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Similar to FELI CAJESTL Presentation March 2011
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FELI CAJESTL Presentation March 2011
- 1. FES: Moving from Theory to Action FELI CAJE STL • March 15, 2011 JewishGPS, LLC • www.jewishgps.com
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- 7. Level 5 Leadership! JewishGPS, LLC • www.jewishgps.com Good to Great: pg 12
- 9. Hedgehog JewishGPS, LLC • www.jewishgps.com Good to Great: pg 17-19
- 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. Sacred Strategies: Functional to Visionary JewishGPS, LLC • www.jewishgps.com Ten Commandments for Visionary Synagogue Cultures demonstrate: (pg. 196)
- 23. Ownership vs. Buy-in JewishGPS, LLC • www.jewishgps.com Gurteen Knowledge-Letter: Issue 97 - July 2008; http://www.alfiekohn.org/index.php
- 28. Bolman & Deal JewishGPS, LLC • www.jewishgps.com (Sacred Strategies pg 215-218)
- 29. Building a Task Force JewishGPS, LLC • www.jewishgps.com
- 33. Shared Vision JewishGPS, LLC • www.jewishgps.com
Editor's Notes
- 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