This document summarizes key elements from Jim Collins' book "Good to Great". It discusses six elements that characterize "Good to Great" companies: 1) Level 5 Leadership, 2) First Who...Then What, 3) Confront the Brutal Facts, 4) The Hedgehog Concept, 5) A Culture of Discipline, and 6) Technology as an Accelerator. It also describes the concept of the "flywheel effect" whereby transformations occur gradually through constant, steady effort rather than sudden changes, in contrast to the "doom loop" faced by unsuccessful companies.
This presentation summarizes the key principles of the book "Good to Great" by Jim Collins. It discusses seven principles for transforming a good company into a great one, including having Level 5 leadership with humility and will. The presentation emphasizes getting the right people on the bus and in the right seats by seeking self-motivated problem solvers. It also stresses confronting brutal facts yet maintaining faith, focusing on a company's hedgehog concept, and creating a culture of discipline and momentum like a flywheel rather than a doom loop. Case studies and a Q&A session are included.
The document discusses key concepts for taking a company from good to great. It discusses the importance of level 5 leadership, which focuses on the company rather than the individual leader. It also emphasizes the need to first get the right people on the team before deciding on strategy ("first who, then what"). Companies must also confront the brutal facts of reality and maintain faith that they can prevail. The hedgehog concept involves focusing on what a company can be best at and is passionate about. A culture of discipline with the right people can avoid bureaucracy and sustain great results.
The document outlines the key concepts from Jim Collins' "Good to Great" framework for taking a company from good to great. It discusses having Level 5 leadership, getting the right people on the bus, confronting brutal facts, having a clear Hedgehog concept, building a culture of discipline, creating momentum like a flywheel, preserving the core values while stimulating progress, and building the organization to last beyond any single leader. The framework provides a systematic approach for companies to transform performance through disciplined people and thought.
The document discusses moving an organization from good to great. It outlines several key concepts from the book "Good to Great" for doing so, including having level 5 leadership, confronting brutal facts, developing a hedgehog concept, establishing a culture of discipline, and using technology accelerators. It emphasizes the importance of first getting the right people on the bus before deciding what to do, and how achieving greatness is more like pushing a heavy flywheel forward through consistent, small efforts over time rather than any single defining action.
Great By Choice - Steps to Managerial excellence - Manu Melwin JoyManu Melwin Joy
This document provides an overview of managerial skills including conceptual skills, human skills, and technical skills. It discusses various frameworks and models for decision making, interpersonal relationships, and work place organization. Specific topics covered include Pareto's principle, the urgent/important matrix, emotional bank accounts, situational leadership, the one minute manager approach, and the 5S methodology for visual workplace management. The document is intended as a reference for developing management skills and was prepared by an assistant professor in India.
This document summarizes key elements from Jim Collins' book "Good to Great". It discusses six elements that characterize "Good to Great" companies: 1) Level 5 Leadership, 2) First Who...Then What, 3) Confront the Brutal Facts, 4) The Hedgehog Concept, 5) A Culture of Discipline, and 6) Technology as an Accelerator. It also describes the concept of the "flywheel effect" whereby transformations occur gradually through constant, steady effort rather than sudden changes, in contrast to the "doom loop" faced by unsuccessful companies.
This presentation summarizes the key principles of the book "Good to Great" by Jim Collins. It discusses seven principles for transforming a good company into a great one, including having Level 5 leadership with humility and will. The presentation emphasizes getting the right people on the bus and in the right seats by seeking self-motivated problem solvers. It also stresses confronting brutal facts yet maintaining faith, focusing on a company's hedgehog concept, and creating a culture of discipline and momentum like a flywheel rather than a doom loop. Case studies and a Q&A session are included.
The document discusses key concepts for taking a company from good to great. It discusses the importance of level 5 leadership, which focuses on the company rather than the individual leader. It also emphasizes the need to first get the right people on the team before deciding on strategy ("first who, then what"). Companies must also confront the brutal facts of reality and maintain faith that they can prevail. The hedgehog concept involves focusing on what a company can be best at and is passionate about. A culture of discipline with the right people can avoid bureaucracy and sustain great results.
The document outlines the key concepts from Jim Collins' "Good to Great" framework for taking a company from good to great. It discusses having Level 5 leadership, getting the right people on the bus, confronting brutal facts, having a clear Hedgehog concept, building a culture of discipline, creating momentum like a flywheel, preserving the core values while stimulating progress, and building the organization to last beyond any single leader. The framework provides a systematic approach for companies to transform performance through disciplined people and thought.
The document discusses moving an organization from good to great. It outlines several key concepts from the book "Good to Great" for doing so, including having level 5 leadership, confronting brutal facts, developing a hedgehog concept, establishing a culture of discipline, and using technology accelerators. It emphasizes the importance of first getting the right people on the bus before deciding what to do, and how achieving greatness is more like pushing a heavy flywheel forward through consistent, small efforts over time rather than any single defining action.
