Good to great mais 4 nov-18

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QuickTakes
7-Nov-18
Why Attend
Are you a good manager or a great one? In fact, you have no choice but to become a great manager. How
else can you create value in your organisation and sustain it over time? How else can you engage your
people and retain them? In a business environment characterized by higher degree of uncertainty and
competition, fast changing customers’ needs, less and less employee loyalty, more stringent government
rules and regulations, you cannot afford but to be a great manager. This course elaborates on what it takes
to become a great manager by focusing on two distinct managerial requirements: first developing business
and economic acumen without which no manager can make value adding decisions, and second by bringing
out the best in people.
Course Objectives
By the end of the course, participants will be able to:
q Manage tomorrow by making today more informed decisions that contribute to strengthening the
organisation’s competitive advantage.
q Develop business acumen by applying managerial economic analysis and drive business impact.
q Apply in the workplace best practices of great managers.
q Bring out the best in people by acting as a ‘multiplier’ rather than a ‘diminisher’.
q Turn into ‘blue ocean’ managers that are able to close the gap between the potential and the realized
talent of people they lead.
Target Competencies
q Analytical thinking
q Economic analysis
q Decision making
q Communication
q Adaptability
q Leadership
The Quick Take Playbook is designed to be both:
q A learning aid to be used in class
q A resource to be used after class
MOVING FROM GOOD TO GREAT

The 5 domains are as illustrated above
The Talent Grooming Programme (TGP) is developed based on 5 competency domains which are the
determinants of what future leaders should be equipped with. Leadership is the main domain supported by 4
others. Each domain consists of several sub-domains. Based on the assessment, the talent then will be
categorized into three levels of competency; TGP Level 1, 2 & 3. The type & path of training is tailored to the
individual based partly on the talent’s level of competency.
Step 1: Goals
What is your organisation’s output goals? What difference do you really want to make?
What results do you want to see in your organisation?
Here are a few examples:
q more schools built
q lives changed
q more women out of the sex trade
q more kids adopted into good homes
q happier beneficiaries
q kids’ lives changed by education
______________________________________________________________________________________
______________________________________________________________________________________
And remember, “…endowment, revenues and cost structure [are] input variables, not the output variables of
greatness” (7).
Your output goals are not to have more donors, grow your budget, or bulk up an endowment fund.
Your output goals are the impact that you want to make.
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QuickTakesMOVING FROM GOOD TO GREAT
7-Nov-18

Leadership
Good is the enemy of great.
Why is that true?
(15-year return compared to general stock market)
Abbott (3.98)
Circuit City (18.5)
Fannie Mae (7.56)
Gillette (7.39)
Kimberly-Clark (3.42)
Kroger (4.17)
Nucor (5.16)
Philip Morris (7.06)
Pitney Bowes (7.16)
Walgreens (7.34)
Wells Fargo (3.99)
Upjohn
Silo
Great Western
Warner-Lambert
Scott Paper
A&P
Bethlehem Steel
R.J. Reynolds
Addressograph
Eckerd
Bank of America
Unsustained: Burroughs, Chrysler, Harris, Hasbro, Rubbermaid, Teledyne 3
7-Nov-18

“Executives spend more time on managing people and making people decisions than on anything else - and
they should. No other decisions are so long lasting in their consequences or so difficult to unmake. And yet,
by and large, executives make poor promoting and staffing decisions. By all accounts, their batting average
is no better than .333: at most one-third of such decisions turn out right; one-third are minimally effective;
and one-third are outright failures.
In no other area of management would we put up with such miserable performance.
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7-Nov-18

q Humility + Will = Level 5 leadership
q Modest, willful, humble, fearless
q Ego-driven, genius-types,may produce short-term positive results, but cannot sustain results
q 1=highly capable; 2= contributing team member, 3= competent manager, 4= effective leader,
5=executive that builds enduring greatness thru personal humility & professional
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q A mix of personal humility and professional will
q Ambitions for the company not themselves
q Set up successors for greater success than they have achieved
A study conducted by Jim Collins and his research associates identified the critical importance of what
Collins calls Level 5 leadership in transforming companies from merely good to truly great organizations.
A key characteristic of Level 5 leaders is an almost complete lack of ego (humility) coupled with a fierce
resolve to do what is best for the organization (will). As described in his book Good to Great, Level 5
leadership refers to the highest level in a hierarchy of manager capabilities.
Level 5 leaders develop a solid corps of leaders throughout the organization so that when they leave, the
company can continue to thrive and grow even stronger. Egocentric leaders, by contrast, often set their
successors up for failure because it will be a testament to their own greatness if the company doesn’t
perform well without them.
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QuickTakes
7-Nov-18

