Date post: | 29-Dec-2015 |
Category: |
Documents |
Upload: | jennifer-maud-hudson |
View: | 213 times |
Download: | 0 times |
Achieving Ambitious Goals with Limited Resources:
Creating a Culture of Collaboration and Change
Susan Lebold Assistant Executive DirectorJewish Family Service of MetrowestFramingham, Massachusetts
Malka Young Communal Services ManagerJewish Family Service of MetrowestFramingham, Massachusetts
Paula Chandler Director, Career & International ServicesJewish Family & Career ServicesAtlanta, Georgia
2
Roadmap
Organizational Culture and Leadership
Implementing the Change Process
Building Collaborative Relationships
3
Common Myths
There’s never enough staff or money
We don’t like making “hard decisions”
Too much focus on measuring outcomes
It’s easier to do something yourself
4
Changing Trends in the non-profit sector
Stakes are higher than ever
Pace of change is accelerating
Outcome-based accountability
Mandates for collaborative partnerships
Entrepreneurial mindset is required
7
Key Questions
Does your organizational culture help or hinder achievement of your objectives and goals?
Does the culture help or hinder your organization’s ability to adapt to changes in the external environment?
8
Characteristics of a Culture of Change and Collaboration
Strong leadership – board and staff in alignment Belief in the value and inevitability of change Commitment to highest performance levels – “good
enough isn’t good enough” Belief in the ability to transform Willingness to take risks and learn from mistakes Ability to manage with patience and persistence
9
What kind of leadership does it take to achieve this type of organizational culture?
Visionary
Strategic
Disciplined Thinking
Shared Responsibility & Influence
Innovative
Self Reflective
10
Making it Real
Implementing change and collaborative processes
Pitfalls to watch out for
Strategies for success
12
Change is here to stay
We need to get good at it.
There are many good “models” for change, yet 70% of change initiatives fail.
What differentiates success from failure is awareness and response to the “people parts” of the change process.
Change is a process; not an event. Patience is required.
13
The Human Process
Change Transition New Beginning
- Processes- Changed roles- Changed organization- New leadership- New approaches
Begins with theEnding of the old:
- Old ways of leadership- The role you played- The way things used to be- Getting out of your comfort zone
Establishes the new:
New values…imagesattitudes opinionsbeliefs
Something new is introduced:
14
Characteristics of Transition: The Creative Zone
Systems in flux are unreliable Conflict & anxiety increase Motivation, productivity, attendance decrease Heightened ambiguity - priorities unclear Miscommunication and misunderstanding People may doubt their leaders Potential for significant creativity
15
Successful Change Leadership
Engage people creatively in the transition process.
Articulate new purpose clearly in ways that are compelling to the people.
Recognize what people are losing and the feelings people experience
16
Leaders help people handle the change initiative
Pay attention! Scan the whole system & respond
Define what is not changing; “burn the ship” to mark endings; there’s no turning back.
Recognize and reward behavior that supports the change.
Define new roles and at the same time, respect the past.
Share information & communicate, communicate, communicate!
18
Living in the New World
Over communicate Expect road bumps Quickly resolve problems Demonstrate adaptability Celebrate successes (organization &
individuals) Continue to view & communicate the Big
Picture.
Change is a process; not an event.
20
Symbiosis
In biology, the living together in more or less intimate association or close union of two dissimilar organisms
mutually beneficial
21
Collaboration
A mutually beneficial and well-defined relationship entered into by two or more organizations to achieve common goals
A commitment to mutual relationships and goals, with a jointly developed structure and shared responsibility, mutual authority and accountability for success
Mutual sharing of resources and rewards in a way that furthers goals and objectives of each
participating organization
22
Outcomes
Will skill set contribute to reaching project goals?
Can we count on Partner to deliver on what partner promises?
Is contribution nice, but not necessary? Will partner be flexible and be able to make
mid course adjustments?
23
Shared Ownership
Is partner serous about their commitment to the relationship?
Does Partner have a personal investment in a successful outcome?
Does partner have an institutional investment in a successful outcome?
Does Partner understand the “big picture”?
24
Added Value
What skill set is Partner bringing to the project? Does Partner see us as an equal partner and that
we are working as a team? Has partner demonstrated the willingness to do
what it takes to work collaboratively? What benefits are there for us in terms of visibility,
access, marketing or other? How much work will we have to do to make this
partnership work?
27
Self-Reflection
What assumptions are we making? Are we getting what we need? What can we do if our partner doesn’t meet
our expectations? Are we meeting the needs of our partners?
How do we know? How do we use what we are learning to help
us meet our goals?
28
Challenges
Hard Work
Dependent on others to meet goals
Requires self reflection, mid course corrections and willingness to change
Patience and commitment over the long term
29
Benefits
Expands skill set and responsiveness of the organization
Promotes efficiency & high performance Keeps the focus on meeting goals and
maximizing impact Increases agency value as a community
resource Builds the infrastructure of community
34
Resource List
James E. Austin & Frances Hesselbein, Meeting the Collaboration Challenge: Developing Strategic Alliance Between Nonprofit Organizations and Businesses, The Drucker Foundation, Jossey-Bass, 2002
Dorothy a. Johnson Center for Philanthropy and Nonprofit Leadership, Nonprofit Good Practice Guide, Terminology, http://www.npgoodpractice.org/CompleteGlossary.aspx?ID=-1
Collaborative Leadership Self-Reflection Participant’s Guide, TurningPoint B. Levine, C.Perras, & Emmanuel Raufflet, Making collaboration work in the non-
profit sector, Front&Centre (Vol.6 No.6), November 2003 Eadie, Douglas C. Changing by Design; A Practical Approach to Leading Innovation
in Nonprofit Organizations, Jossey-Bass Publishers, San Francisco, 1997 Managing Transitions: Making the Most of Change, William Bridges The Dance of Change: The Challenges to Sustaining Momentum in Learning
Organizations, Peter Senge Beyond Change Management : Advanced Strategies for Today's Transformational
Leaders, Dean Anderson & Linda Ackerman Anderson Transitions: Making Sense of Life's Changes, William Bridges The Way of Transition: Embracing Life's Most Difficult Moments, William Bridges