Monday, June 6, 2016

The GEARs of Excellence

Every organization aspires for excellence. Some dream for it, but the best envision it. They believe in it. They see it and then they plan for it. The difference between the average and the excellent organizations is not their visions of excellence. The difference lies in the drive excellent leaders possess and the gears they build to get their organization to reach the highest levels of success.

The GEARS of Excellence

All schools have goals but many aren't truly focused on school improvement. Leaders of excellence
guide the school to establish 3-5 goals that address areas in need of improvement, and they are SMART: strategic, measureable, attainable, results-oriented, and time bound. Furthermore, these goals are monitored and followed with obsession and compulsion. 

Every organization is full of expectations, but what sets excellent organizations apart from average ones is the simple fact that expectations are 100% aligned with the behaviors needed to accomplish the goals listed above. If an expectation isn't aligned with the goal, it is revised or abandoned altogether.  Goals most always are followed with expectations. 

What gets measured gets done, and leaders of excellent organizations monitor their goals as well as their expectations. Think about it. What's the point of setting a goal or making an expectation if you're not going to ensure that it is accomplished?  Accountability is the only way leaders ensure that things get done and the only way they hold people responsible for following through. 

Average organization thrive on checklists, but excellent leaders search for quality in the work people do. To ensure progress is being made, great leaders find unique ways to gather data to best determine if actions and expectations are resulting in student growth. Without measureable results, people will go through the motions and miss the opportunity to become more effective and efficient. 

Greater GEARS = Greater Success 
The interesting thing about gears is that they work best when they work in concert with other gears. One bad gear can kill the entire machine, and the great leaders realize that their job is to create the conditions as well as support systems that inspire all people to create their own gears that will make the entire organization better. The greater the gears and the more synchronized they are, the more excellent the organzation will become. 

What would you add to this concept of GEARs?

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