See our User Agreement and Privacy Policy. As of this date, Scribd will manage your SlideShare account and any content you may have on SlideShare, and Scribd's General Terms of Use and Privacy Policy will apply. Lean East shares 7 lessons and a process to transform an organization from Good to Great in a summary of the Jim Collins bestselling book. A summary of the book 'Good To Great' by Jim Collins. We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. It is simply a manifestation of the âfirst whoâ principle: Itâs not how you compensate your executives, itâs which executives you have to compensate in the first place. The purpose of a compensation system should not be to get the right behaviors from the wrong people, but to get the right people on the bus in the first place, and to keep them there. square5 They key point of this chapter is not just the idea of getting the right people on the team. The right people donât need to be tightly managed or fired up; they will be self-motivated by the inner drive to produce the best results and to be part of creating something great. A summary of the book 'Good To Great' by Jim Collins Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. 1. Good to Great #2: First Who, Then What Key Points from the Book Good to Great on the Principle of First Who, Then What With any team, organization, or company Good to Great found that it is more important to get the right people on board than it is to decide what they are going to do. The Hedgehog Concept is developed in the book Good to Great. If people join the bus primarily because of where it is going, what happens if you get ten miles down the road and you need to change direction? Looks like you’ve clipped this slide to already. Scribd will begin operating the SlideShare business on December 1, 2020 Every great company Collin’s studied had the same The book includes a useful model which brings all the theory together in a meaningful and memorable way. “First Who, then What?” Disciplined Thought . See our Privacy Policy and User Agreement for details. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. You can change your ad preferences anytime. No, they first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it. Then What – Key Points square5 The good-to-great leaders began the transformation by first getting the right people on the bus (and the wrong people off the bus) and then figured out where to drive it. Yes, compensation and incentives are important, but for very different reasons in good-to-great companies. First What – set a vision for where to drive the bus Then Who – enlist a crew of highly capable helpers *It is who you pay, not how you pay them The study found no systematic pattern linking executive compensation to the process of going from good to great. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Confront the Brutal Facts: Companies transitioning from Good to Great must be willing to identify and assess defining facts in the company and in the larger business environment. . . Learn the book's critical concepts in 20 minutes or less. This perspective is also espoused by Jim Collins in his bestselling book, Good to Great. We found something quite the opposite. Collins’ “First Who, Then What” concept is a key hiring characteristic of companies that have endured over the long-term and differentiate themselves from competitors who started at the same time but eventually flamed out. Why might that be? . Influential management professor Jim Collins released the popular Good to Great: Why Some Companies Make the Leap…and Others Don’t in 2001. in 2001. If you continue browsing the site, you agree to the use of cookies on this website. From the author of Built to Last, Good to Great outlines a model for turning a good, average or even mediocre company into a great one. We were dead wrong in our expectations. The executives who ignited the transformations from good to great did not first figure out where to drive the bus and then get people to take it there. Chapter 3 Summary – First Who . No, they first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it. Level 5 Leadership The first concept of the book is Level 5 Leadership. But if people are on the bus because of who else is on the bus, then itâs much easier to change direction: âHey, I got on this bus because of who else is on it; if we need to change direction to be more successful, fine with me.â Second, if you have the right people on the bus, the problem of how to motivate and manage people largely goes away. If you continue browsing the site, you agree to the use of cookies on this website. How else do you get people to do the right things that create great results? In the third chapter, “First Who, Then What,” the focus is on the basic concept of “the right man for the right job” and contends that the move from good to great is helped by increased focus on the recruitment and hiring activities of the company. L5’s ambition is first and foremost for the institution, not themselves. square5 They key point of this chapter is not just the idea of getting the right people on the team. Now customize the name of a clipboard to store your clips. If you have the right executives on the bus, they will do everything within their power to build a great company, not because of what they will âgetâ for it, but because they simply cannot imagine settling for anything less. Additionally, none of the good-to-great companies had major launches or tag lines to announce the transformations that eventually led them to greatness. They said, in essence, âLook, I donât really know where we should take this bus. The executives who ignited the transformations from good to great did not first figure out where to drive the bus and then get people to take it there. As Collins’ writes: The good-to-great companies understood a simple truth: The right people will do the right things and deliver the best results theyâre capable of, regardless of the incentive system. Building â the Physics and Engineering Principles of Building Great Companies, The Five Key Things to Consider When Looking for the Right People, Getting the Right People in the Right Seats over Time, The Wrong People Can't Be Motivated to Do the Right Thing, First Who â Get The Right People on the Bus, Hitting the Wall: Realizing that Vertical Limits Aren't. Then What – Key Points square5 The good-to-great leaders began the transformation by first getting the right people on the bus (and the wrong people off the bus) and then figured out where to drive it. Some of the factors that did not, surprisingly, affect good-to-great transitions include charismatic leaders, executive compensation, advanced technology, and long-term strategic planning. Third, if you have the wrong people, it doesnât matter whether you discover the right direction; you still wonât have a great company. Question #6: Will You Build Your Unit â Your Minibus â Into A Pocket Of Greatness? But I know this much: If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then weâll figure out how to take it someplace great.â. They found leaders of this type at the helm of every good to great company during the transition era. Their moral code requires building excellence for its own sake, and youâre no more likely to change that with a compensation package than youâre likely to affect whether they breathe. The evidence simply does not support the idea that the specific structure of executive compensation acts as a key lever in taking a company from good to great. Executive Summary Jim Collins, already established as one of the most influential management consultants, further established his credibility with the wildly popular Good to Great: Why Some Companies Make the Leap...and Others Don’t, originally published in 2001., originally published in … Level 5 Leadership: Moving From Good to Great, The 5 levels of leadership byJohn Maxwell, No public clipboards found for this slide, Project Manager at EHAF Consulting Engineers.
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