Grooming level 5 Managers to
  scale from Good to Great
Good to Great

• A management research book by Jim Collins
• Surprising findings from tons of empirical data
• Good is the...
Good to Great - Drivers
Most Surprising Finding
Level 5 executive
• Sits on top of a hierarchy of capabilities
• Four other layers lie beneath it
• Each one is appropriat...
Character of a level 5 executive
•One who blends genuine personal humility with
intense professional will
• Leaders at the...
Yin and Yang
        A study in duality
Modest and willful; shy and fearless
Unwavering resolve
• Besides extreme humility, Level 5 leaders also
display tremendous professional will
• They possess in...
Succesion Planning
• Level 5 leaders have ambition not for themselves
but for their organizations
• They routinely select ...
The window and the mirror
• Level 5 leaders, inherently humble, look out the
window to apportion credit – even undue credi...
Can level 5 be developed?
• Those with the seed could evolve to level 5
• Capability resides in them, perhaps buried or
ig...
Other drivers for good to great
Who First…What Next
• Good-to-great leaders start with people first and
then deal with vision and strategy second
   • The...
Confront the brutal facts
Stockdale Paradox

• Spent 7 years as POW with the faith - His life
couldn’t be worse at the mom...
Hedgehog Concept

• The fox knows a little about
many things
• A fox is complex

• A hedgehog knows only
one big thing ver...
The culture of discipline
Good-to-great organizations have three forms of
discipline
1. Disciplined people – you don’t nee...
Technology Accelerators
•Good-to-great organizations have a paradoxical
relationship with technology
•On the one hand they...
Fly wheel and doom loop
• Good-to-great transformations do not happen
overnight or in one big leap
• Rather, it starts one...
First steps to develop
                   level 5 leaders
• Set and share the vision
• Build discipline and governance
• M...
Tool set from the
                   science of management
 Aligning with the project context – PM phases, processes,
  k...
Tool set from the
                  science of management
 Learning lessons from what went wrong – Ishikawa
  diagram
 G...
Techniques from the
                      Art of management
 First things first – Prioritized to do list
 Think on your ...
Techniques from the
                       Art of management
 Can you do this for me? – Delegating the correct way
 Impr...
Are your ready for the climb?

      We want to be your Sherpas

 MS Academy can conduct workshops to
  help your managers...
Website: http://msacademy.in/
    Blog: http://msacademy.in/wordpress
PMP Boot camp: http://msacademy.in/pmp.htm
       Co...
Good To Great Management Scholars Academy
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Good To Great Management Scholars Academy

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Summary of "Good to great" by Jim Collins and how Management Scholars Academy can help your organization develop level 5 managers

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Good To Great Management Scholars Academy

