Jim Collins: From Good to Great

Jim Collins: From Good to Great

 

is very dangerous to study success so we don’t study success   

Jim Collins: From Good to Great

point right up front from all of our work see if we identify matched pairs of companies match pairs of enterprises that were in the same spot same time same opportunities same resources with the same potential and yet one becomes great

and the other does  not one thrives in chaos the other does not one keeps climbing while the other falls and yet their circumstances were identical or very similar at the start you come to an inevitable conclusion the answer the

cause of why one becomes great and another not cannot be their circumstance so if I were to take one giant lesson from all 25 years of research I’d put it to you right up front greatness is not primarily a function of circumstance it is

first and foremost a matter of conscious choice and of discipline what’s great leadership what’s the x-factor of great leadership well in the book good to great we studied people who transformed mediocre average companies into

those that became exceptional like taking an also-ran sports team and turning it in to a 15-year dynasty and when we looked at those where they fundamentally changed the trajectory of an enterprise we discovered this idea of the level

5leader what we found is that it’s really a hierarchy you think of it as that there’s level 1 level 2 level 3 level 4level 5 level 1 is good individual skills you can kind of do stuff level 2good team skills you play well with others level 3 you learn

to manage your good management skills level 4 is leadership we’ve become an effective leader but here’s what’s interesting when we looked at the good to great companies and we looked at their comparisons that didn’t make that leap

Jim Collins: From Good to Great

and we asked a simple question did the good degrades have leadership and the others did not no we actually found that both the good degrades and the comparison had leaders what was different was that the good great companies had

 what we call level 5leaders and the comparison companies hadleve l 4 leaders so if it took the level5 leaders to create a good – great leap then in the five versus the Force is where you might find

they never want to stop they never they’re utterly relentless okay there’s no they have all that but here’s the difference see four a five versus a four so four for all that energy and ambition and drive is about them it’s about

what they get it’s about how they look it’s about what they make it’s about what accrues to them it’s about whether they are the center that’s a four fives all that same level of energy and drive and ambition it’s channel

outward into a cause into a company into a culture into a quest into some thing that is bigger and more enduring than they are level fives lead in a spirit of service and they subsumed themselves and sacrifice for that so there’s this

wonderful essay called the Hedgehog and the Fox which was written by his a herbal in a philosopher thinker and he basically said there’s two types of thinkers there’s hedgehogs and there’s foxes now the Hedgehog and the Fox

are different in a following way the foxes they’re um they love complexity they love all the moving parts they love basically showing how smart they are by making things so complex other people can’t understand them

hedgehogs on the other hand or a different breed hedgehogs tend to take the approach of saying you know I know the world is complex but we can’t function if we don’t simplify it and what hedgehogs do is tend to get sort of

one big idea and to focus on that is simplify a complex world down to a fundamental simple idea that is essentially right now it turns out that in different walks of life some walks of life favor foxes some walks of life favor hedgehogs

so I don’t want to say that Hedgehog is always better  than Fox in the world of leadership the hedgehogs win

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