You as a Leader

Personal transformation and behavior change

What changed in my leadership that made this future possible?
It's 2033. Looking back, you can clearly name how your leadership evolved. Identify the outcomes (not the activities): Name 3 leadership outcomes that now define effective JCC and J Camp executives in 2033.

Examples of outcomes:

  • Executives are no longer the sole carriers of vision
  • Leaders operate with greater courage and less isolation
  • Decision-making is values-anchored and future-oriented
What behaviors replaced old habits?
Identify the outdated behaviors that no longer serve the 2033 vision

Old Habit Example:

Making decisions in isolation without consulting stakeholders

Reflect: What patterns did you leave behind to reach the 2033 outcomes?

What did leaders consistently stop doing?
Actions and approaches that leaders deliberately ceased

Stop Doing Example:

Optimizing for short-term donor satisfaction over long-term community impact

Reflect: What did you intentionally stop to create space for new approaches?

What did leaders consistently start doing?
New behaviors and practices that became standard

Start Doing Example:

Regularly convening cross-functional teams to co-create strategic direction

Reflect: What new practices did you adopt consistently to drive change?

Leadership Outcome → Required Behavior Change
Connect your leadership outcomes to the specific behavior changes required to achieve them

Finish this sentence:

"To produce these leadership outcomes, I had to consistently_______________even when it was uncomfortable."

Example 1:

"...had to consistently share decision-making authority with my team even when it was uncomfortable."

Example 2:

"...had to consistently prioritize long-term community outcomes over immediate program metrics even when it was uncomfortable."

Key Leadership Shifts for 2033

From Sole Visionary to Shared Leadership

Executives transitioned from being the sole carriers of vision to cultivating distributed leadership across boards, staff, and community stakeholders.

Board members co-own strategic direction
Staff teams lead initiative design
Community voices shape priorities
From Isolation to Collaborative Networks

Leaders moved from operating in isolation to building robust peer networks for support, learning, and collective problem-solving.

Regular peer cohort meetings
Cross-JCC learning exchanges
Movement-wide resource sharing
From Activity-Focused to Outcome-Driven

Decision-making shifted from program activity counts to measuring meaningful community outcomes and long-term impact.

Outcome-based strategic planning
Impact measurement frameworks
Community-defined success metrics
From Risk-Averse to Courageous Innovation

Leaders embraced calculated risk-taking and experimentation, creating cultures where innovation and learning from failure are valued.

Pilot programs with clear learning goals
Transparent failure post-mortems
Innovation budgets and time allocation

Ready to explore the next pillar?

Continue to Community Health to explore how boards, staff, and funders evolved to support this leadership transformation.