1. Leslie Surrett
OD 657

2. The Framework

3. Disciplined People
 Channel their ego needs away
from themselves and into the
larger goal of building a great
company
Level 5 Leadership First who…then what
 Begin with “who”, rather than
“what” in order to more easily
adapt to a changing world

4. Disciplined Thought
 Start with an honest and diligent
effort to determine the truth of
the situation, the right decision
often become self-evident
 Create a climate where truth is
heard:
 Lead with questions, not answers
 Engage in dialogue and debate,
not coercion
 Conduct autopsies, without
blame
 Build red flag mechanisms that
turn information into
information that can’t be ignored
 Deep understanding of three
intersecting concepts
 On average, this took good-to-
great companies four years
Confront the Brutal Facts Hedgehog Concept

5. Disciplined Action
 Build a culture full of people who
take disciplined action within the
three circles:
 Build a culture around the idea of
freedom and responsibility
 Fill that culture with self-
disciplined people who are
willing to go to extreme lengths
to fulfill their responsibilities
 Don’t confuse a culture of
discipline with a tyrannical
discipline
 Adhere with great consistency to
the Hedgehog Concept, exercising
an almost religious focus on the
intersection of the three circles
 Technology becomes an
accelerator of momentum, not a
creator of it
 Good-to-great organizations
become pioneers in the
application of carefully selected
technologies
 Crawl, walk, run
Culture of Discipline Technology Accelerations

6. Flywheel and the Doom Loop
 Buildup and breakthrough
 Good-to-great companies had no
name for their transformation
 From the inside, they feel like an
organic development process
 Jump ahead
 First “what” then “who”
 Inconsistent with hedgehog
concept

7. Follow these steps and your
challenge will no longer be
how to go from good to
great, but how to go from
great to enduring great.

8. Relation to
Other OD
Concepts
• Appreciative Inquiry
• Hedgehog concept
focuses on what is going
well
• William Bridges
Transitions
• ‘natural’ transition.
People in the change
don’t notice it happening
Relation to My
Change Initiative
• IIC needed to focus in on
what they are deeply
passionate about and what
they can be the best at.
• Hedgehog concept
• Get the right people on the
bus. IIC has an entirely
new staff as of 2 years ago

9. Collins, J. (2001). Good to
great. New York, NY:
HarperCollins Publishers Inc.