Good is an overstatement This is a book on the difference between mediocre companies and great companies.In Collin's estimation, the key differences are...
1. They have Level 5 leadership. Leaders who have both “personal humility” and “professional will”. They are not rock stars. They are diligent and hard working.
2. They get the right people on the bus, the wrong people off the bus and the right people in the right seats on the bus. The idea is that you don't have to manage the right people. You may have to coach, or provide training, but if you find that you are constantly managing someone, or compensating for them, then they are not the right person. If you would be relieved if an employee took a different job, or you wouldn't hire that employee again, then that employee is not the right person, and should be managed out. The Great companies paid little attention to managing change or motivating people. They established conditions where these problems went away. People are not your most important asset. The right people are your most important asset.
3. Never loose faith, but confront the brutal facts.
4. Have a hedge hog concept, a concept that you can earn money at, be passionate about and realistically be best in the world at. When it came to values, it mattered that the company had values, but not what those values where. For every company value you could find, you could find another company with the opposite value. For example, some companies had strong customer values. Others appeared to have disdain for their customers, but loved innovation.
5. Establish a culture of self discipline.
6. Plan in terms of a flywheel, so that momentum builds over time. They do not constantly change plans.
I can almost map these directly to "The Seven Habits" The exception being "Get the right people on the bus, get the wrong people off the bus." But, it does ring true. "Choose your associates carefully" should be another habit.
No comments:
Post a Comment