Leading your Team to Greatness - Dr. James Goenner, National Chater Schools Institute (New Jersey Charter School Confrence 4/7/2014)
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This document is a slide deck presentation on leading teams to greatness given to the New Jersey Charter Schools Annual Conference by Dr. James N. Goenner. The presentation discusses defining organizational greatness using Jim Collins' framework of superior performance, distinctive impact, and lasting endurance. It also covers developing level 5 leadership, building cohesive teams with clarity of vision, mission, and values, and ensuring organizational health through consistent processes. The goal is to inspire and strengthen charter school leaders.
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Leading your Team to Greatness - Dr. James Goenner, National Chater Schools Institute (New Jersey Charter School Confrence 4/7/2014)
- 1. LEADING YOUR TEAM TO GREATNESS NEW JERSEY CHARTER SCHOOLS ANNUAL CONFERENCE DR. JAMES N. GOENNER | APRIL 7, 2014
- 2. WWW.CHARTERINSTITUTE.ORG RELATIONSHIPS “People don’t care how much you know until they know how much you care.”
- 4. WWW.CHARTERINSTITUTE.ORG 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.
- 5. WWW.CHARTERINSTITUTE.ORG WWW.CHARTERINSTITUTE.ORG THIS SLIDE DECK IS ACCESSIBLE AT
- 6. WWW.CHARTERINSTITUTE.ORG Goals for Today Share a Framework for Greatness Strengthen & Support Leaders Inspire Hearts & Minds Answer Questions Have Fun! 1 2 3 4 5
- 8. WWW.CHARTERINSTITUTE.ORG Superior Performance Distinctive Impact Lasting Endurance What Is Greatness?
- 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
- 12. The Flywheel
- 13. “Greatness...is largely a matter of conscious choice and discipline.” Jim Collins
- 14. “Know Thyself” 1 4 The First Person You Lead Is Yourself Who Said…
- 15. WWW.CHARTERINSTITUTE.ORG The Most Consistently Admired Characteristics of Leaders Honest Forward-Looking Competent Inspiring
- 16. WWW.CHARTERINSTITUTE.ORG 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
- 17. WWW.CHARTERINSTITUTE.ORG 17 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
- 18. Four Disciplines of a Healthy Organization
- 19. WWW.CHARTERINSTITUTE.ORG Cohesive teams develop 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
- 20. WWW.CHARTERINSTITUTE.ORG 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
- 21. WWW.CHARTERINSTITUTE.ORG Healthy organizations align their employees around organizational clarity by communicating key messages through… • Repetition: Don’t 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
- 22. WWW.CHARTERINSTITUTE.ORG Organizations sustain their health by ensuring consistency in… • Hiring • Managing performance • Rewards and recognition • Employee dismissal. 4: Reinforce Clarity
- 23. “Doing everything keeps us so busy we don’t have time to think about what is really important to us.”
- 25. 2 5 WHAT REALLY MATTERS Ensuring all students are prepared for success in college, work and life.
- 26. Where Do You Spend Time? First Things First
- 27. 2 7 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?
- 28. WWW.CHARTERINSTITUTE.ORG The Power of Clarifying Values TEAMWORK • We recognize that no one of us is as good as all of us. • We will put the team’s goals before our own. • We will collaborate. • We can be relied upon to fulfill commitments. • We are accountable for ourselves and to each other. • We will celebrate our successes and have fun.
- 29. WWW.CHARTERINSTITUTE.ORG The Power of Values FORWARD-LOOKING • We dare to be different. • We are willing to take risks. • We are not limited by others. • We strive to exceed expectations. • We inspire growth in ourselves and others. COMMITMENT • We are persistent. • We lead with passion.
- 30. WWW.CHARTERINSTITUTE.ORG The Power of Clarifying Values INTEGRITY • We will tell the truth. • We will be open to feedback. • We trust each other to speak our minds. • We will always strive to do the right things for the right reasons. RESPECT • We communicate with candor and tact. • We will be tough on the issue, not on the person. • We value people for who they are and what they bring.
- 31. WWW.CHARTERINSTITUTE.ORG Is the academic program a success? Is the school financially viable? Is the school equitable & organizationally sound? Key Renewal Questions
- 32. WWW.CHARTERINSTITUTE.ORG Interviews with Board, Administration, Team and Parents Observation of School and Classrooms Review of Documents The Renewal Site Visit
- 37. The Five Temptations of a CEO
- 39. WWW.CHARTERINSTITUTE.ORG Level 5 Leaders • Ambitious first and foremost for the cause, the organization, the work—not themselves. • Display a paradoxical blend of personal humility and professional will.
- 40. “Set the standards higher for yourself than others would set them for you.” John Maxwell
- 41. THANK YOU! NATIONAL CHARTER SCHOOLS INSTITUTE | 711 WEST PICKARD STREET | MOUNT PLEASANT, MICHIGAN 48858 VIEW THIS SLIDE DECK ONLINE AT WWW.CHARTERINSTITUTE.ORG