Good To Great Notes
Tuesday, February 26th, 2008I’m a big fan of quotes so as I read books, I keep track of the lines and paragraphs I like in a tinye moleskin book. The other day I was reading through some of the things I’ve stored in it over the past year and found the notes I took from the book “Good To Great” very interesting. FYI: Several of them below are paraphrased and not direct quotes.
Celebrity leaders from outside the company didn’t lead to greatness. Leaders promoted from within did (10 of 11 of the CEO’s of good to great companies were promoted from within).
Great companies did not focus on what to do, but rather what not to do and what to stop doing.
Greatness is not a function of circumstances. Greatness, it turns out, is largely a matter of conscious choice. You must maintain an unwaivering faith that you can, and will prevail in the end.
The right people are your most important asset.
3 Simple Truths: 1) If you focus on who rather than what, you can more easily adapt to a changing world. 2) If you get the right people on the bus, the need to motivate and manage goes away. 3) Great vision without great people is irrelevant.
Those who build great companies know that the ultimate throttle on growth is the ability to get and keep the right people.
When in doubt, don’t hire–keep looking. When you know you need to make a people change, act. How can you tell if someone should get off the bus? Answer these questions. Would you hire them again? If they took another job would you be sad or relieved.
Put the best people on your biggest opportunities, not your biggest problems.
Members of good to great teams tended to become and remain friends for life.
Charisma can be as much a liability as an asset. Your strength of personality can sow seeds of problems when people filter the brutal facts.
One of the single most de-motivating actions you can take is to hold out false hopes, soon to be swept away by events. Leadership is equally about creating a climate where the truth is heard and the brutal facts are confronted. How do you create a climate where the truth can be heard? 1) Lead with questions, not answers. 2) Engage in dialogue and debate, not coercion. 3) Conduct autopsies without blame. Openly discuss failures. 4) Build “red flag” mechanisms. Turn information into information that cannot be ignored.
The Three Circles of Greatness. 1) What can you be the best in the world at? 2) What drives your economic engine? 3) What are you deeply passionate about?
A hedgehog concept is not a plan or strategy on how to be the best, it is an understanding of what you can be the best at.
