from good to great

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Session S2102 Fred Tchang, ATP Director Assistive Technology Services Moving Your Moving Your Organization Organization from Good to from Good to Great Great

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analysis of the book good to great

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Page 1: from 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

Page 2: from GOOD to GREAT

Advancing Opportunities

• Mobile AT Service

• All disabilities

• Technology Lending Center

• Who’s here?

Page 3: from GOOD to GREAT

Why make time to improve your organization?

Page 4: from GOOD to GREAT

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

Page 5: from GOOD to GREAT

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

Page 6: from GOOD to GREAT

Level 5 Leadership

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

Harry S. Truman

Page 7: from GOOD to GREAT

Level 5 Leadership

personal humility

professional will

personal humility

professional will

Page 8: from GOOD to GREAT

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

Page 9: from GOOD to GREAT

5–Level 5 Executive

4–Effective Leader

3–Competent Manager

2–Contributing Team Member

1–Highly Capable Individual

Level 5 Leadership

Wiki

Page 10: from GOOD to GREAT

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

Page 11: from 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

Page 12: from GOOD to GREAT

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

Page 13: from GOOD to GREAT

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

Page 14: from GOOD to GREAT

“Our schools could be so much better”

“Our schools could be so much better”

What about constraints?

Diagnostic Tool

Roger Briggs

Page 15: from GOOD to GREAT

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

Page 16: from 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.

Page 17: from GOOD to GREAT

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

Page 18: from GOOD to GREAT

Level 5Leadership

First Who…Then What

Confront theBrutal Facts

HedgehogConcept

Culture ofDiscipline

TechnologyAccelerators

Disciplined People Disciplined Thought Disciplined Action

BuildupBreakthrough

HedgehogConcept

Good to Great

Page 19: from 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.

Page 20: from GOOD to GREAT

Hedgehog Concept

What you are deeplypassionate about

What you can be the best in

the world at

What drives your

economicengine

Page 21: from GOOD to GREAT

TheCouncil

Ask Questions

Dialogue &Debate

Autopsies& Analysis

ExecutiveDecisions

Discussion Guide

Page 22: from GOOD to GREAT

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

Page 23: from 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

Page 24: from GOOD to GREAT

Level 5Leadership

First Who…Then What

Confront theBrutal Facts

HedgehogConcept

Culture ofDiscipline

TechnologyAccelerators

Disciplined People Disciplined Thought Disciplined Action

BuildupBreakthrough

TechnologyAccelerators

Good to Great

Page 25: from 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.

Page 26: from GOOD to GREAT

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 . . .

Page 27: from GOOD to GREAT
Page 28: from GOOD to GREAT

Questions??

Comments??

888-322-1918

www.AssistiveTechnologyCenter.org