View
113
Download
1
Category
Tags:
Preview:
Citation preview
LEADING YOUR TEAM
TO GREATNESS
LEARNING FORWARD 2014 ANNUAL CONFERENCE
JASON SARSFIELD
DECEMBER 8, 2014
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
National Charter Schools Institute
• The Institute is a values-driven, nonprofit organization
founded in 1995.
• Our mission is to strengthen the performance and
productivity of the charter schools sector.
• We coach and consult with boards, schools, authorizers,
support organizations and policymakers.
• Our team is composed of passionate professionals.
• We seek to understand, honor and support our clients.
• We believe in and strive to uphold the Golden Rule.
WWW.CHARTERINSTITUTE.ORG
Goals for Today
Share a Framework for
Greatness
Strengthen & Support
Leaders
Inspire Hearts & Minds
Answer Questions
Have Fun!
1
2
3
4
5
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
THIS SLIDE DECK IS ACCESSIBLE AT
WWW.CHARTERINSTITUTE.ORG
RELATIONSHIPS
“People don’t care how
much you know until they
know how much you care.”
“Good is the enemy
of great.”Jim Collins
WWW.CHARTERINSTITUTE.ORG
Superior Performance
Distinctive Impact
Lasting Endurance
What Is Greatness?
Collins’ Good-to-Great Framework
OUTPUT RESULTS
STAGE 1: DISCIPLINED PEOPLE
INPUT PRINCIPLES
Level 5 Leadership
First Who, Then What
STAGE 2: DISCIPLINED THOUGHT
Confront the Brutal Facts
The Hedgehog Concept
STAGE 3: DISCIPLINED ACTION
Culture of Discipline
The Flywheel
STAGE 4: BUILDING GREATNESS
TO LAST
Clock Building,
Not Time Telling
Preserve Core,
Stimulate Progress
DELIVERS SUPERIOR
PERFORMANCE
MAKES A DISTINCTIVE IMPACT
ACHIEVES LASTING ENDURANCE
Beyond Any Leader,
Idea or Setback
On the Communities
It Touches
Relative to Its Mission
Building for
Breakthrough
“Greatness . . . is largely a
matter of conscious
choice and discipline.”
Jim Collins
WWW.CHARTERINSTITUTE.ORG
“Know
Thyself”
The First Person You Lead Is Yourself
Who Said…
WWW.CHARTERINSTITUTE.ORG
The Most Consistently Admired
Characteristics of Leaders
Honest
Forward-Looking
Competent
Inspiring
WWW.CHARTERINSTITUTE.ORG
How Leaders 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
WWW.CHARTERINSTITUTE.ORG 16
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
1
2
3
4
Encourage the Heart5
Five Practices of Exemplary Leaders
Kouzes and Posner
Leadership
Pyramid
WWW.CHARTERINSTITUTE.ORG
Level 5 Leaders
• Ambitious first and foremost for
the cause, the organization,
the work — not themselves.
• Display a paradoxical blend of
personal humility and
professional will.
WWW.CHARTERINSTITUTE.ORG
Chickens and Pigs!
WWW.CHARTERINSTITUTE.ORG
How clear is your organization about its ...
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?
ValuesWhat are the core things the organization will use to
guide and evaluate all of its actions and behaviors?
WWW.CHARTERINSTITUTE.ORG
WHAT REALLY MATTERS
Ensuring all students
are prepared for success in
college, work and life.
“Doing everything keeps
us so busy we don’t have
time to think about what is
really important to us.”
WWW.CHARTERINSTITUTE.ORG
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’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.
Where Do You
Spend Time?
First Things First
Four Disciplines
of a Healthy
Organization
WWW.CHARTERINSTITUTE.ORG
Cohesive teams develop 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
WWW.CHARTERINSTITUTE.ORG
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
WWW.CHARTERINSTITUTE.ORG
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
WWW.CHARTERINSTITUTE.ORG
Organizations sustain their health
by ensuring consistency in…
• Hiring
• Managing performance
• Rewards and recognition
• Employee dismissal.
4: Reinforce Clarity
WWW.CHARTERINSTITUTE.ORG
Resources for Pursuing Greatness
Good-to-Great Diagnostic Tool
www.jimcollins.com/tools.html
The Advantage
Comprehensive Check List
www.tablegroup.com
Institute for Excellence in Education
www.ExcellenceInEd.org
Illinois Mathematics and
Science Academy
www.imsa.edu
IIT Boeing Scholars Academy
blogs.iit.edu/boeing_scholars/
Chicago Scholars
(88% to-and-through college in 6 yrs.)
www.ChicagoScholars.org
Project Lead The Way
www.pltw.org
The Five
Temptations
of a CEO
“Set the standards higher
for yourself than others
would set them for you.”
John Maxwell
THANK YOU!
NATIONAL CHARTER SCHOOLS INSTITUTE | 711 WEST PICKARD STREET | MOUNT PLEASANT, MICHIGAN 48858
VIEW THIS SLIDE DECK ONLINE AT
WWW.CHARTERINSTITUTE.ORG
Recommended