Governing for Greatness – Jason L. Sarsfield & Joseph B. Urban, National Charter Schools Institute (Northern Michigan University, 9/18/2014)

1. GOVERNING FOR
GREATNESS
NORTHERN MICHIGAN UNIVERSITY
BACK TO SCHOOL WORKSHOP
SEPTEMBER 18, 2014
JOSEPH B. URBAN
JASON L. SARSFIELD

2. WWW.CHARTERINSTITUTE.ORG

3. 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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4. WWW.CHARTERINSTITUTE.ORG
Goals for Today
Share a Framework for
Greatness
Discuss Principles for
Governing
Inspire Hearts & Minds
Answer Questions
Have Fun!
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5. WWW.CHARTERINSTITUTE.ORG
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6. RELATIONSHIPS
“People don’t care how
much you know until they
know how much you care.”
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7. The Road to Greatness
Good, Not Great
Inflection
Point
Good, Not Great
Matched-Pair
Selection
Good-to-Great
Cases
GAP
Comparison
Cases

9. “Good is the enemy
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of great.”
Jim Collins

10. What Is Greatness?
Superior Performance
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Distinctive Impact
Lasting Endurance

11. Collins’ Good-to-Great Framework
OUTPUT RESULTS
INPUT PRINCIPLES
STAGE 1: DISCIPLINED PEOPLE
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
Relative to Its Mission
MAKES A DISTINCTIVE IMPACT
On the Communities
It Touches
ACHIEVES LASTING ENDURANCE
Beyond Any Leader,
Idea or Setback

12. Sharpening Your Focus

13. Sharpening Your Focus

14. Building for
Breakthrough

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

16. 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

18. Purpose of a Charter School
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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

19. Common Board Challenges
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Dysfunctional Group Dynamics
Disengaged Board Members
Uncertainty About Roles and
Responsibilities
Source: Problem Boards or Board Problems?
The Nonprofit Quarterly
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20. Some People Observe That…
“ Trustees are often little more
than high-powered,
well-intentioned people
engaged in low-level activities.”
Chait, Holland and Taylor

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

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

23. 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.”
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The Leadership Challenge

24. Leadership
Pyramid

25. 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.
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Level 3 Leader
• Organizes people and
resources toward the
effective and efficient
pursuit of predetermined
objectives.

26. 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.
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27. 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.
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28. Five Practices of Exemplary Leaders
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
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5 Encourage the Heart
Kouzes and Posner
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29. “ Wisdom is the beneficial use
of knowledge; wisdom is
information and knowledge
impregnated with higher
purposes and principles.”
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Governing Wisely
Dr. Stephen Covey
The 8th Habit

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

31. WWW.CHARTERINSTITUTE.ORG
Wise Questions
HOW WELL IS OUR SCHOOL…
Preparing Students for College, Work and Life
Leveraging Resources
Fulfilling Its Commitments?

32. Key Renewal Questions
Is the academic program a success?
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Is the school financially viable?
Is the school equitable & organizationally sound?

33. Where Does
Your Board
Spend Its
Time?
First Things First

35. 12 Responsibilities of a Charter School Board
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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.
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36. 12 Responsibilities of a Charter School Board
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ENSURE the organization is true to its vision,
mission and values.
ENSURE goals are clear and people and programs
are wisely empowered, supported, evaluated and
held accountable.
ENSURE the organization operates legally and
ethically.
ENSURE the organization continuously improves
and stays viable.
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37. 12 Responsibilities of a Charter School Board
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ENSURE the board recruits, orients and develops
its members and its capacity to govern.
ENSURE the board adopts and properly maintains its
governing policies.
ENSURE the board speaks with one voice.
ENSURE the board and its members are positive
ambassadors for the charter idea!
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38. Four Disciplines
of a Healthy
Organization

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

40. THANK YOU!
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