GOVERNING FOR
GREATNESS
TEXAS CHARTER SCHOOLS CONFERENCE

DR. JAMES N. GOENNER | DECEMBER 11, 2013
WWW.CHARTERINSTITUTE.ORG
RELATIONSHIPS
“People don’t care how much
you know until they know
how much you care.”

WWW.CHARTERINSTITUTE.ORG
Goals for Today
1

2

Discuss Principles for Governing

3

Inspire Hearts & Minds

4

Answer Questions

5

WWW.CHARTERINST...
THIS SLIDE DECK IS ACCESSIBLE AT:

WWW.CHARTERINSTITUTE.ORG

WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
What is Greatness?
Superior Performance
Distinctive Impact

Lasting Endurance

WWW.CHARTERINSTITUTE.ORG
Collins’ Good to Great Framework
INPUT PRINCIPLES
STAGE 1: DISCIPLINED PEOPLE
Level 5 Leadership
First Who, Then What

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

WWW.CHARTERINSTITUTE.ORG
“Good is the
Enemy of Great.”
Jim Collins

WWW.CHARTERINSTITUTE.ORG
The Flywheel

WWW.CHARTERINSTITUTE.ORG
Achieving
Breakthrough

WWW.CHARTERINSTITUTE.ORG
Purpose of Governance

“To ensure, usually on behalf of others, that
an organization achieves what it should
achieve while...
Framing the Problem

“There is one thing all boards have in
common, regardless of their legal position
… they do not funct...
Framing the Problem

“ Trustees are often little more than
high-powered, well-intentioned people
engaged in low-level acti...
Three Key Board Challenges
1

Dysfunctional Group Dynamics

2

Disengaged Board Members

3

Uncertainty about Roles and
Re...
Typical Prescription for
Fixing Board Challenges
=
Information & Training

Question
Will more information
& training cure ...
The First Thing the Board Governs is Itself

Would a Level 5 Leader
Want to Work for
Your Board?

WWW.CHARTERINSTITUTE.ORG...
Would You Join or Work for a Board that:
•
•
•
•
•

Knows its purpose and why
it exists
Understands it is the
highest auth...
How Boards Earn Credibility
•
•
•
•
•
•

“They practice what they preach.”
“They walk the talk.”
“Their actions are consis...
Level 5
Leadership
Pyramid

WWW.CHARTERINSTITUTE.ORG
Collins’ Level 5 Leader
• Ambitious first and foremost for the cause, the
organization, the work – not themselves.
• Displ...
Collins’ Level 3 Leader
Organizes people and resources

toward the effective and efficient pursuit
of predetermined object...
The Most Consistently Admired
Characteristics of Leaders
Honest
Forward-Looking
Competent
Inspiring

WWW.CHARTERINSTITUTE....
5 Practices of Exemplary Leaders
1

2

Inspire a Shared Vision

3

Challenge the Process

4

Enable Others to Act

5

WWW....
Covey’s 7 Habits of Highly Effective People
1
2

Begin with the End in Mind

3

Put First Things First

4

Think Win-Win

...
Covey: Begin with the End in Mind

Vision

What is the organization really trying to accomplish?
Is it compelling? Will it...
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 g...
The Power of Values
Forward-Looking
• We dare to be different.
• We are willing to take risks.
• We are not limited by oth...
The Power of Clarifying Values
Integrity
• We will tell the truth.
• We will be open to feedback.
• We trust each other to...
“Doing everything keeps us so
busy, we don’t have time to
think about what is really
important to us.”

WWW.CHARTERINSTITU...
“We believe boards that govern for
greatness ask wise questions and
measure things that really matter.”

WWW.CHARTERINSTIT...
WHAT REALLY MATTERS

Ensuring all students
are prepared for success in
college, work and life.

