Presentation by Jim Goenner for Charter School Boards on Leading your Team to Greatness!

1. JAMES N. GOENNER,
PH.D.
RILEY J. JUSTIS
LeadingYourTeam
to Greatness

2. Goals for Session
KIDS!!!
Share a Framework for Greatness
Learn & Grow Together
Advance Your Leadership
Have Fun!
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3 Challenge Conventional Thinking

3. WWW.CHARTERINSTITUTE.ORG
THIS SLIDE DECK IS ACCESSIBLE AT
@QUALITY_SCHOOLS #GOENNEROHIO15
NATIONAL CHARTER SCHOOLS INSTITUTE

4. National Charter Schools Institute
• 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.
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5. RELATIONSHIPS
“People don’t care how
much you know until they
know how much you care.”

7. The Ideas Behind Chartering
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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 strategy to transform public
education by injecting choice,
change and competition
into the system.

11. Superior Performance
Distinctive Impact
Lasting Endurance
What is Greatness?
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12. “Good is the enemy
of great.”
Jim Collins

13. Collins’ Good-to-Great Framework
OUTPUT RESULTS
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

14. Building for
Breakthrough

15. The
Flywheel

16. “Greatness...is largely a
matter of conscious
choice and discipline.”
Jim Collins

17. “Know
Thyself”
The First Person You Lead Is Yourself
Who Said…
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18. The Most Consistently Admired
Characteristics of Leaders:
Honest
Forward-Looking
Competent
Inspiring
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19. 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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20. Leadership
Pyramid

21. What Type of Leader Do You Want Be?
Level 3 Leader
• Organizes people and resources
toward the effective and efficient
pursuit of predetermined
objectives.
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22. What Type of Leader 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.
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23. Chickens & Pigs!
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24. KIDS
Authorizers
Boards
Schools

27. Aligning for Greatness
Develop a Relationship of Mutual
Trust & Respect
Set Clear Performance Expectations –
No Surprises!
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Establish a Shared Vision & Values
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28. Order at: http://NationalCharterSchools.org/services/

29. Four Disciplines
of a Healthy
Organization

30. 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.
1: Build a Cohesive Leadership Team
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31. TEAMWORK
• We recognize that 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.
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The Power of Clarifying Values to Guide Behaviors
and Actions

32. The Five
Temptations
of a CEO
Invulnerability
Over
Trust
Harmony
Over
Conflict
Certainty
Over
Clarity
Popularity
Over
Accountability
Status
Over
Results
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33. 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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34. Where Do You
Spend Time?
First Things First

35. How Clear Is Your 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?
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36. The Power of Clarifying 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.
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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.
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The Power of Clarifying Values to Guide Behaviors
and Actions

38. 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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39. “Doing everything keeps
us so busy we don’t have
time to think about what
is really important to us.”

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41. WHAT REALLY MATTERS
Ensuring all students
are prepared for success in
college, work and life.

43. Organizations sustain their health
by ensuring consistency in…
• Hiring
• Managing performance
• Rewards and recognition
• Employee dismissal
4: Reinforce Clarity
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47. “Great spirits have
always encountered
violent opposition from
mediocre minds.”
Albert Einstein

48. 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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49. | 49
Model the Way1

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Inspire a Shared Vision2

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Challenge the Process3

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Enable Others to Act4

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Encourage the Heart5

54. Resources for Pursuing Greatness
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 standards higher
for yourself than others
would set them for you.”
John Maxwell

57. THANKYOU!
VIEW THIS SLIDE DECK ONLINE AT
WWW.CHARTERINSTITUTE.ORG