Level 5 Leaders
q In times of progression, view the situation through the window. Never taking the credit
for themselves, but instead looking outward to give the accomplishment elsewhere
q In times of turmoil, view the situation through the mirror. Instead of pointing their finger
elsewhere, they are self critical of what they need to improve to better the situation
Level 4 Leaders
q In times of progression, view the situation through the mirror. Taking personal credit for
the accomplishments and progression of the organisation.
q In times of turmoil, view the situation through the window. Looking to point the finger
elsewhere of everyone else's mistakes and what they need to improve to better the
situation as opposed to looking within.
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QuickTakes
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QuickTakes
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Making the right people decisions is the ultimate means of controlling an organisation well. Such decisions
reveal how competent management is, what its values are, and whether it takes its job seriously.”
Peter F. Drucker “How to Make People Decisions”
Harvard Business Review July-August 1985

There are going to be times when we can’t wait for somebody
q Now, you’re either on the bus or off the bus. (Ken Kesey, The Electric Kool-Aid Acid Test)
q What did the 11 successful companies find out?
q You don’t first figure out where to drive the bus and then get people to take it there.
q No, first get the right people on the bus (and the wrong people off) and then figure out where to take the
bus.
Why you get the right people on the bus first…
1. If you begin with “who” rather than “what” you can more easily adapt to a changing world.
2. If you have the right folks on the bus, the problem on how to motivate & manage people largely
goes away.
3. If you have the wrong people, it doesn’t matter whether you discover the right direction, you still
won’t have a great organisation. Great vision without great people is irrelevant.
Level 5 thinking…on getting folks on/off the bus…
“I don’t know where we should take this commission, but I do now that if I start with the right people, ask
them the right questions, and engage them in vigorous debate, we’ll find a way to make this organisation
great.”
David Maxwell (CEO, Fannie Mae) made it absolutely clear that there would only be seats for A players who
were willing to put forth an A+ effort, and if you weren’t up for it, you had better get off the bus, and get off
now.
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7-Nov-18

Thomas Gibson, Director of Human Resources, discusses the “First Who, Then What” principle from Jim
Collins’s “Good to Great” framework and how the Gwinnett, Newton and Rockdale Health Department can
build the right team for the right jobs.
Rigorous, not ruthless
To be rigorous means consistently applying exacting standards at all times and at all levels, especially in
upper management. To be rigorous, not ruthless, means that the best people need not worry about their
positions and can concentrate fully on their work.
To let people languish in uncertainty for months or years when in the end they aren’t going to make it
anyway—that is ruthless. To deal with it right up front and let people get on with their lives—that is rigorous.
How to be rigorous
1. When in doubt, don’t hire—keep looking.
2. When you know you need to make a people change—act.
q The moment you feel the need to tightly manage someone, you’ve made a hiring mistake.
The best people don’t need to be managed. Guided, taught, led—yes. But not tightly
managed.
q Waiting too long before acting is equally unfair to the people who need to get off the bus.
q How to know: Would you hire the person again? Would you be relieved if they left the
organisation?
3. Put your best people on your biggest opportunities not your biggest problems.
q Corollary: When you decide to sell off your problems, don’t sell of your best people. Make a
place on the bus for the best people, and they’ll be more likely to support changes in
direction.
Discuss: How do you need to be rigorous?
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QuickTakes
7-Nov-18

Confront the Brutal Facts
Yet never lose faith
q Two choices: confront brutal facts and change or stick head in sand
q Kroger and A&P…superstores vs. low prices
q You have to be number one or two in each market or you have to exit.
q You absolutely cannot make a series of good decisions without first confronting the brutal facts
q Your job is to turn over rocks and look at the squiggly things, even if what you see can scare you!
q Some organisations (Bank of America) have climates where managers will not even make a comment
until they know how the boss felt.
q The moment a leader allows himself to become the primary reality people worry about, rather than reality
being the primary reality, you have a recipe for mediocrity, or worse.
How to confront the Brutal Facts
1. Lead with questions, not answers
q Put more questions to board members than they put to you
q Raise questions for one reason only: to gain understanding (not manipulation)
2. Engage in dialogue and debate, not coercion.
q Good-to-great companies have a penchant for intense dialogue
3. Conduct autopsies, without blame.
q No finger-pointing.
4. Build red-flag mechanisms.
q Good-to-great companies don’t have better information, necessarily. The key is turning
information into info that can’t be ignored.
q Red cards in meetings: folks hold it up to deal with real issues
q Short-pay: allow customers to circle items on invoice they don’t want to pay due to bad
service
Attitude: We will never give up. We will never capitulate. It might take a long time, but we will find a way to
prevail. 11
7-Nov-18

