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Leading your team to greatness (Ohio july 14, 2015)
This document provides an overview of a presentation on leading teams to greatness. It includes: 1. An introduction to the presenters and their organization, the National Charter Schools Institute, which supports charter schools. 2. A framework for greatness drawn from Jim Collins' research, including disciplined people and thought, a culture of discipline, and building greatness that lasts. 3. Discussion of key leadership principles like level 5 leadership, clarifying an organization's vision, values, and priorities, and aligning employees around shared messages. 4. Recommendations for sustaining an organization's health through consistent hiring, performance management, and employee dismissal practices.
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Leading your team to greatness (Ohio july 14, 2015)
- 1. JAMES N. GOENNER, PH.D. RILEYJ. JUSTIS LeadingYourTeam to Greatness
- 2. Goals for Session KIDS!!! Sharea Framework for Greatness Learn & Grow Together Advance Your Leadership Have Fun! 1 2 4 5 6 3 Challenge Conventional Thinking
- 3. WWW.CHARTERINSTITUTE.ORG THIS SLIDE DECKIS ACCESSIBLE AT @QUALITY_SCHOOLS #GOENNEROHIO15 NATIONAL CHARTER SCHOOLS INSTITUTE
- 4. National Charter SchoolsInstitute • 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. | 4
- 5. RELATIONSHIPS “People don’t carehow much you know until they know how much you care.”
- 7. The Ideas BehindChartering | 7 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.
- 8. CHARTER SCHOOLS A strategyto transform public education by injecting choice, change and competition into the system.
- 11. Superior Performance Distinctive Impact LastingEndurance What is Greatness? | 11
- 12. “Good is theenemy of great.” Jim Collins
- 13. Collins’ Good-to-Great Framework OUTPUTRESULTS 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
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- 16. “Greatness...is largely a matterof conscious choice and discipline.” Jim Collins
- 17. “Know Thyself” The First PersonYou Lead Is Yourself Who Said… | 17
- 18. The Most ConsistentlyAdmired Characteristics of Leaders: Honest Forward-Looking Competent Inspiring | 18
- 19. 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.” The Leadership Challenge | 19
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- 21. What Type ofLeader Do You Want Be? Level 3 Leader • Organizes people and resources toward the effective and efficient pursuit of predetermined objectives. | 21
- 22. What Type ofLeader 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. | 22
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- 27. Aligning for Greatness Developa Relationship of Mutual Trust & Respect Set Clear Performance Expectations – No Surprises! 1 2 3 Establish a Shared Vision & Values | 27
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- 29. Four Disciplines of aHealthy Organization
- 30. Cohesive teams buildtrust, 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 | 30
- 31. TEAMWORK • We recognizethat 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. | 31 The Power of Clarifying Values to Guide Behaviors and Actions
- 32. The Five Temptations of aCEO Invulnerability Over Trust Harmony Over Conflict Certainty Over Clarity Popularity Over Accountability Status Over Results | 32
- 33. 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? 2: Create Clarity | 33
- 34. Where Do You SpendTime? First Things First
- 35. How Clear IsYour Organization About Its... Vision Mission What is the organization really trying to accomplish? Is it compelling? Will it make a significant difference? 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? | 35
- 36. The Power ofClarifying Values to Guide Behaviors and Actions 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. | 36
- 37. INTEGRITY & RESPECT •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. | 37 The Power of Clarifying Values to Guide Behaviors and Actions
- 38. Healthy organizations aligntheir 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. 3: Over-Communicate Clarity | 38
- 39. “Doing everything keeps usso busy we don’t have time to think about what is really important to us.”
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- 41. WHAT REALLY MATTERS Ensuringall students are prepared for success in college, work and life.
- 43. Organizations sustain theirhealth by ensuring consistency in… • Hiring • Managing performance • Rewards and recognition • Employee dismissal 4: Reinforce Clarity | 43
- 47. “Great spirits have alwaysencountered violent opposition from mediocre minds.” Albert Einstein
- 48. Model the Way Inspirea Shared Vision Challenge the Process Enable Others to Act 1 2 3 4 Encourage the Heart5 Five Practices of Exemplary Leaders Kouzes and Posner | 48
- 49. | 49 Model theWay1
- 50. | 50 Inspire aShared Vision2
- 51. | 51 Challenge theProcess3
- 52. | 52 Enable Othersto Act4
- 53. | 53 Encourage theHeart5
- 54. 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 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
- 55. “Set the standardshigher for yourself than others would set them for you.” John Maxwell
- 57. THANKYOU! VIEW THIS SLIDEDECK ONLINE AT WWW.CHARTERINSTITUTE.ORG