Good to Great

Information about Good to Great

Published on January 29, 2008

Author: Riccardino

Source: authorstream.com

Content

Good to Great Why Some Companies Make the Leap ... And Others Don’t by Jim Collins:  Good to Great Why Some Companies Make the Leap ... And Others Don’t by Jim Collins Knowledge Group 6:  Knowledge Group 6 April Borders Emily Nolting Debra Jo Kinsella David Resch Terry Hejny Testing the Assumptions:  Testing the Assumptions Assumptions:  Assumptions That you have come prepared with an alert and open mind That you understand that we have chosen this book because of its timeless, universal principles that can be applied to any organization. Assumptions:  Assumptions That you want your organization to be the best organization it can possibly be. That good is the enemy of great. That you want to be the best leader you can possibly be. Assumptions:  Assumptions That you want to contribute to producing visible, tangible results. That we understand this seminar will not get us to the finish line, but can definitely start (or accelerate) the Fly Wheel turning. Assumptions:  Assumptions That good is the enemy of great LEVEL 5 LEADERSHIP::  LEVEL 5 LEADERSHIP: Level 5 Leaders:  Level 5 Leaders LEVEL 5 LEADERSHIP:  LEVEL 5 LEADERSHIP “Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice.” p. 11 In your heart of hearts, are you satisfied with good – or for the sake of Extension, are you determined to become a Level 5 leader? LEVEL 5 LEADERSHIP:  LEVEL 5 LEADERSHIP They never aspired to be put on a pedestal or become unreachable icons. They were seemingly ordinary people quietly producing extra-ordinary results. p. 28 It is equally about ferocious resolve – infected with an incurable need to produce results. Humble and fearless…were incredibly ambitious. P.30 LEVEL 5 LEADERSHIP:  LEVEL 5 LEADERSHIP Can you evolve, or continue to evolve, into a Level 5 leader? Under the right circumstances – self-reflection, conscious personal development, a mentor, a great teacher, a significant life experience, a Level 5 boss … p.37 What else would you add? What specifically needs to be on your list? First Who, Then What:  First Who, Then What First Who, Then What:  First Who, Then What “…if you have the wrong people, it doesn’t matter whether you discover the right direction; you still won’t have a great company. Great vision without great people is irrelevant.” P. 42 First Who, Then What:  First Who, Then What The right people don’t need to be tightly managed or fired up. P.42 First Who, Then What:  First Who, Then What “…the ‘who’ questions come before the ‘what’ questions – before vision, before strategy, before tactics, before organizational structure, before technology.” P. 45 First Who, Then What:  First Who, Then What In a good to great transformation, people are not your most important asset. The right people are. P.51 First Who, Then What:  First Who, Then What The only way to deliver to the people who are achieving is to not burden them with the people who are not achieving. P.53 First Who, Then What:  First Who, Then What Practical principles: 1. When in doubt don’t hire, keep looking. 2. When you know you need to make a people change, act. 3. Put your best people on your biggest opportunities, not on your biggest problems. First Who, Then What:  First Who, Then What What does this principle say to us? How does this principle relate to Extension? How might you tell if someone is the right person on the bus? First Who, Then What:  First Who, Then What How might you tell if someone is the right person on the bus? Confront the Brutal Facts (Yet never lose faith):  Confront the Brutal Facts (Yet never lose faith) Confront the Brutal Facts (Yet never lose faith):  Confront the Brutal Facts (Yet never lose faith) “You absolutely cannot make a series of good decisions without first confronting the brutal facts.” P. 70 Confront the Brutal Facts (Yet never lose faith):  Confront the Brutal Facts (Yet never lose faith) Fred Purdue of Pitney Bowes said, “When you turn over rocks and look at all the squiggly things underneath, you can either put the rock down, or you can say, ‘My job is to turn over rocks and look at the squiggly things,’ even if what you see can scare the (stuffens’) out of you.” P. 72 Confront the Brutal Facts (Yet never lose faith):  Confront the Brutal Facts (Yet never lose faith) “Yes, leadership is about vision. But leadership is equally about creating a climate where the truth is heard and the brutal facts confronted. There’s a huge difference between the opportunity to ‘have your say’ and the opportunity to be heard.” P.74 Confront the Brutal Facts (Yet never lose faith):  Confront the Brutal Facts (Yet never lose faith) Creating a climate where truth is heard: 1. Lead with questions, not answers. 2. Engage in dialogue and debate, not coercion. 3. Conduct autopsies, without blame. 