Drive: Chapter Six: Drive: Chapter Six: PurposePurpose

By Andy Denison By Andy Denison

And And

Glenn MaleykoGlenn Maleyko

September 15, 2011September 15, 2011

Daniel Pink: DriveDaniel Pink: Drive

We are learning that the profit motive, We are learning that the profit motive, potent though it is, can be an potent though it is, can be an insufficient impetus for both individuals insufficient impetus for both individuals and organizations. and organizations.

An equally powerful source of energy, An equally powerful source of energy, one we’ve often neglected or dismissed one we’ve often neglected or dismissed as unrealistic, is what we might call the as unrealistic, is what we might call the “Purpose Motive.”“Purpose Motive.”

Daniel Pink: DriveDaniel Pink: Drive

The aims of Motivation 3.0 companies The aims of Motivation 3.0 companies are not to chase profit while trying to are not to chase profit while trying to stay ethical and law-abiding. stay ethical and law-abiding.

Their goal is to pursue purpose --- and Their goal is to pursue purpose --- and to use profit as the catalyst rather than to use profit as the catalyst rather than the objective. the objective.

Overview – “Purpose” Chapter 6Overview – “Purpose” Chapter 6

Is it the intent of a business to make a profit or is it Is it the intent of a business to make a profit or is it their intent to make a difference? (TOMS shoes, their intent to make a difference? (TOMS shoes, Ford Community Service Days, etc.)Ford Community Service Days, etc.)

Words vs. Actions (The MBA Oath)Words vs. Actions (The MBA Oath) What is the foundation of an organization’s What is the foundation of an organization’s

policies? (Integrity, Affirmative Action – beliefs or a policies? (Integrity, Affirmative Action – beliefs or a set of boxes to check?, etc.)set of boxes to check?, etc.)

Profit Goals vs. Purpose GoalsProfit Goals vs. Purpose Goals

““People want to be part of People want to be part of something larger than something larger than

themselves. They want to be themselves. They want to be part of something they’re part of something they’re

really proud of, that really proud of, that they’ll fight for, sacrifice they’ll fight for, sacrifice

for , trust.”for , trust.” — — Howard SchultzHoward Schultz

Effective visions help individuals understand Effective visions help individuals understand that they are part of a larger world and also that they are part of a larger world and also reassure them of their individual importance reassure them of their individual importance to the organization. to the organization.

Reeves, Douglas (2006). The learning Leader. Reeves, Douglas (2006). The learning Leader.

Visionary leaders

Six Secrets of Change by Fullan Six Secrets of Change by Fullan (2008)(2008)

Secret One: Love your employeesSecret One: Love your employees

Secret Two: Connect Peers with Secret Two: Connect Peers with PurposePurpose

Secret Three: Capacity BuildingSecret Three: Capacity Building Secret Four: Learning is the WorkSecret Four: Learning is the Work Secret Five: TransparencySecret Five: Transparency Secret Six: Systems LearnedSecret Six: Systems Learned

All of us can consciously All of us can consciously decide to leave behind a life of decide to leave behind a life of mediocrity and to live a life of mediocrity and to live a life of greatness---at home, at work greatness---at home, at work

and in the community. No and in the community. No matter what our matter what our

circumstances may be, such a circumstances may be, such a decision can be made by decision can be made by

everyone of us. everyone of us. Stephen CoveyStephen Covey

Pg. 29

What is our frame of mind? What is our frame of mind?

Is the Glass half full or half empty?Is the Glass half full or half empty?

NON-NEGOTIABLE GOALS

What

StudentAchievement

Resources Community Data/SI Celebration

Dearborn's Improvement Plan

ELAFocus on writing &reading comprehension

MathematicsFocus on problemsolving/critical thinking

Balancedbudget

Revenueenhancement

No borrowing

Parent involvement

Partnerships (City,HFCC, WSU, UM)

Inform instruction

Professionaldevelopment

Providefeedback

Staff

Students

Graduateguarantee

Five Year Processwith ongoing School Improvement Council's review, visits and feedbackWhen

NON NEGOTIABLE FACTORS THAT INFLUENCE STUDENT LEARNING

School Class Student District

Ways

Viable curriculum

SMART goals

Parent/Communityinvolvement

Safe/orderly environment

Principal leadership

Instructional strategies

Classroom management

Classroom curriculumdesign

Home environment

Learned intelligence/background

Motivation

Resource alignment

Data driven decisions

Inform parents

Marzano & Others

Dearborn Schools Vision and Dearborn Schools Vision and MissionMission

http://dearbornschools.org/schoolshttp://dearbornschools.org/schools/school-info/school-start-times/183/school-info/school-start-times/183