| Change driven by a vision, goals, and optimism is | | | | away from making changes due to fear, threat, |
| durable and produces sustainability. It also takes | | | | or other negative emotions. |
| advantage of one's positive emotions. That helps | | | | Next Steps: |
| foster an atmosphere of trust, cooperation, and | | | | Train your board to think optimistically, develop a |
| joy. Achieving the goals provides a sense of | | | | vision for the future, and set goals that inspire |
| fulfillment. We all want to be part of a success. | | | | Train your board to monitor the internal and |
| Using positive motivators helps emotionally | | | | external events that might adversely affect the |
| connect each person to the vision and goals. Their | | | | vision, delay achieving the goals, or affect the plan |
| emotions will sustain their effort. | | | | Train your board be proactive when responding to |
| There are many struggling parochial schools, | | | | pending events |
| Christian schools, and private schools across the | | | | Train your board to have contingent plans for the |
| country. Some have been struggling for a few | | | | most likely disruptions |
| years. They are having a hard time finding a | | | | The preceding process will eliminate a fearful |
| formula for success. | | | | reaction. The history of success will provide the |
| Fear motivates many of our decisions to change. | | | | board with the confidence to handle the |
| After the third heart attack, fear makes it is | | | | unexpected logically and objectively. The vision will |
| easy to find the motivation to change one's diet, | | | | guide the problem solving. The longer view |
| exercise program, and lifestyle. However, fear | | | | provided by the vision will help create a more |
| often causes us to look only at the symptoms | | | | sustainable solution. |
| (the immediate source of pain), reach for a quick | | | | A calm measured response will give the staff, |
| fix, and down play or ignore the underlying | | | | donors, and families confidence in the daily |
| problem. That process drives the focus inward. | | | | decisions of the board. With confidence, there will |
| The inward focus causes us to risk overlooking | | | | be more peace, less criticism, and less |
| those we serve. Inward-looking solutions seldom | | | | second-guessing. |
| have the durability we would like. | | | | Harmony at all levels will help increase enrollment |
| It is possible to save the struggling schools. That | | | | and donor support. It will also increase board |
| is the subject for a future article. | | | | member engagement and reduce turnover. |
| What is important today is to guide your board | | | | |