leading your team to greatness - dr. james goenner, national chater schools institute (north...
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Leading your Team to Greatness - Dr. James Goenner, National Chater Schools Institute (North Carolina Charter Schools Conference)TRANSCRIPT
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LEADING YOUR TEAM TO GREATNESS
NORTH CAROLINA CHARTER SCHOOLS CONFERENCE
JIM GOENNER, PH.D.JASON SARSFIELD
JULY 31, 2014
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National Charter Schools Institute
• 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.
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Goals for Today
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Share a Framework for Greatness
Strengthen & Support Leaders
Inspire Hearts & Minds
Answer Questions
Have Fun!
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THIS SLIDE DECK IS ACCESSIBLE AT
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RELATIONSHIPS
“People don’t care how much you know until they
know how much you care.”
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The Road to Greatness
Good, Not Great
Inflection Point
Good, Not Great
Matched-Pair Selection
Comparison Cases
Good-to-Great Cases
GAP
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““ “Good is the enemy
of great.”Jim Collins
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Superior Performance
Distinctive Impact
Lasting Endurance
What Is Greatness?
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Collins’ Good-to-Great Framework
OUTPUT RESULTS
STAGE 1: DISCIPLINED PEOPLE
INPUT PRINCIPLES
Level 5 Leadership
First Who, Then What
STAGE 2: DISCIPLINED THOUGHTConfront the Brutal Facts
The Hedgehog Concept
STAGE 3: DISCIPLINED ACTIONCulture 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 ENDURANCEBeyond Any Leader,
Idea or Setback
On the Communities It Touches
Relative to Its Mission
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Sharpening Your Focus
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The Flywheel
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Building forBreakthrough
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““ “Greatness . . . is largely a matter of conscious choice and discipline.”
Jim Collins
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“Know Thyself”
The First Person You Lead Is Yourself
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Who Said …
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The Most Consistently Admired Characteristics of Leaders
Honest
Forward-Looking
Competent
Inspiring
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How Leaders Earn Credibility
• “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
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Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
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Encourage the Heart5
Five Practices of Exemplary Leaders
Kouzes and Posner
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Leadership Pyramid
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Level 5 Leaders
• Ambitious first and foremost for the cause, the organization, the work — not themselves.
• Display a paradoxical blend of personal humility and professional will.
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How clear is your organization about its ...
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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?
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WHAT REALLY MATTERS
Ensuring all students are prepared for success in
college, work and life.
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“Doing everything keeps us so busy we don’t have time to think about what is really important to
us.”
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The Power of Clarifying Values
TEAMWORK
• We recognize that no one of us is as good as all of us.
• We will put the team’s 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.
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Where Do You
Spend Time?
First Things First
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Four Disciplines of a Healthy Organization
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“The single greatest advantage 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.”
““Patrick LencioniThe Advantage
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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.
1: Build a Cohesive Leadership Team
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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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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.
3: Over-Communicate Clarity
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Organizations sustain their health by ensuring consistency in …
• Hiring
• Managing performance
• Rewards and recognition
• Employee dismissal.
4: Reinforce Clarity
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Resources for Pursuing Greatness
Good-to-Great Diagnostic Toolwww.jimcollins.com/tools.html
The Advantage Comprehensive Check Listwww.tablegroup.com
Institute for Excellence in Educationwww.ExcellenceInEd.org
Illinois Mathematics and Science Academywww.imsa.edu
IIT Boeing Scholars Academyblogs.iit.edu/boeing_scholars/
Chicago Scholars(88% to-and-through college in 6 yrs.)www.ChicagoScholars.org
Project Lead The Waywww.pltw.org
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The Five Temptationsof a CEO
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“““Set the standards higher for yourself than others would set them for you.”
John Maxwell
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