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Good To Great
 

Good To Great

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“Can a good company become a great company, and, if so, how?” As managers of non-profit programs, we don’t have formal training in the skills of management. Come with us on a journey to see ...

“Can a good company become a great company, and, if so, how?” As managers of non-profit programs, we don’t have formal training in the skills of management. Come with us on a journey to see how the principles outlined in the book, “Good to Great” can help you achieve your objectives.

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  • Presenter: Make sure to have the main slide up on the screen when the participants come into the room. Spend some time welcoming each person and making them feel comfortable. Put session code on feedback forms Meet people as they come in AT START: ask people to introduce themselves, and explain what they are looking to learn.
  • Use this opportunity mostly to mention the new name.
  • Presenter : Ask the question on the slide without giving an answer Get their responses. Why is this important. This gets them to affirm the importance and commit to the remainder of the workshop
  • Made the leap from Good to Great Sustained for 15 years Compare to comparable companies that didn’t make that leap Jim Collins and his team researched 1,435 companies over 5 years. What they discovered were common traits that challenged many of the conventional notions of success. GIVE ONE EXAMPLE- TIE TO SCHOOLS / AT How was Walgreens able to make the leap, while Eckerd, in the same markets, same industry, did not? What does this have to do with AT? You know from your own experience Some AT organization, doing just OK Others, doing great (hear about them at conferences like these)
  • Everyone assumes “it’s the leader.” that’s what makes the company great. Jim Collins gave his team instructions– “ignore the executives” The comparison companies also had leaders– some great leaders. All the good-to-great companies leaders were cut from the same cloth.
  • (SEE IF THERE IS AUDIO? PICTURE OF CHARLES R CORK WALGREEN? Walgreens had always been known for having food services within the drug store This did provide profit After years of discussion with management team, Knew that brightest future was in CONVENIENT drug stores, not food He had the will to put that momentous change into place
  • If you’re wondering, “can anyone become a Level 5 leader? Can I?” He did not research this question, but if you want a clue, the remaining principles explain what level 5 leader DO.
  • ACTIVITY USE THE WIKI (OR THE HANDOUT) TO REVIEW YOUR OWN STATUS RE: EACH OF THESE LEVELS REVIEW 3-5, LET THEM KNOW WHAT MY GOAL IS IN EACH 2 MIN. ON THEIR OWN THEN, IN PAIRS, DISCUSS
  • THIS SOUNDS VERY OBVIOUS– NEED TO ADD AN ANECDOTE This is one of the most important findings It’s not a grand plan that will save you Times change; good people are essential to adapting to the times Not a matter of figuring out a plan first Rather, find the right people first; they will help to figure out what the right plan is Especially in a service business Your staff is your product
  • This is one of the things I’ve learned. I used to hire for knowledge, expertise But those things can be learned Character, personality- those things can’t
  • Roger Briggs, Science teacher Hard to get wrong people off the bus Focused on getting right people on ACTIVITY DIAGNOSTIC TOOL FIRST WHO, THEN WHAT -- JUST HAVE THEM DO PART I THIS IS A TOOL TO HELP EVALUATE WHERE YOU ARE CURRENTLY, AND WHAT YOU HAVE TO WORK ON
  • But how do we keep people motivated with brutal facts? The right people don’t need to be motivated- they are self-motivated How do you manage in such a way as not to de-motivate people ANECDOTE A&P AND KROGER BOTH OLD GROCERY STORES A&P tried different fads, cutting prices; their stores got dirtier, no one liked it BUT ONLY KROGER CONFRONTED THE FACTS, AND CHANGED ALL OF THEIR STORES OVER TO SUPERSTORES
  • The Hedgehog concept IS NOT a GOAL to be the best, nor a strategy or intention. It’s an UNDERSTANDING of what you CAN be the best at. Walgreens- best at convenience drug stores Wells Fargo- best at running a bank like a business ECONOMIC ENGINE - Walgreens- changed from PROFIT PER STORE to PROFIT PER CUSTOMER VISIT
  • Getting the Hedgehog Concept takes an average of four years. ACTIVITY (IF THERE IS TIME) DISCUSSION GUIDE- Hedgehog Concept WITH YOUR PARTNER, WHICH DISCUSSION QUESTION IS MOST COMPELLING TO YOU; DISCUSS
  • With persistent pushing . . . In a consistent direction . . . Over a long period of time . . . The flywheel builds momentum . . . Eventually hitting a point of breakthrough.
  • Presenter: Make sure to take one minute to make sure that there are no questions.

Good To Great Good To Great Presentation Transcript

  • Moving Your Organization from Good to Great Session S2102 Fred Tchang, ATP Director Assistive Technology Services
  • Advancing Opportunities
    • Mobile AT Service
    • All disabilities
    • Technology Lending Center
    • Who’s here?
  • Why make time to improve your organization?
  • “ Can a good company become great, and if so, how?”
  • Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action Good to Great Buildup Breakthrough Start here… continue online
  • Level 5 Leadership
    • “ You can accomplish anything in life, provided that you do not mind who gets the credit”
    • Harry S. Truman
  • Level 5 Leadership
    • personal humility
    • professional will
    • Attribute success to others
    • Look in mirror and take full responsibility for poor decisions
    • Many people have the potential to evolve into Level 5
    Level 5 Leadership
  • 5–Level 5 Executive 4–Effective Leader 3–Competent Manager 2–Contributing Team Member 1–Highly Capable Individual Level 5 Leadership Wiki
  • Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action First Who… Then What Good to Great Flywheel Buildup Breakthrough
  • First Who . . . Then What
    • “ Who” before What”
    • Right people on the bus
    • Wrong people off the bus
    • How do you identify the Right people?
      • Share your core values
      • Have the potential to be the best
      • Don’t need to be tightly managed
      • Are productively neurotic
    First Who . . . Then What
      • When in doubt, don’t hire
      • When you know you need to make a people decision, act
      • Put your best people on your best opportunities, not biggest problems
    First Who . . . Then What
      • “ Our schools could be so much better”
      • What about constraints?
    Roger Briggs Diagnostic Tool
  • Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action Confront the Brutal Facts Good to Great Flywheel Buildup Breakthrough
  • Confront the Brutal Facts
      • Setting off on the path to greatness requires confronting the brutal facts of current reality.
  • Four basic practices:
    • Questions, not answers
    • Engage in dialogue and debate, not coercion
    • Conduct autopsies, without blame
    • red flag mechanisms
  • Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action Hedgehog Concept Good to Great Flywheel Buildup Breakthrough
  • Hedgehog Concept
    • single organizing idea
    • see what is essential, and ignore the rest.
  • Hedgehog Concept What you are deeply passionate about What you can be the best in the world at What drives your economic engine
  • The Council Ask Questions Dialogue & Debate Autopsies & Analysis Executive Decisions Discussion Guide
  • Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action Culture of Discipline Good to Great Flywheel Buildup Breakthrough
  • Culture of Discipline Getting disciplined people who engage in disciplined thought and who then take disciplined action, fanatically consistent with three circles
  • Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action Technology Accelerators Good to Great Flywheel Buildup Breakthrough
  • Technology Accelerators
    • Does it fit directly with your Hedgehog Concept?
    • Accelerator of momentum, not a creator of it.
  • The Flywheel
    • There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment.
    • Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but . . .
  •  
    • Questions??
    • Comments??
    • 888-322-1918
    • www.AssistiveTechnologyCenter.org