good to great

Download Good To Great

If you can't read please download the document

Post on 16-Apr-2017

4.309 views

Category:

Documents

0 download

Embed Size (px)

TRANSCRIPT

  • Good to Great Framework

  • Good to GreatDisciplined PeopleLevel 5 LeadershipFirst WhoThen WhatDisciplined ThoughtConfront the Brutal FactsThe Hedgehog ConceptDisciplined ActionCulture of DisciplineThe FlywheelBuilding Greatness to LastPreserve the Core/Stimulate ProgressClock Building, Not Time Keeping

  • Good to Great FrameworkDisciplined PeopleLevel 5 Leadership

  • Good to GreatDisciplined PeopleLevel 5 LeadershipFirst WhoThen WhatDisciplined ThoughtConfront the Brutal FactsThe Hedgehog ConceptDisciplined ActionCulture of DisciplineThe FlywheelBuilding Greatness to LastPreserve the Core/Stimulate ProgressClock Building, Not Time Keeping

  • Disciplined People

    Leaders & WorkersAll good-to-great companies had a Level 5 leader at the time of their transition

  • Level 5 LeadershipConcern for the success of an institution is more important than individual riches or prominence (successors)Leaders are still ambitious but it is directed towards their organizations and not themselves!Blend Humility & WillBoth modest & determined; humble & fearless

  • Level 5 TrainingBe Modest!

    Lose the idea of being a larger-than-life heroNo pedestal

  • Modest Leaders

  • Unwavering Resolve

    Determination to do whatever needs to be done

  • Window & Mirror

  • Cultivating L-5 LeadershipExists all around uswe just dont know what to look forStart by practicing the other 4 leadership levelsSelf reflection, conscious personal development, mentors, a Level-5 Boss

  • Good to Great FrameworkDisciplined PeopleFirst WhoThen What

  • Good to GreatDisciplined PeopleLevel 5 LeadershipFirst WhoThen WhatDisciplined ThoughtConfront the Brutal FactsThe Hedgehog ConceptDisciplined ActionCulture of DisciplineThe FlywheelBuilding Greatness to LastPreserve the Core/Stimulate ProgressClock Building, Not Time Keeping

  • First WHOThen WhatGET THE RIGHT PEOPLE ON THE BUS!

  • First WhoThen WhatIf people join the bus because of where its going what happens when it needs to change directions?

    Great vision without great people is pointless

    Hire outstanding people when you find them, even without a specific job in mind

    Get the best people, build the best managers, and accept their recruitment

  • David Maxwell (Fannie Mae)I dont know where we should take this company, but I do know that if I start with the right people, ask them the right questions, and engage them in vigorous debate, we will find a way to make this company great.

  • First Who Then WhatFocusing on what before who = L-4 Leadership1 Genius with 1,000 workers Does not work!Its not how you compensate your executives, its about which executives you have to compensate in the first place

  • Compensation therefore is only important in the sense that it help attract and retain the right people, and should not be used to get the right behaviors from the wrong peoplePeople are NOT the most important asset;

    The right people are

  • Be Rigorous not RuthlessApply challenging standards at all times and at all levels (especially upper management)

    If people are not going to work on the bus they shouldnt be keptacquisitions

    The way to reward people who do achieve is by not burdening them with the people who are not achievingIf theyre not going to make it on the bus, dont let them suffer (ruthless); deal with it right up front and let people move on (rigor)

  • How to Be RigorousWhen in doubt, dont hire but keep lookingDisciplined hiring practices

    When you know you need to make a personnel change, actUse your best for big opportunities, not problems

  • The RIGHT PersonMore about character traits and innate capabilities than their specific knowledge, background, or skills

  • Good to Great FrameworkDisciplined ThoughtConfront the Brutal Facts

  • Good to GreatDisciplined PeopleLevel 5 LeadershipFirst WhoThen WhatDisciplined ThoughtConfront the Brutal FactsThe Hedgehog ConceptDisciplined ActionCulture of DisciplineThe FlywheelBuilding Greatness to LastPreserve the Core/Stimulate ProgressClock Building, Not Time Keeping

  • Good to Great CompaniesConfront the Brutal Facts

    There is no worse mistake in public leadership than to hold out false hopes soon to be swept away.-Winston S. Churchill

  • Distinctive Decision Making Process

    Great Companies did not stumble upon good decisions - Disciplined thought process

    Entire process infused with the brutal facts of reality

  • Truth Seeking

    When you start with an honest and diligent effort to determine the truth of a situation the right decision often becomes self-evident.

