At first glance, the different projects I take on might seem varied, even unrelated.
My current project load includes the following:
Coordinating a nation-wide initiative aimed at breaking down barriers to students with dyslexia and language learning challenges.
Building systems and processes within a Jewish day school in order to make operations more effective and efficient.
Evaluating a foundation grantee’s work through the lens of their goals and desired outcomes with an eye towards scale and applicability elsewhere.
Providing feedback and thought partnership for an organization while they rethink their purpose and offerings in order to maximize impact.
Exploring the key tenets of high quality professional learning and considering how to make it more accessible to Jewish day schools of all sizes (and budgets).
Facilitating conversation, dialogue, and learning around artificial intelligence in education so that our students are best prepared for their world.
I tell people that I empower excellence and innovation in Jewish education, and I do. And I do think that connects the different pieces of my work.
But when I dig down to what I actually do and what this actually looks like in practice, it’s all about process and communication.
Because process and communication are at the core of any healthy organization. It’s what truly separates those that are thriving from those that are merely surviving.
It’s not just about efficiency or professionalism; it’s about creating an environment where people feel empowered and do their best work.
And, none of this happens by chance – it’s a product of intentional design, rooted in shared understanding.
Whether it’s a small tweak or a major overhaul, change requires more than just a desire to move forward; it requires a clear, methodical process that ensures every step is purposeful and collaborative. Without a process, change initiatives can quickly dissolve into chaos, leaving teams frustrated and goals unmet.
In my work, my approach follows a structured process that turns ambiguity into clarity, ensuring that every stakeholder is aligned and empowered.
A Look at My Process
1. Gathering Information to Assess the Current Challenge
Every change initiative starts with a deep understanding of the current situation. This is where gathering information comes into play, forming the foundation of a successful change process. You can’t chart a course forward if you don’t know where you are, and this initial stage helps uncover the root of the challenge, the pain points, and the systemic factors that may be contributing to it.
At this stage, it's crucial to involve key individuals from across the organization to provide diverse perspectives. This isn’t just a top-down assessment; the people on the ground often have key insights into the practical obstacles they face. By engaging various stakeholders early on, you build a comprehensive picture of the organization’s current state and begin to lay the groundwork for buy-in later in the process.
2. Articulating Goals and Identifying the Why
Once the challenge is clearly understood, it’s time to articulate goals. But it’s not enough to simply list what you want to achieve—you also need to dive into why these goals matter. Understanding the "why" behind the change helps drive motivation, focus, and commitment. Without a shared sense of purpose, teams can quickly lose sight of the endgame, and organizational change can fizzle out before it even begins.
For example, if the goal is to improve student outcomes, the underlying "why" could be to ensure equitable access to education or to enhance the school's reputation. When everyone understands not just what the goals are but why they are important (and it helps everyone involved), it’s easier to rally around them.
3. Identifying and Gaining Consensus from Key Stakeholders
A crucial, often overlooked step in organizational change is identifying the key stakeholders—those individuals who have a vested interest in the outcome and who will influence or be affected by the change. Change initiatives can fail if stakeholders are not involved or if there isn’t consensus on the goals and their importance.
Gaining consensus doesn’t mean everyone will always agree on the details, but it does mean that all stakeholders must be aligned on the overall vision and objectives. This step is where collaboration becomes critical. Through workshops, meetings, or informal discussions, you can work to ensure that all stakeholders are on the same page, reducing the likelihood of resistance later on.
Without this buy-in, even the best plans can be undermined by pushback or disengagement. By bringing stakeholders into the process early, you cultivate a sense of ownership and accountability.
4. Engaging Stakeholders in Developing a Research-Backed Plan
Now that goals are defined and stakeholders are on board, the next step is to develop a plan that is both realistic and research-backed. This is where process truly shines. Rather than dictating solutions, this phase involves engaging stakeholders in co-creating the plan, incorporating their insights, expertise, and perspectives.
By grounding the plan in data and research, you ensure that your approach is informed by evidence and best practices, rather than guesswork. This research-backed approach not only builds confidence in the plan but also provides a credible basis for decision-making along the way.
Moreover, engaging stakeholders in developing the plan helps to further solidify their investment in the process. They’re not just recipients of a pre-made plan—they’re collaborators in creating the roadmap to success.
