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Alaska SHRM State Council Webinar Program

Achieving Success with Good to GREAT Presented by:

Beverly Dennis

Associate Professor of Business Administration and Management

Alaska Pacific University

Bookmark our page http://alaska.shrm.org Follow us on Facebook http://www.facebook.com/AKSHRMStateCouncil Follow us on Twitter @akstatecouncil Follow us on LinkedIn Alaska SHRM State Council

This program is pre-approved for HRCI and SHRM Certification

You may download the slides at http://alaska.shrm.org/slides

To Troubleshoot webinar, go to http://alaska.shrm.org/webinarhelp

Why Some Companies Make the Leap ... And Others Don’t

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The Question: • Are there companies that

convert long-term mediocrity into long-term superiority?

• If so, what are the characteristics that cause a company to go from good to GREAT?

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Wrote: Built to Last, Good to Great, How the Mighty Fall & Great by Choice

Good to Great: ▪ Studied 1,435 Good Companies

▪ Examined their performance over 40 years

▪ Companies outpaced the rest of the industry (exceeded the stock market by at least 3X over 15 years, independent of industry!)

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Abbott (1974-89) 4.0 Circuit City (1982-97) 18.5 Fannie Mae (1984-99) 7.6 Gillette (1980-95) 7.4 Kimberly-Clark (1972-87) 3.4 Kroger (1973-88) 4.2 Nucor (1975-90) 5.2 Philip Morris (1964-79) 7.1 Pitney Bowes (1973-88) 7.2 Walgreens (1975-90) 7.3 Wells Fargo (1983-98) 4.0

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Level 5

Leadership

First Who…

Then What

Confront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators

Disciplined People Disciplined Thought Disciplined Action

Buildup

Good to Great: 3 Disciplines

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Disciplined People: The Level 5 Hierarchy

LEVEL 1 Highly Capable Individual

LEVEL 5

LEVEL 4

LEVEL 3

LEVEL 2 Contributing Team Member

Competent Manager

Level 5 Executive Personal humility + Professional will.

Effective Leader

Jim Collins Good to Great

Professional Will

1. A clear catalyst in the transition from good to great.

2. Demonstrates an resolve to do what must be done

3. Sets the standard of building an enduring great company

4. Looks in the mirror, not out the window, to apportion responsibility for poor results

Personal Humility

1. Demonstrates a compelling modesty

2. Acts with quiet, calm determination

3. Channels ambition into the company, not the self

4. Looks out the window, not in the mirror, to apportion credit for success

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1. Are you tough enough? 2. Can you lead from the back? 3. Where does the buck stop? 4. Are you a role model? 5. Do you share the wealth?

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1. Get the right people on the bus 2. Make sure they are in the right seats 3. When in doubt, don’t hire 4. When you know you need to make a change, act 5. Put your best people on your best opportunities,

NOT problems

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Who is on YOUR bus?

(simpsons.wikia.com)

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1. Determine the truth of your situation 2. Retain faith that you will prevail in the end,

regardless of the difficulties 3. AND, at the same time, confront the most

brutal facts of your current reality, whatever they might be

What facts does your organization need to confront?

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Children at home Aging parents Lack of college degree or professional

certification Limited opportunities in your current

organization

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Make your own list!

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WHAT YOU ARE

DEEPLY

PASSIONATE

ABOUT

WHAT YOU

CAN BE

THE BEST

IN THE

WORLD AT

WHAT

DRIVES

YOUR

ECONOMIC

ENGINE

What is your Hedgehog concept?

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▪ 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 or your organization can be the best at!

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What do you love to do?

What doesn’t feel like work?

What do you do that you can be great at?

What will other people pay you to do?

(nodaysoffmag.com)

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1. Take disciplined action driven by the Hedgehog Concept

2. Use technology only as it furthers your Hedgehog Concept

3. Even if it’s a great opportunity, if it doesn’t fit in those 3 circles, don’t do it!

4. Create a “Stop Doing” list. What should be fully funded and what should not be funded at all?

Should you have a “stop doing” list?

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What should be on the “Stop Doing” list?

What happens if you stop?

What should you be doing?

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STOP DOING

POSSIBLE RESULT

Good is the Enemy of GREAT

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1. What is YOUR Hedgehog Concept? 2. What are the brutal facts that you have to deal

with? 3. What can you stop doing? 4. Who is on your bus to support you? 5. What small changes can you make to bring

yourself more in alignment with your hedgehog concept?

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Your department Your church Your volunteer organization Your team Your kids

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It’s no harder to build something great than to build something good

Key question: What work makes you feel compelled to try to create greatness?

That is the work you should do!

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Track stars in the making in Newtok!

(ADN, July 2009)

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Thank You!! Beverly Dennis, MBA, CHAE, CHTP

beverlydennisak@gmail.com

You may download your credit certificates at

http://alaska.shrm.org/certificate