4. Build “red flag” mechanisms. Remember The Stockdale Paradox:  Remember The Stockdale Paradox AND at the same time confront the most brutal facts of your current reality, whatever they might be. Retain faith that you will prevail in the end, regardless of the difficulties. Confront the Brutal Facts (Yet never lose faith):  Confront the Brutal Facts (Yet never lose faith) “There is a sense of exhilaration that comes in facing head-on the hard truths and saying, ‘We will never give up. We will never capitulate. It might take a long time, but we will find a way to prevail.’” P.81 Confront the Brutal Facts (Yet never lose faith):  Confront the Brutal Facts (Yet never lose faith) What are some of the brutal facts that we must face? Using The Stockdale Paradox phrase a statement about one of these brutal facts? How can we develop revenue streams? How will positions be identified for reallocation? Who are advocates and enemies for Extension? ? The Hedgehog Concept:  The Hedgehog Concept The Hedgehog Concept:  The Hedgehog Concept It is simple Know the “one big thing” and stick to it It is an understanding, not a strategy Getting a Hedgehog Concept is an iterative process It took an average of four years for the G2G companies to get a Hedgehog Concept The Hedgehog Concept:  The Hedgehog Concept “Precisely, the Hedgehog concept is a simple, crystalline concept that flows from deep understanding about the intersection of the three circles.” P.95 What are your three circles?:  What are your three circles? What are you the best in the world at? What drives your economic engine? What are you deeply passionate about? The Hedgehog Concept:  The Hedgehog Concept A Hedge Hog concept is not a goal to be the best, a strategy to be the best, an intention to be the best, a plan to be the best. It is an understanding of what you can be the best at. P. 98 The Hedgehog Concept:  The Hedgehog Concept “The only way to remain great is to keep applying the fundamental principles that made you great.” P.108 The Hedgehog Concept:  The Hedgehog Concept “We should only do those things that we can get passionate about.” P.109 The Hedgehog Concept:  The Hedgehog Concept “Know ‘one big thing’ and stick to it.” P. 119 The Hedgehog Concept:  The Hedgehog Concept Which is more important: the goal to be the best at something, or realistic understanding of what you can (and cannot) be the best at? The Hedgehog Concept:  The Hedgehog Concept Can each sub-unit and each person have a hedgehog concept? The Hedgehog Concept:  The Hedgehog Concept How is the Hedgehog Concept different for Extension? A Culture of Discipline:  A Culture of Discipline “The purpose of bureaucracy is to compensate for incompetence and lack of discipline.” P.121 A Culture of Discipline:  A Culture of Discipline “Most companies build their bureaucratic rules to manage the small percentage of wrong people on the bus, which in turn drives away the right people on the bus, which then increases the percentage of wrong people on the bus, which increases the need for more bureaucracy to compensate for incompetence and lack of discipline, which then further drives the right people away, and so forth.” P. 121 “Avoid bureaucracy and hierarchy and instead create a culture of discipline.” P. 121 A Culture of Discipline:  A Culture of Discipline “Set your objectives for the year, you record them in concrete. You can change your plans through the year, but you never change what you measure yourself against.” P.122 A Culture of Discipline:  A Culture of Discipline “You focus on what you’ve accomplished relative to exactly what you said you were going to accomplish – no matter how tough the measure.” P.122 A Culture of Discipline:  A Culture of Discipline “The point is to first get self-disciplined people who engage in very rigorous thinking, who then take disciplined action within the framework of a consistent system designed around the Hedgehog Concept.” P. 126 A Culture of Discipline:  A Culture of Discipline “They displayed a remarkable discipline to unplug all sorts of extraneous junk.” P.139 A Culture of Discipline:  A Culture of Discipline Should we have a “stop” doing list? What should be on the list? A Culture of Discipline:  A Culture of Discipline If class distinctions are deeply divisive, then why do organizations persist in creating an executive class that separates itself from those who do the real work? If you ran the whole show, what would you remove to reduce class distinctions? Technology Accelerators:  Technology Accelerators Is technology the answer? THE FLYWHEEL AND THE DOOM LOOP:  THE FLYWHEEL AND THE DOOM LOOP The Doom Loop:  The Doom Loop The Flywheel Effect:  The Flywheel Effect “Revolution means turning the wheel” – Igor Stravinsky THE FLYWHEEL AND THE DOOM LOOP:  THE FLYWHEEL AND THE DOOM LOOP “Step by step, action by action, decision by decision, turn by turn of the flywheel – that adds up to sustained and spectacular results.” p.165 THE FLYWHEEL AND THE DOOM LOOP:  THE FLYWHEEL AND THE DOOM LOOP “There will be build up and break through.” P.165 THE FLYWHEEL AND THE DOOM LOOP:  THE FLYWHEEL AND THE DOOM LOOP “Tremendous power exists in the fact of continued improvement and the delivery of results. Point to tangible accomplishments … people see and feel the buildup of momentum, they will line up with enthusiasm.” P.174 Building Vision:  Building Vision Do we know what is core and what is not? What is our vision? Do we have a good BHAG? What should be some of our base camps? Going from Good to Great:  Going from Good to Great References:  References Collins, J. (2001). Good to great. HarperCollins Publishing: New York Collins, J. (2005) Good to great and the social sectors. HarperCollins Publishing: New York JimCollins.com (accessed April 17, 2006)

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