centers for spiritual living culture transformation proposal
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Centers for Spiritual Living Culture Transformation Proposal
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We are grateful for the opportunity to present this proposal to guide the Centers for Spiritual
Living on a focused journey of cultural transformation. The time is ripe for decisive action to
achieve the bold vision laid out in the Organizational Design Model (ODM). The ODM
articulates the vision, culture and values of Centers for Spiritual Living -- making clear who
we are and what we are about in the world. It was created to be a source and guide for the
unfolding expression of the organizational culture and its practices.
The recent culture assessment clearly shows that a bold plan of action is required to come
into alignment with that vision. Our recommendations document outlines the essential steps
needed to create the cultural transformation required to realize that vision. This proposal
outlines our specific solution, and how we are uniquely qualified to guide CSL on the path to
transformation.
Statement of the Problem, Intent and Outcomes this Proposal Addresses
From chaos and crises:
becoming financially healthy and accountable,
developing integrity and coherence to fulfilling Evolutionary Purpose (ODM)
Problem:
Centers for Spiritual Living has a culture problem, but doesn’t have the capacity or capability
to solve it.
Intent:
Short Term: Fix the ailing culture.
Long Term: Be an exemplar of a healthy Tier 2 – Teal organization.
Desired Outcomes
Create a healthy, vibrant workplace
Expand CSL/SOM reach and impact
Energize and empower people at all levels
Help struggling Centers thrive
Live CSL espoused values
Better serve all stakeholders
Realize the CSL vision
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Our Promise:
We Can Guide Centers for Spiritual Living to a Tier 2 – Teal Culture Transformation
Our Unique and Comprehensive Qualifications
Since beginning our preparation for the culture assessment, we have spent hundreds of hours
in assessment, study, dialog and analysis of the CSL culture. We are prepared to guide you.
We use Source informed processes in all of our work. This is a hallmark Tier 2 – Teal practice
in complete alignment with SOM teachings.
We are experienced in creating purpose, mission, vision, and values alignment in
organizations ranging from large global companies to small businesses. We have also done this
work with local Centers and Practitioner groups.
We are fluent and experienced in level 6 skills training: having developed and delivered
programs on coaching, collaboration and partnering skills for leaders.
We are comfortable conducting whole system dialog, using proven processes such as
Appreciative Inquiry and Open Space.
We have experience developing sustainable, scalable transformation. We begin with the
leadership team but also work to quickly develop in-house champions and customer-centric
programs which can sustain and expand the transformation after our work is done.
We have experience successfully overcoming seemingly intractable conflict within senior
teams. Again, we leave behind practices and processes to sustain the new levels of harmony.
We are extensively trained and deeply skilled at the most effective type of shadow work. Our
approaches work in great part because they employ a contrarian approach. Rather than push
away or the shadow, we teach people how to embrace it to transform it. What you resist,
persists, but love transforms. After all, aren’t our blind spots, misaligned parts, fears and
limiting beliefs also a part of God? These approaches have been used with CSL Ministers and
Practitioners to great result. Considering that the current culture challenges stem in part
from denial of the shadow and secondary ego needs, this is crucial. We also predict it can
become a “best-selling” offering for CSL Centers and practitioners, helping our communities
thrive.
We are experienced in creating executive team cohesion where before there was conflict. We
are expert at doing this in virtual settings using a blended learning approach that create
lasting change and fits busy executive schedules.
We have coached and taught leadership development at all levels, and understand how
people grow and evolve beginning with leading self, then leading other, then leading
organizations and in society.
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Together, we provide an Inside/Outside outside perspective of a 14 year minister in the
movement and a lay member who has only been active in his local Center for about 4 years.
We are actively grounded in CSL / SOM principles.
We are experienced at creating transformation in a virtual environment, a critical skill that
enables cost-effective interventions without the need for expensive travel and time away
from work.
Our proposal is centered on the concept of turning the culture initiative into a ministerial
skills program that will advance the mission of the organization, empower local ministers and
Centers, and eventually recoup the investment required to transform the culture now.
What follows is a proposal with our specific take on the recommendations we submitted with
the culture assessment. It follows the same format for ease of understanding. At the end of
the document we have included some relevant references.
With deep appreciation and Great Love,
Rev. John DePalma and Tom Rausch
Tom Rausch is an organizational culture consultant, executive coach and the founder of Leadership Beyond Limits. Leadership Beyond Limits supports leaders in transforming culture. Our unswerving focus on the positive blends the science of Positive Psychology, the philosophy of Appreciative Inquiry and the measurement of values-based Cultural Transformation Tools. This potent combination of 3 proven transformation technologies connects your employee’s passion with the vision, mission and values of the organization, unleashing their deepest levels of creativity and the highest levels of productivity.
