2. 1926-2013 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

17. Covey, Stephen M.R., Speed of Trust, New York, Simon and Schuster (Free Press), 2006. Print. Lencioni, Patrick, The Five Temptations of a CEO, San Francisco, Jossey-Bass, 1998. Print. Maxwell, John, ed., The Maxwell Leadership Bible, Nashville, Thomas Nelson Bibles, 2002. Print. Ricks, Thomas E., “General Failure”, The Atlantic, November 2012:98-109. Print and Web 12 November 2012.