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Governing for Greatness- Dr. James Goenner, National Charter Schools Institute (Texas Charter School Conference 12/2013)
The document discusses principles of governance for Texas charter schools, emphasizing the importance of relationships and leadership for achieving greatness. It outlines challenges faced by boards, highlights the need for discipline and clarity in roles, and suggests methods for effective governance. Additionally, it encourages a focus on preparing students for success while fostering a culture of accountability and trust among board members.
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Governing for Greatness- Dr. James Goenner, National Charter Schools Institute (Texas Charter School Conference 12/2013)
- 1. GOVERNING FOR GREATNESS TEXAS CHARTERSCHOOLS CONFERENCE DR. JAMES N. GOENNER | DECEMBER 11, 2013
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- 3. RELATIONSHIPS “People don’t carehow much you know until they know how much you care.” WWW.CHARTERINSTITUTE.ORG
- 4. Goals for Today 1 2 DiscussPrinciples for Governing 3 Inspire Hearts & Minds 4 Answer Questions 5 WWW.CHARTERINSTITUTE.ORG Share a Framework for Greatness Have Fun!
- 5. THIS SLIDE DECKIS ACCESSIBLE AT: WWW.CHARTERINSTITUTE.ORG WWW.CHARTERINSTITUTE.ORG
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- 7. What is Greatness? SuperiorPerformance Distinctive Impact Lasting Endurance WWW.CHARTERINSTITUTE.ORG
- 8. Collins’ Good toGreat Framework 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 WWW.CHARTERINSTITUTE.ORG OUTPUT RESULTS 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
- 9. “Greatness…is largely a matterof conscious choice and discipline.” Jim Collins WWW.CHARTERINSTITUTE.ORG
- 10. “Good is the Enemyof Great.” Jim Collins WWW.CHARTERINSTITUTE.ORG
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- 13. Purpose of Governance “Toensure, usually on behalf of others, that an organization achieves what it should achieve while avoiding those behaviors and situations that should be avoided.” Dr. John Carver Boards that Make a Difference WWW.CHARTERINSTITUTE.ORG
- 14. Framing the Problem “Thereis one thing all boards have in common, regardless of their legal position … they do not function.” Peter Drucker WWW.CHARTERINSTITUTE.ORG
- 15. Framing the Problem “Trustees are often little more than high-powered, well-intentioned people engaged in low-level activities.” Chait, Holland and Taylor WWW.CHARTERINSTITUTE.ORG
- 16. Three Key BoardChallenges 1 Dysfunctional Group Dynamics 2 Disengaged Board Members 3 Uncertainty about Roles and Responsibilities Source: Problem Boards or Board Problems? The Nonprofit Quarterly, Summer 2003 WWW.CHARTERINSTITUTE.ORG
- 17. Typical Prescription for FixingBoard Challenges = Information & Training Question Will more information & training cure board problems? WWW.CHARTERINSTITUTE.ORG
- 18. The First Thingthe Board Governs is Itself Would a Level 5 Leader Want to Work for Your Board? WWW.CHARTERINSTITUTE.ORG “Know Thyself”
- 19. Would You Joinor Work for a Board that: • • • • • Knows its purpose and why it exists Understands it is the highest authority in the organization Knows who it works for Is disciplined in its role and behaviors and those of its individual members Is trustworthy and predictable WWW.CHARTERINSTITUTE.ORG • • • • • Uses its authority to empower, not strangle Ensures the organization is effective and efficient Measures performance and holds people accountable Is unafraid to judge, but does so fairly Continuously earns credibility
- 20. How Boards 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.” The Leadership Challenge WWW.CHARTERINSTITUTE.ORG
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- 22. Collins’ Level 5Leader • Ambitious first and foremost for the cause, the organization, the work – not themselves. • Displays a paradoxical blend of personal humility and professional will. WWW.CHARTERINSTITUTE.ORG
- 23. Collins’ Level 3Leader Organizes people and resources toward the effective and efficient pursuit of predetermined objectives. WWW.CHARTERINSTITUTE.ORG
