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Accelerating Alignment to Last (OAPCS December 7, 2016)

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James Goenner and Darlene Chambers present on Accelerating Alignment to Last at the OAPCS 2016 Conference

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Accelerating Alignment to Last (OAPCS December 7, 2016)

  1. 1. Darlene Chambers, Ph.D Jim Goenner, Ph.D Accelerating Alignment to Last
  2. 2. Goals for Session KIDS!!! Inspire Hearts & Minds Challenge Conventional Thinking Provide Strategies Have Fun! 1 2 4 5 6 3 Clarify Roles & Responsibilities
  3. 3. RELATIONSHIPS “People don’t care how much you know until they know how much you care.”
  4. 4. The Five Temptations of a CEO Invulnerability Over Trust Harmony Over Conflict Certainty Over Clarity Popularity Over Accountability Status Over Results | 5
  5. 5. Exercise: Start with WHY… What’s Your Team Building?
  6. 6. KIDS & FAMILIES Authorizers Boards & Ed Providers Schools
  7. 7. Structural Overview Charter School State & Federal Law Authorizer & Charter Contract Board Policies & Procedures | 12
  8. 8. Aligning for Greatness Develop a Relationship of Mutual Trust & Respect Set Clear Performance Expectations – No Surprises! 1 2 3 Establish a Shared Vision & Values | 17
  9. 9. What Do We Want Our Collective Impact to Be? | 18
  10. 10. Good, Not Great Inflection Point Good, Not Great Matched-Pair Selection Comparison Cases Good–to–Great Cases GAP Framework for Greatness
  11. 11. Deliver Superior Performance Make a Distinctive Impact Achieve Lasting Endurance Great Organizations… | 20
  12. 12. ““ _____???_____ is the enemy of great.” Jim Collins
  13. 13. The Flywheel
  14. 14. Building for Breakthrough
  15. 15. People Need Systems to Turn the Flywheel 24 •  Principles and practices for predictably achieving goals •  Processes that are specific, orderly, and repeatable •  Leverage time, money and abilities •  Deliberate, intentional and practicable How Successful People Grow by John C. Maxwell | 24
  16. 16. Four Disciplines of a Healthy Organization
  17. 17. 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. 1: Build a Cohesive Leadership Team | 27 Four Disciplines of a Healthy Organization:
  18. 18. 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 | 28 Four Disciplines of a Healthy Organization:
  19. 19. Shared Values Guide Actions & Behaviours 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
  20. 20. 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 | 30 Four Disciplines of a Healthy Organization:
  21. 21. Organizations sustain their health by ensuring consistency in… •  Hiring •  Managing performance •  Rewards and recognition •  Employee dismissal 4: Reinforce Clarity | 31 Four Disciplines of a Healthy Organization:
  22. 22. ““Greatness...is largely a matter of conscious ___???______ and discipline.” Jim Collins
  23. 23. A Simple Way to Frame Roles Authorizers & Boards = To Ensure Management & Schools = To Execute Ch. 7 pg. 45-50| 34
  24. 24. Order at: http://NationalCharterSchools.org/services/
  25. 25. Leadership Pyramid
  26. 26. What Kind of Leader Do You Want to Be? Level 3 Leader •  Organizes people and resources toward the effective and efficient pursuit of predetermined objectives. | 38
  27. 27. What Kind of Leader Do You Want to Be? 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. | 39
  28. 28. Winners Want to be Associated with a Board/ Authorizer 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 | 40
  29. 29. Winners Want to be Associated with a Board/ Authorizer 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 | 41
  30. 30. | 42 ““We believe boards that govern for greatness ask wise questions and measure things that really matter.” Dr. James Goenner National Charter Schools Institute “
  31. 31. WHAT REALLY MATTERS Ensuring all students are prepared for success in college, work and life.
  32. 32. Key Renewal Questions Academic Financial Organizational Is the educational program a success? Is the school financially viable? Is the organization effective and well run? | 45
  33. 33. “Don’t let what you cannot do interfere with what you can do.”
  34. 34. VIEW THIS SLIDE DECK ONLINE AT WWW.CHARTERINSTITUTE.ORG Together… Let’s equip Kids to fly!

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