Good to Great PPT

8/8/2019 Good to Great PPT

1/30

Level 5

Leadership

First Who

Then What

Confront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators

Disciplined People Disciplined Thought Disciplined Action

Buildup

Good to Great


2/30

Level 5

Leadership

First Who

Then What

Confront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators


Buildup

Level 5

Leadership

Good to Great


3/30

Level 5 Leadership

5Level 5 Executive

4Effective Leader

3Competent Manager

2Contributing Team Member

1Highly Capable Individual


4/30

Level 5 Leadership

Leaders who employ a paradoxical mix ofpersonal humility and professional will

Set up successors for even greater

success

Compelling modesty, self-effacing,understated

Leaders who employ a paradoxical mix ofpersonal humility and professional will

Set up successors for even greater

success

Compelling modesty, self-effacing,understated

5Level 5 Executive

4Effective Leader

3Competent Manager



Fanatically driven to

produce sustainableresults

More plow horse than

show horse

Fanatically driven to

produce sustainableresults

More plow horse than

show horse


5/30

Level 5 Leadership

5Level 5 Executive

4Effective Leader

3Competent Manager



Look in mirror and

take full responsibilityfor poor decisions

Many people have the

potential to evolve

into Level 5

Look in mirror and

take full responsibilityfor poor decisions

Many people have the

potential to evolve

into Level 5

Attribute success to

other than themselves

Attribute success to

other than themselves


6/30

Level 5

Leadership

First Who

Then What

Confront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators


Buildup

First Who

Then What

Good to Great


7/30

First Who . . . Then What

Leaders began the

transformation by

first getting the

right people on thebus (and the

wrong people off

the bus).

Leaders began the

transformation by

first getting the

right people on thebus (and the

wrong people off

the bus).

Who questions came before what

decisions - before vision, strategy,

organization structure, and tactics.

Who questions came before what

decisions - before vision, strategy,

organization structure, and tactics.


8/30


Three practical disciplines for being

rigorous:

When in doubt, dont hire

When you know you need to make a

people decision, act

Three practical disciplines for being

rigorous:

When in doubt, dont hire

When you know you need to make a

people decision, act

Put your best people

on your best

opportunities, not

biggest problems

Put your best people

on your best

opportunities, not

biggest problems

Leaders were rigorous, not ruthless in

people decisions.

Leaders were rigorous, not ruthless in

people decisions.


9/30


Management teams debate vigorously

to find best answers, yet unify behind

decisions.

Management teams debate vigorously

to find best answers, yet unify behind

decisions.

Right person has

more to do with

character traits and

innate capabilities

than with knowledge,background, or skills.

Right person has

more to do with

character traits and

innate capabilities

than with knowledge,background, or skills.


10/30

Level 5

Leadership

First Who

Then What

Confront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators


Buildup

Confront the

Brutal Facts

Good to Great


11/30

Confront the Brutal Facts

Must create a culture

wherein people have a

tremendous opportunity

to be heard and,

ultimately, for the truth

to be heard.

Must create a culture

wherein people have a

tremendous opportunity

to be heard and,

ultimately, for the truth

to be heard.

Setting off on the pathto greatness requires

confronting the brutal

facts of current reality.

Setting off on the pathto greatness requires

confronting the brutal

facts of current reality.


12/30


Lead with questions, not

answers

Engage in dialogue and

debate, not coercion Conduct autopsies,

without blame

Build red flag

mechanisms where

information cannot be

ignored

Lead with questions, not

answers

Engage in dialogue and

debate, not coercion Conduct autopsies,

without blame

Build red flag

mechanisms where

information cannot be

ignored

Four basic practices:

Four basic practices:


13/30


Stockdale Paradox:

Retain absolute faith

that you can and will

prevail in the end,AND at the same time

confront the most

brutal facts of your

current reality,

whatever they might

be.

Stockdale Paradox:

Retain absolute faith

that you can and will

prevail in the end,AND at the same time

confront the most

brutal facts of your

current reality,

whatever they might

be.


14/30

Level 5

Leadership

First Who

Then What

Confront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators


Buildup

Hedgehog

Concept

Good to Great


15/30

Hedgehog Concept

Hedgehogs simplify a

complex world into a

single organizing idea,

a basic principle orconcept that unifies

and guides everything.

Hedgehogs see what isessential, and ignore

the rest.

Hedgehogs simplify a

complex world into a

single organizing idea,

a basic principle orconcept that unifies

and guides everything.

Hedgehogs see what isessential, and ignore

the rest.


16/30

Hedgehog Concept

The Hedgehog Concept is a deepunderstanding of three intersecting

circles translated into a simple,

crystalline concept:

The Hedgehog Concept is a deepunderstanding of three intersecting

circles translated into a simple,

crystalline concept:

What you are deeply

passionate about

What you can be best

in the world atWhat drives your

economic engine

What you are deeply

passionate about

What you can be best

in the world atWhat drives your

economic engine


17/30

Hedgehog Concept

What you are deeply

passionate about

What you can

be the best inthe world at

What drives

youreconomic

engine

Simplicity

within

the three

circles


18/30

Hedgehog Concept

Getting the Hedgehog Concept takes an

average of four years.

