JSET Blog

Clarifying Expectations

JSET Team — Tue, 12 May 2009 14:00:31 +0000

Rita Carla Bron, a 2008-2009 JSET Fellow, wrote about some of the lessons she learned this year through JSET’s internship program. She initially had a miscommunication on the goals of the project, after discussing the situation at a JSET session, a document was drafted to ensure clear expectations are set at the beginning of any engagement, whether for a job, internship, volunteer work, consulting or planning a new project. Below is a quote from the Article.

You can find the worksheet on our site under "project planning form".

“From the bumps in the experience, I am able to suggest initial precautions and things to do that would insure proper communication and worthwhile usage of manpower. First: request a clear explanation of the task at hand, preferably with a written proposal. Second: develop a timetable to submit initial drafts of the product. This step ensures consistent communication and minimizes the chance of spending too much time working in the wrong direction. Although not essential, meeting in person face to face with the project manager "puts a face to the name," allowing the team members to work on the task with a goal in mind while establishing a personal relationship and concrete guidance.”

So, as a new graduate, why go non-profit?

JSET Team — Sun, 29 Mar 2009 22:22:58 +0000

Wall Street isn’t the only victim of the economic crisis.

“Hiring is in the deep freeze”. “Last one hired, first one fired”. “Your offer has been rescinded due to downsizing”. These are the all too common employer responses new graduates are receiving, many of whom are graduating this May with no job prospects in sight.

Graduate school and fellowships have become a recession refuge. But there is another option.

Non-profit. It is 10% of the US workforce (2008 Nonprofit Almanac) and a multi-billion dollar sector that is constantly evolving and adapting to society’s needs.

However, in this post-Madoff world, donors are unable to afford to keep up with their original pledges and others are forced to keep a tight fist on their wallets. In this current economic climate, many would consider a person insane for intending to go into non-profit work. There is no sustainability, there is no money, and there is no guarantee.

So, as a new graduate, why go non-profit?

Moral satisfaction. Imagine waking up every day knowing you are doing something positive for others. It’s like coffee for the soul. You are working not for the CEO and board members in the fancy offices 20 floors up but for yourself, your family, friends, and neighbors.

Hands On Experience. Non-profits, especially smaller ones, allow you to wear many hats. With limited resources, multi-talented people are a gold mine for organizations. For example, if you are hired for the communications department, you would have the opportunity to get your feet wet in public relations, marketing, web design, journalism, and even event planning. It offers the opportunity to be flexible and explore your strengths -- without having to sit in a classroom.

Training. Non-profits offer a great training ground. In non-profit everyone is dependant on everyone else. When you succeed, the organization succeeds. Often times, you have the ability to work closely with directors and other key members of the organization and learn directly from them. Furthermore, you learn to adapt and to accomplish goals with limited resources. If you can succeed in non-profit, you can succeed anywhere.

Passion. You have the ability to fuse passion with paycheck. Non-profits cover a broad spectrum of fields from medicine to government policy to technology and offer opportunities for every major and skill, including accounting and finance. Choose your passion. Now, walk into work being surrounded by it and a team of like-minded individuals.

Growth. Since you have the opportunity to perform many job functions, you have a constant opportunity to prove yourself and your abilities. As a result it is easier to advance up the ladder whether within your current organization or another one.

Benefits. Salaries may not be as high as those in the corporate world, but there are family-friendly policies and more generous vacation plans to make up for smaller wages.

If you aren’t interested in paying truckloads of money for more classroom time, then it might be worthwhile to look into the non-profit sector, even if temporarily. You will be afforded the opportunity to hone your skills and build up, as well as diversify, your resume in order to re-enter the corporate world with a little more punch. Who knows, you may even like all that moral satisfaction and decide to stick it out long term.

Contributed by Tamar Klein, JSET Fellow '08-'09

Dr. Woocher: Session on Developing a New Model For Jewish Education

JSET Team — Mon, 09 Mar 2009 14:13:06 +0000

Dr. Jonathan Woocher, Chief Ideas Officer of the Jewish Education Service of North America (JESNA) and director of its Lippman Kanfer Institute (an action-oriented think tank for innovation in Jewish learning and engagement), engaged JSET fellows in a session which included not only the latest information about the current state of the Jewish educational system in North America but raised significant questions on how to improve upon it.

Following a brief introduction of his background and the mission of JESNA, Dr. Woocher hit fellows with a walloping statistic: 75% of Jewish children under the age of 13 receive some form of Jewish education, a statistic which has remained consistent throughout the years. However, after age 13, a large percentage of these students discontinue their Jewish education.

