Good to Great – Jim Collins – accidentalprojectmanager.blog

Level 5 Leadership

Good to Great Leaders never wanted to become larger that life Heroes , They never aspired to be put on a pedestal or become unreachable icons. They were seemingly ordinary people quietly producing extra ordinary Leadership

Look in the mirror , not out of the window to assign blame or responsibility for poor results never blaming other people or external factor or bad luck
Look out of the window , not in the mirror to assign credit for the success of the company or project , Assign credit to other people , external factors and good luck.
Paradoxical Mix of personal humility and professional will.
Set up their successors for even greater success

First Who Then What

Get the Right People on the Bus (And the wrong people off the bus) and then figured out where to drive it.
Put the right people in the right seat.
Great Vision without right people is irrelevant.
Put your best people on your best opportunities not biggest problem.
Purpose of compensation is not to motivate the right behavior from the wrong people . but to get right people in the first place.
Genius with thousand helpers models fails when genius departs

Confront the Brutal Facts

Lead with questions not answers – having a humility to grasp the facts that you do not yet understand enough to have the answers and than ask the question that lead to the best possible insights
Engage in dialogue and debate not using force or threats.
Conduct Autopsies without blame – When you have right people on the bus you should almost never need to assign blame but need only to search for understanding and learning.
Key lies into information that cannot be ignored and create a climate where truth is heard.

The Hedgehog Concept

“The fox knows many things, but the hedgehog knows one big thing.” Isaiah Berlin

1. What are you deeply passionate about?

Passion is a massive motivator and force multiplier when it comes to achieving big goals.

The point of this question is to be crystal clear about what’s at the core of your mission, the area in which you are most passionate and wish to make the biggest impact.

2. What can you be the best in the world at?

Understand that doing what you are good at will only make you good. On the other hand, focusing solely on what you can potentially do better than any other – is the path to greatness.

3. What drives your economic or resource engine?

Identification of the relevant profit structure and where it is rooted.

Identifying from where cash flow and profits will be generated

Culture of Discipline

Disciplined people who engage in disciplined thought and who then take disciplined action.
Building a culture full of self disciplined people people who take self disciplined action.
If you have right people on the bus and the wrong people off the bus you don’t need ineffectual bureaucracy.

Technology Accelerator

Hedgehog concept should drive the use of Technology
Thoughtless reliance on technology is a liability not an asset.
Technology is never a primary root cause of either greatness or decline.
“Crawl , walk , run ” can be very effective approach even during rapid and radical technology change.
Tremendous power exists in the fact of continued improvements and the delivery of results.
A plan should be developed based on understanding not bravado.
Alignment happend from result and momentum not other way around