goenner and lambertson -- formula for replication -- plan + prepare + execute -- oapcs 2014...

WINNING FORMULA FOR REPLICATION =

PLAN + PREPARE + EXECUTE

OHIO ALLIANCE FOR PUBLIC CHARTER SCHOOLS

OCTOBER 16, 2014 SHERRY A. LAMBERTSONJAMES N. GOENNER, PH.D

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Goals for Today

Challenge Your Thinking

Sharpen Our Focus

Discuss Replication & Reach

Share Resources

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Have Fun!5

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RELATIONSHIPS

“People don’t care how much you know until they

know how much you care.”

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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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THIS SLIDE DECK IS ACCESSIBLE AT

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WHICH ORGANIZATIONS HAVE MASTERED

REPLICATION?

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WHICH ORGANIZATIONS HAVE UTILIZED REPLICATION TO EXPAND THEIR

INFLUENCE?

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Reforming Education

Student Learning

Divergent Roads

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THE ROAD NOT TAKEN

“Two roads diverged in a wood, and I – I took the one less traveled by, and that

has made all the difference.”

- Robert Frost

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WHAT REALLY MATTERS

Ensuring all students are prepared for success in

college, work and life.

What is worth replicating?

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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Superior Performance

Distinctive Impact

Lasting Endurance

What Is Greatness?

““ “Good is the enemy

of great.”Jim Collins

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

Sharpening Your Focus

The Flywheel

Building forBreakthrough

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

Jim Collins

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What are Systems?

• Processes for predictably achieving goals

• Based on specific, orderly, repeatable

principles and practices

• They leverage time, money and abilities

• They are deliberate, intentional and

practicable

How Successful People Grow by John C. Maxwell

What systems are currently in place in your organization that would help replicated the successful practice

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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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The Five Temptationsof a CEO

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Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

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Five Practices of Exemplary Leaders

Kouzes and Posner

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Which of the Principals of Exemplary Leadership have you already applied to the

idea worth replicating?

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

us.”

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Where Do You

Spend Time?

First Things First

Four Disciplines of a Healthy Organization

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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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“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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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

“““Set the standards higher for yourself than others would set them for you.”

John Maxwell

What is one thing you are going to commit to doing as a result of our time

together?

THANK YOU!

NATIONAL CHARTER SCHOOLS INSTITUTE | 711 WEST PICKARD STREET | MOUNT PLEASANT, MICHIGAN 48858

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