><li>888-JTEEN-18 </li></ul>JewishGPS, LLC • www.jewishgps.com