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Transcript of North Carolina Board Institute July 20, 2015
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JAMES N. GOENNER, PH.D.RILEY J. JUSTISJASON L. SARSFIELD
Knocking it out of the parkCharter Board
University
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Goals for Session
KIDS!!!
Share a Framework for Greatness
Learn & Grow Together
Advance Your Leadership
Have Fun!
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3 Challenge Conventional Thinking
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WWW.CHARTERINSTITUTE.ORG
THIS SLIDE DECK IS ACCESSIBLE AT
@QUALITY_SCHOOLS #GOENNEROHIO15
NATIONAL CHARTER SCHOOLS INSTITUTE
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Hot DotsWhat matters to you?
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RELATIONSHIPS
“People don’t care how much you know until they
know how much you care.”
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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.
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PART I:Public Education, Charter Schools & the Great American Experiment
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Ideals of Public Education
• All children should have access to quality education regardless of family income.
• All children should be prepared for happy and productive lives.
• All children should be taught the rights and duties of citizenship.
• Good schools help foster strong and cohesive communities.
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Education Reformers Believe• There is a difference between the ideals
of public education and the institution of public schooling.
• Criticism of the system should not be construed as an attack on the ideals of public education.
• Parents make better decisions for their children than government officials.
• Taxpayers deserve a better return for their educational dollars.
• All children deserve quality educational options.
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The Ideas Behind Chartering
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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… 3. Be authorized by an entity that oversees and holds them accountable,
but unlike a school district does not own or operate the school.
4. Be freed from unnecessary rules and regulations, in exchange for producing results.
5. Be dually accountable: to the marketplace of parental choice and to the standards of the public interest.
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CHARTER SCHOOLS
A strategy to transform public education by injecting choice,
change and competition into the system.
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PART 2:Aligning for Greatness
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Superior Performance
Distinctive Impact
Lasting Endurance
What is Greatness?
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Collins’ Good-to-Great Framework
OUTPUT RESULTS
STAGE 1: DISCIPLINED PEOPLE
INPUT PRINCIPLES
Level 5 Leadership
First Who, Then What
STAGE 2: DISCIPLINED THOUGHTConfront the Brutal Facts
The Hedgehog Concept
STAGE 3: DISCIPLINED ACTIONCulture 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 ENDURANCEBeyond Any Leader,
Idea or Setback
On the Communities It Touches
Relative to Its Mission
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““ “Good is the enemy
of great.”Jim Collins
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Framework for Greatness
Good, Not Great
Inflection Point
Good, Not Great
Matched-Pair Selection
Comparison Cases
Good–to–Great Cases
GAP
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Building forBreakthrough
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The Flywheel
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““ “Greatness . . . is largely a matter of conscious choice and discipline.”
Jim Collins
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KIDS
Authorizers
Boards
Schools
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Aligning for Greatness
Develop a Relationship of Mutual Trust & Respect
Set Clear Performance Expectations – No Surprises!
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Establish a Shared Vision & Values
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WHAT REALLY MATTERS
Ensuring all students are prepared for success in
college, work and life.
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Correlation Chart:Enjoyment over Learning
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PART 3:Governing vs. Managing
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Purpose of a Charter School Governing Board
“To ensure, on behalf of the public, that students are
learning, money and resources are well stewarded, and the organization passionately pursues greatness, while
modeling the highest legal and ethical principles.”
““Dr. James Goenner
National Charter Schools Institute
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A Simple Way to Frame Roles
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Governing Board
=
To Ensure
Management
=
To Execute
Ch. 7
pg. 45-50
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Key Board Duties
Duty of CareExercising the “care” a prudent person would when making decisions.
Duty of LoyaltyGives undivided allegiance and putting the organization above self when making decisions; avoiding conflicts of interest and keeping confidential matters confidential.
Duty of ObedienceActing in a manner that supports the school’s mission and values; and fulfills the public trust.
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Board Responsibilities12
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ENSURE all students are being prepared for success in college, work and life.1
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ENSURE the public’s money and resources are well stewarded.2
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ENSURE the organization is run by a great leader and infused with a positive culture and learning environment.3
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The Most Consistently Admired Characteristics of Leaders:
Honest
Forward-Looking
Competent
Inspiring
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Chickens & Pigs!
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Leadership Pyramid
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What Kind of Leader Do You Want?
Level 3 Leader
• Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.
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What Kind of Leader Do You Want?
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.
