1. DRAFT
DISCIPLINED PEOPLE: “WHO” BEFORE “WHAT” (GOOD TO GREAT—JIM COLLINS)
You area bus driver.The bus, your company, is ata standstill,and it’s your job to get it going. You have to decide where you're going, how you're going to get there, and who's
going with you. Most people assumethat great bus drivers (leaders) immediately startthe journey by announcingto the people on the bus where they're going—by setting a
new direction or by articulatinga fresh corporatevision. In fact, leaders of companies that go from good to great start not with “where” but with “who.” They startby getting
the right people on the bus, the wrong people off the bus, and the right people in the right seats.And they stick with that discipline—firstthepeople, then the direction—no
matter how direthe circumstances.
When it comes to getting started, good-to-great leaders understand three simple truths.
1. First,if you begin with “who,” you can more easily adaptto a fast-changingworld.If people get on your bus because of where they think it’s going, you'll bein trouble
when you get 10 miles down the road and discover that you need to change direction becausethe world has changed. But if people board the bus principally becauseof
all the other great people on the bus,you’ll be much faster and smarter in respondingto changingconditions.
2. Second, if you have the right people on your bus, you don’t need to worry about motivating them. The rightpeople are self-motivated: Nothing beats being partof a
team that is expected to produce great results.
3. And third,if you have the wrong people on the bus,nothing else matters. You may be headed in the rightdirection,but you still won’tachievegreatness. Great vision
with mediocre people still produces mediocreresults.
STAFF RETENTION DECISION-MAKING
Improvement Needed Greatness In Progress Coach with Caution Dismiss
Cultural Fit Believes wholeheartedly in the vision and
mission; Demonstrates a mindset of
continuous improvement, consistent with
organization’s core values (i.e. H3S)
Compromises success by unconsciously
undermining the vision, mission, and
standards/expectations of the organization
(not explicit and intentional)
Explicitly negative and overly skeptical about
the vision, mission, and
standards/expectations of the organization
Performance Takes ownership; Improvement is steady and
growth is evidenced in results/deliverables
Takes ownership; some improvement is
evident but not at the rate needed to achieve
key metrics
Blames quality of results/deliverables on
circumstances beyond their control; lack of
visible improvement
Professionalism (i.e.
attendance, attitude,
conduct, etc.)
Immediately acknowledges error;
Communicates needs/causes; Quickly
fixes/adjusts any issues consistent with
expressed concerns
Inconsistent issues that disrupt/hurt
programming and culture (not present
consistently); Genuinely open to feedback and
improving
Resistant to feedback in a manner that is
defiant and/or disrespectful; Ignores
feedback; Hurting or compromising school
culture in a manner that is observable and
toxic to staff and students
Principal Action(s)
Required