The Christian School Leadership Framework

Transcription

1 The Christian School Leadership Framework STRATEGIC COMPETENCIES Professional Development Culture InstruCTIONAL LEADERSHIP Innovation and Technology Curriculum, Instruction, and Assessment RELATIONAL COMPETENCIES BUILD RELATIONSHIPS LEAD PEOPLE Student Development and Spiritual Formation OPERATIONAL LEADERSHIP Financial Management and Accounting Operations Management (Facilities, Legal, HR) Self-awareness Communication Cultural Competence Encourage the Heart Challenge the Process Decision Making LEADERSHIP FROM THE HEART Commitment Calling Character Chemistry DRIVE RESULTS Inspire a Shared Vision Performance Reviews Planning and Execution Team Building BIBLICAL THOUGHT AND ACTIONDeveloping People Leading the Board ADVANCEMENT LEADERSHIP Face of the School Student Recruitment, Admissions and Retention Technology Planning and Management Marketing and Communication Strategic Financial Planning Fund Development The Christian School Leadership Framework (CSLF) describes the competencies and behaviors considered most important to the performance of heads of Christian schools. The CSLF is built on three major categories: (1) Leadership from the Heart, (2) Relational Competencies essential personal skills or processes, and (3) Strategic Competencies key content areas. The architecture of the CSLF is modeled after KIPP Leadership Framework and Competency Model. Our leadership framework is the high-level category architecture that assists in organizing our competencies and showing how those competencies relate to one another. A competency can be defined as a cluster of related knowledge, skills and attitudes that affects a major part of one s job. KIPP Leadership Framework and Competency Model, p.2, Inspire a Shared Vision, Encourage the Heart, and Challenge the Process come from Kouzes and Posner, The Leadership Challenge, Model the Way and Enable Others to Act are also built into this framework without those labels Association of Christian Schools International

2 MANAGING UP How CEOs Can Best Manage Their Boards by Michael Useem DECEMBER 09, 2014 Leading up helping those above us to lead well and achieve what we all want (namely, success for the enterprise) is a critical skill for all employees, including executives at the top of the company pyramid. In an earlier era, CEOs were at the apex, accountable to no one. But as investors have become more powerful and boards more sovereign, CEOs have had to learn to manage not just

3 downward through the ranks of their companies, but also up. To lead your directors and investors more actively and effectively, I suggest the following four-point plan, which draws on our study of executives and directors at a number of companies in the U.S. and abroad. 1. Build credibility with investors and employees. Leading up with board directors simultaneously requires leading out to the financial community and leading down through the management ranks. The foundation for this leadership is your own credibility, which depends, in part, on maintaining the confidence of investors and the faith of employees. Your ability to lead up with the board can be fatally compromised if investors or employees question your authority. Consider what happened to Target CEO Gregg Steinhafel in the wake of the company s massive cyber-security breach in The director that fired Steinhafel had already been hearing that many in the management ranks had lost confidence in him. 2. Recruit able directors. A pre-condition for leading boards is hiring company directors who can work in partnership with executives. Directors must, of course, bring a monitoring eye to the boardroom performing their traditional function of protecting and advancing shareholder value but they should also bring business leadership to the table. When recruiting new directors, ask which prospects will come with a capacity to think strategically about the firm, its competitive position, and what creates or destroys value at the firm. Does the candidate have a proven record of working with and leading executives at other companies? For example, executives at Infosys Technologies, India s premier information technology firm, recruited directors who brought extensive experience in corporate strategy, consumer goods, and financial services, such as K. V. Kamath, the former CEO of ICICI, India s largest non-state-owned bank. These strategic board selections gave Infosys executives the ability to then turn to their directors for informed guidance on everything from acquisitions to alliances. YOU AND YOUR TEAM 3. Restructure the board. The directors who successfully govern a company that is growing in Managing Up its home market may be very different from those Best practices for interacting with your boss. who can help an enterprise go global. Executives need to restructure a board from time to time to meet its changing market needs. Consider the actions of Chinese personal-computer maker Lenovo after it acquired the IBM PC division in 2005,

