Love your work

 

Core Message from "Good to Great", by Jim Collins

 

"Good to Great", by Jim Collins

Three concepts:

1. The Hedgehog mentality

"Fox knows many things, but the hedgehog knows one big thing. " Good to Great companies think like a hedgehog. A simplified strategy, a core concept, an unified vision. Good to Great companies develop a hedgehog mentality by focusing on three circles:

a. What they can be best at and what can't be best at?

b. How can we generate more profit per X?

c. Passion - only invest in products and services they love 

The interaction of the above three things is called: "A hedgehog concept"

G2G companies simply their business around their hedgehog concept.

2. The bus

How does the company manage their bus? Who gets on the bus? When do they get off the bus? Where do people sit on the bus?

Not so great company: Genius with a thousand helpers

G2G companies: hire people with entrepreneurial spirit - people that don't need to be managed or motivated. People with strong character, strong values, leadership potential .

G2G companies rarely laid people off during tough times. CEOs moved people to find the right fit.

Where do people sit: front of the bus - best performers, business development, growth opportunities

Back of the bus: people who can solve problems for the company

3. The level 5 leader

Does the company have level 5 leaders:

1. skilled worker

2. reliable teammate

3. organized manager

4. visionary with a compelling message that people buying into

5. leaders with extreme humility and extreme resolve

All G2G leaders are level 5 leaders.

"Level 5 leaders have stoic determination to do whatever needs to be done to make the company great."

Introduction to Psychology

 

What does it take to be a great leader?

 

Why entrepreneurs today need to WAKE UP and see the opportunities in front of them.

Vusi Thembekwayo

The role of the leader is nt to lead. The role of the leader is to facilitate decision making. That's all you do. You pull really good competent people around you,  And you inspire. You just spark.  You ask the probing questions. And then you let them run and you let them lead.

Learn, Do, and Share

Full Episode:  Patterns of Creative Leadership

Leader and Follower

New Rules of Leadership

How Art, Technology and Design Inform Creative Leaders

What is Culture?

How To Be a Great Leader

"When we get the environment right, humans will do remarkable things."

"We are social animals. Our happiness, our joy, our success, everything is dependent on our relationships. We respond to the environments we are in. You can take a good person, and put him in a bad environment and he'll be capable of doing bad things. Likewise, you can take a person or a group and even society has given up on, and you put them in a good environment, and they are capable of turning their lives around, and really make something remarkable out of themselves. We are social animals and we respond to the environment we are in. Leaders are responsible for building that environment. If you create an environment in which people feel safe amongst their own, we will naturally, the natural human response to those conditions, is trust and corporation. Trust and corporations are feelings. They are not instructions. There is no powerpoint and pitch deck you can give, and at the end someone will trust you. You can't tell somebody: "Trust me".  It does not work that way. They are feelings. Likewise, if you create an environment where we fear each other,  fear the people we work with,  the natural human reaction to that environment, is paranoia, cynicism, mistrust and self interest. That's what happens. There is enough danger outside the organization, there is enough stuff going on outside that we should have to fear the people we work with, or fear our own leaders. Most leaders don't get this. Most leaders think leadership is being in charge. No, it's not. It's about taking care of those in your charge. Most leaders think everybody works for them. No. You work for the people in your organization. It is your responsibility to take care of them, make them feel safe and they would naturally want to corporate, work hard, and give you their blood, sweat and tears to advance your vision. All they ask is that you take care of them, make them feel valued and valuable and the rest takes care of itself. "

Leaders Eat Last

Start with Why