connected congregations: leadership webinar

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LEADING A CONNECTED CONGREGATION Presented by Debra Brosan December 16, 2014 1

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LEADING  A  CONNECTED  CONGREGATION    Presented  by  Debra  Brosan  December  16,  2014  

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A  Connected  Congrega6on  is    

A  connected  congrega9on  is  one  that  deeply  understands  the  meaning  of  community,  and  works  explicitly  to  build  a  strong,  meaningful  and  engaged  Jewish  community.      Connected  congrega9ons  priori9ze  rela9onships  and  shared  values,  and  align  all  aspects  of  ins9tu9onal  management  in  service  of  the  community.      Those  within  connected  congrega9ons  feel  a  sense  of  shared  ownership  and  responsibility  for  each  other  and  the  collec9ve,  and  are  empowered  to  contribute  their  ideas,  energy  and  resources.  

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Leading  a  Connected  Congrega9on  Takes:    

!  A  Systems  orienta9on  !  “Teaming”  –  Leading  as  a  team,  in  partnership  !  Clarity  on  the  type  of  Change  you  are  leading  !  Leading  through  an  Adap9ve  Challenge    

!  Leading  as  doing  –  Holding  the  space  of  the  congrega9on,  mobilizing,  movement,  ac9on  and  reflec9on  

! Connec9ng  while  leading    

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Our  Synagogues  Made  up  of  Systems    

Society  

Environment  

Synagogue    

Groups-­‐Fac6ons  CommiCee  Teams    

Individual  

©  2014  Debra  Brosan,  MA  OD,  ACC,  gestaltworks,  llc   4  

They  can  oFen  be  messy  

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Or  not…  

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Developmental  Change  

Occurs  when  a  synagogue  makes  an  improvement  to  the  current  way  of  doing  things.  Examples  are  improvements  of  board  and  commiWee  structures  or  small  changes  in  using  technology  to  support  mee9ngs.  It’s  in  the  synagogues  DNA  and  leaders  are  con9nually  addressing  developmental  change  in  some  way  to  stay  current  and  relevant.      

©  2014  Debra  Brosan,  MA  OD,  ACC,  gestaltworks,  llc   7  

Transi6onal  Change    

Before    

Transi9

on  

A\er    

 This  change  replaces  exis9ng  ways  of  doing  things,  which  are  completely  new  to  the  synagogue.  The  period  between  the  dismantling  the  old  way  and  the  implementa9on  of  the  new  way  is  called  the  Transi6onal  Phase.    

©  2014  Debra  Brosan,  MA  OD,  ACC,  gestaltworks,  llc   8  

Transforma6onal  Change  

Before   A\er  

This  is  a  complete  change,  it  is  congrega9on  wide,  impacts  everyone  and  creates  something  totally  different.    An  example  would  be  selling  the  building  and  crea9ng  an  online  presence.  Transforma9onal  change  occurs  a\er  the  Transi6onal  Phase  and  may  invoke  Developmental.  However,  when  synagogues  are  faced  with  the  emergence  of  radically  different  expecta9ons  from  members,  resource  alloca9on,  genera9onal  changes,  unexpected  compe99on,  Developmental  and  Transi6onal  Change  may  not  offer  the  solu9ons  needed  to  sustain.    

©  2014  Debra  Brosan,  MA  OD,  ACC,  gestaltworks,  llc   9  

ADAPTIVE  LEADERSHIP  

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The  Condi6ons  for  Adap6ve  Leadership    

•  Leadership  happens  within  a  sea  of  change,  complexity,  and  uncertainly  

•  Changes  are  o\en  Transi9onal/Transforma9onal    

•  Congregants  are  open  and  you  can  mobilize  commitment  and  ac9on  while  working  through  change  

•  You  understand  risk  levels  and  have  tolerance  to  the  triggers  you  will  inevitably  spark  

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What  is  Adap6ve  Leadership?    

•  Adap9ve  Leadership  is  a  framework  for  leading  complex  change  -­‐-­‐  in  response  to  a  complex  challenge  

 •  The  frame  provides  tools  to  help  navigate  the  complexi9es  of  organiza9onal  and  communal  life  

 

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Two  Types  Challenges          Technical  Problem:      

! Clear  cut  and  can  be  fixed  easily  ! You  can  apply  current  know-­‐how  ! Developmental  Change      

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The  Classic  Error    Adap9ve  Challenge:    

! Complex  issues,  a  dilemma,  no  set  procedures  or  policies,  nothing  in  the  past  like  it,  no  one  person  is  an  expert  

! Transi9onal  and  Transforma9onal  Change    

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Treating Adaptive Challenges

as if they were Technical Problems

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•  Determine  if  the  challenge  is  Technical  or  Adap/ve    

•  Go  out  into  the  synagogue  and  collect  data  -­‐  Find  out  where  people  are  at  

•  Listen  to  the  Song  Beneath  the  Words  –  What’s  the  “why”  behind  the  “why”?    

•  Figure  out  where  authority  lives  and  the  poli9cs  of  the  situa9on  

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Get  On  The  Balcony  

Be  On  The  Dance  Floor    

•  Address  change  by  understanding  people’s  priori9es,  beliefs,  habits,  and  loyal9es.  What  will  the  change  inspire  or  trigger?    

 •  Dancing  requires  connec9on  and  dialogue  

•  Interven9ons:  low-­‐risk  experiments  for  posi9ve  gains  or  failures  

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Power  and  Authority    

•  Leadership  is  a  func9on  of  the  group  •  Leaders  are  not  telling  the  system  what  to  do,  rather  asking  ques9ons  so  that  the  system  can  figure  out  what  to  do  

•  Leaders  influence  the  behavior  of  others  through  connec9on,  rela9onship  and  dialogue  

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Poli6cs  are  REAL    

•  Some  people  control  resources  ($,  power)  and  because  of  that  define  goals  and  shape  the  direc9on  of  the  synagogue  

•  Leaders  o\en  must  nego9ate  (sell,  get  buy-­‐in,  empower)  to  inspire  the  desired  change  and  vision  

•  Managing  poli9cs,  no  maWer  how  distasteful  that  may  seem,  is  essen9al  to  leading  adap9ve  change  

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Making  a  Leap  from  Idea  to  Ac6on  •  Dialogue  •  Collect  Data    •  Transparency    •  Communica9on  –  clarity,  persuasion  •  Vision  for  the  change,  that  is  clear  and  easy  to  explain  (WHY)  

•  Facilita9ng  Skills  (HOW),  fostering  par9cipa9on,  elements  of  Community  Organizing    

•  Awareness  of  “Tolerance  for  Risk”  –  in  self,  others  and  organiza9onally    

•  Skills  in  leading  an  ins9tu9on  and  leading  a  community    •  Interven9ons  for  Change  –  Experiments    

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Closing    

Next  Steps:      

A  liWle  assignment  will  be  in  your  inboxes.      

What  would  you  like  us  to  drill  down  on    in  the  workshop  on  January  27th?    

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