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