Jim Goenner, Ph.DRiley Justis

Aligning for Greatness

Goals for Session

KIDS!!!

Inspire Hearts & Minds

Strengthen Your Ability to Lead

Learn & Grow Together

Have Fun!

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3 Challenge Conventional Thinking

RELATIONSHIPS

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

know how much you care.”

Our HeartWe are a team of passionate professionals who believe in the transformative power of education and thrive on empowering people to learn, grow and achieve more than they think possible. 

Our Core PurposeTo inspire and democratize excellence in education.

Exercise #1:Start with WHY by Simon Sinek

What’s Your Schools Heart & Core Purpose?

The Ideas Behind Chartering

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.

CHARTER SCHOOLS

A dynamic strategy using choice, change, and co-opetition

to transform public education so it works better for our kids and

our country.

PART 2:Defining for Greatness

Framework for Greatness

Good, Not Great

Inflection Point

Good, Not Great

Matched-Pair Selection

Comparison Cases

Good–to–Great Cases

GAP

““ “You cannot achieve what you have not

defined.”John Maxwell

Exercise #2:What is Greatness?

Deliver Superior Performance

Make a Distinctive Impact

Achieve Lasting Endurance

Great Organizations…

Collins’ Good-to-Great Framework

OUTPUT RESULTS

STAGE 1: DISCIPLINED PEOPLE

INPUT PRINCIPLES

Level 5 LeadershipFirst 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 TellingPreserve 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

“““ _____???_____ is the enemyof great.”

Jim Collins

Building forBreakthrough

The Flywheel

““ “Greatness . . . is largely a matter of conscious ___???

______ and discipline.”

Jim Collins

PART 3:Aligning for Greatness

KIDS

Authorizers

Boards

Schools

3 Essentials for Achieving Alignment

Develop a Relationship of Mutual Trust & Respect

Set Clear Performance Expectations – No Surprises!

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Establish a Shared Vision & Values

PART 4:Authorizing for Greatness

Common Authorizing Roles

Gatekeeper Monitor Evaluator

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Expanding the Vision for Authorizing

Change Agents Market Makers

Forces for Quality Catalysts for Excellence

Change AgentsCourageous Visionaries

Challenge the “givens.”

Be fearless and relentless.

Influence policy and practice.

Provide leadership and ideas for improving

education.

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Withdraw the exclusive franchise by chartering new schools.

Foster an environment that attracts talent, capital and entrepreneurship.

Create performance based incentives.

Empower people with information to

exercise choice.

Market MakersCreative Entrepreneurs

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Forces for QualityResponsible Leaders

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Preserve discretionary judgment and autonomy.

Inform and educate, before overseeing

and enforcing.

Avoid one size fits all.

Intervene when people fail to live up to the

charter promise.

Catalysts for ExcellenceInfluential Stewards

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Protect, preserve and advance the ideas

behind chartering.

Focus on responsibility and ownership. Develop talent and grow impact.

Make authorizing an understood and respected profession.

PART 5:Governing for Greatness

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

A Simple Way to Frame Roles

Boards

=

To Ensure

Management

=

To Execute

Ch. 7pg. 45-50

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.

Board Responsibilities12

Order at: http://NationalCharterSchools.org/services/

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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

“

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

““

WHAT REALLY MATTERS

Ensuring all students are prepared for success in

college, work and life.

What is Governing?

Board

=

Management

=

What is Governing?

Board

=

Leadership

Management

=

Leadership

Data Driven vs Data Informed

PART 6:Leading for Greatness

The Most Consistently Admired Characteristics of Leaders:

Honest

Forward-Looking

Competent

Inspiring

Leadership Pyramid

What Kind of Leader Do You Want to Be?

Level 3 Leader• Organizes people and

resources toward the effective and efficient pursuit of predetermined objectives.

What Kind of Leader Do You Want to 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.

Winners Want to be Associated with a Board/Authorizer 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

Winners Want to be Associated with a Board/Authorizer 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

How Credibility is Earned

• “Practice what you preach.”• “Walk the talk.”• “Make your actions consistent with your words.”• “Put your money where your mouth is.”• “Follow through on promises.”• “Do what you say you will do.”

The Leadership Challenge

PART 7:Building Organizational Greatness

Four Disciplines of a Healthy Organization

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

Four Disciplines of a Healthy Organization

The Five Temptationsof a CEO

Invulnerability

OverTrust

HarmonyOver

Conflict

CertaintyOver

Clarity

PopularityOver

Accountability

StatusOver

Results

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.

• We celebrate our successes and have fun. | 65

The Power of Clarifying Values to Guide Behaviors and Actions

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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Four Disciplines of a Healthy Organization

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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The Power of Clarifying Values to Guide Behaviors and Actions

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.| 68

The Power of Clarifying Values to Guide Behaviors and Actions

Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

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Encourage the Heart5

Five Practices of Exemplary Leaders

Kouzes and Posner

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

““ “Great spirits have always encountered violent opposition from mediocre minds.”

Albert Einstein

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