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Governing for Greatness- Dr. James Goenner, National Charter Schools Institute (Texas Charter School Conference 12/2013)
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GOVERNING FORGREATNESS
TEXAS CHARTER SCHOOLS CONFERENCE
DR. JAMES N. GOENNER | DECEMBER 11, 2013
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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
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Share a Framework for Greatness
Discuss Principles for Governing
Inspire Hearts & Minds
Answer Questions
Have Fun!
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Superior Performance
Distinctive Impact
Lasting Endurance
What is Greatness?
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Collins’ Good to Great Framework
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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 LASTClock Building, not Time Telling
Preserve Core, Stimulate Progress
DELIVERS SUPERIOR PERFORMANCE
RELATIVE TO ITS MISSION
MAKES A DISTINCTIVE IMPACT
ON THE COMMUNITIES IT TOUCHES
ACHIEVES LASTING ENDURANCEBEYOND ANY LEADER, IDEA OR SETBACK
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““ “Greatness…is largely a matter of conscious choice and discipline.”
Jim Collins
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““ “Good is the Enemy of Great.”
Jim Collins
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The Flywheel
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Achieving Breakthrough
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“““To ensure, usually on behalf of others, that an organization achieves what it should
achieve while avoiding those behaviors and situations that should be avoided.”
Dr. John Carver Boards that Make a Difference
Purpose of Governance
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““ “There is one thing all boards have in common, regardless of their legal position
… they do not function.”
Peter Drucker
Framing the Problem
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““ “ Trustees are often little more than high-powered, well-intentioned people
engaged in low-level activities.”
Chait, Holland and Taylor
Framing the Problem
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Three Key Board Challenges
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Dysfunctional Group Dynamics
Disengaged Board Members
Uncertainty about Roles and Responsibilities
Source: Problem Boards or Board Problems? The Nonprofit Quarterly, Summer 2003
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Typical Prescription for Fixing Board Challenges
=Information & Training
Will more information & training cure board
problems?
Question
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The First Thing the Board Governs is Itself
Would a Level 5 Leader Want to Work for
Your Board? “Know Thyself”
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Would You Join or Work for a Board that:
• Knows its purpose and why it exists
• Understands it is the highest authority in the organization
• Knows who it works for• Is disciplined in its role and
behaviors and those of its individual members
• Is trustworthy and predictable
• Uses its authority to empower, not strangle
• Ensures the organization is effective and efficient
• Measures performance and holds people accountable
• Is unafraid to judge, but does so fairly
• Continuously earns credibility
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How Boards 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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Level 5 Leadership
Pyramid
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Collins’ 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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Collins’ Level 3 Leader
Organizes people and resources
toward the effective and efficient pursuit
of predetermined objectives.
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The Most Consistently Admired Characteristics of Leaders
Honest
Forward-Looking
Competent
Inspiring
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Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
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Encourage the Heart5
5 Practices of Exemplary Leaders
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Covey’s 7 Habits of Highly Effective People1
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Be Proactive
Begin with the End in Mind
Put First Things First
Think Win-WinSeek First to Understand, Then to be Understood
Synergize
Sharpen the Saw
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Covey: Begin with the End in Mind
Vision
Mission
What is the organization really trying to accomplish? Is it compelling? Will it make a significant difference?
How will the organization proceed with making this vision a reality?
Values What are the core things the organization will use to guide and evaluate all of its actions and behaviors?
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The Power of Clarifying Values
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 Power of Values 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
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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“““Doing everything keeps us so busy, we don’t have time to think about what is really
important to us.”
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“““We believe boards that govern for greatness ask wise questions and
measure things that really matter.”
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WHAT REALLY MATTERS
Ensuring all students are prepared for success in
college, work and life.
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Wise Questions
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HOW WELL IS OUR SCHOOL…
Preparing Students for College, Work and Life
Leveraging Resources
Fulfilling its Obligations
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ACT:A Respected Standard for Measuring College Readiness
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Backwards Mapping From The Act:Beginning With The End In Mind
Grade 12
Kindergarten
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BOARD MEETINGS MADE EASY
ASSEMBLE
PACKET
DISTRIBUTE
PACKET REVIEW PACKET
CONDUCT MEETING
COMPILE & SHARE
PROPOSEDMINUTES
• Agenda (30/30/30)• Prior Meeting Minutes• Financial Data• Academic Data• Board Materials• Reportso School Leadero Management Co.o Authorizer
• Formal Resolutions
SCHOOL BOARD
AUTHORIZER SCHOOL
DEVELOP
AGENDAPUBLIC
SCHOOL BOARD
MANAGEMENT SCHOOL
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Compliance Requirements Detail
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Where do you spend your
time?
First Things First
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““ “ Wisdom is the beneficial use of knowledge; wisdom is information and
knowledge impregnated with higher purposes and principles.”
Dr. Stephen CoveyThe 8th Habit
Governing Wisely
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The Five Temptationsof a CEO
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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
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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
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““ “The call and need of a new era is for greatness. It’s for fulfillment,
passionate execution and significant contribution..”
Dr. Stephen CoveyThe 8th Habit
Shifting the Paradigm
THANK YOU!
NATIONAL CHARTER SCHOOLS INSTITUTE | 711 WEST PICKARD STREET | MOUNT PLEASANT, MI 48858
VIEW THIS SLIDE DECK ONLINE AT WWW.CHARTERINSTITUTE.ORG
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