Rev John DePalma is an ordained minister and one of the co-directors/founders of the Central Florida Center for Spiritual Living established in 1994. He also has been an organizational transformation consultant and coach for over 23 years forming the Institute for Conscious Leadership in 2000. We are a comprehensive resource for the fulfillment of purpose in individuals, organizations and communities. We do this through values assessment and organizational alignment, visioning and strategic planning, process re-engineering and the development of emotional, social and spiritual intelligence.
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Create a sustainable transformation plan We propose a sustainable transformation plan, budgeted from the values of Financial Health and Prosperity. A plan that both addresses the both the short term culture turnaround and creates a long term program CSL can leverage to show the world how to create and maintain a healthy Tier 2 – Teal organizational culture. The plan must be grounded in the recognition that the needed resources can be invested now and will provide new revenue streams going forward. The seeds of our own transformation can reap far more than a healthy culture for CSL, they can be used as a case study and template for other organizations that are evolving to realize that workplaces can be healthy, work can be meaningful, and there is a path to create a world that works for all. The plan must be built with Accountability at all levels, with specific deliverables,
milestones and the resources needed to execute on the plan. We propose building the plan
collaboratively, integrating the recommendations already developed by the Cultural Integrity
and Evolution team with the best practices and processes discussed in our reports. Leader
champions and staff will play an integral role in shaping the plan and taking responsibilities
for execution of specific deliverables. The active participation of the field and laity will also
be invited and encouraged through wide-ranging and ongoing dialog and communication.
We propose creating a 1 year rolling strategic plan for culture transformation, with formal
review, adjustment and extension every 6 months. This will balance the need for holding the
vision of the end goal, with the need to stay flexible and adjust to emerging conditions. It will
also allow you to focus on the most important elements in the right order.
We propose beginning this initiative with a highly focused 3 phase approach over the first 18
months:
1. Pilot Phase: Months 0 to 6. The focus here is on turning the current home office and
leadership culture around. All of the plan elements are introduced, and the current
leadership and home office staff is invited to participate in intensive transformation;
as individuals, as a team, and as an organization.
2. Beta Phase: Months 7-12. The focus here is twofold: continue the work of
transformation with the pilot group, and begin rolling out formal offerings to targeted
stakeholders which could include elected members of councils and ministers,
practitioners and lay leaders at Centers interested in creating thriving communities.
This phase will help us determine the best way to structure and deliver the leadership
development and conflict/shadow resolution programs at scale. It will also be the first
opportunity to begin generating revenue from this work.
3. Program Phase: Months 13-18. Milestones in this phase would include full-scale launch
of programs to provide practical leadership skills and conflict/shadow resolution
training for all CSL audiences. The work with the pilot group will also have progressed
enough to begin offering a test program aimed at Centers interested in creating
healthy vibrant communities by learning and applying the Tier 2 - Teal practices and
processes that the pilot team has begun implementing.
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Our initial proposal includes guiding you through this 18 month phased approach including the
first two updates and revisions to the rolling 1 year strategic culture plan. At this point, each
of the plan elements will have been executed and it will be time to re-assess our role and re-
assess the CSL culture. The deliverables and expected outcomes for this proposed 18 month
engagement include:
All plan elements described in this proposal have been created and executed:
o The culture is no longer toxic
o The foundations of a healthy, sustainable culture are in place
o The mission and vision have been clarified
o Focus values have been embedded into the organization
o Current leadership & staff have been through intensive self development and
leadership development skills training
o The organization has the right talent in place to sustain success
o The leadership teams are working together better than ever before
o Tier 2 – Teal structures and processes are being put in place
o The cultural integrity of the leadership, home office and the field becomes a
magnet for attracting and “capturing” new people
o Revenue generating income is flowing from at least three offerings aimed
directly at the sustainable success of the movement and individual Centers:
GROWing Accountability through Coaching: A Better Way to Lead
Embracing Whole Self: Personal Freedom in Conflict and Shadow
Leading from the 2nd Tier: Teal Practices for a New Paradigm
Plan Element: Dialog to Define and Communicate Mission and Vision This is an element to be executed in the pilot phase. As with all elements of our proposed solution, we recommend using a “Whole-Self” approach, informed both by best practices from the business world balanced with inspiration and wisdom from Source. The best practice in this case would utilize the “4 Why’s” process described in “Building a Values-Driven Organization” by Richard Barrett. We will begin this Mission/Vision update work at a 2 day leadership healing and accountability retreat for the top leaders. We would then engage a whole-system dialog and communication plan which could culminate in a large roll-out at the Las Vegas 2015 convention. This approach will become a documented process that is taught in the proposed Teal leadership program for Centers. Plan Element: Dialog to Define and Communicate Values This is an element to be executed in the pilot phase. As with all elements of our proposed solution, we recommend using a “Whole-Self” approach, informed both by best practices from the business world balanced with inspiration and wisdom from Source. The best practice in this case would be distilled from “Built on Values” by Ann Rhoades, the culture genius behind the enviable cultures at Southwest Airlines and Jet Blue.
