Refuse to accept the arrogant model of leadership

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We live in a selfish age. I know, no kidding—so I needn’t bother you with listing all the reasons why this is true. Believe me, it would be cathartic for me to do so.  Are you sure you don’t want some examples?  Okay, just one. In 2014, over 93 million selfies were taken daily. Ninety-three million. This narcissistic attitude permeates our entire culture and is not only limited to individuals, it is also the way companies do business.

Headlines depict company after company’s egregious behavior toward consumers: airbag negligence in cars, airline seats subject to fine print agreements, bogus real estate deals, industry price-fixing, and the numerous recalls of tainted food. There’s even a television show created a decade ago, with enough content to offer viewers a glimpse of dirty dealings called “American Greed”.

This culture of self-hood even extends to appeals by organizations to continually ask you to do things for them, even though you’re the consumer and should be the recipient of any largesse. They want you to like them, follow them, and also post and tweet about them. The goal is to enhance their image by connecting with you via the currency of your social media identity.  Doesn’t this also seem like very self-centered behavior? However, why blame amorphous companies, when the leadership sets the tone.

This morning, Jim Cramer, a commentator on a business show said “we live in an arrogant society”. After reading the first published earnings report from Snapchat he flatly stated that CEO Evan Spiegel is “so arrogant” and needs to find some humility.  He said this because Spiegel did not own up to the facts (a 20% loss) and laughed (Snapchat is a public company). Arrogance is the enemy of humility, because you become so wrapped up in yourself that you are unaware of your obligations towards others. You lose a sense of being connected with others. It is arrogance that has de-humanized the workplace so much so that employees rarely feel a sense of company loyalty, and when they do, it makes headlines. Not surprisingly, the CEO of oGOLead.com  says that we’re in a leadership crisis.

Jewish non-profits can create a different model of leadership, one that has Biblical origins in our patriarchs and matriarchs. The desire to serve people (and a Higher Being) is a mark of humility. Being ‘other-oriented’ requires the ability to recognize that your place is not above another’s and arrogance occurs when someone forgets that.  Recently espoused by Max Depree in The Art of Leadership, a leader is one who serves.  Being a ‘servant’ leader today seems counter-cultural although it is where our roots lie.

Servant leadership means flipping the ‘what can you do for me’ equation to ‘what can I do for you’? This is not as simple as it seems.  First, let’s take a fundraising example. I recently saw a huge billboard sign posted in front of a non-profit (bearing the ubiquitous thermometer) that said “Give so we can make our goal”. See? You might think, ‘what’s so bad about that? It’s honest isn’t it?’  But that approach comes off as just a little arrogant and demanding.  How much more effective might it be to take the place of the other, the one who you’re trying to reach and think about their point of view.  Why should people give to your campaign? How will their help contribute to making the world a better place?  How can your organization serve others better by receiving a donation?

Next, let’s use membership as an example. I receive direct mail requests so often, and find most are highly ineffective, because they haven’t figured out the obvious. It’s not about them, it’s about the cause. Why should someone join? Believe it or not, the reason someone joins is not to become a member. There might be hundreds of reasons why your constituents might be motivated to be a part of your mission, and you need to discover at least some of them.  In order to serve, you need to have information.

At the very least, it comes from a place of humility and a desire to learn, and not in any way like posting a selfie.

 

 

 


What To Do When LEADERSHIP is Lacking

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Research shows that most non-profits are concerned about succession planning. There often is not a lack of talent in the organization, just no clear pathway to get to a leadership position. Why is this so?

Cultivation of leadership is a long-term enterprise, and often we don’t have the patience or resources to devote to the effort it takes. We’re lazy, wanting the quick fix, sometimes by sometimes hiring a known leader from another organization or looking for someone new to take a position rather than building capacity internally.  This holds true for organizations whether or not it is staff or lay-led. My comments apply to both types of non-profits so for ease in reading, the term staff will be used.

In most cases, staff leave for reasons more to do with lack of job satisfaction than any other reason. This infographic from Inc.com confirms the top 5 reasons that employees leave. It is costly to replace people who leave due to dissatisfaction, and the costs of that is enormous in increased expenses due to lost time, lowered morale, efforts in training, and more.

We don’t take the time to really get to know our staff beyond the basics.  The vocabulary of the conversations that need to occur will consist of words like desires, skills, talents, goals and dreams. These are not quick conversations by an unskilled manager or human resource professional.

In an earlier post, I marveled at the way one organization nurtures its volunteers, but that was just one example. What are some specific general ways that a non-profit organization can expand its leadership pipeline?

