JAMES N. GOENNER, PH.D. RILEY J. JUSTIS Leading Your Team to Greatness
Transcript
1. JAMES N. GOENNER, PH.D. RILEY J. JUSTIS LeadingYourTeam to
Greatness
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. WWW.CHARTERINSTITUTE.ORG THIS SLIDE DECK IS ACCESSIBLE AT
@QUALITY_SCHOOLS #GOENNEROHIO15 NATIONAL CHARTER SCHOOLS
INSTITUTE
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. RELATIONSHIPS People dont care how much you know until they
know how much you care.
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. CHARTER SCHOOLS A strategy to transform public education by
injecting choice, change and competition into the system.
8. Superior Performance Distinctive Impact Lasting Endurance
What is Greatness? | 11
9. Good is the enemy of great. Jim Collins
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. Building for Breakthrough
12. The Flywheel
13. Greatness...is largely a matter of conscious choice and
discipline. Jim Collins
14. Know Thyself The First Person You Lead Is Yourself Who Said
| 17
15. The Most Consistently Admired Characteristics of Leaders:
Honest Forward-Looking Competent Inspiring | 18
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. Leadership Pyramid
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. 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. Chickens & Pigs! | 23
21. KIDS Authorizers Boards Schools
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. Order at: http://NationalCharterSchools.org/services/
24. Four Disciplines of a Healthy Organization
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. 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. The Five Temptations of a CEO Invulnerability Over Trust
Harmony Over Conflict Certainty Over Clarity Popularity Over
Accountability Status Over Results | 32
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. Where Do You Spend Time? First Things First
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. 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. 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. 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. Doing everything keeps us so busy we dont have time to
think about what is really important to us.
35. | 40
36. WHAT REALLY MATTERS Ensuring all students are prepared for
success in college, work and life.
37. Organizations sustain their health by ensuring consistency
in Hiring Managing performance Rewards and recognition Employee
dismissal 4: Reinforce Clarity | 43
38. Great spirits have always encountered violent opposition
from mediocre minds. Albert Einstein
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. | 49 Model the Way1
41. | 50 Inspire a Shared Vision2
42. | 51 Challenge the Process3
43. | 52 Enable Others to Act4
44. | 53 Encourage the Heart5
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. Set the standards higher for yourself than others would set
them for you. John Maxwell
47. THANKYOU! VIEW THIS SLIDE DECK ONLINE AT
WWW.CHARTERINSTITUTE.ORG