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We would begin this Values work at a 2 day staff healing and accountability retreat for the home office staff and their leaders. We would then engage a whole-system dialog and communication plan which would include development of facilitator and participant guides for the field to use within their communities. There should be a large roll-out at the Las Vegas 2015 convention, but the work should also broaden and deepen beyond any single event. Communicating and living values should be an everyday focus for leaders. This would be a great area of focus and collaboration for the Cultural Integrity and Evolution team and the culture champions on the leadership team. At the home office, it will be essential to define the values with measurable, observable behaviors that everyone can understand. These can then be built into the structures and practices of the organization to be useful in hiring, training, and rewarding people for the behaviors that drive success. This approach will become a documented process that is taught in the proposed Teal leadership program for Centers. Plan Element: Evaluate Talent, Fit and Structures This is an element to be executed in the pilot phase. We will begin this work at the 2 day leadership healing and accountability retreat for the top leaders. At this point, we do not know enough to make specific recommendations, although the long-term vision is clear: the resulting management, staff and structures need to support development and evolution towards Tier 2 leaders and practices. As previously stated this is a time of transition, and we realize that there are already other plans being developed regarding potential restructuring. We highly recommend that such changes are fully informed by the cultural assessment and that whatever new leadership, staffing or structure might emerge, that they be in alignment with the new desired culture and the long-term Tier 2 – Teal goal. Key collaborators include the Leadership council and the current executive team. The goal is to emerge from the retreat with honest self-evaluation and answers to the questions previously proposed:
Does current leadership have the talent and capabilities to turn the culture around?
If not, what talents and capabilities need to be added?
Should any leaders be released or reassigned?
How can leadership structures be simplified?
Does the current staff have the capabilities and talent to do the job that needs to be done?
Should any staff be released or reassigned?
How can staff structures be simplified?
Are current leaders and staff willing to fully engage in personal and leadership development in order to learn to role model the healthy behaviors of the desired culture?
Our plan is to emerge from the retreat with recommendations based on the above inquiry. We imagine there will be natural re-alignment and change as this entire plan is executed. Many people will grow and develop into their current or new positions. People who are not ready to release a command and control approach will leave. We can play the following roles to help this process along:
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Facilitate intensive self-evaluation among the current leadership
Identify gaps and mismatches in capabilities, fit and structure
Coach and develop people through the change
Make recommendations to the people with the authority to make necessary changes. It is reasonable to expect that the organization will have the right talent and structures in place to sustain success by the completion of this 18 month work plan. Plan Element: Strengthen Senior Team Cohesion
This is an element to be executed over the first year. It will be customized to the needs of
the executive leadership team, but will consist of 3 elements:
One-on-One executive coaching with specific, measurable goals for development by
the coachees
Team coaching, to support the executive team in working more efficiently and
effectively together
Team learning sessions. These facilitated sessions will teach many of the Teal
leadership practices and processes needed to lead a new paradigm organization.
A blended learning approach works best, mixing regular 1-1 coaching with the team coaching
and learning session. Ideally, we establish a weekly touch-point of one hour for either
individual or group work. The coaching will be targeted to the executive team, but the
learning sessions can be opened up to include the leadership council.
The learning sessions will take the leaders through the entire proposed curriculum:
GROWing Accountability through Coaching: A Better Way to Lead
Embracing Whole Self: Personal Freedom in Conflict and Shadow
Leading from the 2nd Tier: Teal Practices for a New Paradigm
Plan Element: Designing and Implementing Tier 2 - Teal Structure and Practices
This element will begin to be implemented in the 2nd and 3rd phases of the 18 month work
plan. The pilot phase will be used to heal, repair and prepare the leaders and staff for the
self-management practices emblematic of new paradigm organizations. Familiar practices
such as wholeness practices can be implemented first, further preparing the staff and
leadership for the transition to Teal. As the culture matures, the leadership team can begin
to implement customized Teal practices that best fit the emerging nature of the organization.
