good to great - mike letcher - amazon s3 · good to great level 5 leadership first who… then what...
TRANSCRIPT
10/4/2012
1
Level 5Leadership
First Who…Then What
Confront theBrutal Facts
HedgehogConcept
Culture ofDiscipline
TechnologyAccelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
Good to Great
Level 5Leadership
First Who…Then What
Confront theBrutal Facts
HedgehogConcept
Culture ofDiscipline
TechnologyAccelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
Level 5Leadership
Good to Great
Level 5 Leadership
5–Level 5 Executive
4–Effective Leader
3–Competent Manager
2–Contributing Team Member
1–Highly Capable Individual
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Level 5 Leadership
Leaders who employ a paradoxical mix of personal humility and professional will
Set up successors for even greater success
Compelling modesty, self-effacing, understated
Leaders who employ a paradoxical mix of personal humility and professional will
Set up successors for even greater success
Compelling modesty, self-effacing, understated
5–Level 5 Executive
4–Effective Leader
3–Competent Manager
2–Contributing Team Member
1–Highly Capable Individual
Fanatically driven to produce sustainable results
More plow horse than show horse
Fanatically driven to produce sustainable results
More plow horse than show horse
Level 5 Leadership
5–Level 5 Executive
4–Effective Leader
3–Competent Manager
2–Contributing Team Member
1–Highly Capable Individual
Look in mirror and take full responsibility for poor decisions
Many people have the potential to evolve into Level 5
Look in mirror and take full responsibility for poor decisions
Many people have the potential to evolve into Level 5
Attribute success to other than themselves
Attribute success to other than themselves
Level 5Leadership
First Who…Then What
Confront theBrutal Facts
HedgehogConcept
Culture ofDiscipline
TechnologyAccelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
First Who…Then What
Good to Great
10/4/2012
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First Who . . . Then What
Leaders began the transformation by first getting the right people on the bus (and the wrong people off the bus).
Leaders began the transformation by first getting the right people on the bus (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.
First Who . . . Then What
Three practical disciplines for being rigorous:When in doubt, don’t hireWhen you know you need to make a
people decision, act
Three practical disciplines for being rigorous:When in doubt, don’t hireWhen 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.
First Who . . . Then What
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.
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Level 5Leadership
First Who…Then What
Confront theBrutal Facts
HedgehogConcept
Culture ofDiscipline
TechnologyAccelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
Confront theBrutal Facts
Good to Great
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 path to greatness requires confronting the brutal facts of current reality.
Setting off on the path to greatness requires confronting the brutal facts of current reality.
Confront the Brutal Facts
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:
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Confront the Brutal Facts
Stockdale Paradox:Retain absolute faith that you can and will prevail in the end, AND at the same timeconfront 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 timeconfront the most brutal facts of your current reality, whatever they might be.
Level 5Leadership
First Who…Then What
Confront theBrutal Facts
HedgehogConcept
Culture ofDiscipline
TechnologyAccelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
HedgehogConcept
Good to Great
Hedgehog Concept
Hedgehogs simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything.
Hedgehogs see what is essential, and ignore the rest.
Hedgehogs simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything.
Hedgehogs see what is essential, and ignore the rest.
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Hedgehog Concept
The Hedgehog Concept is a deep understanding of three intersecting circles translated into a simple, crystalline concept:
The Hedgehog Concept is a deep understanding of three intersecting circles translated into a simple, crystalline concept:
What you are deeply passionate about
What you can be best in the world at
What drives your economic engine
What you are deeply passionate about
What you can be best in the world at
What drives your economic engine
Hedgehog Concept
What you are deeplypassionate about
What you can be the best in
the world at
What drives your
economicengine
Simplicitywithinthe three circles
Hedgehog Concept
Getting the Hedgehog Concept takes an average of four years.
Getting the Hedgehog Concept takes an average of four years.
The right peopleEngaged in vigorous
dialogue and debate Infused with the
brutal factsGuided by questions
formed by the three circles
The right peopleEngaged 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:
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Hedgehog Concept
TheCouncil
All Guided by the Three Circles
Ask Questions
Dialogue &Debate
Autopsies& Analysis
ExecutiveDecisions
An IterativeProcess
Level 5Leadership
First Who…Then What
Confront theBrutal Facts
HedgehogConcept
Culture ofDiscipline
TechnologyAccelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
Culture ofDiscipline
Good to Great
Culture of Discipline
People who “rinse their cottage cheese”
Not about a tyrant who disciplines
People who “rinse their cottage cheese”
Not 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
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Culture of Discipline
Requires people who adhere to a consistent system.
Gives people freedom and responsibility within framework of that system.
Requires people who adhere to a consistent system.
Gives people freedom and responsibility within framework of that system.
Involves a duality. Involves a duality.
Culture of Discipline
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.
Level 5Leadership
First Who…Then What
Confront theBrutal Facts
HedgehogConcept
Culture ofDiscipline
TechnologyAccelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
TechnologyAccelerators
Good to Great
10/4/2012
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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.
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 radical technological change.
“Crawl, walk, run” can be a very effective approach, even during times of rapid and radical technological change.
Level 5Leadership
First Who…Then What
Confront theBrutal Facts
HedgehogConcept
Culture ofDiscipline
TechnologyAccelerations
Disciplined People Disciplined Thought Disciplined Action
Buildup
Flywheel
Good to Great
10/4/2012
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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, no grand 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, no grand 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 . . .
The Flywheel
With 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.
Level 5Leadership
First Who…Then What
Confront theBrutal Facts
HedgehogConcept
Culture ofDiscipline
TechnologyAccelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
Good to Great