A presentation on Leading your Team to Greatness for the
Indiana Charter Schools Conference given by Dr. James Goenner of the National Charter Schools Institute.
Leading Your Team to Greatness with Principles of Leadership
1. LEADING YOUR TEAM
TO GREATNESS
Indiana Charter Schools Conference
PRESENTED BY
DR. JAMES N. GOENNER | PRESIDENT & CEO
NATIONAL CHARTER SCHOOLS INSTITUTE
NOVEMBER 12, 2013
4. Goals for Today
Share a Framework for Greatness
Discuss Principles of Leadership
Inspire Hearts & Minds
Answer Questions
Have Fun!
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9. “Good Is the Enemy of Great”
— Jim Collins
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10. The Most Consistently Admired
Characteristics of a Leader
Honest
Forward-Looking
Competent
Inspiring
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The Leadership Challenge10
11. The First Person You Lead Is You
Are you worth
following? Why?
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“Know
Thyself”
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12. 5 Practices of Exemplary Leaders
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
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The Leadership Challenge12
13. What Level of Leader
Are You?
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14. Foundation of Leadership = Credibility
• “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.”
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The Leadership Challenge 14
15. 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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16. 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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17. “
“
“Doing everything keeps us so
busy we don’t have time
to think about what is really
important to us.”
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18. Where do you spend your time?
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First Things First
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19. Covey: Begin with the End in Mind
The Vision
What are you really trying to accomplish? Is it
compelling? Will it make a significant difference?
The Mission
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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21. 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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22. 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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23. 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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28. STAGE 1: DISCIPLINED PEOPLE
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.”
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29. STAGE 2: DISCIPLINED THOUGHT
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.
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30. STAGE 3: DISCIPLINED ACTION
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.
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31. STAGE 4: BUILDING GREATNESS TO LAST
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.
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32. “
“
“Set the standards higher for
yourself than others would set
them for you.”
— John Maxwell
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33. Four Disciplines of a
Healthy Organization
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The Advantage
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34. 1: Build a Cohesive Leadership Team
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.
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The Advantage
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35. 2: Create Clarity
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?
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The Advantage
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36. 3: Over-Communicate Clarity
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.
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The Advantage
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37. 4: Reinforce Clarity
Organizations sustain their health by
ensuring consistency in …
•
•
•
•
Hiring
Managing performance
Rewards and recognition
Employee dismissal
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The Advantage
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39. Success is …
Knowing your purpose in life,
growing to reach your maximum
potential, and
sowing seeds that benefit others.
— John C. Maxwell
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40. 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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41. THANK YOU!
View this slide deck online at
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