Plan Element: Education and Development: Leading Self, Leading Others, Leading Organizations This element will begin in the first phase of the 18 month plan to prepare the leaders and
staff for self-management practices. Phase 2 will begin rolling out these programs as formal
offerings to targeted stakeholders which could include elected members of councils and
ministers, practitioners and lay leaders at Centers interested in creating thriving
communities. This phase will help us determine the best way to structure and deliver the
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leadership development and conflict/shadow resolution programs at scale. It will also be the
first opportunity to begin generating revenue from this work.
The Program Phase (Months 13-18) would include full-scale launch of programs to provide
practical leadership skills and conflict/shadow resolution training that builds integrity and
coherence of all constituent members (whether it be CSL leadership and home office, a CSL
church, a focus ministry, a youth ministry-Launching Pad- or a laity small group and circles)
Program 1: Leading Self
Embracing Whole Self: Personal Freedom in Conflict and Shadow to Integrity and
Coherence
o This program requires you to develop a keen understanding of who you are,
how you operate, what is important to you and what you need to do to find
fulfillment in your life.
o It also develops your capacity to manage your internal stability and external
equilibrium by making choices and decisions that support you in fulfilling your
needs.
Program 2: Leading Others
From Control to Empowerment: GROWing Accountability through Coaching
o This program is designed to move you from traditional activities of managing
others to building relationships and developing your others to enhance their
own performance. This is a shift from being a “problem-solver” to that of being
a “developer of people”, a shift that makes leading fun while delivering 3
times the results of managers who do not coach.
o It also lays the groundwork for the evolved context of the Teal structure by
developing core competencies of group interaction.
Program 3 – Leading Organizations
Leading from the 2nd Tier: Teal Practices for a New Paradigm
o The purpose of this program is to create the conditions and context that allow
the organization to find fulfillment and better meet all of your stakeholders’
myriad needs.
Self-Management – developing practices within a system based on peer
relationships.
Wholeness-developing consistent set of practices that reclaim inner
wholeness and bring all of who we are to what we do.
Evolutionary Purpose- learning key competencies for understanding a
living system that organically fulfills its purpose.
o Self-management, wholeness and evolutionary purpose practices include key
functional processes (strategy, innovation, marketing, revenue generation),
human resources processes (recruitment, performance management,
compensation) and key practices of daily life (meetings, decision-making,
information flow).
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Investment: We anticipate that our part in executing this proposal will consume an average of 100
consulting and coaching hours per month for each of the 18 months in the plan. Our rates
normally range from $250 - $500/hr. for this level of executive leadership and culture work.
Our lowest discount rate offered to non-profits is $150/hr. which would equate to $15,000 per
month or $270,000 total for the 18 month transformation project.
In taking this to prayer, we were given the idea of how to treat this as a single 3 phase
project leading to the end result of 3 new programs that provide critical solutions to unmet
and highly requested ministerial education needs. This would allow you to put to vital use the
Foundation funds that are not now being put to use. Based on this realization, we are inspired
to offer our services for this entire program for $250,000, plus actual expenses for travel and
materials costs. We anticipate one or two trips for the initial leadership and staff retreats and
the convention. All other work would be conducted virtually. The only other anticipated costs
would be for any additional assessments you might choose to undertake. The work can be
billed in 3-6 installments.
If this proposal is accepted within 30 days, we will cover our own expenses for the Las Vegas
convention where we anticipate running some dialog sessions on the culture survey results. If
the proposal is accepted within 15 days, we will also sign up for the European river cruise, as
an expression of thanks for your trust and quick action.
