good to great

Session S2102

Fred Tchang, ATP

Director

Assistive Technology

Services

Moving Your Moving Your Organization Organization from Good to from Good to

GreatGreat

Advancing Opportunities

• Mobile AT Service

• All disabilities

• Technology Lending Center

• Who’s here?

Why make time to improve your organization?

“Can a good company become great, and if so, how?”

Level 5Leadership

First Who…Then What

Confront theBrutal Facts

HedgehogConcept

Culture ofDiscipline

TechnologyAccelerators

Disciplined People Disciplined Thought Disciplined Action

BuildupBreakthrough

Good to Great

Start here… continue online

Level 5 Leadership

“You can accomplish anything in life, provided that you do not mind who gets the credit”

Harry S. Truman

Level 5 Leadership

personal humility

professional will

personal humility

professional will

Attribute success to others

Look in mirror and take full responsibility for poor decisions

Many people have the potential to evolve into Level 5

Attribute success to others

Look in mirror and take full responsibility for poor decisions

Many people have the potential to evolve into Level 5

Level 5 Leadership

5–Level 5 Executive

4–Effective Leader

3–Competent Manager

2–Contributing Team Member

1–Highly Capable Individual

Level 5 Leadership

Wiki

Level 5Leadership

First Who…Then What

Confront theBrutal Facts

HedgehogConcept

Culture ofDiscipline

TechnologyAccelerators

Disciplined People Disciplined Thought Disciplined Action

BuildupBreakthrough

First Who…Then What

Good to Great

First Who . . . Then What

“Who” before What”

Right people on the bus

Wrong people off the bus

“Who” before What”

Right people on the bus

Wrong people off the bus

How do you identify the Right people?

Share your core values

Have the potential to be the best

Don’t need to be tightly managed

Are productively neurotic

How do you identify the Right people?

Share your core values

Have the potential to be the best

Don’t need to be tightly managed

Are productively neurotic

First Who . . . Then What

When in doubt, don’t hire

When you know you need to make a people decision, act

Put your best people on your best opportunities, not biggest problems

When in doubt, don’t hire

When you know you need to make a people decision, act

Put your best people on your best opportunities, not biggest problems

First Who . . . Then What

“Our schools could be so much better”

“Our schools could be so much better”

What about constraints?

Diagnostic Tool

Roger Briggs

Level 5Leadership

First Who…Then What

Confront theBrutal Facts

HedgehogConcept

Culture ofDiscipline

TechnologyAccelerators

Disciplined People Disciplined Thought Disciplined Action

BuildupBreakthrough

Confront theBrutal Facts

Good to Great

Confront the Brutal Facts

Setting off on the path to greatness requires confronting the brutal facts of current reality.

Setting off on the path to greatness requires confronting the brutal facts of current reality.

Four basic practices:

Questions, not answers

Engage in dialogue and debate, not coercion

Conduct autopsies, without blame

red flag mechanisms

Questions, not answers

Engage in dialogue and debate, not coercion

Conduct autopsies, without blame

red flag mechanisms

Level 5Leadership

First Who…Then What

Confront theBrutal Facts

HedgehogConcept

Culture ofDiscipline

TechnologyAccelerators

Disciplined People Disciplined Thought Disciplined Action

BuildupBreakthrough

HedgehogConcept

Good to Great

Hedgehog Concept

single organizing idea

see what is essential, and ignore the rest.

single organizing idea

see what is essential, and ignore the rest.

Hedgehog Concept

What you are deeplypassionate about

What you can be the best in

the world at

What drives your

economicengine

TheCouncil

Ask Questions

Dialogue &Debate

Autopsies& Analysis

ExecutiveDecisions

Discussion Guide

Level 5Leadership

First Who…Then What

Confront theBrutal Facts

HedgehogConcept

Culture ofDiscipline

TechnologyAccelerators

Disciplined People Disciplined Thought Disciplined Action

BuildupBreakthrough

Culture ofDiscipline

Good to Great

Culture of Discipline

Getting disciplined people who engage in disciplined thought and who then take disciplined action, fanatically consistent with three circles

Getting disciplined people who engage in disciplined thought and who then take disciplined action, fanatically consistent with three circles

Level 5Leadership

First Who…Then What

Confront theBrutal Facts

HedgehogConcept

Culture ofDiscipline

TechnologyAccelerators

Disciplined People Disciplined Thought Disciplined Action

BuildupBreakthrough

TechnologyAccelerators

Good to Great

Technology Accelerators

Does it fit directly with your Hedgehog Concept?

Accelerator of momentum, not a creator of it.

Does it fit directly with your Hedgehog Concept?

Accelerator of momentum, not a creator of it.

The Flywheel

There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment.

Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but . . .

There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment.

Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but . . .

Questions??

Comments??

888-322-1918

www.AssistiveTechnologyCenter.org