The consulting organization The Bridgespan Group found that “based on collaborative research with 30 nonprofits committed to leadership development, we identified four elements organizations should have in place to align their strategy for talent to their goals for impact.” Those elements were managers who were committed to mentoring others, identifying opportunities for skill development, creating individualized development plans focused on skills, and mechanisms for putting those efforts into action.

The tips I offer below are for smaller non-profits who frequently struggle with this issue but lack the resources of larger organizations with layers of support systems. These suggestions assume that your organization is based on a collaborative and not a competitive model.

  1. Require staff members to complete a basic questionnaire that contains questions about their skills, interests, goals and desires. Don’t just file it away, a top level person needs to study it and arrange a time with the staff member to discuss it.
  2.  Institute a practice for peer coaching, sharing guidelines and boundaries with participants. Assign everyone a partner to whom they will check in periodically about their goals. This can be formalized through completion of a self-assessment.
  3. Provide opportunities for staff/volunteers to stretch themselves in new ways—by trying out new skills and develop new talents. Paired learning is effective for this.
  4. Allow staff/volunteers an opportunity to shadow someone whose position interests them for a few hours.
  5. Establish regular check-ins for feedback and coaching.  So far, there are no costs involved here, only dedication to the practice.

If you would like to request a form to use for this purpose, please go to my site and write “Staff Form” in the subject line. You will receive it as my gift to you in order to encourage leadership development at your non-profit. This offer expires on May 31st, 2017. 

 


What do you want to read on a synagogue sign?

 

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We live in a visual world, right? So why not go with that? My morning commute is peppered with the various church signs I pass on my way to work. I wonder who actually writes these pithy things.  Is there a team of writers in a back room somewhere brainstorming a year’s worth of compelling sayings to post outside on the church lawn? Do they mail a smattering of weekly messages to the church elders who get to select which ones to post on their outdoor billboard sign? Seriously, who writes these? I smile as I drive by signs like “Yes, We’re Open Between Christmas and Easter”, “Home Improvement Needed? Bring Your Family Here”, and “What’s Missing Here? Ch….Ch. UR!”.

Signs like these are old buddies, enticing you in, knowing your faults but pretty much accepting you as you are. “Haven’t been here for a while? Don’t worry, c’mon in, you’re good here.” “Having a bad day? I can relate. Stop by”. The welcoming spirit is what these churches advertise, it’s what they’re about, and they know it, and they’re just waiting for you to come around.  Take a peek at these church signs which are so engaging to read.

Not so with the synagogues I see. When I Googled (in images) ‘synagogue signs’ not a one made me chuckle. They were all quite boring, actually. Not exactly like a beckoning buddy, but an authority figure; more staid, formal, and reserved–and sometimes even indifferent: “Here’s our name. Isn’t that enough?”. “Here’s a list of services and times.”

Am I wrong? Sometimes you can’t even tell it’s a synagogue that you’re passing by  –fear of ensuing graffiti? Attacks? Perhaps. On the whole, synagogue signs don’t accuse you for not believing, cajole you to enter the sacred space, or even seem to welcome you in. Lack of judgement can often substitute for apathy. Okay I’ll admit, there might be some signs that say “Welcome”, fine. But sometimes being so mild-mannered can be construed as disinterest. We all know that person who doesn’t want to ‘intrude’ in our lives by asking us questions, but to us, it just feels as if the person can’t be bothered.

What I do see sometimes are program announcements on billboards: “Rockin’ Shabbat”, “Shabbat Under the Stars” and once I even saw an audacious sign that proclaimed:  “A Synagogue You Can Believe In”.  Take that one in and let its spiritually arrogant message sink in. It’s revealing that the sign is about the building. Really? I’m going to join because of that? What exactly are synagogues of today offering? The most common thing I see on signs is the word “Free”. If a consumer message is what is displayed, what else would someone think about?

Why should the synagogue downplay its message? Are we that insecure about our spiritual lives? Perhaps we’re not as clear as we think about who we are and what we communicate to the outside world. So, what would you want to read on a synagogue sign?

 


What I Learned About Leadership From An Evangelical Minister

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Here’s what I learned about engaging lay people from an Evangelical minister during a holiday dinner party: a faith community’s goals should be reflected in its paths toward leadership.

Last week I sat diagonally across an intense yet energetic, full-of-spirit kind of guy who gives greatly of his time in his church, and who has subsequently become a minister. In that role, he leads study groups and connects closely with church members, taking on their stories and their pain, and in the process, connects them to their faith on a very personal level. The group studies scripture, but the group isn’t just about studying. Teachings are put into practice right then and there.