Getting the Hedgehog Concept takes an

average of four years.

The right people

Engaged in vigorous

dialogue and debate

Infused with the

brutal factsGuided by questions

formed by the three

circles

The right people

Engaged in vigorous

dialogue and debate

Infused with the

brutal factsGuided by questions

formed by the three

circles

It is an iterative process by The Council: It is an iterative process by The Council:


19/30

Hedgehog Concept

TheCouncil

All Guided by

the Three Circles Ask Questions

Dialogue &

DebateAutopsies

& Analysis

Executive

Decisions

An IterativeProcess


20/30

Level 5

Leadership

First Who

Then What

Confront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators


Buildup

Culture of

Discipline

Good to Great


21/30

Culture of Discipline

People who rinse their

cottage cheeseNot about a tyrant who

disciplines

People who rinse their

cottage cheeseNot about a tyrant who

disciplines

Getting disciplined people

who engage in disciplined

thought and who then take

disciplined action,fanatically consistent with

three circles

Getting disciplined people

who engage in disciplined

thought and who then take

disciplined action,fanatically consistent with

three circles


22/30


Requires people who

adhere to a consistentsystem.

Gives people freedom and

responsibility within

framework of that system.

Requires people who

adhere to a consistentsystem.

Gives people freedom and

responsibility within

framework of that system.

Involves a duality. Involves a duality.


23/30


Budgeting is to decide which arenas fit

Hedgehog Concept and should be fully funded

and which should not be funded at all.

Budgeting is to decide which arenas fit

Hedgehog Concept and should be fully funded

and which should not be funded at all.

Stop doing lists are

more important than to

do lists. Anything that does not

fit with our Hedgehog

Concept, we will not do.

Stop doing lists are

more important than to

do lists. Anything that does not

fit with our Hedgehog

Concept, we will not do.

Includes willingness to shun opportunities

that fall outside the three circles.

Includes willingness to shun opportunities

that fall outside the three circles.


24/30

Level 5

Leadership

First Who

Then What

Confront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators


Buildup

Technology

Accelerators

Good to Great


25/30

Technology Accelerators

Yet they often become pioneers in the

application of carefully selected

technologies.

Yet they often become pioneers in the

application of carefully selected

technologies.Does it fit directly with

your Hedgehog Concept?

Good-to-greats used

technology as an

accelerator of momentum,

not a creator of it.

Does it fit directly with

your Hedgehog Concept?

Good-to-greats used

technology as an

accelerator of momentum,

not a creator of it.

Good-to-greats avoid technology fads and

bandwagons.

Good-to-greats avoid technology fads and

bandwagons.


26/30

Technology Accelerators

Technology by itself is never a root cause of

either greatness or decline.

Technology by itself is never a root cause of

either greatness or decline.

Crawl, walk, run

can be a very

effective approach,

even during times of

rapid and radicaltechnological

change.

Crawl, walk, run

can be a very

effective approach,

even during times of

rapid and radicaltechnological

change.


27/30

Level 5

Leadership

First Who

Then What

Confront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerations


Buildup

Flywheel

Good to Great


28/30

The Flywheel

Good-to-great

transformations never

happened in one fell

swoop.

Good-to-great

transformations never

happened in one fell

swoop.

There was no single defining action, nogrand program, no one killer innovation, no

solitary lucky break, no miracle moment.

Instead they followed a predictable pattern

of buildup and breakthrough.

Like pushing on a giant, heavy flywheel, it

takes a lot of effort to get the thing moving

at all, but . . .

There was no single defining action, nogrand program, no one killer innovation, no

solitary lucky break, no miracle moment.

Instead they followed a predictable pattern

of buildup and breakthrough.

Like pushing on a giant, heavy flywheel, it

takes a lot of effort to get the thing moving

at all, but . . .


29/30

The FlywheelWith persistent pushing . . .

In a consistent direction . . .

Over a long period of time . . .

With persistent pushing . . .

In a consistent direction . . .

Over a long period of time . . .

In good-to-great companies problems of

commitment, alignment, motivation, and

change largely take care of themselves.

Alignment follows from results and

momentum, not the other way around.

In good-to-great companies problems of

commitment, alignment, motivation, and

change largely take care of themselves.

Alignment follows from results and

momentum, not the other way around.

The flywheel builds momentum . . .

Eventually hitting a point of breakthrough.

The flywheel builds momentum . . .

Eventually hitting a point of breakthrough.


30/30

Level 5

Leadership

First Who

Then What

Confront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators


Buildup

Good to Great

Documents

Good to Great PPT