BUILDING A TEAM                        DESTINED FOR                          GREATNESS              Institute for Leadersh...
Goals for Today1                              Share Strategies2                      Challenge Your Thinking3             ...
What Does a Great Team Do? Delivers Superior Performance    Makes a Distinctive Impact   Achieves Lasting Endurance www.Ch...
The First Person You Lead is You  Are you worth                   “Knowfollowing? Why?                  Thyself”      www....
The Most Consistently Admired  Characteristics of a Leader                      Honest              Forward-Looking       ...
The FiveTemptationsof a CEO              Accountability              Ensures Results                       Clarity Allows ...
What Level of Leader are You?              www.CharterInstitute.org
The Leadership Challenge      5 Practices of Exemplary Leaders1                              Model the Way2               ...
“Doing everything keeps us so busy, we don’t have time to  think about what is really      important to us.”     www.Chart...
Covey: Begin with the End in Mind                         What are you really trying to accomplish? Is itThe Vision       ...
The Power of Values                         IntegrityWe will always strive to do the right things for the right reasons.  ...
The Power of Values                     Teamwork   We recognize that no one of us is as good as all of us.    We will put ...
The Power of Values         Forward-Looking    We strive to exceed expectations.      We are not limited by others.       ...
The Flywheel          www.CharterInstitute.org
The Hedgehog Principle           www.CharterInstitute.org
www.CharterInstitute.org
STAGE 1: DISCIPLINED PEOPLE   Level 5 Leadership. Level 5 leaders are ambitious first   and foremost for the cause, the or...
STAGE 2: DISCIPLINED THOUGHT   Confront the Brutal Facts—the Stockdale Paradox. Retain   unwavering faith that you can and...
STAGE 3: DISCIPLINED ACTION    Culture of Discipline. Disciplined people who engage in    disciplined thought and who take...
www.CharterInstitute.org
STAGE 4: BUILDING GREATNESS TO LAST     Clock Building, Not Time Telling. Build an organization that     can adapt through...
Common Authorizing Functions1                              Gatekeeper2                               Overseer3            ...
Alpha Authorizing Functions                 Change Agent                Market Maker              Force for Quality       ...
Change Agent Challenge the “givens” Foster an environment that attracts talent,  capital and entrepreneurship Influence...
Market Maker Change the incentives by withdrawing the  exclusive franchise Charter new schools so people have a diverse ...
Force for Quality Thoroughly screen applications and  applicants Issue & enforce performance-based charters Measure and...
Catalyst for Excellence Recognize and reward performance Encourage the replication & expansion of success Create new pe...
Alpha Authorizing    3 Keys for Chartering Great Schools1    Establish a Shared Vision and Commitment          Develop a R...
Four Disciplines of aHealthy OrganizationLencioni’s Four Disciplines of a Healthy OrganizationCopy Right 2002 Patrick Lenc...
The Five Dysfunctions of a Team                              The Role of the Leader                                   Focu...
Nine Point Framework1   Student and School Focused – Our primary reason for being2   Partnering – View schools as partners...
“Set the standards higher foryourself than others would set        them for you.”                      - John Maxwell     ...
THANK YOU!          Connect with us online at www.CharterInstitute.orgNational Charter Schools Institute | 711 W. Pickard ...
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Building A Team Destined for Greatness- Dr. James Goenner, National Charter Schools Institute ( NACSA Presentation 8/2012)

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Building A Team Destined for Greatness- Dr. James Goenner, National Charter Schools Institute ( NACSA Presentation 8/2012)