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Winners Want to be Associated with a Board That …
• Knows its purpose and why it exists• Understands it is the highest authority
in the organization
• Knows it represents the public• Is disciplined in its role and behaviors
and those of its individual members
• Is trustworthy and predictable
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Winners Want to be Associated with a Board That …
• Uses its authority to empower, not strangle
• Ensures the organization is effective and efficient
• Has high expectations and measures performance
• Is unafraid to judge, but does so fairly
• Continuously earns credibility
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ENSURE the terms of the charter contract are fulfilled and the organization is prepared for renewal.4
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ENSURE the organization is true to its vision, mission and values.5
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ENSURE goals are clear and people and programs are wisely empowered, supported, evaluated and held accountable.6
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ENSURE the organization operates legally and ethically.7
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ENSURE the organization continuously improves and stays viable.8
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“If you do not change, you can become extinct.”
Who Moved My Cheese? ““
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ENSURE the board recruits, orients and develops its members and its capacity to govern.9
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ENSURE the board adopts and properly maintains its governing policies.10
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ENSURE the board speaks with one voice.11
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How Boards 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
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ENSURE the board and its members are positive ambassadors for the charter idea!12
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LUNCHNetworking & General Session
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PART 4:Making Board Meetings Effective
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“Know Thyself”
The First Person You Lead Is Yourself
Who Said …
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Some People Observe That …
“ Trustees are often little more than high-
powered, well-intentioned people
engaged in low-level activities.”
“Chait, Holland and Taylor
“
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The Seven Habits
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3
4
5
6
7
Be Proactive
Begin with the End in Mind
Put First Things First
Think Win-Win
Seek First to Understand, Then to be Understood
Synergize
Sharpen the Saw
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Public Meeting or Meeting in Public
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Public Meeting or Meeting in Public
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““We believe boards that govern for greatness ask
wise questions and measure things that really
matter.”Dr. James Goenner
National Charter Schools Institute
“
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WHAT REALLY MATTERS
Ensuring all students are prepared for success in
college, work and life.
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HOW WELL IS OUR SCHOOL …
Preparing Students for College, Work and Life
Leveraging Resources
Fulfilling Its Commitments?
Wise Questions
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Board Meeting Agenda
30 minutes on
Academics30 minutes on
Finance30 minutes on
CapacityTo Govern
= 90 Minute Board MeetingCh. 15
pg. 99
+ +
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Key Legal and Governing Documents
Ch. 5
pg. 31-35
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Charter
School
State & Federal
Law
Authorizer &
Charter Contract Board
Policies & Procedur
es
Structural Overview
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Correlation Chart:Enjoyment over Learning
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PART 5:Developing the Board’s Capacity to Govern
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Common Board Challenges
Dysfunctional Group Dynamics
Disengaged Board Members
Uncertainty About Roles and Responsibilities
Source: Problem Boards or Board Problems? The Nonprofit Quarterly
1
2
3
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Recruiting and Orienting a New Board member
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Interrelation DiagraphHow are the issues related?
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Break& Networking
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PART 6:Organizational Health& Sustainability
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Four Disciplines of a Healthy Organization
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Cohesive teams build trust, eliminate politics, and increase efficiency by …
• Knowing one another’s 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
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Four Disciplines of a Healthy Organization
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TEAMWORK
• We recognize that no one of us is as good as all of us.
• We put the team’s 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.
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The Power of Clarifying Values to Guide Behaviors and Actions
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The Five Temptationsof a CEO
Invulnerability
Over
Trust
Harmony
Over
Conflict
Certainty
Over
Clarity
Popularity
Over
Accountability
Status
Over
Results
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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 important—right now?• Who must do what?
2: Create Clarity
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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?
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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.
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HONEST & RESPECTFUL
• 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.
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Healthy organizations align their employees around organizational clarity by communicating key messages through …
• Repetition: Don’t 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
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“Doing everything keeps us so busy we don’t have time to think about what is really important to us.”
““
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Organizations sustain their health by ensuring consistency in …
• Hiring • Managing performance• Rewards and recognition• Employee dismissal
4: Reinforce Clarity
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Correlation Chart:Enjoyment over Learning
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PART 7:Being Ambassadors for Excellence
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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
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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
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| 101Challenge the Process3
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““ “Great spirits have always encountered violent opposition from mediocre minds.”
Albert Einstein
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“““Set the standards higher for yourself than others would set them for you.”John Maxwell
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Resources for Pursuing Greatness
Good-to-Great Diagnostic Toolwww.jimcollins.com/tools.html
The Advantage Comprehensive Check Listwww.tablegroup.com
Institute for Excellence in Educationwww.ExcellenceInEd.org
Illinois Mathematics and Science Academywww.imsa.edu
IIT Boeing Scholars Academyblogs.iit.edu/boeing_scholars/
Chicago Scholars(88% to-and-through college in 6 yrs.)www.ChicagoScholars.org
Project Lead The Waywww.pltw.org
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Correlation Chart:Enjoyment over Learning
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