GOOD TO GREAT

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GOOD TO GREAT

• Greatness is not a function of circumstance.
  Greatness, it turns out, is largely a matter of
  conscious choice, and discipline.
• Jim Collins

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GOOD TO GREAT - summary

• A five-year study determining the difference
  between good companies and great companies.
• Good is the enemy of great.
• Main conclusion Almost any organization can
  substantially improve its stature and
  performance, perhaps even become great, if it
  conscientiously applies the framework of Good to
  Great ideas.

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GOOD TO GREAT - summary

• A great organization is one that delivers
  superior performance and makes a distinctive
  impact over a long period of time.
• For a social sector organization, performance
  must be assessed relative mission, not financial
  returns.

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GOOD TO GREAT - summary

• The Good to Great Process

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GOOD TO GREAT - summary

• Disciplined People (Level 5 Leadership)

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GOOD TO GREAT - summary

• Disciplined People
• Level 5 Leadership
• Builds enduring greatness through a blend of
  personal humility and professional will.
• Their ambition is for the institution, not
  themselves.
• All G2G companies had Level 5 Leadership at the
  point of transition.
• Level 5 leaders want to see the company even
  more successful in the next generation,
  comfortable that people wont trace roots of
  success back to them.
• Described as quiet, humble, reserved, modest

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GOOD TO GREAT - summary

• Disciplined People (First WhoThen What)

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GOOD TO GREAT - summary

• Disciplined People
• First Who Then What
• G2G leaders began the transformation by first
  getting the right people on the bus (and the
  wrong people off the bus) and then figured where
  to drive.
• Answer the who questions before the what
  decision.
• G2G leaders were rigorous, not ruthless with
  people.
• G2G management teams debated in search of best
  answers, and unified behind decisions.
• When in doubt, dont hire.
• When a people challenge needs to take place,
  act.

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GOOD TO GREAT - summary

• Disciplined Thought (Confront the Brutal Facts)

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GOOD TO GREAT - summary

• Disciplined Thought
• Confront the Brutal Facts (Yet Never Lose Faith)
• All G2G companies began the process to greatness
  by confronting the brutal facts of their current
  realities.
• Honestly and diligently determine the truth of
  your situation, and the right decisions become
  evident.
• Create a climate where truth is heard. Lead with
  questions, not answers.
• Engage in dialogue and debate, not coercion.
• Conduct autopsies, without blame.
• Build red flag mechanisms that turn information
  into information that cannot be ignored.

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GOOD TO GREAT - summary

• Disciplined Thought (Hedgehog Concept)

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GOOD TO GREAT - summary

• Disciplined Thought
• The Hedgehog Concept
• Foxes pursue many ends at the same time and see
  the world in all its complexity.
• Hedgehogs simplify a complex world into a single
  organizing idea, basic principle that unifies
  everything.
• Three questions
• What can you be best in the world at?
• What drives your economic (resource) engine?
• What are you deeply passionate about?

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GOOD TO GREAT - summary

• Disciplined Actions (Culture of Discipline)

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GOOD TO GREAT - summary

• Disciplined Action
• A Culture of Discipline
• Sustained great results depend upon building a
  culture of self-disciplined people who take
  disciplined action, fanatically consistent with
  the three circles.
• Involves a duality requires a consistent system
  and gives people freedom and responsibility
  within the framework of that system.
• Fanatically adhere to the Hedgehog Concept and
  shun opportunities that fall outside the three
  circles.

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GOOD TO GREAT - summary

• Disciplined Actions (Technology Accelerators)

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GOOD TO GREAT - summary

• Disciplined Action
• Technology Accelerators
• G2G organizations avoid technological fads, yet
  become pioneers in carefully selected
  technologies.
• Does the technology fit with your Hedgehog?
• Technology accelerates the momentum, does not
  create it.

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GOOD TO GREAT - discussion

• Think of a Level 5 leader you know. What are
  they like?
• What Level leader are you?
• What matters most to you, your mission or your
  reputation?
• Are there Level 5 leaders on your board or on
  your staff?
• How can you become/continue being a Level 5
  leader?

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GOOD TO GREAT - discussion

• How might you tell if the right person is on the
  bus? (board, staff, supporter)
• How might you tell if the wrong person is on the
  bus? (board, staff, supporter)
• How might you tell if the right person is in the
  wrong seat on the bus? How do you move them?
• What are the primary elements of getting and
  keeping the right people on the bus?

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GOOD TO GREAT - discussion

• Do you tend to have unwavering faith or face the
  brutal facts?
• Which would you rather be in, an environment
  where people dont face the brutal facts and no
  one gets a say, or where facts are faced and
  people get a say?
• Which way does your organization operate?
• What is your questions to statements ratio?

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GOOD TO GREAT - discussion

• What is your organization most passionate about?
• What can your organization be the best in the
  world at?
• What drives your resource engine?

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GOOD TO GREAT - discussion

• How does your organization make decisions to do
  something now?
• How often does your organization say no to doing
  something? Why or why not?
• When making a decision for the organization,
  does the leader allow for dialogue and debate or
  make a decision?