In chapter three, Collins states that good-to-great leaders start a company's transformation by getting the right people on the bus first, then in the correct seat. How can you apply this principle to your school?
I believe that it takes a couple of years to get the right people hired. Once you find all the right people, you can then start to see where their talents lie. In some instances, they may be talents that you were not aware of in an interview, and there may even be instances of people having talents they may not even be aware of. Once you have a little time to be able to see a persons work ethic, skills, personality, etc., you can begin to put them in the right seats on the bus.
To apply the principal of good-to-great, It is important that doing the hiring phase, we as administrators must be observant of not only what the resume states about a person, but look for traits in the character of an individual and what they think is most important for the organization. When looking for people to hire, we check the job history in an effort to speak with leaders who have worked with the individual before, then get as much information as possible about the character of that individual. Often this will tell you, if you really want this person on your team. As leaders, when we take the time to choose rigorous in making our selection up front, then we cannot go wrong in getting the right people on the bus. In addition to the above information, l must be mindful of those individual who already serves in a position in the school. We as administrators must pay close attention to team members who shows the desire to put the needs of the growth for school first. Because, it is my belief, these are the people that should be put on the biggest opportunities for solving major problems in the school. Another important concept to apply having the right people on the bus and in the right seat is to get the wrong people off and out of any position if he/she is not performing in a manner that supports the need of the school. But, I need to be sure that even after professional development, that person refuse to make the necessary change and he/she simply cannot handle it. I believe, it is vitally important to know the skills and wills of your staff. Here, we can determine which staff member will be up for the challenge/s. I know in our school, there are some teachers who possess the skill, but do not possess the will and drive to make the difference I know they are capable of making for the students. They require much motivation and coaching to keep them moving in the right direction. When applying the good-to-great principal in the school, leaders must think in terms of who will be the best person and who possess the needed skills for solving specific problems, this does not necessarily mean your smartest person, but one who sees this as an opportunity to move the school in the right direction. I believe, team members who can see your vision and understand the direction you are moving have easy buy-in for moving from good-to-great, but they must be able to grasp your thinking and see that they are an important part of that growth.
As a leader at your school, you must first identify the factors that are critical to the function and the success of your school. Leaders must bring people on the bus that have the same or similar vision, are disciplined and driven and are well qualified because I believe you can train for skill. Sometimes you have to remove people that are already on the bus, especially when it seems like they are along just for a ride. I truly believe that the bus driver must see where he or she is headed even if the passengers cannot see it.
I read your comments on your thoughts about transforming a school by getting the right people on the bus first, then in the correct seat. Your chapter 3 response. I totally agree that it is imperative that the school leaders must bring people on the bus that have the same or similar vision, are disciplined, driven and are well qualified. If making progress means moving individuals that are not aligned with the goals, then it is necessary.
Chapter 3, Collins uses the metaphor comparing a business to a bus and the leader as a bus driver. As an educational leader we must lead our schools in the same manner. Leaders decide the destination/vision, and determine what individuals are needed for the journey. Everyone will not understand your vision and/or agree with your goals. That is why it is imperative to choose individuals that understand, self-motivated and are knowledgeable
I agree with your thoughts on which people you need to get on the bus. I especially think it is important that the people you choose are self-motivated. All of the knowledge and skills in the world are often useless without self-motivation.
First WHO then WHAT When staffing a school OR a committee within a school, it is important to select the right people who can be recognized by their self-motivation, self-discipline, and positive attitude. Once these people are engaged, a good leader taps into their strengths to know where to place the individuals for the optimum benefit for the organization/team. As the leader of the ACIP team at several schools I have applied this concept repeatedly. The first year an ACIP leader generally inherits the team that is in place or as assigned by the principal. The challenges that arise allow one to get to know the work ethic, ability, and attitudes of the team: Who is a team player? Who can deliver the bottom line? Who meets deadlines? Who instigates drama and avoids completing tasks? Going into a second year as leader of the ACIP team armed with answers to these questions, gives many facts to work with. The first task to do is to reassign the nay-sayers to another committee and engage the talents of those who are self-motivated, intelligent, and who care about children. The second task is, as Collins phrases it, “Then What?” In what ACIP section assignment would each individual bring the strongest contribution? When the “Who” and the “What” was lined up, my task as ACIP leader was MUCH more effective as the completed product was a true team effort.
