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Good To Great
Transcript of Good To Great
FIRST WHO ...
CULTURE OF DISCIPLINE
LEVEL 5 EXECUTIVE
Builds enduring greatness through a paradoxical
blend of personal humilty and professional will.
Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, simulation higher performance standards.
HIGHLY CAPABLE INDIVIDUAL
Organizes people and resources toward the effective and effiecient pursuit of predetermined objects.
Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting.
Makes productive contributions through talent, knowledge, skills, and good work habits.
LEVEL 5 +
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
A "GENIUS WITH A
LEVEL 4 LEADER
Set s vision for where to drive
the bus. Develop a road map
for driving the bus.
Enlist a crew of highly capable
"helpers" to make the vision happen.
WHAT YOU ARE DEEPLY PASSIONATE ABOUT
WHAT YOU CAN
BE THE BEST IN
THE WORLD AT
PEOPLE LINE UP,
ENERGIZED BY RESULTS
FLYWHEEL BUILDS MOMENTUM
NO ACCUMULATED MOMENTUM
PROGRAM, LEADER, EVENT, FAD,
REACTION, WITHOUT UNDERSTANDING
THE DOOM LOOP
GUILDED BY THE THREE CIRCLES
DIALOGUE AND DEBATE
THE THREE CIRCLES
GUIDED BY THE THREE CIRCLES
AUTOPSIES AND ANALYSIS
THE THREE CIRCLES
The Stockdale Paradox
AND at the
Retain faith that you will
prevail in the end,
regardless of the
Confront the most brutal
facts of your current
reality, whatever they
The Two Sides of Level 5 Leadership
Creates superb results, a clear catalyst in the transition from good to great.
Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult.
Sets the standart of building an enduring great company; will settle for nothing less.
Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors, or bad luck.
Demonstrates a compelling modesty, shunning public adulation; never boastful.
Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate.
Channels ambition into the company, not the self; sets up successors for even greater success in the next generation.
Looks out the window, not in the mirror to apportion credit for the success of the company - to other people, external factors, and good luck.
Leaders of companies have no sense of order, who needs to be doing what.
Calls for a replacement manager who has what the subordinates would cll excessive bureacracy.
Drives away the right people form the compay.
George Rathmann; START with the right people and the right type of management.
Culture of discipline and ethics of enterpreneurship.
Don't worry about how much you get done.
Worry about accomplishing what you said you were going to accomplish.
Not just about rigor; how you utilize rigor and discipline.
Freedom and Responsibility Within A Frame-Work
Highly developed system.
Responsibilities that come with the position; can coincide with these responsibilities.
Ties back to people and thought.
"Rinsing Your Cottage Cheese"
Doing Whatever is necessary to reach a significant goal.
Good-to-great companies discovered which technology was relevant and how to use that technology (which technology linked to the three circles of the Hedgehog Concept)
Technology accelerates momentum, not creates it.
Technology is never the primary cause of greatness or decline.
Technology can create a culture of discipline.