5. Compiling the Information and Data to Create the Plan
After the stakeholder engagement phase, it’s time to compile all the information and data gathered to create a cohesive, actionable plan. This is where the process begins to come full circle—moving from gathering insights and research to formulating a concrete strategy.
Here, clarity is key. The plan should be straightforward, with clearly defined steps, timelines, and roles. It’s not enough to have a vision; teams need to know how they’re going to get there. Break the plan down into manageable, sequential actions, so it feels less overwhelming and more achievable.
This plan becomes the reference point for everyone involved, guiding the organization as it navigates through the change.
6. Delivering the Plan and Creating a Framework for Implementation
The final step in this process is delivering the plan and establishing a framework for implementation. But delivering the plan isn’t the end of the journey—it’s where the real work begins.
Change efforts often falter during implementation because there’s a lack of follow-through or a weak framework to support the transition. That’s why a robust framework for implementation is essential. This framework should outline how the plan will be executed, who is responsible for each part, and what support will be available as teams work through the change.
Crucially, this stage should also include regular check-ins, opportunities for feedback, and a system for measuring progress. It’s important to remember that implementation is not a one-and-done process—it’s ongoing. Adaptations may be necessary, and maintaining open lines of communication ensures that the organization stays on course.
The Role of Process in Overcoming Resistance to Change
Change is hard, and people tend to resist it. This resistance often stems from fear—fear of the unknown, fear of failure, or fear of additional workload. However, a clear process helps to alleviate that fear by offering structure and predictability.
When there’s a defined process in place, stakeholders know what to expect, which helps ease the anxiety that can accompany change. They see that there is a method to the madness and that the change is happening in a thoughtful, organized way, rather than being imposed haphazardly.
Furthermore, by involving people in every step—from assessing the current challenge to implementing the final plan—you help them feel part of the solution. This reduces resistance because change is no longer something happening to them; it’s something they are actively shaping.
Process and Communication in Tandem: The Magic Formula
An essential piece of making the process work is ongoing, open communication.
What’s often overlooked is how process and communication are intertwined. One without the other is like having a car without gas—or gas without a car. A process that isn’t communicated well is useless; people won’t know how to follow it or may misunderstand its purpose. On the flip side, all the communication in the world won’t fix a broken or non-existent process.
Consider a school as an example. Imagine a school trying to implement a new student feedback system. If the process is unclear—no one knows how to use the new software, when to submit feedback, or what kind of feedback is expected—the system will quickly fall apart. At the same time, if the leadership doesn’t communicate the why behind the new system, staff may resist, feeling it’s just another task on their already full plate.
When process and communication are aligned, magic happens. That new student feedback system? It works seamlessly because staff understand the purpose, know how to use it, and see the benefits to their work and students. They’re on board because the leadership communicated clearly, and the process was simple and effective.
(More on the role of communication as part of process, including tips, in a future blog!)
Process in My Work
As I reflect on my current projects, from breaking down barriers for students with dyslexia to helping Jewish day schools rethink their professional development, there’s a clear thread that ties them all together: the importance of process and communication. Whether it’s coordinating a national initiative, building effective school systems, or evaluating a foundation’s work, the success of each endeavor hinges on the same foundational principles.
When I tell people that I empower excellence and innovation in Jewish education, this is what I mean. It’s about creating clarity where there is confusion, building frameworks where there is chaos, and fostering environments where people can do their best work. Each of my projects may look different on the surface, but the process is always at the heart—gathering information, aligning stakeholders, developing plans, and ensuring those plans are implemented with care and intention.
Healthy organizations are not just efficient or professional—they are built on strong, well-communicated processes. They thrive because they’ve intentionally created systems that empower their people, guiding them toward shared goals. My role, across all these initiatives, is to help schools and organizations develop the processes they need to move from merely surviving to truly thriving.
In every project, from exploring the future of artificial intelligence in education to creating professional learning systems, the steps are the same: assess, articulate, engage, plan, and implement. And it all comes back to the core truth that thriving organizations don’t happen by chance—they are the product of intentional design, rooted in a clear, collaborative process and ongoing communication. That’s the magic formula. And that’s the work I do.
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