Good To Great (Jim Collins)
The number one (No 1) best seller, two million copies sold of the "Good to Great". Why some companies make the leap….. and others don’t. The good to great study will surprise many readers and shed light on virtually every area of management strategy and practice the studies include:
Good is the enemy of Great
: The is one of the key reasons why we have so little that becomes great. We don’t have great schools, principally because we have good schools. We don’t have great government principally because we have good government. Few people attain great lives, in large part because it is just so easy to settle for a good life. Can a good company become a great company and, if so, how? Or is the disease of "just being good" incurable? To quickly grasp the concept of the project check here for more
Level 5 Leadership:
The research team was shocked to discover the type of leadership required to achieve greatness. Every good to great company had level 5 leadership during the pivotal transition years. "Level 5" refers to a five level hierarchy of executive capabilities with level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional for the company, not themselves.
Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. I believe that potential level 5 leaders exist all around us, if we just know what to look for, and that many people have the potential to evolve into level 5. You can accomplish anything in life, provided that you do not mind who get the credits. The level 5 leadership consists of the following build up…….
FIRST WHO……THEN WHAT
CONFRONT THE BRUTAL FACTS
CULTURE OF TECHNOLOGY
All are in the fly wheel. To know more check on the book….. Where HUMILITY+WILL= LEVEL 5
The Hedgehog concept: Good to great leaders began the transformation by first getting the right people on the bus (and the wrong people off the bus) and then figured out where to drive it. The main point of this fact is that, not just the ideal of getting the right people on the team but the fact is that "WHO" questions come before "WHAT" decision-before vision, before strategy, before Organization structure, before tactics. First who, than what as a rigorous discipline, consistently applied. See more…….
Confront the Brutal Facts: (yet never lose faith).
There is no worse mistake in public leadership than to hold out false hopes soon to be swept away. All good to great companies began the process of finding a path to greatness by confronting the brutal facts of their current reality. When you start with an honest and diligent effort to determine the truth of your situation, the right decisions often become self-evident. It is impossible to make good decisions without infusing the entire process with an honest confrontation of the brutal facts. Creating a climate where the truth is heard involves four basic practices:
Lead with Questions, not answers
Engage in dialogue and debate, not coercion
Conduct autopsies, without blame
Build red flag mechanism that turn information into information that cannot be ignored
Charisma can be as much a liability as an asset, as the strength of your leadership personality can deter people from bringing you the brutal facts. See more…..