With deep appreciation and Great Love,
Tom Rausch and John DePalma
September 15, 2014
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Relevant References:
Rev. Molly Cameron, Columbus Center for Spiritual Living
Phone: (614) 597-8360 email: [email protected]
Client: multiple engagements: Leadership Coaching, Shadow work, Purpose coaching,
Organizational purpose/mission/vision/values consulting
Jason Miller, Accenture Business Services, Human Capital CoE Lead
Phone: (614) 432-4909 email: [email protected]
Client: multiple engagements: Culture Assessment, Executive Coaching, Coach Trainer
Brian Peterson, Director of Communications, World Vision
Phone: (407) 491-2399 email: [email protected]
Client: ongoing engagement: Executive coaching
John Szal, Success Concepts International
Phone: (610) 842-9676 email: [email protected]
Client: multiple engagements: Executive Coaching, Strategic planning, Personal Mastery
Tim Keating, President, RC Stevens Construction
Phone: (407)299-3800 email: [email protected]
Client: 16 years multiple engagements: Leadership Development, Executive Coaching,
Executive, Managerial, Supervisory skills development, 360 feedback, Strategic retreats
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Testimonials:
Tim Arnold
Global Managing Director, Accenture Business Services
As the Global Managing Director of Accenture Business Services, a team of over 5000
professionals supporting Accenture, a large global consulting, technology and outsourcing
company with over 240,000 people in 110 countries, it can be very challenging to create a
high performing team of leaders. We are spread across seven countries and only have the
opportunity to have a face-to-face meeting every 2-3 years.
We engaged Tom Rausch and his team at Leadership Beyond Limits to work with us to improve
our overall team cohesion among our top leadership team, as well as develop a culture of
coaching and mentoring in our ABS organization. Our program involved a combination of team
exercises, as well as individual coaching sessions.
Even with my Directors coming from many different cultures, including India, Argentina, USA,
China and others, they were able to customize a program that everyone was happy and
comfortable with. Without exception, everyone who participated in the program saw great
benefit in both the team and individual elements of our program. In fact, we are actually
expanding the rollout of the program in some locations. We saw a marked increase in our
team cohesion, which was critical given our organization was going through major changes.
We set out very specific goals at the onset and I feel all those objectives were exceeded and I
would not hesitate to utilize the services of Leadership Beyond Limits again!! They are
exceptional! I really appreciate how they were able to adjust our plans as unexpected
changes occurred in the business, as well as their ability to understand our business and how
this program must support those business outcomes.
Please feel free to contact me at 480-784-7842 if you have any questions and would like to
discuss our experience directly.
MaryJane Bullen, Management Consultant & Culture Assessment Trainer:
“Tom is an experienced change agent that brilliantly supports leaders in leading from their
values and experience to inspire their managers and staff with a vision for their
organizations.”
Christiane Holbrook, Entrepreneur:
“I've worked with Tom in the setting of a very unique and amazing Institute for change
agents. Not only do courses at the Institute help people find their purpose but it also shows
transformational leaders how to lead in effective collaboration. Tom is one of the shining
stars in the Institute for anything that deals with leaders and collaboration. I so highly
recommend Tom as an extremely competent coach but most importantly as a human worth
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knowing, trusting and learning from. I'm delighted every time I have the privilege to be on
one of our many teams with Tom.”
Angela Croft, Leadership Coach:
“I’ve known Tom now for several years- as a colleague and friend. I also hired him as my True
Purpose Coach. Tom’s skill as a coach is exemplary and masterful. He is both a guide and an
inspiration. He’s a coach who walks his talk, and the way in which he embodies what he
believes and teaches, along with his engaging personality and sense of humor, create a space
of deep safety, trust, and open-heartedness in the coaching relationship. Tom’s presence and
skill as a coach, along with his vast experience and expertise are truly transformative. The
True Purpose process, along with other dynamic and transformational tools that he
incorporates into the work, have accelerated my own personal and business growth
immeasurably. I wholeheartedly recommend Tom Rausch as a coach, guide, and mentor.”
Keiko Hsu, Executive Coach & Consultant:
“Tom Rausch is a very gifted, intuitive, and heart-centered coach who truly cares about the
success of his clients. I found him to be very skillful in using advanced coaching techniques to
successfully help me to validate and clarify my life purpose. I highly recommend Tom to
anyone (including other coaches such as me) who want to gain clarity and live a purposeful
and joyful life.”
Joe Artime, Regional Vice President Parallon Business Solutions:
“The correlation between sales success and training can be summed up in one word-
Interaction. Tom provided an atmosphere in his training classes that lend itself to real life
field scenarios and the role management played in the success of generating business. Great
teamwork exercises.”
Hannah Lee, Network Research & Strategy at Barrett Values Centre:
I have had the pleasure of working with Tom in a number of facets over the years. Whether
he is preparing to work with clients or facilitating an event, he brings remarkable wisdom and
passion. He gives everything his all and does it with a smile. He is also warm, trustworthy and
funny. When you work with Tom, it's like being with family.