1. 1. JAMES N. GOENNER, PH.D. RILEY J. JUSTIS LeadingYourTeam to Greatness
2. 2. Goals for Session KIDS!!! Share a Framework for Greatness Learn & Grow Together Advance Your Leadership Have Fun! 1 2 4 5 6 3 Challenge Conventional Thinking
3. 3. WWW.CHARTERINSTITUTE.ORG THIS SLIDE DECK IS ACCESSIBLE AT @QUALITY_SCHOOLS #GOENNEROHIO15 NATIONAL CHARTER SCHOOLS INSTITUTE
4. 4. National Charter Schools Institute The Institute is a values-driven, nonprofit organization founded in 1995. Our mission is to inspire hearts and minds and help organizations achieve breakthrough performance. We coach and consult with authorizers, boards, schools, support organizations and policymakers. Our team is composed of passionate professionals. We seek to understand, honor and support our clients. | 4
5. 5. RELATIONSHIPS People dont care how much you know until they know how much you care.
6. 6. The Ideas Behind Chartering | 7 States should 1. Withdraw the exclusive geographic franchises given to school districts. 2. Create ways to establish new public schools that create competition for existing schools and empower parents with choice. These new public schools should 1. Be authorized by an entity that oversees and holds them accountable, but unlike a school district does not own or operate the school. 2. Be freed from unnecessary rules and regulations, in exchange for producing results. 3. Be dually accountable: to the marketplace of parental choice and to the standards of the public interest.
7. 7. CHARTER SCHOOLS A strategy to transform public education by injecting choice, change and competition into the system.
8. 8. Superior Performance Distinctive Impact Lasting Endurance What is Greatness? | 11
9. 9. Good is the enemy of great. Jim Collins
10. 10. Collins Good-to-Great Framework OUTPUT RESULTS STAGE 1: DISCIPLINED PEOPLE INPUT PRINCIPLES Level 5 Leadership First Who, Then What STAGE 2: DISCIPLINED THOUGHT Confront the Brutal Facts The Hedgehog Concept STAGE 3: DISCIPLINED ACTION Culture of Discipline The Flywheel STAGE 4: BUILDING GREATNESS TO LAST Clock Building, Not Time Telling Preserve Core, Stimulate Progress DELIVERS SUPERIOR PERFORMANCE MAKES A DISTINCTIVE IMPACT ACHIEVES LASTING ENDURANCE Beyond Any Leader, Idea or Setback On the Communities It Touches Relative to Its Mission
11. 11. Building for Breakthrough
12. 12. The Flywheel
13. 13. Greatness...is largely a matter of conscious choice and discipline. Jim Collins
14. 14. Know Thyself The First Person You Lead Is Yourself Who Said | 17
15. 15. The Most Consistently Admired Characteristics of Leaders: Honest Forward-Looking Competent Inspiring | 18
16. 16. How Leaders Earn Credibility They practice what they preach. They walk the talk. Their actions are consistent with their words. They put their money where their mouth is. They follow through on their promises. They do what they say they will do. The Leadership Challenge | 19
17. 17. Leadership Pyramid
18. 18. What Type of Leader Do You Want Be? Level 3 Leader Organizes people and resources toward the effective and efficient pursuit of predetermined objectives. | 21
19. 19. What Type of Leader Do You Want Be? Level 5 Leader Ambitious first and foremost for the cause, the organization, the work not themselves. Displays a paradoxical blend of personal humility and professional will. | 22
20. 20. Chickens & Pigs! | 23
21. 21. KIDS Authorizers Boards Schools
22. 22. Aligning for Greatness Develop a Relationship of Mutual Trust & Respect Set Clear Performance Expectations No Surprises! 1 2 3 Establish a Shared Vision & Values | 27
23. 23. Order at: http://NationalCharterSchools.org/services/
24. 24. Four Disciplines of a Healthy Organization
25. 25. Cohesive teams build trust, eliminate politics, and increase efficiency by Knowing one anothers unique strengths and weaknesses. Openly engaging in constructive, ideological conflict. Holding one another accountable for behaviors and actions. Committing to group decisions. 1: Build a Cohesive Leadership Team | 30
