“Greatness … is largely a matter
of conscious choice and
— Jim Collins
What Does a Great Team Do?
Delivers Superior Performance
Makes a Distinctive Impact
Achieves Lasting Endurance
Good to Great and the Social Sectors
“Good Is the Enemy of Great”
— Jim Collins
The Most Consistently Admired
Characteristics of a Leader
The Leadership Challenge10
The First Person You Lead Is You
Are you worth
5 Practices of Exemplary Leaders
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
The Leadership Challenge12
What Level of Leader
Foundation of Leadership = Credibility
• “Leaders practice what they preach.”
• “They walk the talk.”
• “Their actions are consistent with their
• “They put their money where their mouth
• “They follow through on their promises.”
• “They do what they say they will do.”
The Leadership Challenge 14
The Seven Habits of Highly Effective
Begin with the End in Mind
Put First Things First
Seek First to Understand, Then to Be
Sharpen the Saw
of a CEO
Trust Lets Healthy
“Doing everything keeps us so
busy we don’t have time
to think about what is really
important to us.”
Where do you spend your time?
First Things First
Covey: Begin with the End in Mind
What are you really trying to accomplish? Is it
compelling? Will it make a significant difference?
What are you and your team going to do to make
this vision a reality?
What are the core things you and your team will
use to guide and evaluate all of your actions and
Preparing all students
for success in college,
work, and life.
The Power of Clarifying Values
• 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
• 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.
The Power of Values
• 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.
• We are persistent.
• We lead with passion.
The Power of Clarifying Values
• 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.
The Five Dysfunctions of a Team
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.”
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.
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
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.
“Set the standards higher for
yourself than others would set
them for you.”
— John Maxwell
Four Disciplines of a
1: Build a Cohesive Leadership Team
Cohesive teams build trust, eliminate
politics, and increase efficiency by …
• Knowing one another’s unique strengths
• Openly engaging in constructive
• Holding one another accountable for
behaviors and actions.
• Committing to group decisions.
2: Create Clarity
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?
3: Over-Communicate Clarity
Healthy organizations align their employees around
organizational clarity by communicating key messages
• 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.
4: Reinforce Clarity
Organizations sustain their health by
ensuring consistency in …
Rewards and recognition
Success is …
Knowing your purpose in life,
growing to reach your maximum
sowing seeds that benefit others.
— John C. Maxwell
Leaving a Legacy
“Lord, as I get older I would like to be known as
available more than a hard worker,
compassionate more than competent, content,
not driven, generous instead of rich, gentle over
being powerful, a listener more than a great
communicator, loving vs. quick or bright, reliable
and not famous, sacrificial instead of successful,
self controlled rather than being excited,
thoughtful more than gifted, I want to be a foot
washer, I want to finish well.”
— John C. Maxwell
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