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1926-2013 Beginning our 87 th year  What is leadership accountability?  How does a leader make hard decisions as a result of accountability? “The Lord.

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Presentation on theme: "1926-2013 Beginning our 87 th year  What is leadership accountability?  How does a leader make hard decisions as a result of accountability? “The Lord."— Presentation transcript:

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2 Beginning our 87 th year

3  What is leadership accountability?  How does a leader make hard decisions as a result of accountability? “The Lord is a stronghold in the day of trouble; He knows those who take refuge in Him.” Nahum 1:7

4  You need to have led something before you can write about leadership  Leadership vs. management false dichotomy  Trust and competence Covey

5  Accountability is the basis for trust  How build trust:  Understanding what are we as leaders and followers accountable for.  Making decisions as a result of that accountability

6 5+ Years Strategic Plan (Entire Organization) Operational Plans (Divisions, Councils, Committees) Tactical Plans (Teams, Individuals) Monthly, Weekly, Daily 1 Year Where are we going? How will we get there? Increasing scope & time, horizon, decreasing detail

7  At each planning level: Leaders and followers must know what they are accountable for  Sources of understanding accountability Federal and state law Board defined limitations and outcomes Parent and student expectations Faculty and staff expectations

8  Accountability transcends leadership models  It operationalizes leadership  The second issue is making decisions  Failures most often occur at the operational—tactical levels Tactical Strategic Operational

9 Failure to make decisions:  Leader doesn’t have access to the answer  Leader has access to the correct course of action

10  Poor planning, bad information  Addressing the wrong issue  Failure in vision  Failure to have the right people on board Lencioni (Five Temptations of a CEO)  Choose clarity over certainty  Choose results over status  Choose trust over invulnerability

11  Excess optimism, failure to face facts  Misplaced faith Pray, trust, act  Peer and supervisory pressure  Fear Lencioni ( Five Temptations of a CEO )  Choose conflict over harmony  Choose accountability over popularity

12  Accountability  Boards must hold leaders accountable  Staff must hold leaders accountable  Leadership must accept responsibility  Not be afraid  Can’t be everyone’s friend

13  Include opportunities to make hard decisions  Allow leaders room to fail  Remove fear  Courage and integrity—primary criteria  Continual assessment Empowering People

14  Developing and Teaching* a curriculum designed to accomplish our mission  Modeling* Christian leadership as a faculty, staff and administration  Providing opportunities for our students to Practice* Christian leadership  Recognizing* Christian leadership *Used by Christ to equip His followers

15  Accountability is a fundamental responsibility of the people we entrust with leadership  Practice and experience  Winnowing process

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17 Covey, Stephen M.R., Speed of Trust, New York, Simon and Schuster (Free Press), Print. Lencioni, Patrick, The Five Temptations of a CEO, San Francisco, Jossey-Bass, Print. Maxwell, John, ed., The Maxwell Leadership Bible, Nashville, Thomas Nelson Bibles, Print. Ricks, Thomas E., “General Failure”, The Atlantic, November 2012: Print and Web 12 November 2012.


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