First Who, Then What Instead of setting a grand vision and strategy, then rallying people behind them, good-to-great companies got the right people onboard, then figured out which direction to take. Disciplined workers will be better equipped to hew to these goals with a single-minded intensity that, according to Collins, will foster the transformation from merely Good to Great. V Choose good successors because of their concern for the future of the company. They will do everything they can to make sure the company will succeed later by appointing a successor with their same characteristics. Becoming a Great Leader requires some ruthless decisions, but I do not necessarily believe this would cause you to go against your own nature.
If you have the right people on the bus you will not have to spend a lot of time motivating them. Similarly, Collins asserts, the way to make the transformation from Good to Great is often not doing many things well, but instead, doing one thing better than anyone else in the world. The more detailed principles behind this process are outlined in the coming chapters. Collins reiterates the inherent duality of Level 5 Leaders and, by de-emphasizing the role of luck in their success, again suggests that fortunate circumstances are not necessary for greatness; anyone can pursue greatness regardless of situation. Modest and willful, humble and fearless. Then you have others who seem to be looking for someone to lead them.
Collins notes that Level 5 Leaders are always characterized by not one, but two defining traits: modesty and fearlessness. Corollary: A company should limit its growth based on its ability to attract enough of the right people. Check out our or for more details! If no, then you can settle for parity or ignore it. Warning: Bad leaders can disrupt a positive cycle by not following the Hedgehog Concept. What you can be best in the world at, realistically, and what you cannot be best in the world at 2. V They developed a simple. Collins also offers a few of the most significant findings gleaned from the study.
Collins characterizes Smith as an example of a Level 5 Leader. In either case, it takes time to see any type of results. You will be at your best when you have a deep and genuine feeling for what you do. In short, Collins explains that hedgehogs see only the essential and ignore the non-essential. Strategy per se did not separate the good to great companies from the comparison groups. It would seem that the levels of leadership are like a pyramid.
They hired self-disciplined people who didn't need to be managed, and then managed the system, not the people. Alignment, in large part, just happens when you get the right conditions. Good to great companies use technology as an accelerator of momentum, not a creator of it. Collins emphasizes that though the book describes specific companies and their results, it is really about the transition to greatness rather than these individual companies. The data does not support any link to executive compensation in the process of going from good to great. And understand how to get there.
If your organization is currently at mediocre, good, or even very good, what would it look like for it to be great? In analyzing their data, Collins and his team developed the concepts detailed in the book directly from the data. Embed Code Embed Code Copied. Chapter 3: First Who … Then What The G2G 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. Good to great companies paid little attention to managing change or motivating people. Sign up and you'll also receive weekly productivity and business tips via email. I often see this same thing in sports with certain athletes.
V The key is assembling the right people so the leader need not be there all hours to watch over her people. Then, they can begin to apply the principles of longevity that are set forth in Built to Last. Level 5 leaders attribute much of their success to good luck. Although many of the conclusions of both of the books overlap, Collins notes that Good to Great should not be seen as the follow-up to Built to Last, which focuses on sustaining success in the long-term. I feel that being a leader is the first step towards being a good teacher. Through revealing this truth, Collins returns to the idea that anyone might be able to work toward a transition to greatness, even without exceptional personal attributes. Additionally, they view their good fortune as luck while accepting responsibility for bad fortune; that is, they rarely view bad luck as the cause of failure.
In order to be a Level 5 leader, do you have to possess characteristics of Levels 1-4? Jim describes the process as something that progresses over time; the momentum is gradual, similar to a spinning flywheel. How can we avoid that? Their leaders may be individually talented, but tend to enlist helpers rather than develop strong executives — the model falls apart when the leader leaves. V Staff are skilled at maintenance of technology rather than relying on outside specialists. Instead, momentum and growth is built up slowly overtime, like a spinning flywheel. He notes that the good-to-great principles may apply just as much to other organizations or even individuals as they do to corporations, and challenges his readers to evaluate and consider each principle carefully. Good-to-great management teams consist of people who debate vigorously in search of the best answers, yet who unify behind decisions, regardless of parochial interests.
V Burroughs, Chrysler, Harris, Hasbro, Rubbermaid, and Teledyne v. Then together, you can define the vision. The good-to-great companies took about 4 years on average to crystalize their concepts. This model fails when the genius departs. V The most rigorous discipline was found at the top, where the largest burden of responsibility lies.
When in doubt, don't hire. In conclusion, Collins reiterates that Level 5 Leaders are not just humble. Instead, Good to Great actually functions as the prequel to Built to Last. As a leader, even though your charged with making tough decisions, this is something that would have to be considered. V They failed to adapt.