ldhr change initiative

*Is Cru leaving too many people and

opportunities on the table?

The future… If 10 million wanted to engage with us… how could they?

Questions I invite you to reflect on…

Questions that I am asking as a leader…

Opportunity Statement

How do we best position LDHR leaders, teams, systems and processes to most effectively serve our mission.

LDHR Change Initiative

Change Philosophy & CriteriaThe following points of philosophy and criteria form the primary grid by which all change initiatives will be launched and evaluated.

The Cru BrandAll 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 DifferenceLDHR Change Initiative

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

LDHR Change Initiative Related to Organizational Stewardship

Will Aim to Reduce RedundancyUtilizes 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 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 Culture and Guiding Principles - Continued

Solution Oriented

Simple, Nimble, and ResponsiveWe 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


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 / CustomThe 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).

SimplifyCore 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

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

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


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.


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


Walking Through Change . . . Some Closing ThoughtsLaying 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 taskAnd graciousness towards one another

Generosity of Spirit (Phil 2:3-4)Placing others needs above our ownGiving out of our own need - loss and sacrificeOwning the whole

God Honoring Relationships (I Pet 4:7-11)Love, forgiveness, hospitalityHealthy 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


*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?

ldhr change initiative

Recruiting & HR