governing for greatness - board training (lake superior state university)
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GOVERNING FORGREATNESS
LAKE SUPERIOR STATE UNIVERSITY CHARTER SCHOOLS OFFICE ANNUAL ACADEMY BOARD
RETREAT
MR. JASON SARSFIELDMR. JOSEPH URBAN MS. JULIE HOPPER
JUNE 28, 2014
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RELATIONSHIPS
“People don’t care how much you know until they
know how much you care.”
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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.
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WWW.CHARTERINSTITUTE.ORG
THIS SLIDE DECK IS ACCESSIBLE AT
WWW.CHARTERINSTITUTE.ORG
Goals for Today and Tomorrow
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Share a Framework for Greatness and Establish a
Common Vocabulary
Get to Know One Another and Discuss Principles for Governing
Collaborate and Inspire Hearts & Minds
Answer Questions
Have Fun!
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-Lets Get to Know One Another-
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Superior Performance
Distinctive Impact
Lasting Endurance
What Is Greatness?
““ “Good is the enemy
of great.”Jim Collins
Collins’ Good-to-Great Framework
OUTPUT RESULTS
STAGE 1: DISCIPLINED PEOPLE
INPUT PRINCIPLES
Level 5 Leadership
First Who, Then What
STAGE 2: DISCIPLINED THOUGHTConfront the Brutal Facts
The Hedgehog Concept
STAGE 3: DISCIPLINED ACTIONCulture 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 ENDURANCEBeyond Any Leader,
Idea or Setback
On the Communities It Touches
Relative to Its Mission
Achieving Breakthrough
The Flywheel
““ “Greatness . . . is largely a matter of conscious choice and discipline.”
Jim Collins
Purpose of Governance
“To ensure, usually on behalf of others, that an
organization achieves what it should achieve while
avoiding those behaviors and situations that should
be avoided.”
““Dr. John Carver
Boards That Make a Difference
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Purpose of a Charter School Governing Board
“To ensure, on behalf of the public, that students are
learning, money and resources are well stewarded, and the organization passionately pursues greatness, while
modeling the highest legal and ethical principles.”
““Dr. James Goenner
National Charter Schools Institute
WWW.CHARTERINSTITUTE.ORG
Common Board Challenges
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Dysfunctional Group Dynamics
Disengaged Board Members
Uncertainty about Roles and Responsibilities
Source: Problem Boards or Board Problems? The Nonprofit Quarterly
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Some People Observe That …
“ Trustees are often little more than high-
powered, well-intentioned people
engaged in low-level activities.”
““Chait, Holland and Taylor
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A Simple Way to Frame Roles
Governing Board
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To Ensure
Management
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To Execute
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Would a Great Leader Want to
Serve on or Work for Your Board?
The First Thing the Board Governs Is Itself
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“Know Thyself”
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Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
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Encourage the Heart5
Five Practices of Exemplary Leaders
Kouzes and Posner
Level 5 Leadership Pyramid
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What Level of Leader Do You Want?
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.
Level 3 Leader
• Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.
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Level 5 Leaders Want to Work for a Board That …
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• 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.
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Level 5 Leaders Want to Work for a Board That …
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• 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.
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Chickens and Pigs!
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How Boards Earn Credibility
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• “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
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12 Responsibilities of a Charter School Board
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ENSURE all students are being prepared for success in college, work and life.
ENSURE the public’s money and resources are well stewarded.
ENSURE the organization is run by a great leader and infused with a positive culture and learning environment.
ENSURE the terms of the charter contract are fulfilled and the organization is prepared for renewal.
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ENSURE the organization continuously improves and stays viable.
ENSURE the organization is true to its vision, mission and values.
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ENSURE the organization operates legally and ethically.
12 Responsibilities of a Charter School Board
ENSURE goals are clear and people and programs are wisely empowered, supported, evaluated and held accountable.
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ENSURE the board and its members are positive ambassadors for the charter idea!
ENSURE the board recruits, orients and develops its members and its capacity to govern.
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ENSURE the board adopts and properly maintains its governing policies.
ENSURE the board speaks with one voice.
12 Responsibilities of a Charter School Board
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“Doing everything keeps us so busy we don’t have time to think about what is really important to
us.”
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Where Does Your Board Spend Its Time?
First Things First
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“““We believe boards that govern for greatness
ask wise questions and measure things that
really matter.”Dr. James Goenner
National Charter Schools Institute
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“““ Wisdom is the beneficial use of
knowledge; wisdom is information and
knowledge impregnated with
higher purposes and principles.”
Governing Wisely
Dr. Stephen CoveyThe 8th Habit
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Wise Questions
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HOW WELL IS OUR SCHOOL …
Preparing Students for College, Work and Life (Academics)
Leveraging Resources (Finances)
Fulfilling Its Commitments (Organizational)
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Is the academic program a success?
Is the school financially viable?
Is the school equitable & organizationally sound?
Key Renewal Questions“Keeping the End in Mind”
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Strategic Planning
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• Mission, Vision and Goals
• SWOT (Strengths, Weaknesses, Opportunities
and Threats)
• Your Hedgehog and Competitive Advantage
• Goals and Objectives (short and long term)
• Action Steps and Timeline
• Scorecard (activities vs. accomplishments)
THANK YOU!
NATIONAL CHARTER SCHOOLS INSTITUTE | 711 WEST PICKARD STREET | MOUNT PLEASANT, MICHIGAN 48858
VIEW THIS SLIDE DECK ONLINE AT WWW.CHARTERINSTITUTE.ORG
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