One of the members of the group said an elderly woman in the parish didn’t have enough money to pay her heating bill. In very short time, group members found the funds for her, paying her electric bill for the winter. I asked if anyone informed the priest, to see if there was a pathway for things like this to ‘bubble up’ to that level. “No,” he quickly responded, “there was no need, this was within our ability to do, and we took care of it quietly”. I didn’t need to ask for elaboration, what he didn’t say filled a huge space. This was true leadership by lay leaders, taking on responsibility to do what needed to get done. No fanfare. No bureaucratic red tape. They knew it was in the mission of their work to care for other members.

He finds immense spiritual nourishment from this work and engages in it while working full-time, attending to his marriage and his two teenage daughters. It’s what he does, what he feels called to do, and it kind of makes you wonder about your own free time.

It took no time at all for us to find common ground about topics that in other circumstances would cause a lot of eye-rolling and polite excuses by others who would choose to converse about much juicier topics. But, we were at a holiday gathering, and the spirit of the season was seated at the table. We soaked up our differing ideas about faith, belief, the bible, and the role of organized religion in people’s lives. I learned a lot from him, and he from me.

Among the things we talked about was the structure of his church, and how lay people who are so moved religiously, are gently led on a path to leadership. The priest encourages them to receive training–doing so incrementally and slowly, and then, when ready, they provide ministry to others within the church. This is accomplished within a small group model, one person ministering to several small groups, even though the church might have thousands of members.  It keeps things small, intimate, and full of personal meaning.

Certain positions within the church lead to ordination by an Archbishop, like that of Deacon, who after years of study and involvement attains a level respected highly by other church members. I thought about what this means, especially when comparing that to the many synagogue lay leader positions that seem mired in fiscal management, operations and building maintenance, and fundraising.

I know that the entire structure of synagogue life is different, but what can I learn from this? How could my experience of synagogue life be so radically different from the picture of spiritual meaning that I heard? It seems like a commitment to living a Jewish life is not generally a requirement for attaining synagogue leadership roles.  What if there was a pathway of leadership that involved religious and spiritual growth?  Can you imagine that? What if there was a requirement for leaders to be personally committed to advancing their spiritual and religious practice? How inspirational would that be, to see people in leadership roles involved in holy soul-work?

If the synagogue’s goal is to build a faith community, how are we working towards that? We know that there are Jewish spaces that have transformed themselves, and it would be interesting to know if their leadership pathways are reflective of that change. What strategies might we employ to incorporate this kind of thinking?

For example, The Union for Reform Judaism developed a strategy for small group work that might operate on the method mentioned above, though I’m unaware of any evaluative material about the outcomes of that enterprise. There might be other innovative approaches to this as well.

We need to learn together, pulling from as many different sources as we can, to reinvigorate the purpose of creating community.

 


Marketing Jewish Education for Now and Later

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Sales. Marketing. Branding. Social Media Presence. Analytics. SEO. ROI.

Just a few short years ago, terms like these were absent from board room discussions in the Jewish community, let alone among practitioners in the realm of  Jewish education.

As the world has gotten more sophisticated, nonprofits in general and Jewish organizations specifically, had to respond. Those that deeply understand how social media and marketing influence their constituencies are better positioned to deal with the ebb and flow resulting from this change.

The ‘prosumer’ mentality, just a short time ago labeled selfish and self-centered, has permeated our culture and affects all sorts of decisions. People make choices on multiple factors, but the one that organizational leaders didn’t anticipate was when Jewish involvement became an optional expense.

Paying for Jewish education experiences is not any different for most people than deciding to pay for any other service (pun intended). This makes Jewish education providers work just a bit harder to provide relevant content in formats and venues that people want.

But as long as people base their judgment on the economics of choice, many will jettison long-term goals in favor of the immediate. So, “free” became the new standard as part of the value proposition.

Free trips. Free membership. Free pre-school.

“Free” is a great short-term sales pitch, but tends to devalue what you’re trying to ultimately sell.

Seth Godin, a well-known marketing guru, makes this point:

“If you are selling tomorrow, be very careful not to pitch people who are only interested in buying things that are about today.”

Mostly, Jewish education is not about now.  Character development, Jewish identity-building, leadership training, and critical thinking…are all about how it will impact you later.

Not only are we trying to sell tomorrow, we’ve increased the challenge by selling intangibles. Things you can’t brag about or take a selfie in front of. Nothing real that anyone can update in a post on Facebook.

