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![Page 1: Building A Team Destined for Greatness- Dr. James Goenner, National Charter Schools Institute ( NACSA Presentation 8/2012)](https://reader034.fdocuments.in/reader034/viewer/2022051611/54b540254a795946088b456e/html5/thumbnails/1.jpg)
BUILDING A TEAMDESTINED FOR
GREATNESS
PRESENTED BYDR. JAMES N. GOENNER | PRESIDENT & CEONATIONAL CHARTER SCHOOLS INSTITUTEAUGUST 9, 2012
Institute for Leadership in Charter School Authorizing
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Goals for Today
Share Strategies
Challenge Your Thinking
Expand Your Vision of Authorizing
Answer Your Questions
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Have Fun!5
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Delivers Superior Performance
Makes a Distinctive Impact
Achieves Lasting Endurance
What Does a Great Team Do?
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The First Person You Lead is You
Are you worth following? Why?
“Know Thyself”
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Honest
The Most Consistently Admired Characteristics of a Leader
Forward-Looking
Competent
Inspiring
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The Five Temptationsof a CEO
AccountabilityEnsures Results
Clarity AllowsAccountability
Conflict Leadsto Clarity
Trust lets HealthyConflict Occur
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What Level of Leader are You?
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The Leadership Challenge5 Practices of Exemplary Leaders
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
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Encourage the Heart5
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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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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 ValuesWhat are the core things you and your team will use
to guide and evaluate all of your actions and behaviors.
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The Power of Values
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Integrity We will always strive to do the right things for the right reasons.
We trust each other to speak our minds.
HonestyWe will tell the truth.
We will be open to feedback.
RespectWe communicate with candor and tact.
We will be tough on the issue not 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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TeamworkWe 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 will celebrate our success and have fun.
Accountability
We will own our opportunities. We are accountable for ourselves and to each other.
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The Power of Values
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Forward-Looking We strive to exceed expectations.
We are not limited by others. We are willing to take risk.
We dare to be different. We inspire growth in ourselves and others.
Commitment
We are persistent.We lead with passion.
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The Flywheel
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The Hedgehog Principle
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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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Common Authorizing Functions
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Gatekeeper
Overseer
Evaluator
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Change Agent
Alpha Authorizing Functions
Market Maker
Force for Quality
Catalyst for Excellence
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Change Agent
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Challenge the “givens”
Foster an environment that attracts talent, capital and entrepreneurship
Influence policy and practice Provide leadership and ideas for
improving education
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Market Maker
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Change the incentives by withdrawing the exclusive franchise
Charter new schools so people have a diverse array of choices
Foster an environment that attracts can-do people
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Force for Quality
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Thoroughly screen applications and applicants
Issue & enforce performance-based charters
Measure and evaluate performance
Preserve discretionary judgment
Protect school autonomy
Appropriately intervene when people fail to perform
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Catalyst for Excellence
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Recognize and reward performance Encourage the replication & expansion of success Create new performance-based paths for
authorizing, overseeing, & renewing charters Make authorizing a respected profession Relentlessly pursue excellence Protect, preserve and advance the idea
behind chartering
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Alpha Authorizing3 Keys for Chartering Great Schools
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Establish a Shared Vision and Commitment
Develop a Relationship of Mutual Trust and Respect
Set Clear Performance Expectations – No Surprises!
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Four Disciplines of a Healthy Organization
Lencioni’s Four Disciplines of a Healthy OrganizationCopy Right 2002 Patrick Lencioni
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The Five Dysfunctions of a Team
The Role of the Leader
Confront Difficult Issues
Focus on Collective Outcomes
Force Clarity and Closure
Mine for Conflict
Go First!
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Nine Point FrameworkStudent and School Focused – Our primary reason for being1
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Partnering – View schools as partners
Transformational – Major impact; not mistaking activity for achievement
Strategic Approach – Proactive; by design, not chance; important, not urgent
Results Oriented – Focus on solutions, not symptoms
Teamwork – Strengthen relations internally and externally; synergy; fun
Aligning Resources – Match resources with needs
Individualized – Strategy and approach
Share Successes – Win together
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“Set the standards higher for yourself than others would set
them for you.” - John Maxwell
““
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THANK YOU!
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