Insightful comments and heated debates with fellows ensued as to the root of this statistic, after which Dr. Woocher provided 3 basic principles we should keep in mind in order to make Jewish education work in the 21st century:

1) It must be learner centered
2) Infuse education with powerful relationships (mentorships)
3) It must be life centered.
He explains that we must change the thought process of organizations from "owning" the jewish youth to "stewarding" them in the right direction for themselves.

Dr. Woocher then provided a simple, scientific method-like strategy to organizing
one's thoughts when presented with a seemingly inconceivable issue.

1) State the problem/situation
2) Focus on "the who" - target "a" not "b"
3) What can we do to begin to address the problem
4) Hypothesis

Using this new tool, JSET fellows were divided into groups and given the task of solving the issue of the staggering drop off rate.

JSET fellows arrived at some creative new solutions in addition to putting some new spins on solutions already in place. Obviously, there is no one solution to such a substantial issue. However, as always with JSET sessions, it is not necessarily about the solutions but rather how efficiently we get there.

Contributed by Tamar Klein, JSET Fellow '08-'09

Limmud NY: How To Manage Volunteers

JSET Team — Fri, 06 Mar 2009 18:00:00 +0000

This past wednesday night I had the opportunity of having tea (actually apple cider) with Ruthie Warshenbrot, the Executive Director of Limmud NY. Much of Limmud is run by volunteers, an incredible feat, especially when keeping in mind that most organizations have difficulty managing just a few volunteers properly. She said it is important to keep in mind

Approaching and Effectively Executing Objectives

JSET Team — Fri, 27 Feb 2009 00:42:37 +0000

Among the distinguished speakers visiting JSET, Dr. Steven Safier captured all with his presentation. This past Monday, JSET, joined by BLIT (Business Leaders in Training) was honored with having this prestigious speaker. Holding a doctorate in psychology, Dr. Safier currently works as Senior VP and CAO of SUBWAY Franchisee Advertising Fund Trust (SFAFT) In order to most efficiently and effectively solve a problem, Dr. Safier suggested approaching the situation in the following way:

Solving a Problem With Little or No Information

JSET Team — Fri, 20 Feb 2009 16:06:41 +0000

This is a clip from a recent JSET session with Dr. Steven Safier [Senior VP and CAO of SUBWAY Franchisee Advertising Fund Trust (SFAFT)]. Midway through the session the students became frustrated, feeling as if they did not have enough information to solve the case study. Dr. Safier addresses their concerns by articulating that this is a common situation, normally one does not have all the information needed to make a decision. See the video for his suggestion of what to do when you need to develop a strategy with limited information.

Aligning Strategy With Vision

JSET Team — Tue, 17 Feb 2009 23:00:00 +0000

Just recently, I came upon an interesting post detailing the importance of being strategic, being clear on your the goal and aligning activities with it. The article shows one example how an organization, one many of us know and love, may be conducting activities that are not aligned with what it is actually trying to accomplish. In fact, the post argues that their activities may be detrimental to effecting the change they seek!

Raising Money for Your Idea

JSET Team — Fri, 06 Feb 2009 00:00:14 +0000

Gali Cooks, the Executive Director of the Kaplan Family Foundation came to speak to us about the grant making process. She spoke about grants from the organization and foundation perspective, those writing and those reading the grants. She spoke very well in the short time we had with her. While the grant proposal and process of analyzing the grant is lengthy, she made sure to cover all of the key points in order that we give us the best possible overview.

Madoff and Strategic Planning

JSET Team — Thu, 22 Jan 2009 20:48:17 +0000

Strategic planning is an essential element for the success of any organization. In light of the Madoff scandal and the current economic situation, organizations will need to reevaluate with laser-like precision their vision, structure and strategy.

The organizations which are not clear on their goals and do not have defined strategies will be forced to close during these economic times. The situation we are facing can be compared to the concept of survival of the fittest. The public, being more careful with their money, will scrutinize nonprofits, asking them critical questions about their mission, strategy and impact.

This is an opportunity to pressure nonprofits to be more like a business, showing tangible impact for a minimal amount of money allocation. Furthermore, organizations need to start thinking of how they can collaborate with other organizations that either target similar populations or develop similar materials, products or services. Part of this process will require nonprofits to change their language from how much money they spend towards what they achieve.

Those organizations which are able to demonstrate their effectiveness will gain the public’s support and will survive these tough times. May we, the public, take this opportunity to help these social enterprises become more strategic, collaborative and ultimately make our world a better place.

Contributed by Meyer Laniado President and Founder of JSET