Accelerating Alignment to Last (OAPCS December 7, 2016)
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James Goenner and Darlene Chambers present on Accelerating Alignment to Last at the OAPCS 2016 Conference
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Accelerating Alignment to Last (OAPCS December 7, 2016)
- 1. Darlene Chambers, Ph.D Jim Goenner, Ph.D Accelerating Alignment to Last
- 2. Goals for Session KIDS!!! Inspire Hearts & Minds Challenge Conventional Thinking Provide Strategies Have Fun! 1 2 4 5 6 3 Clarify Roles & Responsibilities
- 4. RELATIONSHIPS “People don’t care how much you know until they know how much you care.”
- 5. The Five Temptations of a CEO Invulnerability Over Trust Harmony Over Conflict Certainty Over Clarity Popularity Over Accountability Status Over Results | 5
- 10. Exercise: Start with WHY… What’s Your Team Building?
- 11. KIDS & FAMILIES Authorizers Boards & Ed Providers Schools
- 12. Structural Overview Charter School State & Federal Law Authorizer & Charter Contract Board Policies & Procedures | 12
- 17. Aligning for Greatness Develop a Relationship of Mutual Trust & Respect Set Clear Performance Expectations – No Surprises! 1 2 3 Establish a Shared Vision & Values | 17
- 18. What Do We Want Our Collective Impact to Be? | 18
- 19. Good, Not Great Inflection Point Good, Not Great Matched-Pair Selection Comparison Cases Good–to–Great Cases GAP Framework for Greatness
- 20. Deliver Superior Performance Make a Distinctive Impact Achieve Lasting Endurance Great Organizations… | 20
- 21. ““ _____???_____ is the enemy of great.” Jim Collins
- 22. The Flywheel
- 24. People Need Systems to Turn the Flywheel 24 • Principles and practices for predictably achieving goals • Processes that are specific, orderly, and repeatable • Leverage time, money and abilities • Deliberate, intentional and practicable How Successful People Grow by John C. Maxwell | 24
- 26. Four Disciplines of a Healthy Organization
- 27. 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 | 27 Four Disciplines of a Healthy Organization:
- 28. 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 | 28 Four Disciplines of a Healthy Organization:
- 29. 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. | 29
- 30. 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 | 30 Four Disciplines of a Healthy Organization:
- 31. Organizations sustain their health by ensuring consistency in… • Hiring • Managing performance • Rewards and recognition • Employee dismissal 4: Reinforce Clarity | 31 Four Disciplines of a Healthy Organization:
- 32. ““Greatness...is largely a matter of conscious ___???______ and discipline.” Jim Collins
- 34. A Simple Way to Frame Roles Authorizers & Boards = To Ensure Management & Schools = To Execute Ch. 7 pg. 45-50| 34
- 38. 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. | 38
- 39. 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. | 39
- 40. 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 | 40
- 41. 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 | 41
- 42. | 42 ““We believe boards that govern for greatness ask wise questions and measure things that really matter.” Dr. James Goenner National Charter Schools Institute “
- 43. WHAT REALLY MATTERS Ensuring all students are prepared for success in college, work and life.
- 45. Key Renewal Questions Academic Financial Organizational Is the educational program a success? Is the school financially viable? Is the organization effective and well run? | 45
- 47. “Don’t let what you cannot do interfere with what you can do.”
- 50. VIEW THIS SLIDE DECK ONLINE AT WWW.CHARTERINSTITUTE.ORG Together… Let’s equip Kids to fly!