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Goenner and Lambertson -- Formula for Replication -- Plan + Prepare + Execute -- OAPCS 2014 Conference -- 141016
The document discusses a presentation about replicating successful charter school models. It promotes planning, preparing, and executing replication according to a proven formula. The presentation goals are to challenge thinking, sharpen focus on replication and reach, and share resources. It emphasizes the importance of relationships and references frameworks for achieving greatness through discipline.
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Goenner and Lambertson -- Formula for Replication -- Plan + Prepare + Execute -- OAPCS 2014 Conference -- 141016
- 1. WINNING FORMULA FOR REPLICATION = PLAN + PREPARE + EXECUTE OHIO ALLIANCE FOR PUBLIC CHARTER SCHOOLS OCTOBER 16, 2014 SHERRY A. LAMBERTSON JAMES N. GOENNER, PH.D
- 2. WWW.CHARTERINSTITUTE.ORG 2 Goalsfor Today Challenge Your Thinking Sharpen Our Focus Discuss Replication & Reach Share Resources 1 2 3 4 5 Have Fun!
- 3. RELATIONSHIPS “People don’tcare how much you know until they know how much you care.” WWW.CHARTERINSTITUTE.ORG
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- 5. National Charter SchoolsInstitute • The Institute is a values-driven, nonprofit organization founded in 1995. • Our mission is to strengthen the performance and productivity of the charter schools sector. • We coach and consult with boards, schools, authorizers, support organizations and policymakers. • Our team is composed of passionate professionals. • We seek to understand, honor and support our clients. • We believe in and strive to uphold the Golden Rule. WWW.CHARTERINSTITUTE.ORG
- 6. WWW.CHARTERINSTITUTE.ORG WWW.CHARTERINSTITUTE.ORG THISSLIDE DECK IS ACCESSIBLE AT
- 7. WHICH ORGANIZATIONS WWW.CHARTERINSTITUTE.ORG HAVE MASTERED REPLICATION?
- 8. WHICH ORGANIZATIONS HAVE UTILIZED REPLICATION TO EXPAND THEIR INFLUENCE? WWW.CHARTERINSTITUTE.ORG
- 9. Reforming Education WWW.CHARTERINSTITUTE.ORG Student Learning Divergent Roads 9
- 10. THE ROAD NOTTAKEN “Two roads diverged in a wood, and I – I took the one less traveled by, and that has made all the difference.” WWW.CHARTERINSTITUTE.ORG - Robert Frost
- 11. WHAT REALLY MATTERS Ensuring all students are prepared for success in college, work and life. WWW.CHARTERINSTITUTE.ORG
- 12. What is worthreplicating?
- 13. The Road toGreatness Good, Not Great Inflection Point Good, Not Great Matched-Pair Selection Good-to-Great Cases GAP Comparison Cases
- 14. What Is Greatness? Superior Performance WWW.CHARTERINSTITUTE.ORG Distinctive Impact Lasting Endurance
- 15. “Good is theenemy of great.” Jim Collins
- 16. Collins’ Good-to-Great Framework OUTPUT RESULTS INPUT PRINCIPLES STAGE 1: DISCIPLINED PEOPLE 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 Relative to Its Mission MAKES A DISTINCTIVE IMPACT On the Communities It Touches ACHIEVES LASTING ENDURANCE Beyond Any Leader, Idea or Setback
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- 20. “Greatness . .. is largely a matter of conscious choice and discipline.” Jim Collins
- 21. WWW.CHARTERINSTITUTE.ORG What areSystems? • Processes for predictably achieving goals • Based on specific, orderly, repeatable principles and practices • They leverage time, money and abilities • They are deliberate, intentional and practicable How Successful People Grow by John C. Maxwell
- 22. What systems arecurrently in place in your organization that would help replicated the successful practice
- 23. The Most ConsistentlyAdmired Characteristics of Leaders WWW.CHARTERINSTITUTE.ORG Honest Forward-Looking Competent Inspiring
- 24. How Leaders EarnCredibility • “They practice what they preach.” • “They walk the talk.” • “Their actions are consistent with their words.” • “They put their money where their mouth is.” • “They follow through on their promises.” • “They do what they say they will do.” WWW.CHARTERINSTITUTE.ORG The Leadership Challenge
- 25. The Five Temptations of a CEO WWW.CHARTERINSTITUTE.ORG
- 26. Five Practices ofExemplary Leaders Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act 1 2 3 4 5 Encourage the Heart Kouzes and Posner WWW.CHARTERINSTITUTE.ORG 26
- 27. Which of thePrincipals of Exemplary Leadership have you already applied to the idea worth replicating? 27
- 28. “Doing everything keeps us so busy we don’t have time to think about what is really important to us.”
- 29. Where Do You Spend Time? First Things First
- 30. Four Disciplines ofa Healthy Organization
- 31. 1: Build aCohesive Leadership Team Cohesive teams develop 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. WWW.CHARTERINSTITUTE.ORG
- 32. Healthy organizations minimizethe 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? WWW.CHARTERINSTITUTE.ORG 2: Create Clarity
- 33. 3: Over-Communicate Clarity 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. WWW.CHARTERINSTITUTE.ORG
- 34. Organizations sustain theirhealth by ensuring consistency in… • Hiring • Managing performance • Rewards and recognition • Employee dismissal. WWW.CHARTERINSTITUTE.ORG 4: Reinforce Clarity
- 35. “The single greatestadvantage any company can achieve is organizational health. Yet it is ignored by most leaders even though it is simple, free, and available to anyone who wants it.” WWW.CHARTERINSTITUTE.ORG Patrick Lencioni The Advantage
- 36. Resources for PursuingGreatness Good-to-Great Diagnostic Tool www.jimcollins.com/tools.html The Advantage Comprehensive Check List www.tablegroup.com Institute for Excellence in Education www.ExcellenceInEd.org Illinois Mathematics and Science Academy www.imsa.edu WWW.CHARTERINSTITUTE.ORG IIT Boeing Scholars Academy blogs.iit.edu/boeing_scholars/ Chicago Scholars (88% to-and-through college in 6 yrs.) www.ChicagoScholars.org Project Lead The Way www.pltw.org
- 37. “Set the standardshigher for yourself than others would set them for you.” John Maxwell
- 38. What is onething you are going to commit to doing as a result of our time together?
- 39. THANK YOU! VIEWTHIS SLIDE DECK ONLINE AT WWW.CHARTERINSTITUTE.ORG NATIONAL CHARTER SCHOOLS INSTITUTE | 711 WEST PICKARD STREET | MOUNT PLEASANT, MICHIGAN 48858
Editor's Notes
- #10 What are you aiming for; effective laws or effective practice? System reform or learning….Compliance or performance? You can use up all your allotted time on the left-hand side. You have all the authority you need to make the changes on the right-hand side. A Force for Quality, A Catalyst for Excellence [Alpha Authorizing] Recognize and reward performance Encourage the replication and expansion of success Create new performance-based paths for authorizing, overseeing, and renewing charter contracts Make authorizing a respected profession Relentlessly pursue excellence Protect, preserve and advance the idea behind chartering