I believe that it takes a couple of years to get the right people hired. Once you find all the right people, you can then start to see where their talents lie. In some instances, they may be talents that you were not aware of in an interview, and there may even be instances of people having talents they may not even be aware of. Once you have a little time to be able to see a persons work ethic, skills, personality, etc., you can begin to put them in the right seats on the bus.
ReplyDeleteI agree. So often it takes several years of hiring, removing and redirecting people to get the desired team needed to effectively run an organization.
DeleteTo apply the principal of good-to-great, It is important that doing the hiring phase, we as administrators must be observant of not only what the resume states about a person, but look for traits in the character of an individual and what they think is most important for the organization. When looking for people to hire, we check the job history in an effort to speak with leaders who have worked with the individual before, then get as much information as possible about the character of that individual. Often this will tell you, if you really want this person on your team. As leaders, when we take the time to choose rigorous in making our selection up front, then we cannot go wrong in getting the right people on the bus.
ReplyDeleteIn addition to the above information, l must be mindful of those individual who already serves in a position in the school. We as administrators must pay close attention to team members who shows the desire to put the needs of the growth for school first. Because, it is my belief, these are the people that should be put on the biggest opportunities for solving major problems in the school. Another important concept to apply having the right people on the bus and in the right seat is to get the wrong people off and out of any position if he/she is not performing in a manner that supports the need of the school. But, I need to be sure that even after professional development, that person refuse to make the necessary change and he/she simply cannot handle it.
I believe, it is vitally important to know the skills and wills of your staff. Here, we can determine which staff member will be up for the challenge/s. I know in our school, there are some teachers who possess the skill, but do not possess the will and drive to make the difference I know they are capable of making for the students. They require much motivation and coaching to keep them moving in the right direction.
When applying the good-to-great principal in the school, leaders must think in terms of who will be the best person and who possess the needed skills for solving specific problems, this does not necessarily mean your smartest person, but one who sees this as an opportunity to move the school in the right direction. I believe, team members who can see your vision and understand the direction you are moving have easy buy-in for moving from good-to-great, but they must be able to grasp your thinking and see that they are an important part of that growth.
As a leader at your school, you must first identify the factors that are critical to the function and the success of your school. Leaders must bring people on the bus that have the same or similar vision, are disciplined and driven and are well qualified because I believe you can train for skill. Sometimes you have to remove people that are already on the bus, especially when it seems like they are along just for a ride. I truly believe that the bus driver must see where he or she is headed even if the passengers cannot see it.
ReplyDeleteMr. Hamilton,
DeleteI read your comments on your thoughts about transforming a school by getting the right people on the bus first, then in the correct seat. Your chapter 3 response. I totally agree that it is imperative that the school leaders must bring people on the bus that have the same or similar vision, are disciplined, driven and are well qualified. If making progress means moving individuals that are not aligned with the goals, then it is necessary.
This comment has been removed by the author.
ReplyDeleteI accidentally deleted my original post.
ReplyDeleteChapter 3, Collins uses the metaphor comparing a business to a bus and the leader as a bus driver. As an educational leader we must lead our schools in the same manner. Leaders decide the destination/vision, and determine what individuals are needed for the journey. Everyone will not understand your vision and/or agree with your goals. That is why it is imperative to choose individuals that understand, self-motivated and are knowledgeable
Ms. Bolden,
ReplyDeleteI agree with your thoughts on which people you need to get on the bus. I especially think it is important that the people you choose are self-motivated. All of the knowledge and skills in the world are often useless without self-motivation.
First WHO then WHAT
ReplyDeleteWhen staffing a school OR a committee within a school, it is important to select the right people who can be recognized by their self-motivation, self-discipline, and positive attitude. Once these people are engaged, a good leader taps into their strengths to know where to place the individuals for the optimum benefit for the organization/team. As the leader of the ACIP team at several schools I have applied this concept repeatedly. The first year an ACIP leader generally inherits the team that is in place or as assigned by the principal. The challenges that arise allow one to get to know the work ethic, ability, and attitudes of the team: Who is a team player? Who can deliver the bottom line? Who meets deadlines? Who instigates drama and avoids completing tasks? Going into a second year as leader of the ACIP team armed with answers to these questions, gives many facts to work with. The first task to do is to reassign the nay-sayers to another committee and engage the talents of those who are self-motivated, intelligent, and who care about children. The second task is, as Collins phrases it, “Then What?” In what ACIP section assignment would each individual bring the strongest contribution? When the “Who” and the “What” was lined up, my task as ACIP leader was MUCH more effective as the completed product was a true team effort.