LDHR Change Initiative

1. The future… If 10 million
wanted to engage with us…
how could they?
*Is Cru leaving too many
people and opportunities
on the table?

2. Questions that I am asking as
a leader…

3. Opportunity Statement
How do we best position LDHR leaders,
teams, systems and processes to most
effectively serve our mission.
LDHR Change Initiative

4. Change Philosophy & Criteria
The following points of philosophy and criteria form the primary grid by
which all change initiatives will be launched and evaluated.
The Cru Brand
All change initiatives will seek to make the Cru calling and the Cru
brand their primary missional foundation which includes two
audiences of missional focus and three realities that would be
experienced by all who engage with Cru.
Two Audiences: The Lost and Like Minded, Unengaged
Believers
Three Realities: Changed Lives, Meaningful Relationships,
and Opportunities to Make a Difference
LDHR Change Initiative

5. LDHR Change Initiatives Related to the Cru Brand
Will Seek To Be Increasingly Partner Inclusive
Beyond our staff, this will include our culture, structure and systems
that serve our vision of engaging like-minded believers (volunteers)
who want to run with us in the mission.
Will Seek To Create a Common Cru Experience
Integrated Offerings—Potential like minded partners to Cru would
experience an integration of vision and opportunities for involvement.
Integrated Structure - The staff and partners of Cru would experience
a robust capacity that would increasingly reflect one organization,
one vision, and one infrastructure. (thoughtful determination of
what’s common to serve all and what will be custom for each division)
LDHR Change Initiative

6. LDHR Change Initiative Related to Organizational Stewardship
Will Aim to Reduce Redundancy
Utilizes and aligns existing resources and infrastructure towards the
most fruitful and effective results.
Will Aim to Increase Efficiency in Our Systems
Providing greater clarity (who to go to, who has authority, who has
responsibility, agreed upon process and criteria for strategic decision
making, etc.)
Demonstrating system approaches that are minimal, nimble, simple, and
responsive
Insuring that we have appropriate legal and risk assessment balanced
with our mission
Will Aim to Provide Solutions that are Sustainable and Growth
Oriented for the Future
LDHR Change Initiative

7. LDHR Culture and Guiding Principles
Spirit of Generosity
Influence is rooted in a generous spirit and a servant’s posture
Other’s needs are placed above our own
Requires sacrifice, sometimes loss, and a posture of dependence
Mission Focused
Measures success in the context of the broader Cru mission
Orients towards potential and possibilities, not prevention or
protection
Embraces risk and humbly engages to solve problems together
LDHR Change Initiative

8. LDHR Culture and Guiding Principles - Continued
Solution Oriented
Simple, Nimble, and Responsive
We will help you find a way by seeking to apply the principle of policies
already in place
We will seek to build a culture of trust and provide trustworthy answers
LDHR Change Initiative

9. Key Concepts or Approaches
Cru LDHR Exec Team
Led by the US LDHR Director
Key divisional leaders selected by the US LDHR Director in collaboration
with the CLT/National Team.
Director of Capacity would function as a peer on the Cru LDHR Exec
Team and oversee the Centers of Service and Expertise.
Common / Custom
The proposal is designed to accommodate LDHR functions that would
be common (serve all / not necessarily centralized) and LDHR functions
that would be Custom (unique / owned by each Division).
Simplify
Core to the proposal is an emphasis on adapting and/or creating
simplified HR systems, processes and tools across the organization for
both staff and partners.
LDHR Change Initiative

10. Key Concepts or Approaches - Continued
Centers of Service
The focus would be on the use of technology, shared services, and
increased simplicity in our LDHR transactional processes and systems to
create greater efficiency to serve all Cru (Common).
Centers of Expertise
Specialized areas of LDHR that provide resourcing, expertise, program
development, strategic thinking, cultural influence and decision
support for all of Cru. Generally will be dependent on resources from
the divisions for implementation
Centers of Innovation (Solution Centers)
Forward-thinking or solution oriented groups brought together to
address a specific issue or opportunity that would have implications for
all of Cru. These teams would provide the ability to quickly assemble
and reassemble teams with the right talent mix to quickly address
issues or opportunities (nimble).
LDHR Change Initiative

11. LDHR Change Initiative

12. Change Implementation Teams - Continued
Design and Responsibilities
Bring together knowledge and expertise from various parts of the
organization
Create opportunities for involvement (Lake Hart, Campus regional
level, etc.)
Finalize teams that are needed and implement the structure and
culture change process
Identify and make recommendations for systems and processes to be
changed, developed or dropped in light of the overall LDHR criteria and
philosophy
LDHR Change Initiative

13. Broad Time-Line
August/Sept Key Milestones
Finalize and present LDHR Change Proposal to the CLT
Initial communication related to overall change process with key
leaders
Sept/Oct Key Milestones
Launch Change Implementation Teams
Communication focused on alignment to LDHR Criteria, Philosophy and
Guiding Principles
Develop detailed plans for implementing the new structure in each
area including recommended teams, team leaders and members, team
mandates and responsibilities, key job descriptions, etc.
LDHR Change Initiative

14. Broad Time-Line - Continued
Nov/Dec Key Milestones
Finalize and implement the new structure (teams, team leaders, team
members, etc.)
Launch new teams with an emphasis on the LDHR Criteria, Philosophy
and Guiding Principles
Feb/Mar Key Milestones
Begin to Identify systems and processes that need to be adapted,
created or dropped in light of the LDHR Criteria, Philosophy and
Guiding Principles
LDHR Change Initiative

15. Walking Through Change . . . Some Closing Thoughts
Laying a spiritual foundational for the process and outcome
Humility of Heart (II Cor 12:9)
Right placed dependence leading to boldness and courage in the task
And graciousness towards one another
Generosity of Spirit (Phil 2:3-4)
Placing others needs above our own
Giving out of our own need - loss and sacrifice
Owning the whole
God Honoring Relationships (I Pet 4:7-11)
Love, forgiveness, hospitality
Healthy conflict that leads to increased trust, growth and
organizational effectiveness
Servant Posture (Mark 10:42-45)
Gravitate towards service and responsibility, not authority and position
LDHR Change Initiative

16. *Questions for you…
*1.What change do you see
that we could make
organizationally?
*2. What change do you see
that you could make
personally?