2. Goals for Session
KIDS!!!
Inspire Hearts & Minds
Strengthen Your Ability to Lead
Learn & Grow Together
Have Fun!
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2
4
5
6
3 Challenge Conventional Thinking
7. Our Heart
We are a team of passionate
professionals who believe in the
transformative power of education and
thrive on empowering people to learn,
grow and achieve more than they
think possible.
11. The Ideas Behind Chartering
States should…
1. Withdraw the exclusive geographic franchises given to school districts.
2. Create ways to establish new public schools that create competition for
existing schools and empower parents with choice.
These new public schools should…
1. Be authorized by an entity that oversees and holds them accountable,
but unlike a school district does not own or operate the school.
2. Be freed from unnecessary rules and regulations, in exchange for
producing results.
3. Be dually accountable: to the marketplace of parental choice and to the
standards of the public interest.
12. CHARTER SCHOOLS
A dynamic strategy using choice,
change, and co-opetition
to transform public education so
it works better for our kids and
our country.
20. Collins’ Good-to-Great Framework
OUTPUT RESULTS
STAGE 1: DISCIPLINED PEOPLE
INPUT PRINCIPLES
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
DELIVERS SUPERIOR
PERFORMANCE
MAKES A DISTINCTIVE IMPACT
ACHIEVES LASTING ENDURANCE
Beyond Any Leader,
Idea or Setback
On the Communities
It Touches
Relative to Its Mission
29. 3 Essentials for Achieving Alignment
Develop a Relationship of Mutual
Trust & Respect
Set Clear Performance Expectations –
No Surprises!
1
2
3
Establish a Shared Vision & Values
32. Expanding the Vision for Authorizing
Change Agents Market Makers
Forces for Quality Catalysts for Excellence
33. Change Agents
Courageous Visionaries
Challenge the “givens.”
Be fearless and
relentless.
Influence policy and
practice.
Provide leadership and
ideas for improving
education.
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34. Withdraw the exclusive
franchise by chartering
new schools.
Foster an environment
that attracts talent, capital
and entrepreneurship.
Create performance
based incentives.
Empower people with
information to exercise
choice.
Market Makers
Creative Entrepreneurs
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35. Forces for Quality
Responsible Leaders
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Preserve discretionary
judgment and autonomy.
Inform and educate,
before overseeing and
enforcing.
Avoid one size fits all.
Intervene when people
fail to live up to the
charter promise.
36. Catalysts for Excellence
Influential Stewards
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Protect, preserve and
advance the ideas behind
chartering.
Focus on responsibility
and ownership.
Develop talent and grow
impact.
Make authorizing an
understood and
respected profession.
38. Purpose of a Charter School
Governing Board
“To ensure, on behalf of the public, that
students are learning, money and resources
are well stewarded, and the organization
passionately pursues greatness, while
modeling the highest legal and ethical
principles.”
Dr. James Goenner
National Charter Schools Institute
39. A Simple Way to Frame Roles
Boards
=
To Ensure
Management
=
To Execute
Ch. 7
pg. 45-50
40. Key Board Duties
Duty of Care
Exercising the “care” a prudent person would when making
decisions.
Duty of Loyalty
Gives undivided allegiance and putting the organization
above self when making decisions; avoiding conflicts of
interest and keeping confidential matters confidential.
Duty of Obedience
Acting in a manner that supports the school’s mission and
values; and fulfills the public trust.
43. | 43
“We believe boards that govern
for greatness ask wise
questions and measure things
that really matter.”
Dr. James Goenner
National Charter Schools Institute
53. 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.
54. 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.
55. 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
56. 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
57. How Credibility is Earned
• “Practice what you preach.”
• “Walk the talk.”
• “Make your actions consistent with your words.”
• “Put your money where your mouth is.”
• “Follow through on promises.”
• “Do what you say you will do.”
The Leadership Challenge
63. 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
Four Disciplines of a Healthy Organization
64. The Five
Temptations
of a CEO
Invulnerability
Over
Trust
Harmony
Over
Conflict
Certainty
Over
Clarity
Popularity
Over
Accountability
Status
Over
Results
65. TEAMWORK
• We recognize that no one of us is
as good as all of us.
• We put the team’s goals before our
own.
• We collaborate and fulfill our
commitments.
• We are responsible for ourselves
and accountable to each other.
• We win as a team and lose as a
team.
• We celebrate our successes and
have fun.| 65
The Power of Clarifying Values to
Guide Behaviors and Actions
66. 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
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Four Disciplines of a Healthy Organization
67. FORWARD-LOOKING & INSPIRING
• We dare to be different.
• We are willing to take risks.
• We lead with passion.
We are not limited by others.
• We are persistent.
• We strive to exceed
expectations.
• We inspire growth in ourselves
and others.
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The Power of Clarifying Values to
Guide Behaviors and Actions
68. HONEST & RESPECTFUL
• We tell the truth.
• We are open to feedback.
• We trust each other to speak our
minds.
• We always strive to do the right
things for the right reasons.
• We communicate with candor and
tact.
• We are tough on the issue, not on
the person.
• We value people for who they are
and what they bring.
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The Power of Clarifying Values to
Guide Behaviors and Actions
69.
70. Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
1
2
3
4
Encourage the Heart5
Five Practices of Exemplary Leaders
Kouzes and Posner
71. “Set the standards higher
for yourself than others
would set them for you.”
John Maxwell