WWW.CHARTERINSTITUTE.ORG
Wise Questions
HOW WELL IS OUR SCHOOL…
Preparing Students for College, Work and Life

Leveraging Resources

Fulfilling its...
ACT:
A Respected Standard for
Measuring College Readiness

WWW.CHARTERINSTITUTE.ORG
Backwards Mapping
From The Act:
Beginning With The End In Mind

Grade 12

Kindergarten

WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
BOARD MEETINGS MADE EASY
SCHOOL BOARD

SCHOOL BOARD

SCHOOL

AUTHORIZER

COMPILE
& SHARE
PROPOSED
MINUTES

PUBLIC

DEVELOP...
WWW.CHARTERINSTITUTE.ORG
Compliance Requirements Detail

WWW.CHARTERINSTITUTE.ORG
Where do you
spend your
time?

First Things First

WWW.CHARTERINSTITUTE.ORG
Governing Wisely

“ Wisdom is the beneficial use of
knowledge; wisdom is information
and knowledge impregnated with
higher...
The Five
Temptations
of a CEO

WWW.CHARTERINSTITUTE.ORG
“Set the standards higher
for yourself than others
would set them for you.”
- John Maxwell

WWW.CHARTERINSTITUTE.ORG
Four Disciplines of a
Healthy
Organization

WWW.CHARTERINSTITUTE.ORG
1: Build a Cohesive Leadership Team
Cohesive teams build trust, eliminate
politics, and increase efficiency by…
• Knowing ...
2: Create Clarity
Healthy organizations minimize the
potential for confusion by clarifying…
•
•
•
•
•
•

WWW.CHARTERINSTIT...
3: Over-Communicate Clarity
Healthy organizations align their employees around
organizational clarity by communicating key...
4: Reinforce Clarity
Organizations sustain their health
by ensuring consistency in…
•
•
•
•

WWW.CHARTERINSTITUTE.ORG

Hir...
Stephen Covey

WWW.CHARTERINSTITUTE.ORG
Shifting the Paradigm

“The call and need of a new era
is for greatness. It’s for fulfillment,
passionate execution and si...
THANK YOU!

VIEW THIS SLIDE DECK ONLINE AT WWW.CHARTERINSTITUTE.ORG

NATIONAL CHARTER SCHOOLS INSTITUTE | 711 WEST PICKARD...
Upcoming SlideShare
Loading in...5
×

Governing for Greatness- Dr. James Goenner, National Charter Schools Institute (Texas Charter School Conference 12/2013)

310

Published on

Governing for Greatness- Dr. James Goenner, National Charter Schools Institute (Texas Charter School Conference 12/2013)

Published in: Education, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
310
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
4
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Governing for Greatness- Dr. James Goenner, National Charter Schools Institute (Texas Charter School Conference 12/2013)