How are we to market to this new reality?

Well, according to Godin: “Before a marketer or organization can sell something that works in the future, she must sell the market on the very notion that the future matters (bold typeface mine).  The cultural schism is deep, and it’s not clear that simple marketing techniques are going to do much to change it.”

Clearly, the burden is on us. But you already knew that.

The marketplace is the decider, and we have to weigh in with a compelling model of value.

And even more than that, we have to stop fighting each other for a piece of a disappearing pie. What we offer matters, but it has to be about now–and later

In the simplest of terms, offering experiences provides the now, and when infused with educational content, it provides the later.  People will come back for more if they experience real-time growth and change.  

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From Jewish Camp to Home: Five Easy Things to Do

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How can your Jewish community maximize campers’ experiences when they arrive home?

Summer camp is exhilarating for our Jewish teens. For most, living Judaism 24/7 and not as an ‘add-on’ activity that so often happens on the home front is a powerful experience.  The ways in which it’s different are probably obvious but some still deserve mentioning:

  • Weeks at camp have the rhythm of Shabbat
  • They’re socializing in a “Jewish bubble” surrounded by staff and friends who are all Jewish and who are making a commitment to be together for several weeks
  • They’re being challenged in unique ways that stimulate thinking and growth
  • Many or most of their activities are highly interactive and engaging
  • The adults they interact with are supporting and non-threatening
  • Camp is a socially safe (usually) environment where problems and issues are sorted out in real-time, when they occur.

So, how can we bridge these experiences to foster a deeper connection with Judaism when they arrive back home? 

How can we assist our Jewish teens,  who have just spent the summer being energized about a Judaism that is alive, pulsing, vibrant, and changeable, return home?

Here are some suggestions for using the talents our teens have gained over the summer:

#1.  Mentor a group to begin a ‘camp style’ group at the synagogue, or community center. Members may have been to camp, or just be interested in this new offering.

#2.  Put one or more Jewish teens on your committees to infuse it with some new ideas and approaches that they’ve learned at camp.

#3.  Help the teens develop goals to incorporate one new and different thing from camp into experiential programming for your youth.

#4.  Feature these Jewish summer camp experts as part of a panel that explores the ways in which your community can learn and be enriched by their experience.

#5.  Get these teens in front of younger kids to share their experiences and foster motivation for a Jewish summer camp experience.

(optional #6: tell me  how it goes!)

 

Photo credit: Wikipedia


What Engagement Is (and Isn’t)

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I wrote earlier on my blog site “Double Take” that some job descriptions are so vague, it’s almost impossible to figure out what the tasks are. In that post (called “What will you actually be doing if you get this job?”) I revealed that reading job descriptions is something I did regularly as a career consultant.

Scanning those help wanted ads (when there was such a thing) was valuable for so many reasons: it kept me abreast of industry changes and trends, corporate buzz words, and even company expansion into new areas. Think positions in corporate social responsibility, community relations, and medical ethics— fields which are now commonplace.

It also helped me coach clients on what to watch out for: job descriptions that were unrealistic, too vague or cryptic, or filled with tell-tale warning signs like: “ability to work under pressure with tight deadlines and irregular hours”.

So, what does this have to do with the state of the Jewish community? Plenty, it turns out. The position openings I see posted most often are positions I would have warned people about. These are jobs that on the face of it, have interesting titles, but when you dig deeper, issues bubble up. Most often those positions have either ‘Outreach’ or ‘Engagement’ in the title.

On the surface, those positions sound great and are full of promise, but since we know that many established Jewish non-profits are experiencing contraction (due to economic circumstances, demographics) their inability to effectively undertake the two things above is already a warning sign. When I read the descriptions more closely, my optimism takes a further hit.

The jobs, instead of focusing on involving new and prospective people in the organization, are often a mishmash of tasks that sound more like a recipe than a bona fide job description. Imagine the Grand Chef of Outreach, standing over a pot and adding in: a little marketing, a dash of donor relations, a sprinkling of grant writing, a bit of database management, a with a splash of social media thrown in for good measure.

This is neither outreach or engagement. It’s a job that is made of pieces that don’t necessarily belong together. The tell-tale sign for me is that no where do most of these openings mention responsibilities that should be essential components of outreach or engagement: interviewing stakeholders, gathering data, developing leaders, and implementing strategies and training mechanisms across departments to change organizational culture.

So, in order to do outreach, organizations need to make sure that it’s just not a new job that makes everyone feel a little better that something’s being done, but a real effort at organizational change that is manifested by the true work of engagement.