- 24. The Most ConsistentlyAdmired Characteristics of Leaders Honest Forward-Looking Competent Inspiring WWW.CHARTERINSTITUTE.ORG
- 25. 5 Practices ofExemplary Leaders 1 2 Inspire a Shared Vision 3 Challenge the Process 4 Enable Others to Act 5 WWW.CHARTERINSTITUTE.ORG Model the Way Encourage the Heart
- 26. Covey’s 7 Habitsof Highly Effective People 1 2 Begin with the End in Mind 3 Put First Things First 4 Think Win-Win 5 Seek First to Understand, Then to be Understood 6 Synergize 7 WWW.CHARTERINSTITUTE.ORG Be Proactive Sharpen the Saw
- 27. Covey: Begin withthe End in Mind Vision What is the organization really trying to accomplish? Is it compelling? Will it make a significant difference? Mission How will the organization proceed with making this vision a reality? Values What are the core things the organization will use to guide and evaluate all of its actions and behaviors? WWW.CHARTERINSTITUTE.ORG
- 28. The Power ofClarifying Values Teamwork • 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. WWW.CHARTERINSTITUTE.ORG
- 29. The Power ofValues Forward-Looking • 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. Commitment • We are persistent. • We lead with passion. WWW.CHARTERINSTITUTE.ORG
- 30. The Power ofClarifying Values Integrity • 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 reasons. Respect • 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. WWW.CHARTERINSTITUTE.ORG
- 31. “Doing everything keepsus so busy, we don’t have time to think about what is really important to us.” WWW.CHARTERINSTITUTE.ORG
- 32. “We believe boardsthat govern for greatness ask wise questions and measure things that really matter.” WWW.CHARTERINSTITUTE.ORG
- 33. WHAT REALLY MATTERS Ensuringall students are prepared for success in college, work and life. WWW.CHARTERINSTITUTE.ORG
- 34. Wise Questions HOW WELLIS OUR SCHOOL… Preparing Students for College, Work and Life Leveraging Resources Fulfilling its Obligations WWW.CHARTERINSTITUTE.ORG
- 35. ACT: A Respected Standardfor Measuring College Readiness WWW.CHARTERINSTITUTE.ORG
- 36. Backwards Mapping From TheAct: Beginning With The End In Mind Grade 12 Kindergarten WWW.CHARTERINSTITUTE.ORG
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- 46. BOARD MEETINGS MADEEASY SCHOOL BOARD SCHOOL BOARD SCHOOL AUTHORIZER COMPILE & SHARE PROPOSED MINUTES PUBLIC DEVELOP AGENDA ASSEMBLE CONDUCT MEETING PACKET REVIEW PACKET WWW.CHARTERINSTITUTE.ORG SCHOOL MANAGEMENT DISTRIBUTE PACKET • Agenda (30/30/30) • Prior Meeting Minutes • Financial Data • Academic Data • Board Materials • Reports o o o • School Leader Management Co. Authorizer Formal Resolutions
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- 49. Where do you spendyour time? First Things First WWW.CHARTERINSTITUTE.ORG
- 50. Governing Wisely “ Wisdomis the beneficial use of knowledge; wisdom is information and knowledge impregnated with higher purposes and principles.” Dr. Stephen Covey The 8th Habit WWW.CHARTERINSTITUTE.ORG
- 51. The Five Temptations of aCEO WWW.CHARTERINSTITUTE.ORG
- 52. “Set the standardshigher for yourself than others would set them for you.” - John Maxwell WWW.CHARTERINSTITUTE.ORG
- 53. Four Disciplines ofa Healthy Organization WWW.CHARTERINSTITUTE.ORG
- 54. 1: Build aCohesive Leadership Team 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. WWW.CHARTERINSTITUTE.ORG
- 55. 2: Create Clarity Healthyorganizations minimize the potential for confusion by clarifying… • • • • • • WWW.CHARTERINSTITUTE.ORG 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?
- 56. 3: Over-Communicate Clarity Healthyorganizations 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
- 57. 4: Reinforce Clarity Organizationssustain their health by ensuring consistency in… • • • • WWW.CHARTERINSTITUTE.ORG Hiring Managing performance Rewards and recognition Employee dismissal
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- 59. Shifting the Paradigm “Thecall and need of a new era is for greatness. It’s for fulfillment, passionate execution and significant contribution..” Dr. Stephen Covey The 8th Habit WWW.CHARTERINSTITUTE.ORG
- 60. THANK YOU! VIEW THISSLIDE DECK ONLINE AT WWW.CHARTERINSTITUTE.ORG NATIONAL CHARTER SCHOOLS INSTITUTE | 711 WEST PICKARD STREET | MOUNT PLEASANT, MI 48858