Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools Institute ( Indiana Charter Schools Conference Presentation 11/2013)
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A presentation on Leading your Team to Greatness for the Indiana Charter Schools Conference given by Dr. James Goenner of the National Charter Schools Institute.
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Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools Institute ( Indiana Charter Schools Conference Presentation 11/2013)
- 1. LEADING YOUR TEAM TO GREATNESS Indiana Charter Schools Conference PRESENTED BY DR. JAMES N. GOENNER | PRESIDENT & CEO NATIONAL CHARTER SCHOOLS INSTITUTE NOVEMBER 12, 2013
- 3. RELATIONSHIPS People don’t care how much you know until they know how much you care. www.CharterInstitute.org 3
- 4. Goals for Today Share a Framework for Greatness Discuss Principles of Leadership Inspire Hearts & Minds Answer Questions Have Fun! www.CharterInstitute.org 4
- 6. “Greatness … is largely a matter of conscious choice and discipline.” — Jim Collins www.CharterInstitute.org 6
- 7. What Does a Great Team Do? Delivers Superior Performance Makes a Distinctive Impact Achieves Lasting Endurance www.CharterInstitute.org 7
- 8. Framework for Greatness www.CharterInstitute.org Good to Great and the Social Sectors 8
- 9. “Good Is the Enemy of Great” — Jim Collins www.CharterInstitute.org 9
- 10. The Most Consistently Admired Characteristics of a Leader Honest Forward-Looking Competent Inspiring www.CharterInstitute.org The Leadership Challenge10
- 11. The First Person You Lead Is You Are you worth following? Why? www.CharterInstitute.org “Know Thyself” 11
- 12. 5 Practices of Exemplary Leaders Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart www.CharterInstitute.org The Leadership Challenge12
- 13. What Level of Leader Are You? www.CharterInstitute.org 13
- 14. Foundation of Leadership = Credibility • “Leaders 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 14
- 15. The Seven Habits of Highly Effective People Be Proactive Begin with the End in Mind Put First Things First Think Win-Win Seek First to Understand, Then to Be Understood Synergize Sharpen the Saw www.CharterInstitute.org 15
- 16. The Five Temptations of a CEO Accountability Ensures Results Clarity Allows Accountability Conflict Leads to Clarity Trust Lets Healthy Conflict Occur www.CharterInstitute.org 16
- 17. “ “ “Doing everything keeps us so busy we don’t have time to think about what is really important to us.” www.CharterInstitute.org 17
- 18. Where do you spend your time? www.CharterInstitute.org First Things First 18
- 19. Covey: Begin with the End in Mind The Vision What are you really trying to accomplish? Is it compelling? Will it make a significant difference? The Mission What are you and your team going to do to make this vision a reality? The Values What are the core things you and your team will use to guide and evaluate all of your actions and behaviors? www.CharterInstitute.org 19
- 20. CORE PURPOSE Preparing all students for success in college, work, and life. www.CharterInstitute.org 20
- 21. The Power of Clarifying 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 21
- 22. The Power of Values 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 22
- 23. 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 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 23
- 24. The Five Dysfunctions of a Team www.CharterInstitute.org 24
- 28. STAGE 1: DISCIPLINED PEOPLE Level 5 Leadership. Level 5 leaders are ambitious first and foremost for the cause, the organization, the work — not themselves — and they have the fierce resolve to do whatever it takes to make good on that ambition. A Level 5 leader displays a paradoxical blend of personal humility and professional will. First Who … Then What. Those who build great organizations make sure they have the right people on the bus, the wrong people off the bus, and the right people in the key seats before they figure out where to drive the bus. They always think first about “who” and then about “what.” www.CharterInstitute.org 28
- 29. STAGE 2: DISCIPLINED THOUGHT Confront the Brutal Facts — the Stockdale Paradox. Retain unwavering faith that you can and will prevail in the end, regardless of the difficulties, AND AT THE SAME TIME, have the discipline to confront the most brutal facts of your current reality, whatever they might be. The Hedgehog Concept. Greatness comes about by a series of good decisions consistent with a simple, coherent concept — a “Hedgehog Concept.” The Hedgehog Concept is an operating model that reflects understanding of three intersecting circles: what you can be the best in the world at, what you are deeply passionate about, and what best drives your economic or resource engine. www.CharterInstitute.org 29
- 30. STAGE 3: DISCIPLINED ACTION Culture of Discipline. Disciplined people who engage in disciplined thought and who take disciplined action — operating with freedom within a framework of responsibilities — this is the cornerstone of a culture that creates greatness. In a culture of discipline, people do not have “jobs”; they have responsibilities. The Flywheel. In building greatness, there is no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment. Rather, the process resembles relentlessly pushing a giant, heavy flywheel in one direction, turn upon turn, building momentum until a point of breakthrough, and beyond. www.CharterInstitute.org 30
- 31. STAGE 4: BUILDING GREATNESS TO LAST Clock Building, Not Time Telling. Build an organization that can adapt through multiple generations of leaders — the exact opposite of being built around a single great leader, great idea, or specific program. Build catalytic mechanisms to stimulate progress, rather than acting as a charismatic force of personality to drive progress. Preserve the Core and Stimulate Progress. Adherence to core values combined with a willingness to challenge and change everything except those core values, keeping clear the distinction between “what we stand for” (which should never change) and “how we do things” (which should never stop changing). Great companies have a purpose — a reason for being — that goes far beyond just making money, and they translate this purpose into BHAGs (big hairy audacious goals) to stimulate progress. www.CharterInstitute.org 31
- 32. “ “ “Set the standards higher for yourself than others would set them for you.” — John Maxwell www.CharterInstitute.org 32
- 33. Four Disciplines of a Healthy Organization www.CharterInstitute.org The Advantage 33
- 34. 1: Build a Cohesive 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 The Advantage 34
- 35. 2: Create Clarity 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? www.CharterInstitute.org The Advantage 35
- 36. 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 The Advantage 36
- 37. 4: Reinforce Clarity Organizations sustain their health by ensuring consistency in … • • • • Hiring Managing performance Rewards and recognition Employee dismissal www.CharterInstitute.org The Advantage 37
- 39. Success is … Knowing your purpose in life, growing to reach your maximum potential, and sowing seeds that benefit others. — John C. Maxwell www.CharterInstitute.org 39
- 40. Leaving a Legacy “Lord, as I get older I would like to be known as available more than a hard worker, compassionate more than competent, content, not driven, generous instead of rich, gentle over being powerful, a listener more than a great communicator, loving vs. quick or bright, reliable and not famous, sacrificial instead of successful, self controlled rather than being excited, thoughtful more than gifted, I want to be a foot washer, I want to finish well.” — John C. Maxwell www.CharterInstitute.org 40
- 41. THANK YOU! View this slide deck online at www.CharterInstitute.org National Charter Schools Institute | 711 W. Pickard Street | Mount Pleasant, MI 48858