How do you need to confront the Brutal Facts?
1. Lead with questions, not answers
q Put more questions to board members than they put to you
q Raise questions for one reason only: to gain understanding (not manipulation)
2. Engage in dialogue and debate, not coercion.
q Good-to-great companies have a penchant for intense dialogue
3. Conduct autopsies, without blame.
q No finger-pointing.
4. Build red-flag mechanisms.
q Good-to-great companies don’t have better information, necessarily. The key is turning
information into info that can’t be ignored.
q Red cards in meetings: folks hold it up to deal with real issues
q Short-pay: allow customers to circle items on invoice they don’t want to pay due to bad
service
Attitude: We will never give up. We will never capitulate. It might take a long time, but we will find a way to
prevail.
The Stockdale Paradox
Research by the Int’l Committee for the Study of Victimization found that those facing serious adversity
generally fall into one of three categories:
1. Those who were permanently dispirited by the event
2. Those who got their life back to normal
3. Those who used the experience as a defining event that made them stronger.
q Jim Stockdale stoically accepted the brutal facts of reality while maintaining an unwavering faith in the
endgame—that he would prevail despite the brutal facts.
q Who didn’t make it out? The optimists.
q Those who think it will all be a quick fix and everyone will be out by Christmas are the ones that lose
heart and fail.
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QuickTakes
7-Nov-18

The Hedgehog Concept
q “The fox knows many things, but the hedgehog knows one big thing.”
q Foxes pursue many ends at the same time and see the world in all its complexity. They are scattered or
diffused, moving on many levels.
q Hedgehogs simplify a complex world into a single organizing idea, a basic principle or concept that
unifies and guides everything.
q For a hedgehog, anything that does not somehow relate to the hedgehog idea holds no relevance.
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Examples
q Walgreens: the best, most convenient drugstores, with high profit per customer visit (viz., also Starbucks)
q Wells Fargo: running a bank like a business, with a focus on the Western U.S.
Strategy, per se did not distinguish the good-to-great companies from the comparison companies. Both sets
had strategic plans, and there is no evidence that the good-to-great companies invested more time/energy in
strategy development & long-range planning.
q àAll the G2G companies attained a very simple concept that they used as a frame of reference for all
their decisions.
q àA Hedgehog Concept is a simple, crystalline concept that flows from deep understanding about the
intersection of the following three circles…
Developing The Hedgehog Concept
1. What can you be the best in the world at (and, equally important, what you cannot be the best
in the world at)
q What you can be the best at might not even be something in which you are currently engaged.
2. What drives your economic engine?
q Must discover the single denominator (profit per X ) that has the greatest impact on your
economics/budgeting.
3. What are you deeply passionate about?
q What do you have a genetic or God-given talent to do?
q What are you well-paid to do?
q What do you enjoy doing that you absolutely love to do, enjoying the actual process for its own
sake?
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QuickTakes
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You can be passionate about all you want, but if you can’t be the best at it or if it doesn’t make economic
sense, then you might have a lot of fun, but you won’t get great results.
If we can’t be the best at it, then why are we doing it at all?
A Hedgehog Concept is not a goal to be the best, a strategy to be the best, an intention to be the best, a
plan to be the best. It is an understanding of what you can be the best at.
A few hedgehog facts…
q Growth is not a Hedgehog Concept
q You can’t just go off-site for 2 days and come back with it
q On average, it took 4 years for G2G companies to clarify theirs
q It is an inherently iterative process
q Useful mechanism is a Council that consistently meets to review the 3 aspects of the Hedgehog Concept
(and they should get/read the book!)
An interesting note on bureaucracy…
Most companies build their bureaucratic rules to manage the small percentage of wrong people on the bus,
which in turn drives away the right people on the bus, which increases the need for more bureaucracy to
compensate for incompetence and lack of discipline, which then further drives the right people away and…
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QuickTakes
7-Nov-18

Few start-ups become great companies partly because they respond to growth and success in the
wrong way
They become to trip over their own success
q Too many new people
q New customers
q New orders
q New products
q Lack of planning, accounting, systems, and hiring constraints create friction
Entrepreneurial success is fueled by:
q Creativity
q Imagination
q Bold moves into uncharted waters
q Visionary zeal
Although these things are important, if a company is not prepared for the results, it can create
problems
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QuickTakes
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When companies grow and become a “big” company:
q Sometimes the entrepreneurial spirit is killed
q Employees are not as driven because of new rules, paper work, meetings, etc.
q The “cancer of mediocrity” begins
How to Avoid Mediocrity
q Have the right people in the first place
q Avoid bureaucracy and hierarchy
q Have a culture of discipline with an ethic of entrepreneurship
q Set goals for the year and record them: you can change your plans, but never what you measure yourself
against
q Be rigorous at not just the beginning of the year, but also the end, adhering to exactly what you said was
going to happen
q Results: a magical alchemy of superior performance and sustained results

