A presentation on Leading your Team to Greatness for the Illinois Network of Charter Schools given by Dr. James Goenner of the National Charter Schools Institute.

1. LEADING YOUR TEAM
TO GREATNESS
Illinois Statewide Charter Schools Conference
PRESENTED BY
DR. JAMES N. GOENNER | PRESIDENT & CEO
NATIONAL CHARTER SCHOOLS INSTITUTE
DECEMBER 2, 2013

2. RELATIONSHIPS
“People don’t care how much
you know, until they know
how much you care.”
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4. Goals for Today
1
Share a Framework for Greatness
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Discuss Principles of Leadership
3
Inspire Hearts & Minds
4
Answer Questions
5
Have Fun!
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8. What Does a Great Team Do?
Delivers Superior Performance
Makes a Distinctive Impact
Achieves Lasting Endurance
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9. “Greatness…is largely a matter
of conscious choice and
discipline.”
- Jim Collins
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10. “Good is the Enemy of Great”
- Jim Collins
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11. The Most Consistently Admired
Characteristics of a Leader
Honest
Forward-Looking
Competent
Inspiring
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The Leadership Challenge
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12. 5 Practices of Exemplary Leaders
1
Model the Way
2
Inspire a Shared Vision
3
Challenge the Process
4
Enable Others to Act
5
Encourage the Heart
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The Leadership Challenge
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13. Foundation of Leadership = Credibility
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“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
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14. The First Person You Lead is You
Are you worth
following? Why?
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“Know
Thyself”
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15. What Level of Leader Are
You?
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16. Collins’ Level 5 Leader
Builds enduring greatness
through a paradoxical blend of
personal humility and professional will.
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The Leadership Challenge
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17. Collins’ Level 3 Leader
Organizes people and resources
toward the effective and efficient pursuit
of predetermined objectives.
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The Leadership Challenge
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18. 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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19. The Seven Habits of Highly Effective People
1
Be Proactive
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Begin with the End in Mind
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Put First Things First
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Think Win-Win
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Seek First to Understand, Then to be Understood
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Synergize
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Sharpen the Saw
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20. 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. “Doing everything keeps us so
busy, we don’t have time to
think about what is really
important to us.”
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22. Where do you spend your time?
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First Things First
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23. CORE PURPOSE
Preparing all students
for success in college,
work and life.
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24. 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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25. 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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26. 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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27. The Hedgehog Principle
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28. The Flywheel
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30. 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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31. 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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32. 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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33. 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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34. “Set the standards higher for
yourself than others would set
them for you.”
- John Maxwell
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35. Four Disciplines of a
Healthy Organization
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The Advantage
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36. 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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37. 2: Create Clarity
Healthy organizations minimize the potential
for confusion by clarifying…
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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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38. 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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39. 4: Reinforce Clarity
Organizations sustain their health by
ensuring consistency in…
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Hiring
Managing performance
Rewards and recognition
Employee dismissal
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The Advantage
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41. 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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42. THANK YOU!
View this slide deck online at:
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