Governing for Greatness Series - Nov 10, 2016 - INCS Conference

Jim Goenner, Ph.D Don Cooper

Governing for Greatness

Goals for Session

KIDS!!!

Strengthen Your Ability to

Lead & Govern

Challenge Conventional Thinking

Inspire Hearts & Minds

Have Fun!

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Define Greatness

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RELATIONSHIPS

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

know how much you care.”

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democratize verb | de·moc·ra·tize | \di-'mä-krə-,tīz\

(1) to make (a country or organization) more democratic (2) to make (something) available to all people; to make it possible for all people to understand (something)

— Merriam-Webster’s Learner’s Dictionary

Schools Powered by Epicenter 2015-2016

IMPACTING

530,000+ Students 1400+ Schools

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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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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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Deliver Superior Performance

Make a Distinctive Impact

Achieve Lasting Endurance

Great Organizations…

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““ “ _____???_____ is the enemy of great.”

Jim Collins

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TheFlywheel

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BuildingforBreakthrough

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““ “Greatness . . . is largely a

matter of conscious ___???______ and

discipline.”

Jim Collins

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Five Practices of Exemplary Leaders

Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

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Encourage the Heart 5

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The Leadership Challenge

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| 20 Model the Way 1

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The Most Consistently Admired Characteristics of Leaders:

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Honest

Forward-Looking

Competent

Inspiring The Leadership Challenge

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How Credibility is Earned

•  “Practice what you preach.” •  “Walk the talk.” •  “Make actions consistent with your words.” •  “Put money where your mouth is.” •  “Follow through on promises.”

The Leadership Challenge

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How Leaders Earn Credibility

“DWYSYWD”

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The Leadership Challenge

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| 24 Inspire a Shared Vision 2

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Exercise:StartwithWHY… What’sYourTeamBuilding?

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KIDS & FAMILIES

Authorizers

Boards

Schools & Ed Providers

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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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Shared Values Guide Actions & Behaviours

TEAMWORK

•  We recognize that no one of us is as good as all of us.

•  We will put the team’s 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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Board Responsibilities 12

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12 Responsibilities of a Charter School Board

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ENSURE all students are being prepared for success in college, work and life.

ENSURE the public’s money and resources are well stewarded.

ENSURE the organization is run by a great leader and infused with a positive culture and learning environment.

ENSURE the terms of the charter contract are fulfilled and the organization is prepared for renewal.

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ENSURE the organization is run by a great leader and infused with a positive culture and learning environment. 3

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A Simple Way to Frame Roles

Boards

=

To Ensure

Management

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To Execute

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LeadershipPyramid

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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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ENSURE the organization continuously improves and stays viable.

ENSURE the organization is true to its vision, mission and values.

ENSURE the organization operates legally and ethically.

ENSURE goals are clear and people and programs are wisely empowered, supported, evaluated and held accountable.

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12 Responsibilities of a Charter School Board

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ENSURE the organization is true to its vision, mission and values. 5

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ENSURE the board and its members are positive ambassadors for the charter idea!

ENSURE the board recruits, orients and develops its members and its capacity to govern.

ENSURE the board adopts and properly maintains its governing policies.

ENSURE the board speaks with one voice.

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12 Responsibilities of a Charter School Board

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| 47 Challenge the Process 3

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| 50 Enable Others to Act 4

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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

“ © National Charter Schools Institute

WHAT REALLY MATTERS

Ensuring all students are prepared for success in

college, work and life.

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Data Driven vs Data Informed

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KeyRenewalQuestions

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Academic Financial Organizational

Is the educational program a success?

Is the school financially

viable?

Is the organization effective and

well run?

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| 57 Encourage the Heart 5

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“Don’t let what you cannot do

interfere with what you can do.”

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