Despite surface appearances, there were huge differences between the two sets of companies in
their approach to discipline.
Good-to-great companies had Level 5 leaders who built an enduring culture of discipline, the unsustained
comparisons had Level 4 leaders who personally disciplined the organisation through sheer force.
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QuickTakes
7-Nov-18

Nucor Hedgehog Concept
Executives do not receive perks
Pay for schooling of workers children
Everyone suffers together
Did away with social standings
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QuickTakes
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Use technology as an accelerator of momentum and not the creator of momentum.
Be a pioneer in the application of using new technology that fits within the three circles.
Build a culture of self-disciplined people who take disciplined action that is consistent with the three key
areas.
They adhere to the Hedgehog Concept and shun activities that fall outside the three circles.
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QuickTakes
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G2G comes about by a cumulative process—step by step, action by action, decision by decision,
turn by turn of the flywheel—that adds up to sustained and spectacular results
Media attention often comes to G2G organisations after years of slow build-up and then break-through.

Flywheel transitions look like dramatic revolutionary breakthroughs from the outside (when the
wheel is fully turning)
From the inside they feel completely different, more like an organic development process.
Flywheel & Doom loop
q Egg sitting there.
q No one pays attention.
q Egg cracks open.
q Out jumps chick.
q Media:
“The transformation of Egg to Chicken!”
“The remarkable revolution of the Egg!”
“Stunning turnaround at Egg!”
The point?
G2G companies had no name for their transformations.There was no launch event, no tag line, no
programmatic feel whatsoever. There was no miracle moment.
Flywheel…
q UCLA won 10 NCAA championships and 61 games in a row.
q How many years did Wooden coach UCLA before the 1st championship?
q 15
Point to tangible accomplishments—however incremental at first—and show how these steps fit into the
context of an overall working concept.
q Step forward, consistent with hedgehog concept
q Accumulate visible results
q People line up, energized by results
q Flywheel momentum builds 22
7-Nov-18

Doom loop
Instead of a quiet, deliberate process of figuring out what needed to be done and then simply doing it, the
comparison companies frequently launched new programs—often with great fanfare and hoopla aimed at
“motivating the troops”—only to see the programs fail to produce sustained results. They sought the single
defining action, the grand program, the one killer innovation, the miracle moment that would allow them to
skip the arduous buildup stage and jump right to breakthrough.
Guess what happened…
Two popular doom loops to avoid…
1. Misguided use of acquisitions—making deals for the sake of making deals.
q “When the going gets tough, we go shopping!”
q G2G companies did acquisitions after the Hedgehog Concept and after the flywheel had
significant momentum.
q Acquisitions are accelerators not creators of flywheel momentum.
2. Leaders who stop the flywheel—leaders who step in, stop an already spinning flywheel, and throw the
organisation in entirely different direction.
What’s the diff between flywheel & doom loop organisations?
(in)consistency
(non)confrontable
(un)disciplined
(un)motivated (self)
(talk)results
This is video review for the book Good To Great by Jim Collins, produced by Callibrain, employee
engagement through social collaboration and execution discipline.
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QuickTakes
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QuickTakes
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What is the best idea you gained today that you will take action on in the next 30 days?
Your action plan
What you will:
1. Start doing?
2. Stop doing?
3. Continue doing?
7-Nov-18

A professionally qualified accountant he was awarded with:
1988 Degree from the Institute of Chartered Secretaries and Administrators
(United Kingdom)
1991 Post Graduate Diploma in Hospital Administration from MPC International Houston,
Texas
2000 Awarded Associate member of Institute of Financial Accountants (United Kingdom)
2001 Certified Financial Planner (Financial Planning Association of Malaysia)
Next steps & implementation
Our programmes are completely customized and affordable. We coordinate your desired outcomes and
always exceed the client’s expectation by providing succinct, sustainabletake home value.
Programmes & offerings include:
One on One’s
Corporate Retreats
Strategic Talent Triage
Organisational Development
Selection of new employees
360° Leadership Surveys
Employee Engagement or Climate Surveys
QuickTakes
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QuickTakes
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Good to great mais 4 nov-18

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