Good to Great Must-Haves

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Good to Great Must-Haves

• Core Ideology
• Level Five Leaders
• Building Blocks for Change
• Changes and Your Members

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Creating a Core Ideology

• What is it?
• A guiding philosophy that consists of a core
  purpose and core values that provides continuity
  and stability for an organization.
• Core purposefundamental reason for being
• Core valuesessential and enduring tenets
• Good leaders will preserve the core and stimulate
  progress.

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Level 5 Leadership

• What is it?
• Someone who embodies a paradoxical mix of
  personal humility and professional will.
• Modest (personal humility)
• Ambitious towards organizations success
  (personal humility)
• Driven (professional will)
• Visionaries (professional will)
• Shares successes with others and takes
  responsibility for mistakes (personal
  humility/professional will)

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Level 5 Hierarchy
Level 5 LEVEL 5 EXECUTIVE Blends enduring
greatness through a blend of personal humility
and professional will. Level 4 EFFECTIVE
LEADER A commitment to and vigorous pursuit of a
clear and compelling vision. Level 3
COMPETENT LEADER Organizes people and
resources toward the effective and efficient
pursuit of objectives Level 2 CONTRIBUTING
TEAM MEMBER Contributes individual capabilities
to the achievement of group objectives works
well with others Level 1 HIGHLY CAPABLE
INDIVIDUAL Makes productive contributions through
talent, knowledge, skills and good work habits
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The Genius of AND

• What is it?
• The ability to embrace both extremes on a number
  of dimensions at the same time.
• Instead of choosing between A or B, find a way to
  have both A and B.
• Continuity and change
• Freedom and responsibility

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Clock Building, Not Time Telling

• What is it?
• Build an organization that can endure and adapt
  through multiple generations of leaders or an
  organization that can tick along without a
  specific leader
• Time TellingHaving a great idea or being a
  charismatic visionary
• Clock BuildingBuilding an organization that can
  prosper far beyond the presence of any single
  leader and through multiple life cycles.

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Building Blocks for Change

• What are they?
• Forces for guiding productive change
• Changes, usually smaller ones that culminate in
  one larger block, that help an organization
  increase its capacity to meet new challenges.

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Building Blocks for Change

• Departures from Tradition
• Prove the organizations capacity to take
  productive action
• Usually a product of small level deviations from
  traditional organization expectations
• Crisis or Galvanizing Event
• An external event that requires a response or a
  shift in procedure

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Building Blocks for Change

• Strategic Decisions
• Deliberate and conscious articulation of
  direction
• Important to allow continual creative ideas to
  flow while still implementing strategic decisions
  
• Individual Movers
• A key individual who is committed to pushing
  through the change
• Communicate strategic decisions forcefully and
  often to make their points clear

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Building Blocks for Change

• Action Vehicles
• Actual procedures or structures that incorporate
  new policies into the organizations daily
  operation
• Embody the change and create momentum towards
  regular procedure, not a new idea

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Things Members Require for Change

• Reasons for change.
• That leaders have
• considered the impact of these changes.
• understand that changes can result in loss of
  certain things.
• That members have been consulted for input.
• That changes are not concrete and will be
  reconsidered as necessary
• That the changes are necessary.

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Parting Thought

• GOOD
• is the enemy of
• GREAT!