"Authorizers: Change Agents, Market Makers & Forces for Quality" at the National Charter Schools Conference in New Orleans by James Goenner

1. JAMES N. GOENNER,
PH.D.
JASON L. SARSFIELD
Authorizers:
Change Agents, Market
Makers & Forces forQuality

2. Goals for Session
KIDS!
Expand Vision for Authorizing
Learn & Grow Together
Advance Excellence
Have Fun!
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3 Challenge Thinking

3. WWW.CHARTERINSTITUTE.ORG
THIS SLIDE DECK IS ACCESSIBLE AT
@QUALITY_SCHOOLS #GOENNERNOLA
NATIONAL CHARTER SCHOOLS INSTITUTE

5. National Charter Schools Institute
• The Institute is a values-driven, nonprofit organization
founded in 1995.
• Our mission is to inspire hearts and minds and help
organizations achieve breakthrough performance.
• We coach and consult with authorizers, boards, schools,
support organizations and policymakers.
• Our team is composed of passionate professionals.
• We seek to understand, honor and support our clients.
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6. “The future is
not what it used
to be.”
— Yogi Berra,
Baseball Hall of Famer

7. “If you do not change, you
can become extinct.”
Who Moved My Cheese?

9. 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.
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10. CHARTER SCHOOLS
A strategy to transform public
education by injecting choice,
change and competition
into the system.

12. Common Authorizing Roles
Gatekeeper Monitor Evaluator
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13. Expanding the Vision for Authorizing
Change Agents Market Makers
Forces for Quality Catalysts for Excellence

14. 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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16. “Great spirits have
always encountered
violent opposition from
mediocre minds.”
Albert Einstein

17. “Public schools are the
backbone of this country, . . . and
as long as I am superintendent,
charter schools will not be welcome
in Detroit.”
Detroit Superintendent Connie Calloway, Ph.D.,
as reported by the Detroit Federation of Teachers,
June 11, 2007

18. “I look at charter schools, for
example, as prostitutes in the
sense that when our police
department tries to curb
prostitution, they arrest the
Johns now as opposed to the
prostitutes because the
prostitutes are always going
to be there. And charter
schools are obviously
going to be there.”
Detroit School Board President Dr. Jimmy Womack,
Detroit News Online Video, July 18, 2007

20.  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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21. KIDS
Authorizers
Boards
Schools

24. Aligning for Greatness
Develop a Relationship of Mutual
Trust & Respect
Set Clear Performance Expectations –
No Surprises!
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Establish a Shared Vision & Values
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26. 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.

29. Data Driven vs Data Informed

30. The Five
Temptations
of a CEO
Invulnerability
Over
Trust
Harmony
Over
Conflict
Certainty
Over
Clarity
Popularity
Over
Accountability
Status
Over
Results

31. Invulnerability
Over
Trust
Harmony
Over
Conflict
Certainty
Over
Clarity
Popularity
Over
Accountability
Status
Over
Results
Certainty
Over
Clarity

34. 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.

36. Superior Performance
Distinctive Impact
Lasting Endurance
What Is Greatness?
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37. “Good is the
enemy of great.”
“ -Jim Collins

38. Leadership
Pyramid

39. What Type of Leader Do You Want Be?
Level 3 Leader
• Organizes people and resources
toward the effective and efficient
pursuit of predetermined
objectives.
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40. What Type of Leader Do You Want 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.
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42. Practices of Exemplary Leaders
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
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Encourage the Heart5
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The Leadership Challenge

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

44. THANKYOU!
VIEW THIS SLIDE DECK ONLINE AT
WWW.CHARTERINSTITUTE.ORG

46. Order at: http://NationalCharterSchools.org/services/

47. Order at: http://NationalCharterSchools.org/services/