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    The organization is a Reform Jewish synagogue in northwest Chicago serving over 2,000 people through worship, programming, and social justice activities. As the new Interim Executive Director, the document writer oversees day-to-day operations, finances, and staff, reporting to the Board of Trustees. The previous Director of Operations had been promoted internally and lacked leadership experience, resulting in a contentious relationship with lay leaders. She quit suddenly, leaving little documentation or access to systems, plunging the organization into chaos as the new director worked to stabilize priorities and build relationships in the wake of the transition.

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    The organization is a Reform Jewish synagogue in northwest Chicago serving over 2,000 people through worship, programming, and social justice activities. As the new Interim Executive Director, the document writer oversees day-to-day operations, finances, and staff, reporting to the Board of Trustees. The previous Director of Operations had been promoted internally and lacked leadership experience, resulting in a contentious relationship with lay leaders. She quit suddenly, leaving little documentation or access to systems, plunging the organization into chaos as the new director worked to stabilize priorities and build relationships in the wake of the transition.

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    32 views1 page

    1 Choosing An Org Worksheet

    Uploaded by

    api-720954085
    The organization is a Reform Jewish synagogue in northwest Chicago serving over 2,000 people through worship, programming, and social justice activities. As the new Interim Executive Director, the document writer oversees day-to-day operations, finances, and staff, reporting to the Board of Trustees. The previous Director of Operations had been promoted internally and lacked leadership experience, resulting in a contentious relationship with lay leaders. She quit suddenly, leaving little documentation or access to systems, plunging the organization into chaos as the new director worked to stabilize priorities and build relationships in the wake of the transition.

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    OGL 481 Pro-Seminar I:

    PCA-Choosing an Organization Worksheet

    1) Name and describe your organization.

    My organization is a Reform Jewish synagogue that serves 450 households (approximately


    2,000 people) in the northwest suburbs of Chicago. The congregation is a non-profit values
    and mission-based organization and is the spiritual home for a diverse community. In
    addition to worship and services, it offers cultural and social programming and opportunities
    for its members. Households participate in person and virtually and are deeply involved in
    social action and social justice activities.The synagogue also has a religious school with over
    30 teachers and over 250 students.

    2) Describe your role in the organization (it can be an internal or external role).

    As the Interim Executive Director, I work closely with clergy and the Board of Trustees and
    am responsible for the human, physical, and financial resources of the organization. My
    responsibilities include fiscal accountability, supporting Board governance and fundraising
    efforts, and overseeing all day-to-day operations. I report to the Board and supervise
    everyone on staff except for the clergy.

    3) Describe the situation, including information you think the will help the reader
    understand the most important elements of the situation. (This will require
    selectivity: part of the art of case writing is separating the essential facts from the
    mass of information that might be included).

    The organization didn’t have an Executive Director for several years prior to my stepping in.
    My predecessor served as the Director of Operations and had been promoted internally from
    a finance position. She had been there many years, and even though she knew the inner
    workings of the organization very well, she did not have experience as a leader or thought
    partner. She was resentful of a perceived lack of support and had a contentious relationship
    with many lay leaders. She quit suddenly and the transition was very painful for the
    organization.

    Immediately after stepping into this position, I began administering to everything left in the
    wake of her sudden exit. She left little to no access to any of the systems, including anything
    related to finance or the security of the building. These first few weeks were very chaotic and
    I spent every day navigating shifting and competing priorities, building relationships, and
    identifying which of these priorites were truly the immediate needs of the organization.

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