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Copy of ADL 705 Leadership Platform: Good to Great
Transcript of Copy of ADL 705 Leadership Platform: Good to Great
ADL 705 Theories of Leadership
Good to Great
Good is the enemy of great!
Why are some companies "great"?
Good to Great
Collins and researchers conducted a five year
study to uncover if a "good" company can become
a "great" company...
Phase 1- The Search
Good to Great
Phase 2: Compared to What?
Direct and Unsustained Comparison
Direct Comparison Group
Bank of America
Unsustained Comparison Group
Phase 3: Inside the Black Box
Published articles were reviewed
Executives were interviewed
Qualitative and quantitative analyses were conducted
Inside the Black Box
No celebrity or larger then life CEO in the good to great companies
Executive compensation was not a factor in good to great companies
Strategy did not separate the good to great companies from the comparison groups
The good to great companies focused on what not to do and what to stop doing
Inside the Black Box
Technology had nothing to do with igniting a transformation from good to great
Mergers and acquisitions were not important
The good to great companies paid attention to managing change, motivating people, and creating alignment
Good to great compnies had no launch party to signify their transformation
Good to great compaies were not in a great industry
Phase 4: Chaos to Concept
The transformation was a process of buildup
followed by breakthrough, broken into three stages:
Level 5 Leadership
**Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company**
Level 5 Hierarchy
Level 5: Executive builds enduring greatness through a paradoxical blend of personal humility and professional will.
Level 4: Effective Leader catalyzes commitment to and vigourous pursuit of a clear and compelling vision, stimulating higher performance standard.
Level 3: Competent Manager organizes people and resources toward the effective and efficient pursuit of predetermined objectives.
Level 2: Contributing Team Member contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting.
Level 1: Highly Capable Individual makes productive contributions through talent, knowledge, skills, and good work habits.
The Window and the Mirror
What do you look through as a leader?
Good to great leaders look through the window
Comparison company leaders look through a mirror
The Two Sides of Level 5 Leadership
Creates superb results
Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results
Sets the standard of building an enduring great company
Looks in the mirror, not out the window
Demonstrates a compelling modesty, never boastful
Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charsma, to motivate
Channels ambition into the company, not the self
Looks out the window, not in the mirror
First Who...Then What
Not on the bus...
"weak general, strong lieutenants" model
"one genius, a thousand helpers" model
Level 5 + Management Team
Level 5 Leader
Get the right people on the bus.
Build a superior executive team.
Once you have the right people in place, figure out the best path to greatness.
A"Genius with a Thousand Helpers"
Level 4 Leader
Set vision for where to drive the bus. Develop a road map for driving the bus.
Enlist a crew of highly capable "helper" to make the vision happen.
Cash is not "King"
There is no systematic pattern linking executive compensation to the process of going from good to great.
The purpose of a compensation system should not be to get the right behaviors from the wrong people, but get the right people on the bus in the first place, and to keep them there.
How to be Rigorous
Practice Discipline #1- When in doubt, don't hire, keep looking.
Practice Discipline #2- When you know you need to make a people change, act..
Practice Discipline #3- Put your best people on your biggest opportunities, not your biggest problems
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.
-Winston S. Churchill
Let the truth be told...
Lead with questions, not answers
Engage in dialogue and debate, not coercion
Conduct autopsies, without blame
Build "red flag" mechanisms
Are you a Hedgehog or a Fox?
-All the good to great companies attained a very simple concept that they used as a frame of reference for all their decisions...
The Hedgehog Concept
What your are deeply passionate about
What drives your economic engine
What you can be the best in the world at
The best at...
Abbott- product portfolios that lowers the cost of health care
Circuit City- the best at implementing the "4-s" model applied to big ticket consumer sales
Fannie Mae- the best capital markets players in anything that pertains to mortgages
Gillette- the best at building global brands of daily necessities
Kimberly-Clark- the best in the world at paper based consumer products
Kroger- the best at innovation super-combo stores
Nucor- the best at producing low-cost steel
Philip Morris- the best in the world at building brand loyality in cigarettes
Pitney Bowes- the best at messaging that requires sophisticated back-office equipment
Walgreens- the best at convenient drug strores
Wells Fargo- the best at running a bank like a business
The economic engine..
The good to great companies picked one "economic denomintor"...
Abbott- per employee
Circuit City- per geographic region
Fannie Mae- per mortgage risk level
Gillette- per customer
Kimberly-Clark- per consumer brand
Kroger- per local population
Nucor- per ton of finished steel
Philip Morris- per global brand category
Pitney Bowes- per customer
Walgreens- per customer visit
Wells Fargo- per employee
The comparison companies
Failed to become "great" because they did not ask the right questions and their goals and strategies were more bravado than from understanding...
Getting the Hedgehog Concept
Dialogue and Debate
Autopsies and Analysis