26. 26. TEAMWORK We recognize that no one of us is as good as all of us. We put the teams goals before our own. We collaborate and fulfill our commitments. We are responsible for ourselves and accountable to each other. We win as a team and lose as a team. We celebrate our successes and have fun. | 31 The Power of Clarifying Values to Guide Behaviors and Actions
27. 27. The Five Temptations of a CEO Invulnerability Over Trust Harmony Over Conflict Certainty Over Clarity Popularity Over Accountability Status Over Results | 32
28. 28. Healthy organizations minimize the potential for confusion by clarifying Why do we exist? How do we behave? What do we do? How will we succeed? What is most importantright now? Who must do what? 2: Create Clarity | 33
29. 29. Where Do You Spend Time? First Things First
30. 30. How Clear Is Your Organization About Its... Vision Mission What is the organization really trying to accomplish? Is it compelling? Will it make a significant difference? How will the organization proceed with making this vision a reality? Values What are the core things the organization will use to guide and evaluate all of its actions and behaviors? | 35
31. 31. The Power of Clarifying Values to Guide Behaviors and Actions FORWARD-LOOKING & INSPIRING We dare to be different. We are willing to take risks. We lead with passion. We are not limited by others. We are persistent. We strive to exceed expectations. We inspire growth in ourselves and others. | 36
32. 32. INTEGRITY & RESPECT We tell the truth. We are open to feedback. We trust each other to speak our minds. We always strive to do the right things for the right reasons. We communicate with candor and tact. We are tough on the issue, not on the person. We value people for who they are and what they bring. | 37 The Power of Clarifying Values to Guide Behaviors and Actions
33. 33. Healthy organizations align their employees around organizational clarity by communicating key messages through Repetition: Dont be afraid to repeat the same message again and again. Simplicity: The more complicated the message, the more potential for confusion and inconsistency. Multiple Mediums: People react to information in many ways; use a variety of mediums. Cascading Messages: Leaders communicate key messages to direct reports; the cycle repeats itself until the message is heard by all. 3: Over-Communicate Clarity | 38
34. 34. Doing everything keeps us so busy we dont have time to think about what is really important to us.
35. 35. | 40
36. 36. WHAT REALLY MATTERS Ensuring all students are prepared for success in college, work and life.
37. 37. Organizations sustain their health by ensuring consistency in Hiring Managing performance Rewards and recognition Employee dismissal 4: Reinforce Clarity | 43
38. 38. Great spirits have always encountered violent opposition from mediocre minds. Albert Einstein
39. 39. Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act 1 2 3 4 Encourage the Heart5 Five Practices of Exemplary Leaders Kouzes and Posner | 48
40. 40. | 49 Model the Way1
41. 41. | 50 Inspire a Shared Vision2
42. 42. | 51 Challenge the Process3
43. 43. | 52 Enable Others to Act4
44. 44. | 53 Encourage the Heart5
45. 45. Resources for Pursuing Greatness Good-to-Great Diagnostic Tool www.jimcollins.com/tools.html The Advantage Comprehensive Check List www.tablegroup.com Institute for Excellence in Education www.ExcellenceInEd.org Illinois Mathematics and Science Academy www.imsa.edu IIT Boeing Scholars Academy blogs.iit.edu/boeing_scholars/ Chicago Scholars (88% to-and-through college in 6 yrs.) www.ChicagoScholars.org Project Lead The Way www.pltw.org
46. 46. Set the standards higher for yourself than others would set them for you. John Maxwell
47. 47. THANKYOU! VIEW THIS SLIDE DECK ONLINE AT WWW.CHARTERINSTITUTE.ORG