10 Tactics of Transition

Ten Tactics of Transitions

Rabbi Elliot SchoenbergInternational Placement Director

and Career ServicesSpring 2012

William Bridges’ 3 Stages

Leaving/Endings

Neutral Zone

New Beginnings/Start-Up

Endings: External vs. Internal

Things “stop” and that is external.

When we say “end,” we mean something internal – the way that things have been experienced, related to, counted on is over.

A piece of one’s life is gone. That is why endings have so much impact.

Greatest Losses

Comfort Zone

What to Expect

Physical Relocation

Predictability

The Neutral Zone

The nowhere between two somewheres

“Tohu vevohu” no man’s land, quicksand, the dessert, neither here nor there

Neutral Zone – What is it?

The in-between states where the old way of doing things, the old identity, or the old life is gone, but the new one hasn’t yet become operational or effective.

Neutral Zone – What is it?

It is a chaotic time and one when people are tempted to go back to the past or to bail out completely.

New Beginnings: What is it?

The emotional renewal of commitment to and identification with an organization.

New Beginnings: What is it?

The beginning really involves a new identity, a new sense of purpose, and a new sense of meaning.

Summary Points

1. Multiple transitions are going on – You, your family, your organization.

Summary Points

2. There is an overlap of emotions.

Protect Your Leader

Protect Your Leader

Plan self care for the leader

Protect Your Leader

Look after the leader’s family

Protect Your Leader

Stress – how does a committee run interference for the leader?

Make First Impressions Count

Make First Impressions Count

Hard to overcome

Make First Impressions Count

Be intentional – what do you want people to remember

Make First Impressions Count

Mindfully select first success

Supply Leader with Lists

Supply Leader with Lists

Supply Leader with lists

Key leaders – visible Key leaders –

hidden Key leaders-supply

bio

Supply Leader with Lists

Supply Leader with lists

Birthdays Illness,

Anniversaries, Special Events

20 people to take out to lunch

Teach History

Teach History

Of people

Teach History

Of accomplishments

Teach History

Of challenges

Teach History

Do Wall of Wonder exercise

Vietnam War

1996 Daniel’sBar Mitsvah

Slow Down Changes

Slow Down Changes

Run interference for the leader

Slow Down Changes

Stress continuity

Slow Down Changes

Affirm history

Slow Down Changes

Make list of changes they want

Slow Down Changes

Number one issue is changing a custom without consultation

Look For Surprises

Look For Surprises

Communication Issues

Look For Surprises

Expectations exercise

Watch for First Conflict

Watch for First Conflict

Information

Watch for First Conflict

Do not avoid but see as information

Watch for First Conflict

Not resolve but manage

Introduce Leader to Ghosts

Introduce Leader to Ghosts

Protect Leader

Introduce Leader to Ghosts

Allow for reactivity by the leader

Introduce Leader to Ghosts

Not just one predecessor

Provide Documents to New Leader

Provide Documents

Minutes of meetings – especially Board Meetings

Provide Documents

Bulletins and Publications

Provide Documents

List of customs

Lead a Community Tour

Lead a Community Tour

Places with representatives from institution

Lead a Community Tour

People with representatives from the institution

Suggest First Visible Act

Suggest First Visible Act

Showcase talent of new leader

Negotiate New Priorities

Negotiate New Priorities

Pareto Principle

Negotiate New Priorities

20% of your activity should produce 80% of your product

Ten Tactics of Transitions

Rabbi Elliot SchoenbergInternational Placement Director

and Career ServicesSpring 2012