good to great servant youth leadership
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(www.rubenlicera.com) - This is the presentation I prepared and delivered to a religious youth organization in Cebu, Philippines. This presentation provides an depth of understanding of the levels of leadership (according to John Maxwells principles) with inputs on Good-to-Great Team Principles (by Jim Collins).TRANSCRIPT
www.rubenlicera.comGOOD TO GREAT SERVANT YOUTH LEADERSHIP
RUBEN B. LICERA, JR.January 22-23, 2012
Hidden Paradise ResortSan Fernando, Cebu, Philippines
Servant Youth LeadershipGood to Great Christian
MOLDING A HIGH PERFORMANCE TEAM SEMINAR - WORKSHOP
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VISION
Strong brotherhood and
morally upright Iglesia Ni Cristo
families worthy of salvation“
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MISSION
Promote spiritual maturity as
a lifestyle to all Iglesia Ni
Cristo families and members.“
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REALIZATION
Leadership is a PROCESS. It is developed
DAILY and not in a day.
Action comes from INSIDE and then OUT.
Everything has been taught already.
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Source: http://www.sa.mtu.edu/stulife/leadership/leadership/mission.html
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LEADERSHIPSERVANT
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SERVANT LEADERSHIP DEFINED
- Robert K. Greenleaf
"The servant-leader is a servant
first. It begins with a natural
feeling that one wants to serve,
to serve first, as opposed to,
wanting power, influence, fame
or wealth."
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CHARACTERISTICS OF BEING A
SERVANT LEADER
Larry C. Spears
To further define Greenleaf's paradigm
shift, Larry C. Spears identified ten
characteristics of a servant-leader in
his paper titled "On Character and
Servant Leadership: Ten Characteristics
of Effective, Caring Leaders.”
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LISTENING.
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CHARACTERISTICS OF
BEING A SERVANT LEADERLarry C. Spears
Traditionally, and also in servant leadership, managers are
required to have communication skills as well as the
competence to make decisions. A servant leader has the
motivation to listen actively to subordinates and support
them in decision identification. The servant leader particularly
needs to pay attention to what remains unspoken in the
management setting. This means relying on his inner voice in
order to find out what the body, mind and spirit are
communicating.
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LISTENING.
“
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EMPATHY.
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CHARACTERISTICS OF
BEING A SERVANT LEADERLarry C. Spears
A servant leader attempts to understand and empathize with
others. Workers may be considered not only as employees, but
also as people who need respect and appreciation for their
personal development. As a result, leadership is seen as a
special type of human work, which ultimately generates a
competitive advantage.
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EMPATHY.
“
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HEALING.
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CHARACTERISTICS OF
BEING A SERVANT LEADERLarry C. Spears
A great strength of a Servant Leader is the ability for healing
one’s self and others. A servant leader tries to help people
solve their problems and conflicts in relationships, because he
wants to encourage and support the personal development of
each individual. This leads to the formation of a business
culture, in which the working environment is dynamic, fun and
free of the fear of failure.
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HEALING.
“
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CHARACTERISTICS OF
BEING A SERVANT LEADERLarry C. Spears
A servant leader needs to gain general awareness and
especially self-awareness. He has the ability to view situations
from a more integrated, holistic position. As a result, he gets a
better understanding about ethics and values.
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AWARENESS.
“
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PERSUASION.
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CHARACTERISTICS OF
BEING A SERVANT LEADERLarry C. Spears
A Servant Leader does not take advantage of her power and
status by coercing compliance; she rather tries to convince
those she manages. This element distinguishes servant
leadership most clearly from traditional, authoritarian models
and can be traced back to the religious views of Robert
Greenleaf.
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PERSUASION.
“
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CONCEPTUALIZATION.
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CHARACTERISTICS OF
BEING A SERVANT LEADERLarry C. Spears
A servant leader thinks beyond day-to-day realities. That
means he has the ability to see beyond the limits of the
operating business and also focuses on long term operating
goals. A Leader constructs a personal vision that only he can
develop by reflecting on the meaning of life. As a result, he
derives specific goals and implementation strategies.
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CONCEPTUALIZATION.
“
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CHARACTERISTICS OF
BEING A SERVANT LEADERLarry C. Spears
Foresight is the ability to foresee the likely outcome of a
situation. It enables the servant leader to learn about the past
and to achieve a better understanding about the current
reality. It also enables the servant leader to identify
consequences about the future. This characteristic is closely
related to conceptualization.
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FORESIGHT.
“
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STEWARDSHIP.
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CHARACTERISTICS OF
BEING A SERVANT LEADERLarry C. Spears
CEOs, staffs and trustees have the task to hold their institution
in trust for the greater good of society. In conclusion, servant
leadership is seen as an obligation to help and serve others.
Openness and persuasion are more important than control.
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STEWARDSHIP.
“
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CHARACTERISTICS OF
BEING A SERVANT LEADERLarry C. Spears
A servant leader is convinced that people have an intrinsic
value beyond their contributions as workers. Therefore, she
should nurture the personal, professional and spiritual growth
of employees. For example, she spends money for the personal
and professional development of the people who make up her
organization. The servant leader will also encourage the ideas
of everyone and involve workers in decision making.
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COMMITMENT TO GROWTH.
“
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CHARACTERISTICS OF
BEING A SERVANT LEADERLarry C. Spears
A servant leader identifies means to build a strong community
within his organization and wants to develop a true
community among businesses and institutions.
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BUILDING COMMUNITY.
