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LEADING YOUR TEAM TO GREATNESS
PRESENTED BY DR. JAMES N. GOENNER | PRESIDENT & CEO NATIONAL CHARTER SCHOOLS INSTITUTE NOVEMBER 12, 2013
Indiana Charter Schools Conference
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RELATIONSHIPS
People don’t care how much you know until they know how much you care.
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Goals for Today
Share a Framework for Greatness
Discuss Principles of Leadership
Inspire Hearts & Minds
Answer Questions
Have Fun!
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“Greatness … is largely a matter of conscious choice and
discipline.” — Jim Collins
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Delivers Superior Performance
Makes a Distinctive Impact
Achieves Lasting Endurance
What Does a Great Team Do?
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Framework for Greatness
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“Good Is the Enemy of Great” — Jim Collins
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Honest
The Most Consistently Admired Characteristics of a Leader
Forward-Looking
Competent
Inspiring
The Leadership Challenge
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The First Person You Lead Is You
Are you worth following? Why?
“Know Thyself”
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5 Practices of Exemplary Leaders
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
The Leadership Challenge
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What Level of Leader Are You?
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Foundation of Leadership = Credibility
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• “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.”
The Leadership Challenge
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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
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The Five Temptations of a CEO
Accountability Ensures Results
Clarity Allows Accountability
Conflict Leads to Clarity
Trust Lets Healthy Conflict Occur
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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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Where do you spend your time?
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Covey: Begin with the End in Mind
The Vision
The Mission
What are you really trying to accomplish? Is it compelling? Will it make a significant difference?
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?
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CORE PURPOSE
Preparing all students for success in college,
work, and life.
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The Power of Clarifying Values
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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.
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The Power of Values
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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.
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The Power of Clarifying Values
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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.
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The Five Dysfunctions of a Team
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The Hedgehog Principle
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The Flywheel
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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.”
STAGE 1: DISCIPLINED PEOPLE
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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.
STAGE 2: DISCIPLINED THOUGHT
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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.
STAGE 3: DISCIPLINED ACTION
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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.
STAGE 4: BUILDING GREATNESS TO LAST
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“Set the standards higher for yourself than others would set
them for you.” — John Maxwell
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Four Disciplines of a Healthy Organization
The Advantage
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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
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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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Stephen Covey
BOOKS
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Knowing your purpose in life, growing to reach your maximum
potential, and sowing seeds that benefit others.
— John C. Maxwell
Success is …
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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
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THANK YOU!
National Charter Schools Institute | 711 W. Pickard Street | Mount Pleasant, MI 48858
View this slide deck online at www.CharterInstitute.org