  1. 1. GOVERNING FOR GREATNESS TEXAS CHARTER SCHOOLS CONFERENCE DR. JAMES N. GOENNER | DECEMBER 11, 2013
  2. 2. WWW.CHARTERINSTITUTE.ORG
  3. 3. RELATIONSHIPS “People don’t care how much you know until they know how much you care.” WWW.CHARTERINSTITUTE.ORG
  4. 4. Goals for Today 1 2 Discuss Principles for Governing 3 Inspire Hearts & Minds 4 Answer Questions 5 WWW.CHARTERINSTITUTE.ORG Share a Framework for Greatness Have Fun!
  5. 5. THIS SLIDE DECK IS ACCESSIBLE AT: WWW.CHARTERINSTITUTE.ORG WWW.CHARTERINSTITUTE.ORG
  6. 6. WWW.CHARTERINSTITUTE.ORG
  7. 7. What is Greatness? Superior Performance Distinctive Impact Lasting Endurance WWW.CHARTERINSTITUTE.ORG
  8. 8. Collins’ Good to Great Framework 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 WWW.CHARTERINSTITUTE.ORG OUTPUT RESULTS 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
  9. 9. “Greatness…is largely a matter of conscious choice and discipline.” Jim Collins WWW.CHARTERINSTITUTE.ORG
  10. 10. “Good is the Enemy of Great.” Jim Collins WWW.CHARTERINSTITUTE.ORG
  11. 11. The Flywheel WWW.CHARTERINSTITUTE.ORG
  12. 12. Achieving Breakthrough WWW.CHARTERINSTITUTE.ORG
  13. 13. 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 WWW.CHARTERINSTITUTE.ORG
  14. 14. Framing the Problem “There is one thing all boards have in common, regardless of their legal position … they do not function.” Peter Drucker WWW.CHARTERINSTITUTE.ORG
  15. 15. Framing the Problem “ Trustees are often little more than high-powered, well-intentioned people engaged in low-level activities.” Chait, Holland and Taylor WWW.CHARTERINSTITUTE.ORG
  16. 16. Three Key Board Challenges 1 Dysfunctional Group Dynamics 2 Disengaged Board Members 3 Uncertainty about Roles and Responsibilities Source: Problem Boards or Board Problems? The Nonprofit Quarterly, Summer 2003 WWW.CHARTERINSTITUTE.ORG
  17. 17. Typical Prescription for Fixing Board Challenges = Information & Training Question Will more information & training cure board problems? WWW.CHARTERINSTITUTE.ORG
  18. 18. The First Thing the Board Governs is Itself Would a Level 5 Leader Want to Work for Your Board? WWW.CHARTERINSTITUTE.ORG “Know Thyself”
  19. 19. Would You Join or Work for a Board that: • • • • • Knows its purpose and why it exists Understands it is the highest authority in the organization Knows who it works for Is disciplined in its role and behaviors and those of its individual members Is trustworthy and predictable WWW.CHARTERINSTITUTE.ORG • • • • • Uses its authority to empower, not strangle Ensures the organization is effective and efficient Measures performance and holds people accountable Is unafraid to judge, but does so fairly Continuously earns credibility
  20. 20. 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 WWW.CHARTERINSTITUTE.ORG
  21. 21. Level 5 Leadership Pyramid WWW.CHARTERINSTITUTE.ORG
  22. 22. Collins’ 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. WWW.CHARTERINSTITUTE.ORG
  23. 23. Collins’ Level 3 Leader Organizes people and resources toward the effective and efficient pursuit of predetermined objectives. WWW.CHARTERINSTITUTE.ORG
  24. 24. The Most Consistently Admired Characteristics of Leaders Honest Forward-Looking Competent Inspiring WWW.CHARTERINSTITUTE.ORG
  25. 25. 5 Practices of Exemplary Leaders 1 2 Inspire a Shared Vision 3 Challenge the Process 4 Enable Others to Act 5 WWW.CHARTERINSTITUTE.ORG Model the Way Encourage the Heart
  26. 26. Covey’s 7 Habits of Highly Effective People 1 2 Begin with the End in Mind 3 Put First Things First 4 Think Win-Win 5 Seek First to Understand, Then to be Understood 6 Synergize 7 WWW.CHARTERINSTITUTE.ORG Be Proactive Sharpen the Saw