“
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CHARACTERISTICS OF
BEING A SERVANT LEADERLarry C. SpearsPresident and CEO from 1990 to 2007President and CEO from 1990 to 2007President and CEO from 1990 to 2007President and CEO from 1990 to 2007
Robert K. Greenleaf Center for Servant LeadershipRobert K. Greenleaf Center for Servant LeadershipRobert K. Greenleaf Center for Servant LeadershipRobert K. Greenleaf Center for Servant Leadership
LISTENING
EMPATHY
HEALING
AWARENESS
PERSUASION
CONCEPTUALIZATION
FORESIGHT
STEWARDSHIP
COMMITMENT TO GROWTH
BUILDING COMMUNITY
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"...whoever wants to be great must be your servant,
and whoever wants to be first must be the willing
slave of all--like the Son of Man; He did not come to
be served, but to serve, and to give up his life as a
ransom for many."
- Mat 20:27-28 (NEB)
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Written by Leadership Scientist Jim Collins.
Studied 1,435 good companies.
Examine their performance over 40 years.
Find the 11 companies that became great.
Published in 2001.
Became a National Bestseller and "one
of the most influential business books
of recent years."
It was "cited by several members
of The Wall Street Journal's CEO
Council as the best management
book they've read."
Source: http://en.wikipedia.org/wiki/Good_to_Great
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“For a social sector organization,
performance must be assessed
relative to mission... The critical
question is ‘How effectively do
we deliver on our mission and
make a distinctive impact,
relative to our resources?’”
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Level 5
Leadership
First Who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators
Disciplined People Disciplined Thought Disciplined Action
Build up
Good to Great Concept
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Good to Great Concept
First Who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators
Disciplined People Disciplined Thought Disciplined Action
Build up
Level 5
Leadership
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5 Levels of Leadership
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2–Contributing Team MemberRELATIONSHIPS. People will follow because they want to.
1–Highly Capable IndividualRIGHTS. People will follow because the have to.
Level 5 Leadership
3–Competent ManagerRESULTS. People will follow because of
what you have done for the organization.
4 – Effective LeaderREPRODUCTION. People will follow
because of what you have done for them.
5 – Level 5 Executive RESPECT. People will follow
because of what you are and
what you represent
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� 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.
� Fanatically driven to produce sustainable
results.
� More plow horse than show horse.
� Fanatically driven to produce sustainable
results.
� More plow horse than show horse.
5 Levels of Leadership
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� 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
5 Levels of Leadership
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• Personal Humility– Demonstrates a compelling
modesty, shunning public adulation; never boastful
– Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate.
• Professional Will– 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-termresults, no matter how difficult
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• Personal Humility
– Channels ambition into company, not the self, sets up successors for even more greatness in the next generation
– Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors, or bad luck.
• Professional Will
– Sets the standard of building an enduring great company; will settle for nothing less
– 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
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Good to Great Concept
Level 5
LeadershipConfront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators
Disciplined People Disciplined Thought Disciplined Action
Build up
First Who…
Then What
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First Who . . . Then What
The right people on the bus. The
wrong people off the bus. The
right people on the right seat.
The right people on the bus. The
wrong people off the bus. The
right people on the right seat.
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First Who . . . Then What
�“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.
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First Who . . . Then What
� Three practical disciplines for being
rigorous:
�When in doubt, don’t hire
�When you know you need to
make a people decision, act
� Three practical disciplines for being
rigorous:
�When in doubt, don’t 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.
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First Who . . . Then What
Leaders were rigorous, not
ruthless in people decisions.
Leaders were rigorous, not
ruthless in people 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.
� 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.
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Good to Great Concept
Level 5
Leadership
First Who…
Then What
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators
Disciplined People Disciplined Thought Disciplined Action
Build up
Confront the
Brutal Facts
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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.
Confront the Brutal Facts
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� 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
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� 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:
Confront the Brutal Facts
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Good to Great Concept
Level 5
Leadership
First Who…
Then What
Culture of
Discipline
Technology
Accelerators
Disciplined People Disciplined Thought Disciplined Action
Build up
Confront the
Brutal Facts
Hedgehog
Concept
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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.
Hedgehog Concept
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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
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What you are deeply
passionate about
What you can
be the best in
the world at
What drives
your
economic
engine
Simplicity
within
the three
circles
Hedgehog Concept
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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 facts
� Guided by questions
formed by the three circles
� The right people
� Engaged in vigorous
dialogue and debate
� Infused with the brutal facts
� Guided by questions
formed by the three circles
� It is an iterative process by The
Council:
� It is an iterative process by The
Council:
Hedgehog Concept
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The
Council
All Guided by
the Three Circles
Ask Questions
Dialogue &
DebateAutopsies
& Analysis
Executive
Decisions
An Iterative
Process
Hedgehog Concept
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Good to Great Concept
Level 5
Leadership
First Who…
Then What
Technology
Accelerators
Disciplined People Disciplined Thought Disciplined Action
Build up
Confront the
Brutal FactsHedgehog
Concept
Culture of
Discipline
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� 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
Culture of Discipline
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� 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
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� 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.
Culture of Discipline
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Good to Great Concept
Level 5
Leadership
First Who…
Then What
Hedgehog
Concept
Culture of
Discipline
Disciplined People Disciplined Thought Disciplined Action
Build up
Confront the
Brutal Facts
Technology
Accelerators
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� 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
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� 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.
Technology Accelerators
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Level 5
Leadership
First Who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators
Disciplined People Disciplined Thought Disciplined Action
Build up
Good to Great Concept
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� 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
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� 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 groups 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 groups 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.
The FlyWheel
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“Good is the enemy of Great” - Jim Collins