Building A Team Destined for Greatness- Dr. James Goenner, National Charter Schools Institute (...

BUILDING A TEAMDESTINED FOR

GREATNESS

PRESENTED BYDR. JAMES N. GOENNER | PRESIDENT & CEONATIONAL CHARTER SCHOOLS INSTITUTEAUGUST 9, 2012

Institute for Leadership in Charter School Authorizing

www.CharterInstitute.org 2

Goals for Today

Share Strategies

Challenge Your Thinking

Expand Your Vision of Authorizing

Answer Your Questions

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Have Fun!5


Delivers Superior Performance

Makes a Distinctive Impact

Achieves Lasting Endurance

What Does a Great Team Do?


The First Person You Lead is You

Are you worth following? Why?

“Know Thyself”


Honest

The Most Consistently Admired Characteristics of a Leader

Forward-Looking

Competent

Inspiring


The Five Temptationsof a CEO

AccountabilityEnsures Results

Clarity AllowsAccountability

Conflict Leadsto Clarity

Trust lets HealthyConflict Occur

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What Level of Leader are You?


The Leadership Challenge5 Practices of Exemplary Leaders

Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

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Encourage the Heart5


“Doing everything keeps us so busy, we don’t have time to

think about what is really important to us.”

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Covey: Begin with the End in Mind

The Vision

The Mission

What are you really trying to accomplish? Is it compelling? Will it make a significant difference?

What are you and your team going to do to make this vision a reality?

The ValuesWhat are the core things you and your team will use

to guide and evaluate all of your actions and behaviors.


The Power of Values

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Integrity We will always strive to do the right things for the right reasons.

We trust each other to speak our minds.

HonestyWe will tell the truth.

We will be open to feedback.

RespectWe communicate with candor and tact.

We will be tough on the issue not the person. We value people for who they are and what they bring.


The Power of Values

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TeamworkWe recognize that no one of us is as good as all of us.

We will put the team goals before our own. We will collaborate.

We can be relied upon to fulfill commitments.We will celebrate our success and have fun.

Accountability

We will own our opportunities. We are accountable for ourselves and to each other.


The Power of Values

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Forward-Looking We strive to exceed expectations.

We are not limited by others. We are willing to take risk.

We dare to be different. We inspire growth in ourselves and others.

Commitment

We are persistent.We lead with passion.


The Flywheel


The Hedgehog Principle


Level 5 Leadership. Level 5 leaders are ambitious first and foremost for the cause, the organization, the work—not themselves—and they have the fierce resolve to do whatever it takes to make good on that ambition. A Level 5 leader displays a paradoxical blend of personal humility and professional will. First Who … Then What. Those who build great organizations make sure they have the right people on the bus, the wrong people off the bus, and the right people in the key seats before they figure out where to drive the bus. They always think first about “who” and then about what.

STAGE 1: DISCIPLINED PEOPLE


Confront the Brutal Facts—the Stockdale Paradox. Retain unwavering faith that you can and will prevail in the end, regardless of the difficulties, AND AT THE SAME TIME have the discipline to confront the most brutal facts of your current reality, whatever they might be. The Hedgehog Concept. Greatness comes about by a series of good decisions consistent with a simple, coherent concept—a “Hedgehog Concept.” The Hedgehog Concept is an operating model that reflects understanding of three intersecting circles: what you can be the best in the world at, what you are deeply passionate about, and what best drives your economic or resource engine.

STAGE 2: DISCIPLINED THOUGHT


Culture of Discipline. Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that creates greatness. In a culture of discipline, people do not have “jobs;” they have responsibilities. The Flywheel. In building greatness, there is no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment. Rather, the process resembles relentlessly pushing a giant heavy flywheel in one direction, turn upon turn, building momentum until a point of breakthrough, and beyond.

STAGE 3: DISCIPLINED ACTION


Clock Building, Not Time Telling. Build an organization that can adapt through multiple generations of leaders; the exact opposite of being built around a single great leader, great idea, or specific program. Build catalytic mechanisms to stimulate progress, rather than acting as a charismatic force of personality to drive progress. Preserve the Core and Stimulate Progress. Adherence to core values combined with a willingness to challenge and change everything except those core values—keeping clear the distinction between “what we stand for” (which should never change) and “how we do things” (which should never stop changing). Great companies have a purpose—a reason for being—that goes far beyond just making money, and they translate this purpose into BHAGs (big hairy audacious goals) to stimulate progress.

STAGE 4: BUILDING GREATNESS TO LAST


Common Authorizing Functions

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Gatekeeper

Overseer

Evaluator

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Change Agent

Alpha Authorizing Functions

Market Maker

Force for Quality

Catalyst for Excellence


Change Agent

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Challenge the “givens”

Foster an environment that attracts talent, capital and entrepreneurship

Influence policy and practice Provide leadership and ideas for

improving education


Market Maker

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Change the incentives by withdrawing the exclusive franchise

Charter new schools so people have a diverse array of choices

Foster an environment that attracts can-do people


Force for Quality

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Thoroughly screen applications and applicants

Issue & enforce performance-based charters

Measure and evaluate performance

Preserve discretionary judgment

Protect school autonomy

Appropriately intervene when people fail to perform


Catalyst for Excellence

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Recognize and reward performance Encourage the replication & expansion of success Create new performance-based paths for

authorizing, overseeing, & renewing charters Make authorizing a respected profession Relentlessly pursue excellence Protect, preserve and advance the idea

behind chartering


Alpha Authorizing3 Keys for Chartering Great Schools

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Establish a Shared Vision and Commitment

Develop a Relationship of Mutual Trust and Respect

Set Clear Performance Expectations – No Surprises!

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Four Disciplines of a Healthy Organization

Lencioni’s Four Disciplines of a Healthy OrganizationCopy Right 2002 Patrick Lencioni


The Five Dysfunctions of a Team

The Role of the Leader

Confront Difficult Issues

Focus on Collective Outcomes

Force Clarity and Closure

Mine for Conflict

Go First!


Nine Point FrameworkStudent and School Focused – Our primary reason for being1

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Partnering – View schools as partners

Transformational – Major impact; not mistaking activity for achievement

Strategic Approach – Proactive; by design, not chance; important, not urgent

Results Oriented – Focus on solutions, not symptoms

Teamwork – Strengthen relations internally and externally; synergy; fun

Aligning Resources – Match resources with needs

Individualized – Strategy and approach

Share Successes – Win together


“Set the standards higher for yourself than others would set

them for you.” - John Maxwell

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THANK YOU!

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Building A Team Destined for Greatness- Dr. James Goenner, National Charter Schools Institute (...

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Transcript of Building A Team Destined for Greatness- Dr. James Goenner, National Charter Schools Institute (...