GoodToGreat.ppt

* Level 5 Leadership First Who…Then What Confront theBrutal Facts HedgehogConcept Culture ofDiscipline TechnologyAccelerators Disciplined People Disciplined Thought Disciplined Action Buildup Breakthrough Good to Great Level 5 Leadership First Who…Then What Confront theBrutal Facts HedgehogConcept Culture ofDiscipline TechnologyAccelerators Disciplined People Disciplined Thought Disciplined Action Buildup Breakthrough Level 5 Leadership Good to Great Level 5 Leadership 5–Level 5 Executive 4–Effective Leader 3–Competent Manager 2–Contributing Team Member 1–Highly Capable Individual 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 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 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 Attribute success to other than themselves Level 5 Leadership First Who…Then What Confront theBrutal Facts HedgehogConcept Culture ofDiscipline TechnologyAccelerators Disciplined People Disciplined Thought Disciplined Action Buildup Breakthrough First Who… Then What Good to Great First Who . . . Then What 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. 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 Put your best people on your best opportunities, not biggest problems Leaders