Accelerating Alignment to Last (OAPCS December 7, 2016)
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The document emphasizes the importance of alignment in educational organizations to achieve great outcomes for students. It discusses strategies for building trust, establishing clear performance expectations, and fostering cohesive teams, while also highlighting the need for consistent communication and shared values. Key concepts include the roles of leadership, the significance of a supportive board, and the commitment to student success in college, work, and life.
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!