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Jim Goenner, Ph.DRiley Justis
Aligning for Greatness
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Goals for Session
KIDS!!!
Inspire Hearts & Minds
Strengthen Your Ability to Lead
Learn & Grow Together
Have Fun!
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3 Challenge Conventional Thinking
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RELATIONSHIPS
“People don’t care how much you know until they
know how much you care.”
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Our HeartWe are a team of passionate professionals who believe in the transformative power of education and thrive on empowering people to learn, grow and achieve more than they think possible.
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Our Core PurposeTo inspire and democratize excellence in education.
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Exercise #1:Start with WHY by Simon Sinek
What’s Your Schools Heart & Core Purpose?
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The Ideas Behind Chartering
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… 3. Be authorized by an entity that oversees and holds them accountable,
but unlike a school district does not own or operate the school.
4. Be freed from unnecessary rules and regulations, in exchange for producing results.
5. Be dually accountable: to the marketplace of parental choice and to the standards of the public interest.
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CHARTER SCHOOLS
A dynamic strategy using choice, change, and co-opetition
to transform public education so it works better for our kids and
our country.
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PART 2:Defining for Greatness
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Framework for Greatness
Good, Not Great
Inflection Point
Good, Not Great
Matched-Pair Selection
Comparison Cases
Good–to–Great Cases
GAP
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““ “You cannot achieve what you have not
defined.”John Maxwell
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Exercise #2:What is Greatness?
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Deliver Superior Performance
Make a Distinctive Impact
Achieve Lasting Endurance
Great Organizations…
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Collins’ Good-to-Great Framework
OUTPUT RESULTS
STAGE 1: DISCIPLINED PEOPLE
INPUT PRINCIPLES
Level 5 LeadershipFirst 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 TellingPreserve 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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“““ _____???_____ is the enemyof great.”
Jim Collins
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Building forBreakthrough
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The Flywheel
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““ “Greatness . . . is largely a matter of conscious ___???
______ and discipline.”
Jim Collins
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PART 3:Aligning for Greatness
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KIDS
Authorizers
Boards
Schools
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3 Essentials for Achieving Alignment
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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PART 4:Authorizing for Greatness
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Common Authorizing Roles
Gatekeeper Monitor Evaluator
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Expanding the Vision for Authorizing
Change Agents Market Makers
Forces for Quality Catalysts for Excellence
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Change AgentsCourageous Visionaries
Challenge the “givens.”
Be fearless and relentless.
Influence policy and practice.
Provide leadership and ideas for improving
education.
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Withdraw the exclusive franchise by chartering new schools.
Foster an environment that attracts talent, capital and entrepreneurship.
Create performance based incentives.
Empower people with information to
exercise choice.
Market MakersCreative Entrepreneurs
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Forces for QualityResponsible Leaders
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Preserve discretionary judgment and autonomy.
Inform and educate, before overseeing
and enforcing.
Avoid one size fits all.
Intervene when people fail to live up to the
charter promise.
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Catalysts for ExcellenceInfluential Stewards
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Protect, preserve and advance the ideas
behind chartering.
Focus on responsibility and ownership. Develop talent and grow impact.
Make authorizing an understood and respected profession.
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PART 5:Governing for Greatness
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Purpose of a Charter School Governing Board
“To ensure, on behalf of the public, that students are
learning, money and resources are well stewarded, and the organization passionately pursues greatness, while
modeling the highest legal and ethical principles.”
““Dr. James Goenner
National Charter Schools Institute
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A Simple Way to Frame Roles
Boards
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To Ensure
Management
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To Execute
Ch. 7pg. 45-50
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Key Board Duties
Duty of CareExercising the “care” a prudent person would when making decisions.
Duty of LoyaltyGives undivided allegiance and putting the organization above self when making decisions; avoiding conflicts of interest and keeping confidential matters confidential.
Duty of ObedienceActing in a manner that supports the school’s mission and values; and fulfills the public trust.
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Board Responsibilities12
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Order at: http://NationalCharterSchools.org/services/
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““We believe boards that govern for greatness ask
wise questions and measure things that really
matter.”Dr. James Goenner
National Charter Schools Institute
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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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WHAT REALLY MATTERS
Ensuring all students are prepared for success in
college, work and life.
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What is Governing?
Board
=
Management
=
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What is Governing?
Board
=
Leadership
Management
=
Leadership
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Data Driven vs Data Informed
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PART 6:Leading for Greatness
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The Most Consistently Admired Characteristics of Leaders:
Honest
Forward-Looking
Competent
Inspiring
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Leadership Pyramid
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What Kind of Leader Do You Want to Be?
Level 3 Leader• Organizes people and
resources toward the effective and efficient pursuit of predetermined objectives.
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What Kind of Leader Do You Want to 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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Winners Want to be Associated with a Board/Authorizer that …
• Knows its purpose and why it exists• Understands it is the highest authority
in the organization
• Knows it represents the public• Is disciplined in its role and behaviors
and those of its individual members• Is trustworthy and predictable
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Winners Want to be Associated with a Board/Authorizer that …
• Uses its authority to empower, not strangle
• Ensures the organization is effective and efficient
• Has high expectations and measures performance
• Is unafraid to judge, but does so fairly• Continuously earns credibility
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How Credibility is Earned
• “Practice what you preach.”• “Walk the talk.”• “Make your actions consistent with your words.”• “Put your money where your mouth is.”• “Follow through on promises.”• “Do what you say you will do.”
The Leadership Challenge
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PART 7:Building Organizational Greatness
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Four Disciplines of a Healthy Organization
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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
Four Disciplines of a Healthy Organization
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The Five Temptationsof a CEO
Invulnerability
OverTrust
HarmonyOver
Conflict
CertaintyOver
Clarity
PopularityOver
Accountability
StatusOver
Results
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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.
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The Power of Clarifying Values to Guide Behaviors and Actions
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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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Four Disciplines of a Healthy Organization
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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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The Power of Clarifying Values to Guide Behaviors and Actions
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HONEST & RESPECTFUL
• 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
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The Power of Clarifying Values to Guide Behaviors and Actions
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Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
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2
3
4
Encourage the Heart5
Five Practices of Exemplary Leaders
Kouzes and Posner
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“““Set the standards higher for yourself than others would set them for you.”John Maxwell
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““ “Great spirits have always encountered violent opposition from mediocre minds.”
Albert Einstein
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