Jim Goenner shares how to align your team and your organization for greatness at the 2016 California Charter Schools Conference.

1. Jim Goenner, Ph.D
Riley Justis
Aligning for Greatness

2. 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

3. RELATIONSHIPS
“People don’t care how
much you know until they
know how much you care.”

7. Our Heart
We 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.

8. Our Core Purpose
To inspire and democratize
excellence in education.

9. Exercise #1:
Start withWHY by Simon Sinek
What’sYour Schools Heart & Core
Purpose?

11. 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…
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.

12. 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.

15. PART 2:
Defining for Greatness

16. Framework for Greatness
Good, Not Great
Inflection
Point
Good, Not Great
Matched-Pair
Selection
Comparison
Cases
Good–to–Great
Cases
GAP

17. “You cannot achieve
what you have not
defined.”
John Maxwell

18. Exercise #2:
What is Greatness?

19. Deliver Superior Performance
Make a Distinctive Impact
Achieve Lasting Endurance
Great Organizations…

20. 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

21. “ _____???_____ is
the enemy
of great.”
Jim Collins

22. Building for
Breakthrough

23. The
Flywheel

24. “Greatness...is largely a
matter of conscious
___???______ and
discipline.”
Jim Collins

25. PART 3:
Aligning for Greatness

26. KIDS
Authorizers
Boards
Schools

29. 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

30. PART 4:
Authorizing for Greatness

31. Common Authorizing Roles
Gatekeeper Monitor Evaluator
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32. Expanding the Vision for Authorizing
Change Agents Market Makers
Forces for Quality Catalysts for Excellence

33. Change Agents
Courageous Visionaries
 Challenge the “givens.”
 Be fearless and
relentless.
 Influence policy and
practice.
 Provide leadership and
ideas for improving
education.
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34.  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 Makers
Creative Entrepreneurs
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35. Forces for Quality
Responsible 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.

36. Catalysts for Excellence
Influential 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.

37. PART 5:
Governing for Greatness

38. 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

39. A Simple Way to Frame Roles
Boards
=
To Ensure
Management
=
To Execute
Ch. 7
pg. 45-50

40. Key Board Duties
Duty of Care
Exercising the “care” a prudent person would when making
decisions.
Duty of Loyalty
Gives undivided allegiance and putting the organization
above self when making decisions; avoiding conflicts of
interest and keeping confidential matters confidential.
Duty of Obedience
Acting in a manner that supports the school’s mission and
values; and fulfills the public trust.

41. Board
Responsibilities12

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

43. | 43
“We believe boards that govern
for greatness ask wise
questions and measure things
that really matter.”
Dr. James Goenner
National Charter Schools Institute

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

45. WHAT REALLY MATTERS
Ensuring all students
are prepared for success in
college, work and life.

46. What is Governing?
Board
=
Management
=

47. What is Governing?
Board
=
Leadership
Management
=
Leadership

48. Data Driven vs Data Informed

50. PART 6:
Leading for Greatness

51. The Most Consistently Admired
Characteristics of Leaders:
Honest
Forward-Looking
Competent
Inspiring

52. Leadership
Pyramid

53. 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.

54. 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.

55. 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

56. 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

57. 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

61. PART 7:
Building Organizational Greatness

62. Four Disciplines
of a Healthy
Organization

63. 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

64. The Five
Temptations
of a CEO
Invulnerability
Over
Trust
Harmony
Over
Conflict
Certainty
Over
Clarity
Popularity
Over
Accountability
Status
Over
Results

65. 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

66. 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

67. 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

68. 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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The Power of Clarifying Values to
Guide Behaviors and Actions

70. 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

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

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

75. THANKYOU!
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WWW.CHARTERINSTITUTE.ORG