  1. 1. BUILDING A TEAM DESTINED FOR GREATNESS Institute for Leadership in Charter School AuthorizingPRESENTED BYDR. JAMES N. GOENNER | PRESIDENT & CEONATIONAL CHARTER SCHOOLS INSTITUTEAUGUST 9, 2012
  2. 2. Goals for Today1 Share Strategies2 Challenge Your Thinking3 Expand Your Vision of Authorizing4 Answer Your Questions5 Have Fun! www.CharterInstitute.org 2
  3. 3. What Does a Great Team Do? Delivers Superior Performance Makes a Distinctive Impact Achieves Lasting Endurance www.CharterInstitute.org 3
  4. 4. The First Person You Lead is You Are you worth “Knowfollowing? Why? Thyself” www.CharterInstitute.org 4
  5. 5. The Most Consistently Admired Characteristics of a Leader Honest Forward-Looking Competent Inspiring www.CharterInstitute.org 5
  6. 6. The FiveTemptationsof a CEO Accountability Ensures Results Clarity Allows Accountability Conflict Leads to Clarity Trust lets Healthy Conflict Occur www.CharterInstitute.org 6
  7. 7. What Level of Leader are You? www.CharterInstitute.org
  8. 8. The Leadership Challenge 5 Practices of Exemplary Leaders1 Model the Way2 Inspire a Shared Vision3 Challenge the Process4 Enable Others to Act5 Encourage the Heart www.CharterInstitute.org 8
  9. 9. “Doing everything keeps us so busy, we don’t have time to think about what is really important to us.” www.CharterInstitute.org 9
  10. 10. Covey: Begin with the End in Mind What are you really trying to accomplish? Is itThe Vision compelling? Will it make a significant difference? What are you and your team going to do to make thisThe Mission vision a reality? What are the core things you and your team will useThe Values to guide and evaluate all of your actions and behaviors. www.CharterInstitute.org 10
  11. 11. The Power of Values IntegrityWe will always strive to do the right things for the right reasons. We trust each other to speak our minds. Honesty We will tell the truth. We will be open to feedback. Respect We communicate with candor and tact. We will be tough on the issue not the person. We value people for who they are and what they bring. www.CharterInstitute.org 11
  12. 12. The Power of Values Teamwork We recognize that no one of us is as good as all of us. We will put the team goals before our own. We will collaborate. We can be relied upon to fulfill commitments. We will celebrate our success and have fun. Accountability We will own our opportunities.We are accountable for ourselves and to each other. www.CharterInstitute.org 12
  13. 13. The Power of Values Forward-Looking We strive to exceed expectations. We are not limited by others. We are willing to take risk. We dare to be different.We inspire growth in ourselves and others. Commitment We are persistent. We lead with passion. www.CharterInstitute.org 13
  14. 14. The Flywheel www.CharterInstitute.org
  15. 15. The Hedgehog Principle www.CharterInstitute.org
  16. 16. www.CharterInstitute.org
  17. 17. STAGE 1: DISCIPLINED PEOPLE Level 5 Leadership. Level 5 leaders are ambitious first and foremost for the cause, the organization, the work— not themselves—and they have the fierce resolve to do whatever it takes to make good on that ambition. A Level 5 leader displays a paradoxical blend of personal humility and professional will. First Who … Then What. Those who build great organizations make sure they have the right people on the bus, the wrong people off the bus, and the right people in the key seats before they figure out where to drive the bus. They always think first about “who” and then about what. www.CharterInstitute.org
  18. 18. STAGE 2: DISCIPLINED THOUGHT Confront the Brutal Facts—the Stockdale Paradox. Retain unwavering faith that you can and will prevail in the end, regardless of the difficulties, AND AT THE SAME TIME have the discipline to confront the most brutal facts of your current reality, whatever they might be. The Hedgehog Concept. Greatness comes about by a series of good decisions consistent with a simple, coherent concept—a “Hedgehog Concept.” The Hedgehog Concept is an operating model that reflects understanding of three intersecting circles: what you can be the best in the world at, what you are deeply passionate about, and what best drives your economic or resource engine. www.CharterInstitute.org
  19. 19. STAGE 3: DISCIPLINED ACTION Culture of Discipline. Disciplined people who engage in disciplined thought and who take disciplined action— operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that creates greatness. In a culture of discipline, people do not have “jobs;” they have responsibilities. The Flywheel. In building greatness, there is no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment. Rather, the process resembles relentlessly pushing a giant heavy flywheel in one direction, turn upon turn, building momentum until a point of breakthrough, and beyond. www.CharterInstitute.org
  20. 20. www.CharterInstitute.org
  21. 21. STAGE 4: BUILDING GREATNESS TO LAST Clock Building, Not Time Telling. Build an organization that can adapt through multiple generations of leaders; the exact opposite of being built around a single great leader, great idea, or specific program. Build catalytic mechanisms to stimulate progress, rather than acting as a charismatic force of personality to drive progress. Preserve the Core and Stimulate Progress. Adherence to core values combined with a willingness to challenge and change everything except those core values—keeping clear the distinction between “what we stand for” (which should never change) and “how we do things” (which should never stop changing). Great companies have a purpose—a reason for being—that goes far beyond just making money, and they translate this purpose into BHAGs (big hairy audacious goals) to stimulate progress. www.CharterInstitute.org
  22. 22. Common Authorizing Functions1 Gatekeeper2 Overseer3 Evaluator www.CharterInstitute.org 22
  23. 23. Alpha Authorizing Functions Change Agent Market Maker Force for Quality Catalyst for Excellence www.CharterInstitute.org 23
  24. 24. Change Agent Challenge the “givens” Foster an environment that attracts talent, capital and entrepreneurship Influence policy and practice Provide leadership and ideas for improving education www.CharterInstitute.org 24
  25. 25. Market Maker Change the incentives by withdrawing the exclusive franchise Charter new schools so people have a diverse array of choices Foster an environment that attracts can-do people www.CharterInstitute.org 25
  26. 26. Force for Quality Thoroughly screen applications and applicants Issue & enforce performance-based charters Measure and evaluate performance Preserve discretionary judgment Protect school autonomy Appropriately intervene when people fail to perform www.CharterInstitute.org 26
  27. 27. Catalyst for Excellence Recognize and reward performance Encourage the replication & expansion of success Create new performance-based paths for authorizing, overseeing, & renewing charters Make authorizing a respected profession Relentlessly pursue excellence Protect, preserve and advance the idea behind chartering www.CharterInstitute.org 27
  28. 28. Alpha Authorizing 3 Keys for Chartering Great Schools1 Establish a Shared Vision and Commitment Develop a Relationship of Mutual2 Trust and Respect3 Set Clear Performance Expectations – No Surprises! www.CharterInstitute.org 28
  29. 29. Four Disciplines of aHealthy OrganizationLencioni’s Four Disciplines of a Healthy OrganizationCopy Right 2002 Patrick Lencioni www.CharterInstitute.org 29
  30. 30. The Five Dysfunctions of a Team The Role of the Leader Focus on Collective Outcomes Confront Difficult Issues Force Clarity and Closure Mine for Conflict Go First! www.CharterInstitute.org 30
  31. 31. Nine Point Framework1 Student and School Focused – Our primary reason for being2 Partnering – View schools as partners3 Transformational – Major impact; not mistaking activity for achievement4 Strategic Approach – Proactive; by design, not chance; important, not urgent5 Results Oriented – Focus on solutions, not symptoms6 Teamwork – Strengthen relations internally and externally; synergy; fun7 Aligning Resources – Match resources with needs8 Individualized – Strategy and approach9 Share Successes – Win together www.CharterInstitute.org 31
  32. 32. “Set the standards higher foryourself than others would set them for you.” - John Maxwell www.CharterInstitute.org 32
  33. 33. THANK YOU! Connect with us online at www.CharterInstitute.orgNational Charter Schools Institute | 711 W. Pickard Street | Mount Pleasant, MI 48858

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