leading your team to greatness - dr. james goenner, national chater schools institute (north...

LEADING YOUR TEAM TO GREATNESS

NORTH CAROLINA CHARTER SCHOOLS CONFERENCE

JIM GOENNER, PH.D.JASON SARSFIELD

JULY 31, 2014

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National Charter Schools Institute

• The Institute is a values-driven, nonprofit organization founded in 1995.

• Our mission is to strengthen the performance and productivity of the charter schools sector.

• We coach and consult with boards, schools, authorizers, support organizations and policymakers.

• Our team is composed of passionate professionals.

• We seek to understand, honor and support our clients.

• We believe in and strive to uphold the Golden Rule.

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Goals for Today

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Share a Framework for Greatness

Strengthen & Support Leaders

Inspire Hearts & Minds

Answer Questions

Have Fun!

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RELATIONSHIPS

“People don’t care how much you know until they

know how much you care.”

The Road to Greatness

Good, Not Great

Inflection Point

Good, Not Great

Matched-Pair Selection

Comparison Cases

Good-to-Great Cases

GAP

““ “Good is the enemy

of great.”Jim Collins

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Superior Performance

Distinctive Impact

Lasting Endurance

What Is Greatness?

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

Sharpening Your Focus

The Flywheel

Building forBreakthrough

““ “Greatness . . . is largely a matter of conscious choice and discipline.”

Jim Collins

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“Know Thyself”

The First Person You Lead Is Yourself

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Who Said …

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The Most Consistently Admired Characteristics of Leaders

Honest

Forward-Looking

Competent

Inspiring

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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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Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

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Five Practices of Exemplary Leaders

Kouzes and Posner

Leadership Pyramid

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Level 5 Leaders

• Ambitious first and foremost for the cause, the organization, the work — not themselves.

• Display a paradoxical blend of personal humility and professional will.

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How clear is your organization about its ...

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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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WHAT REALLY MATTERS

Ensuring all students are prepared for success in

college, work and life.

“Doing everything keeps us so busy we don’t have time to think about what is really important to

us.”

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The Power of Clarifying Values

TEAMWORK

• We recognize that no one of us is as good as all of us.

• We will put the team’s goals before our own.

• We will collaborate.

• We can be relied upon to fulfill commitments.

• We are accountable for ourselves and to each other.

• We will celebrate our successes and have fun.

Where Do You

Spend Time?

First Things First

Four Disciplines of a Healthy Organization

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“The single greatest advantage any company can achieve is organizational health. Yet it is ignored by most leaders even though it is simple, free, and available to anyone who wants it.”

““Patrick LencioniThe Advantage

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Cohesive teams develop 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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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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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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Organizations sustain their health by ensuring consistency in …

• Hiring

• Managing performance

• Rewards and recognition

• Employee dismissal.

4: Reinforce Clarity

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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

The Five Temptationsof a CEO

“““Set the standards higher for yourself than others would set them for you.”

John Maxwell

THANK YOU!

NATIONAL CHARTER SCHOOLS INSTITUTE | 711 WEST PICKARD STREET | MOUNT PLEASANT, MICHIGAN 48858

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