  1. 1. Grooming level 5 Managers to scale from Good to Great
  2. 2. Good to Great • A management research book by Jim Collins • Surprising findings from tons of empirical data • Good is the enemy to great
  3. 3. Good to Great - Drivers
  4. 4. Most Surprising Finding
  5. 5. Level 5 executive • Sits on top of a hierarchy of capabilities • Four other layers lie beneath it • Each one is appropriate in its own right, but none with the power of Level 5 • We do not need to move sequentially through each level of the hierarchy to reach the top • But to be a fully-fledged Level 5, we need the capabilities of all the lower levels, plus the special characteristics of level 5
  6. 6. Character of a level 5 executive •One who blends genuine personal humility with intense professional will • Leaders at the other four levels in the hierarchy can produce high levels of success but not enough to elevate organizations from mediocrity to sustained excellence • Good-to-great transformations don’t happen without Level 5 leadership • Level 5 is not the only requirement for transforming a good organization into a great one
  7. 7. Yin and Yang A study in duality Modest and willful; shy and fearless
  8. 8. Unwavering resolve • Besides extreme humility, Level 5 leaders also display tremendous professional will • They possess inspired standards, cannot stand mediocrity in any form, and utterly intolerant of anyone who accept the idea that good is good enough
  9. 9. Succesion Planning • Level 5 leaders have ambition not for themselves but for their organizations • They routinely select superb successors • They want to see their organizations become even more successful in the next generation • Level 4 leaders often fail to set up the organization for enduring success – what better way to demonstrate your personal greatness than that the place falls apart after you leave
  10. 10. The window and the mirror • Level 5 leaders, inherently humble, look out the window to apportion credit – even undue credit – to factors outside themselves • If they cannot find a specific event or person to give credit to, they credit God or good luck •At the same time, they look in the mirror to assign responsibility, never citing bad luck for external factors when things go poorly
  11. 11. Can level 5 be developed? • Those with the seed could evolve to level 5 • Capability resides in them, perhaps buried or ignored or simply nascent • Under the right circumstances – with self-reflection, a mentor, a significant life experience, loving parents, or other factors – the seed can begin to develop • MS Academy wants to be that mentor • We can understand more from how they drive
  12. 12. Other drivers for good to great
  13. 13. Who First…What Next • Good-to-great leaders start with people first and then deal with vision and strategy second • They get the right people on the bus, • Move the wrong people off, • Usher the right people to the right seats, and • Determine where to drive it • This is more than having the right people
  14. 14. Confront the brutal facts Stockdale Paradox • Spent 7 years as POW with the faith - His life couldn’t be worse at the moment, and his life would someday be better than ever • Good-to-great leaders confront the most brutal facts of their current reality, yet simultaneously maintained absolute faith that they will prevail in the end (Story of the farmer feeding cows) •They held both disciplines – faith and facts – at the same time, all the time
  15. 15. Hedgehog Concept • The fox knows a little about many things • A fox is complex • A hedgehog knows only one big thing very well • The hedgehog is simple Hedgehog Wins!!
  16. 16. The culture of discipline Good-to-great organizations have three forms of discipline 1. Disciplined people – you don’t need hierarchy, 2. Disciplined thought – you don’t need bureaucracy, and 3. Disciplined action – you don’t need excessive controls Combining a culture of discipline with an ethic of entrepreneurship results in great performance
  17. 17. Technology Accelerators •Good-to-great organizations have a paradoxical relationship with technology •On the one hand they avoid jumping on new technology bandwagons •On the other they pioneer the application of carefully selected technologies, making bold farsighted investments directly linked to their hedgehog concept •Like turbochargers, these technology accelerators create an explosion in flywheel momentum
  18. 18. Fly wheel and doom loop • Good-to-great transformations do not happen overnight or in one big leap • Rather, it starts one movement at a time, gradually building up momentum, till there is a breakthrough • Mediocre organizations never sustained the breakthrough momentum but instead lurch back and forth with radical change programmes, reactionary moves and restructuring
  19. 19. First steps to develop level 5 leaders • Set and share the vision • Build discipline and governance • Manage changes proactively • Bring on board committed people “Empower your future leaders with knowledge and skills”
  20. 20. Tool set from the science of management  Aligning with the project context – PM phases, processes, knowledge areas  Break down the work and creating WBS – Project Scope management  Assign time and people to create the Schedule – Project Time management  Are you earning the value – Project Cost management  Proactively put out fires – Project Risk Management  Build quality into the service / product – Project Quality Management
  21. 21. Tool set from the science of management  Learning lessons from what went wrong – Ishikawa diagram  Getting the right people on your team – Project HR management  Telling stakeholders what they want to know – Project communication mgmt  Getting it done by outsiders – Project Contract management  Putting it all together as Project Management Plan – Integration Management  Keeping it safe from hackers – Project Data and information security
  22. 22. Techniques from the Art of management  First things first – Prioritized to do list  Think on your feet – Toastmasters meeting to help extempore speaking  Presenting your case – Presentation skills esp to senior management  To know what ticks people – Motivational theories and change management  Keeping your team together – Team building exercises  Motivate team performance – One Minute Manager
  23. 23. Techniques from the Art of management  Can you do this for me? – Delegating the correct way  Improving customer service - Along with Doctors, optometrists, patients etc  Six hats thinking - Creative problem solving  Who you really are, matters – Professional ethics and CSR  Quality is everybody’s job – Total Quality Management culture  How to get through those tough days – Stress Management
  24. 24. Are your ready for the climb? We want to be your Sherpas MS Academy can conduct workshops to help your managers learn the tools and techniques in the art and science of mgmt Thanks for your time
  25. 25. Website: http://msacademy.in/ Blog: http://msacademy.in/wordpress PMP Boot camp: http://msacademy.in/pmp.htm Contact Number: 9840705930 E-mail: ganapathy@msacademy.in

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