  • Create a climate of truth Lead with questions, not answers.

    Socratic- Why?

    Argyris and Schon- double-loop learning

  • 2. Engage in dialogue and debate, not coercionEncourage raging, passionate discussion aimed at finding the best answer.. NOT just letting people have their say in a predetermined decision.

  • 3. Conduct Autopsies, without blame

    Dive into the situation, find out what went wrong, take responsibility, learn from the mistakes, and move on.

  • Build red flag mechanismsReal time information that can not be ignored.

  • The Stockdale ParadoxRetain faith that you will prevail in the end, regardless of the difficulties.Confront the most brutal facts of your current reality whatever they might be.AND

  • Great Companies

    Never confuse faith that you will prevail with the discipline to confront the brutal facts of your current reality.Admiral Stockdale

    Chart2

    515Year 5Year 5

    832Year 10Year 10

    1960Year 15Year 15

    26100Year 20Year 20

    GOOD

    GREAT

    Company Name

    Sheet1

    Year 5Year 10Year 15Year 20

    GOOD581926

    GREAT153260100

    Sheet1

    GOOD

    GREAT

    Company Name

    Sheet2

    Sheet3

  • Good to Great FrameworkDisciplined ThoughtThe Hedgehog Concept

  • Good to GreatDisciplined PeopleLevel 5 LeadershipFirst WhoThen WhatDisciplined ThoughtConfront the Brutal FactsThe Hedgehog ConceptDisciplined ActionCulture of DisciplineThe FlywheelBuilding Greatness to LastPreserve the Core/Stimulate ProgressClock Building, Not Time Keeping

  • The Hedgehog & The Fox

    Isaiah Berlin The Fox is cunning and good at many different things. The Hedgehog is a simple dowdy creature that knows one big thing.

  • The Three Intersecting Circles

  • Key PointsUnderstand what your organization can be or is the best atIf you cannot be the best at your core business, then your core business cannot be the center of your Hedgehog Concept

    You may be competent in one area but not the best in the world at it-the converse may also be trueTo understand what drives your economic engine, search for the one denominator that has the single greatest impact

  • The Council

  • Key PointsA process to help understand important issues concerning the organizationThe Council is put together by the leading executive and usually consists of 5 to 12 peopleEncourages debate & respect for all members and their points of viewMembers come from all parts of the organizationEach member has an in depth knowledge of some aspect of the organization and/or the environment it operates inThe Council is a standing body-not an ad hoc committee assembled for a particular project or taskMeets periodically

  • A Hedgehog 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. The distinction is absolutely crucial

    Jim Collins, Good to Great

  • Good to Great FrameworkDisciplined ActionCulture of Discipline

  • Good to GreatDisciplined PeopleLevel 5 LeadershipFirst WhoThen WhatDisciplined ThoughtConfront the Brutal FactsThe Hedgehog ConceptDisciplined ActionCulture of DisciplineThe FlywheelBuilding Greatness to LastPreserve the Core/Stimulate ProgressClock Building, Not Time Keeping

  • Culture of DisciplineFocus on your HedgehogBuild a System of Freedom and Responsibility within a FrameworkManage the System, Not the PeoplePractice Extreme Commitment

  • Culture of DisciplineFocus on your HedgehogHave the discipline to say NODo not lurch after growth, grow consistently within your hedgehogWillingness to jettison competencies/business if you cannot be the bestMake excellent use of stop doing lists

  • Culture of DisciplineBuild a System of Freedom and Responsibility within a FrameworkPeople do not have jobs, they have responsibilities and grasp the distinctionCultural duality, the genius of the andE.g. freedom and responsibility, discipline and entrepreneurship, rigor and creativity, focused hedgehog and adaptable.

  • Culture of DisciplineManage the System, Not the PeopleRecruit self-motivated and self-disciplined peopleProvide an environment that does not de-motivateAvoid bureaucracy and unnecessary rules

  • Culture of DisciplinePractice Extreme CommitmentWillingness to go to extremes to fulfill commitments and deliver resultsEqually disciplined in good-times as in bad

  • Good to Great FrameworkDisciplined ActionThe Flywheel

  • Good to GreatDisciplined PeopleLevel 5 LeadershipFirst WhoThen WhatDisciplined ThoughtConfront the Brutal FactsThe Hedgehog ConceptDisciplined ActionCulture of DisciplineThe FlywheelBuilding Greatness to LastPreserve the Core/Stimulate ProgressClock Building, Not Time Keeping

  • The FlywheelBuild cumulative momentum Be relentlessly