Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Good To Great

No description
by

on 27 October 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Good To Great

JIM COLLINS
GOOD TO
LEVEL 5
LEADERSHIP
FIRST WHO ...
THEN WHAT
CONFRONT THE
BRUTAL FACTS
HEDGEHOG
CONCEPT
CULTURE OF DISCIPLINE
TECHNOLOGY
ACCELERATORS
BUILDUP ...
BREAKTHROUGH!
DISCIPLINED PEOPLE
DISCIPLINED THOUGHT
DISCIPLINED ACTION
F
L
Y
W
H
E
E
L
LEVEL 5 EXECUTIVE
Builds enduring greatness through a paradoxical
blend of personal humilty and professional will.
EFFECTIVE LEADER
Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, simulation higher performance standards.
COMPETENT MANAGER
CONTRIBUTING TEAMMEMBER
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 1
LEVEL 2
LEVEL 3
LEVEL 4
GREAT
LEVEL 5 +
TEAM MANAGEMENT

LEVEL 5 LEADER

FIRST WHO


THEN WHAT
(Good-to-Great Companies)





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

FIRST WHAT



THEN WHO
(Comparison Companies)





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
WHAT DRIVES
YOUR
ECONOMIC
ENGINE
STEPS FORWARD,
CONSISTENT WITH
HEDGEHOG CONCEPT
ACCUMULATION OF
VISIBLE RESULTS
PEOPLE LINE UP,
ENERGIZED BY RESULTS
FLYWHEEL BUILDS MOMENTUM
DISAPPOINTING RESULTS
NO BUILDUP;
NO ACCUMULATED MOMENTUM
NEW DIRECTION,
PROGRAM, LEADER, EVENT, FAD,
OR ACQUISTION
REACTION, WITHOUT UNDERSTANDING
THE DOOM LOOP
ASK QUESTIONS,
GUILDED BY THE THREE CIRCLES
DIALOGUE AND DEBATE
GUIDED BY
THE THREE CIRCLES
EXECUTIVE DECISIONS,
GUIDED BY THE THREE CIRCLES
AUTOPSIES AND ANALYSIS
GUIDED BY
THE THREE CIRCLES
THE
COUNCIL
The Stockdale Paradox
AND at the
same time
Retain faith that you will
prevail in the end,
regardless of the
difficulties.
Confront the most brutal
facts of your current
reality, whatever they
may be.
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.
Professional Will
Personal Humility
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.
Full transcript