How might we...
- How might we integrate Courageous Practice more deeply across our teams?
- How might we embed Courageous Practice into our directors meetings so that directors are more comfortable with engaging in Courageous Practice?
- How might we integrate the Courageous Operating System (COS) more deeply in the Directors Team during this transition?
If we use the COS within the directors team during this transition, it will help us achieve our collective purpose of holding the core, using NVC within the team, learning and evolving, and creating sustainable pace.
Step 1: Adapt the COS to create materials and tools relating COS to the leadership transition
Step 2: Take the Directors through the COS in a series of meetings, creating shared sense of shared purpose and framework about how to manage this transition.
Step 3: Short evaluation of first meeting completed by Directors
Step 4: Directors complete COS Transition tools about assets and strengths, growth path, and road of resilience (by April 18)
Step 5: Directors discuss COS: Pacing
Step 6: Short evaluation of second meeting completed by Directors
Step 7: Directors meeting at SSS on COS + transition
Success to Failure spectrum:
Success – Directors build muscle around COS and manage their own experience of the transition by using the COS.
Failure – COS is just another thing that directors have to manage during this transition. Directors feel burdened by COS.
We will measure our outcomes qualitatively.
Assessment Questions we need to ask in each meeting:
- At the beginning of each meeting, ask Directors how it was for them to use the COS: What worked? What was useful? What was challenging?
- Do an evaluation with the directors: was this useful in helping us identify our individual core purpose during the transition? – have done written evaluation sent within 24 hours of meeting.
- What parts of the COS were useful and what needs to be changed to be more useful? How can we help them continue using the COS for themselves and for their teams? (this might be a final evaluation question in 6 months)
- At the end of each meeting when we have had a chance to go through the COS, do an evaluation with the directors: was this useful in helping us identify our individual core purpose during the transition?
- What parts of the COS were useful and what needs to be changed to be more useful?
- How can we help them continue using the COS for themselves and for their teams?
- Learnings is around non violent communication, all directors feel like they need to increase their skill in this during this transition.
- We need more time with one another. We adjusted time with directors – increasing our frequency of meeting to biweekly – so that we have more contact with one another.
- Directors needed a reminder to include “internal work” as the real work. The idea to reserve 30% for internal work was an eye-opener for many of them.
- Directors need a space to step into leadership. Team Directors held the “mama bears” space for the team and now we are re-shifting this space for all the directors to step into their leadership and become grown-ass wolves.
- It’s hard for people to say no – but we need to continue to give them tools to do so. These discussions on pacing take a lot of time as people are invested in the work and it also requires that they not only think about their own work but the work of others
- We need to build our collective capacity to do this more often and with more ease.
- Consistent facilitation of Director team meetings creates much clearer sense for other directors about the organizational priority and focus on this transition.
- We changed the transition time to be from now until elections.
- Focus of transition became civic engagement and our electoral work – dropping or postponing everything else.