4 which turned it into a worldwide player overnight. Top management brought in a set of new directors who were more familiar with foreign computer makers, Asian supply chains, and crosscultural operations, including several non-chinese members and several private-equity partners. 4. Evaluate directors. Almost all directors look promising before they enter the boardroom, but not all perform equally well once inside. More than a third of directors surveyed in a 2014 report that at least one of their fellow board members ought to be replaced. Non-contributing board members and the occasional dysfunctional director ought to be of pressing concern to executives, who should work with the board to create annual evaluations of individual members, as well as reviewing the board as a whole. Fifteen years ago, only a quarter of large publicly-traded companies conducted annual evaluations of the entire board, and now virtually all do, and the fraction of boards that appraise individual directors has tripled over the same period from 1-in-10 to 1-in-3. With the rise of investor clout and director fortitude, executive command is no longer so complete. It now requires the best in upward leadership if the company is to perform well. A boardroom stocked with experienced and informed directors can function best when it is well led not only by the board chair or lead director but also from below. This article draws on several of the author s books, including Investor Capitalism (HarperCollins, 1996), Leading Up (Random House, 2001), and Boards That Lead (Harvard Business Review Press, 2014, with Dennis Carey and Ram Charan). Michael Useem is Professor of Management and Director of the Center for Leadership and Change, Wharton School, University of Pennsylvania. He is also the co-author of Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way, HBR Press, This article is about MANAGING UP FOLLOW THIS TOPIC Related Topics: BOARDS

5 Comments Leave a Comment P O S T 4 COMMENTS Emily Amber 2 years ago Interesting thoughts, the board's traditional purpose has been to provide direction and manage risks in an organization.the CEO and board now need to evolve with the times as new risks such as cybersecurity have emerged. It is now important for leadership to focus on the most common threats to their organizations today including cybersecurity. I work with mcgladrey and this piece about board's role may interest readers of this post. bit.ly/mcgldryinfosec2 REPLY 0 0 JOIN THE CONVERSATION POSTING GUIDELINES We hope the conversations that take place on HBR.org will be energetic, constructive, and thought-provoking. To comment, readers must sign in or register. And to ensure the quality of the discussion, our moderating team will review all comments and may edit them for clarity, length, and relevance. Comments that are overly promotional, mean-spirited, or off-topic may be deleted per the moderators' judgment. All postings become the property of Harvard Business Publishing.

6 9 Ways to Lead Your Leader By: The John Maxwell Company 360-Degree Leaders are all-around leaders. As one, leading up can be the greatest challenge. Most leaders want to lead, not be led. But most leaders also want to have value added to them. If you take the approach of wanting to add value to those above you, you have the best chance of influencing them. Today, we ll discuss 9 principles to lead up. Join us as we walk through the best ways to support your leader, add value to the organization, and distinguish yourself from the rest of the pack by doing your work with excellence. 1. Lead yourself exceptionally well. The key to leading yourself well is to learn selfmanagement. In order to be successful, we must make the right decisions early and manage those decisions daily. Then, we are prepared to follow through on them with consistency. 2. Lighten your leader s load. When the boss succeeds, the organization succeeds. Conversely, it is almost impossible for you to win if your boss fails. Be a team player and lift the load on your boss plate. By helping your boss in a great way, you are a part of something bigger and will have the chance to celebrate success in the end. 3. Be willing to do what others won t. Few things gain the appreciation of a top leader more quickly than an employee with a whatever-it-takes attitude. As a 360-Degree Leader, you must be willing to tackle whatever comes your way without question. Your boss will recognize your dedication and desire to serve with excellence. 4. Do more than manage - lead! Managers work with processes leaders work with people. Robots don t do the work in your organization, people do. Therefore, as a 360-Degree Leader, we must lead those people well. Think within a broad context about how your decisions will impact the entire organization. You ll prove you can move past management to leadership. 5. Invest in relationship chemistry. People won t go along with you if they can t get along with you. As a leader, our job is to connect with people. We must connect with those we lead, our peers, and those who lead us. In order to lead up, be a champion of what your leader desires.

7 6. Be prepared every time you take your leader s time. Time is the one commodity that cannot be increased, no matter what a leader does. Take steps and do research to prepare yourself and your leader for your time together. Main goals as a 360-Degree Leader should be to ask the right questions and to bring something to the table. Preparation paves the way for both leaders to add value to each other. 7. Know when to push and when to back off. Successful leaders make the right move at the right moment with the right motive. Knowing the right time to push and when to back off will determine if you get pushed right out the door. As leaders, we must read the atmosphere of the workplace to determine appropriate next steps. 8. Become a go-to player. All leaders are looking for people who can step up and make a difference when it matters. When they find such people, they come to rely on them and are inevitably influenced by them. To be a go-to player, we must always produce excellence. Leaders will trust us and count on us in moments that count. 9. Be better tomorrow than you are today. The key to personal development is being more growth oriented than goal oriented. Goals are valuable, but growth helps you achieve those goals. Focus on growth every day, and your leadership journey will be life-long and fulfilling. Ultimately, you ll benefit your entire organization when you aim for personal growth. As you read these 9 principles for leading up, think through where you can grow in each of them. By working toward serving as a 360-Degree Leader, you ll gain influence with your leader and within your team.

8 The Art of Leading Up Sean Salene Marine Corps Gazette; Jul 2015; 99, 7; pg. 45 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

9 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

10 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.