  27. 27. Covey: Begin with the End in Mind Vision What is the organization really trying to accomplish? Is it compelling? Will it make a significant difference? Mission 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? WWW.CHARTERINSTITUTE.ORG
  28. 28. 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 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. WWW.CHARTERINSTITUTE.ORG
  29. 29. 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. WWW.CHARTERINSTITUTE.ORG
  30. 30. 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. WWW.CHARTERINSTITUTE.ORG
  31. 31. “Doing everything keeps us so busy, we don’t have time to think about what is really important to us.” WWW.CHARTERINSTITUTE.ORG
  32. 32. “We believe boards that govern for greatness ask wise questions and measure things that really matter.” WWW.CHARTERINSTITUTE.ORG
  33. 33. WHAT REALLY MATTERS Ensuring all students are prepared for success in college, work and life. WWW.CHARTERINSTITUTE.ORG
  34. 34. Wise Questions HOW WELL IS OUR SCHOOL… Preparing Students for College, Work and Life Leveraging Resources Fulfilling its Obligations WWW.CHARTERINSTITUTE.ORG
  35. 35. ACT: A Respected Standard for Measuring College Readiness WWW.CHARTERINSTITUTE.ORG
  36. 36. Backwards Mapping From The Act: Beginning With The End In Mind Grade 12 Kindergarten WWW.CHARTERINSTITUTE.ORG
  37. 37. WWW.CHARTERINSTITUTE.ORG
  38. 38. WWW.CHARTERINSTITUTE.ORG
  39. 39. WWW.CHARTERINSTITUTE.ORG
  40. 40. WWW.CHARTERINSTITUTE.ORG
  41. 41. WWW.CHARTERINSTITUTE.ORG
  42. 42. WWW.CHARTERINSTITUTE.ORG
  43. 43. WWW.CHARTERINSTITUTE.ORG
  44. 44. WWW.CHARTERINSTITUTE.ORG
  45. 45. WWW.CHARTERINSTITUTE.ORG
  46. 46. BOARD MEETINGS MADE EASY SCHOOL BOARD SCHOOL BOARD SCHOOL AUTHORIZER COMPILE & SHARE PROPOSED MINUTES PUBLIC DEVELOP AGENDA ASSEMBLE CONDUCT MEETING PACKET REVIEW PACKET WWW.CHARTERINSTITUTE.ORG SCHOOL MANAGEMENT DISTRIBUTE PACKET • Agenda (30/30/30) • Prior Meeting Minutes • Financial Data • Academic Data • Board Materials • Reports o o o • School Leader Management Co. Authorizer Formal Resolutions
  47. 47. WWW.CHARTERINSTITUTE.ORG
  48. 48. Compliance Requirements Detail WWW.CHARTERINSTITUTE.ORG
  49. 49. Where do you spend your time? First Things First WWW.CHARTERINSTITUTE.ORG
  50. 50. Governing Wisely “ Wisdom is the beneficial use of knowledge; wisdom is information and knowledge impregnated with higher purposes and principles.” Dr. Stephen Covey The 8th Habit WWW.CHARTERINSTITUTE.ORG
  51. 51. The Five Temptations of a CEO WWW.CHARTERINSTITUTE.ORG
  52. 52. “Set the standards higher for yourself than others would set them for you.” - John Maxwell WWW.CHARTERINSTITUTE.ORG
  53. 53. Four Disciplines of a Healthy Organization WWW.CHARTERINSTITUTE.ORG
  54. 54. 1: Build a Cohesive Leadership Team 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. WWW.CHARTERINSTITUTE.ORG
  55. 55. 2: Create Clarity Healthy organizations minimize the potential for confusion by clarifying… • • • • • • WWW.CHARTERINSTITUTE.ORG 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?
  56. 56. 3: Over-Communicate Clarity 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. WWW.CHARTERINSTITUTE.ORG
  57. 57. 4: Reinforce Clarity Organizations sustain their health by ensuring consistency in… • • • • WWW.CHARTERINSTITUTE.ORG Hiring Managing performance Rewards and recognition Employee dismissal
  58. 58. Stephen Covey WWW.CHARTERINSTITUTE.ORG
  59. 59. Shifting the Paradigm “The call and need of a new era is for greatness. It’s for fulfillment, passionate execution and significant contribution..” Dr. Stephen Covey The 8th Habit WWW.CHARTERINSTITUTE.ORG
  60. 60. THANK YOU! VIEW THIS SLIDE DECK ONLINE AT WWW.CHARTERINSTITUTE.ORG NATIONAL CHARTER SCHOOLS INSTITUTE | 711 WEST PICKARD STREET | MOUNT PLEASANT, MI 48858
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×