Governing for Greatness - Board Training (Lake Superior State University)

GOVERNING FOR
GREATNESS
LAKE SUPERIOR STATE UNIVERSITY CHARTER SCHOOLS
OFFICE ANNUAL ACADEMY BOARD RETREAT
MR. JASON SARSFIELD
MR. JOSEPH URBAN
MS. JULIE HOPPER
JUNE 28, 2014

WWW.CHARTERINSTITUTE.ORG
RELATIONSHIPS
“People don’t care how
much you know until they
know how much you care.”

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.

THIS SLIDE DECK IS ACCESSIBLE AT

Goals for Today and Tomorrow
Share a Framework for
Greatness and Establish a
Common Vocabulary
Get to Know One Another and
Discuss Principles for Governing
Collaborate and Inspire Hearts &
Minds
Answer Questions
Have Fun!
1
2
3
4
5

-Lets Get to Know One Another-

Superior Performance
Distinctive Impact
Lasting Endurance
What Is Greatness?

“Good is the
enemy
of great.”
Jim Collins

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

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

Purpose of Governance
“To ensure, usually on behalf of
others, that an organization
achieves what it should achieve
while avoiding those behaviors
and situations that should be
avoided.”
Dr. John Carver
Boards That Make a Difference

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

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

Some People Observe That…
“ Trustees are often little
more than high-powered,
well-intentioned people
engaged in low-level
activities.”Chait, Holland and Taylor

A Simple Way to Frame Roles
Governing Board
=
To Ensure
Management
=
To Execute

Would a Great
Leader Want to
Serve on or Work
for Your Board?
The First Thing the
Board Governs Is Itself
“Know Thyself”

WWW.CHARTERINSTITUTE.ORG 21
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

What Level 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.
Level 3 Leader
• Organizes people and
resources toward the
effective and efficient
pursuit of predetermined
objectives.

Level 5 Leaders Want to Work for 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.

Level 5 Leaders Want to Work for 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.

Chickens and Pigs!

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

12 Responsibilities of a Charter School Board
4
1
2
3
ENSURE all students are being prepared for success in
college, work and life.
ENSURE the public’s money and resources are well
stewarded.
ENSURE the organization is run by a great leader and
infused with a positive culture and learning environment.
ENSURE the terms of the charter contract are fulfilled and
the organization is prepared for renewal.

5
ENSURE the organization continuously improves
and stays viable.
ENSURE the organization is true to its vision,
mission and values.
6
7
8
ENSURE the organization operates legally and
ethically.
ENSURE goals are clear and people and programs
are wisely empowered, supported, evaluated and
held accountable.

9
ENSURE the board and its members are positive
ambassadors for the charter idea!
ENSURE the board recruits, orients and develops
its members and its capacity to govern.
10
11
12
ENSURE the board adopts and properly maintains its
governing policies.
ENSURE the board speaks with one voice.

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

Where Does
Your Board
Spend Its
Time?
First Things First

“We believe boards that
govern for greatness ask
wise questions and
measure things that
really matter.”
Dr. James Goenner

“ Wisdom is the beneficial
use of knowledge; wisdom
is information and
knowledge impregnated
with higher purposes and
principles.”
Governing Wisely
Dr. Stephen Covey
The 8th Habit

Wise Questions
HOW WELL IS OUR SCHOOL…
Preparing Students for College, Work and Life (Academics)
Leveraging Resources (Finances)
Fulfilling Its Commitments (Organizational)

Is the academic program a success?
Is the school financially viable?
Is the school equitable & organizationally sound?
Key Renewal Questions
“Keeping the End in Mind”

Strategic Planning
• Mission, Vision and Goals
• SWOT (Strengths, Weaknesses, Opportunities
and Threats)
• Your Hedgehog and Competitive Advantage
• Goals and Objectives (short and long term)
• Action Steps and Timeline
• Scorecard (activities vs. accomplishments)

THANK YOU!
NATIONAL CHARTER SCHOOLS INSTITUTE | 711 WEST PICKARD STREET | MOUNT PLEASANT, MICHIGAN 48858
VIEW THIS SLIDE DECK ONLINE AT

Governing for Greatness - Board Training (Lake Superior State University)

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