Great By Choice - Steps to Managerial excellence - Manu Melwin JoyManu Melwin Joy
This document provides an overview of managerial skills including conceptual skills, human skills, and technical skills. It discusses various frameworks and models for decision making, interpersonal relationships, and work place organization. Specific topics covered include Pareto's principle, the urgent/important matrix, emotional bank accounts, situational leadership, the one minute manager approach, and the 5S methodology for visual workplace management. The document is intended as a reference for developing management skills and was prepared by an assistant professor in India.
Why Some Companies Make the Leap... and Others Don't is a management book by James C. Collins that aims to describe how companies transition from being average companies to great companies and how companies can fail to make the transition.
1. The document discusses hiring the right team and building a strong company culture. It emphasizes that the first hires will dictate much of what follows, so one should avoid common mistakes and hire only A+ talent.
2. Company culture should not be stated but lived out through actions. It's important but difficult to build a culture that aligns people and allows the company to attract top talent.
3. The new role is chief people officer, and the priorities are to hire 3 excellent teams not just 1, take time with hiring and get help from professionals when filling the first roles.
A MUST RAED!
Good to Great: Why Some Companies Make the Leap... and Others Don't is a management book by Jim C. Collins that describes how companies transition from being good companies to great companies, and how most companies fail to make the transition. The book was published on October 16, 2001.
1) The document summarizes key concepts from Jim Collins' book "Good to Great". It discusses Collins' research analyzing what separated great companies from good companies.
2) Collins identified several factors that helped companies make the leap from good to great, including having Level 5 leadership, confronting brutal facts, and developing a "Hedgehog Concept" of focusing on their economic engine.
3) Technology can help accelerate growth but is not the primary driver of transitioning from good to great. Great companies only adopt technologies that fit within their Hedgehog Concept and become pioneers in applying that technology.
This document summarizes key concepts from the book "Good to Great" about developing a "Hedgehog Concept". A Hedgehog Concept comes from understanding the intersection of what a company can be best in the world at, what drives its economic engine, and what it is deeply passionate about. Developing this understanding allows companies to break through the "fog" and see clearly what they should focus on. The document provides various company examples to illustrate applying the Hedgehog Concept successfully.
This document summarizes Jim Collins' research process for studying companies that transitioned from good to great. It involved four phases: 1) Identifying companies that showed long-term stock returns greater than the market after a transition point, 2) Comparing these companies to others in the same industry or those that had short-term shifts, 3) Analyzing what distinguished the inside operations of the good-to-great companies, 4) Iteratively developing concepts to explain the findings through chaos to concept. Key findings included the importance of level 5 leadership, first getting the right people on the team before deciding where to drive it, confronting brutal facts, having a hedgehog concept, and viewing transformations as building momentum like a flywheel rather
The book review summarizes James Collins' book "Good to Great". It discusses key concepts from the book like Level 5 Leadership, confronting brutal facts, the hedgehog concept, and creating a culture of discipline. The study identified 11 companies that went from good to great and compared them to peers. It found the transformation required rigorous people decisions and focusing first on the right leaders and team before vision or strategy. Great companies approached change like a heavy flywheel that builds momentum through consistent effort rather than sudden shifts in direction.
This document discusses key concepts from the book "Good to Great" about transforming an average company into an exceptional one. It describes a five level leadership model and emphasizes the importance of having the right leaders who confront brutal facts and develop a "Hedgehog Concept" to guide the organization. It also stresses establishing a culture of discipline through disciplined people, thought, and action aligned with the Hedgehog Concept. Technology is discussed as an accelerator, not a creator, of momentum. The transformation is portrayed as a gradual process of building momentum like pushing a giant flywheel, not a single event.
Good to Great for Non-Profits: A Unified ModelSteven Koster
This document presents a unified model that combines elements from Jim Collins' books "Good to Great" and "Good to Great for Non-Profits". The model centers around three circles - skill and product, passion, and resource engine. At the very center is talent, a big hairy audacious goal, reputation, and a hedgehog concept. The model describes inputs like time, talent and money that fuel the organization's output of mission impact. It also discusses the importance of discipline, measuring impact over costs, and how the system builds momentum like a flywheel. The document concludes with a case study of how the model applies to the Christian media ministry ReFrame.
Presentation good to great by leke oshiyemi_for slideshareLeke Oshiyemi
The document provides an overview of Jim Collins' framework for building an enduring organization as presented by Leke Oshiyemi. Some key points:
1) Jim Collins is the author of several influential business books including "Good to Great" and "Built to Last" that explore what distinguishes companies that achieve long-term success.
2) Collins' research identified 11 companies that made the leap from good to great results over 15+ years, comparing them to companies that failed to sustain gains.
3) Collins' framework includes concepts like "Level 5 Leadership", focusing first on the right people before strategy ("First Who, Then What"), confronting brutal facts, the "Hedgehog Concept", and
Jim Collins is an author who studied companies that went from good to great. Some key concepts from his research include:
1) Having the right people is more important than strategy - great companies first get the right people on the bus and the wrong people off the bus before figuring out where to drive it.
2) Leaders of great companies are humble and driven by results over personal success or ego. They thank others and acknowledge luck over personal credit.
3) Companies need a clear Hedgehog Concept - an understanding of what they can be best in the world at, what drives their economic engine, and what they are deeply passionate about. This focus allows them to ignore distractions.
4) Building
The document outlines Jim Collins' framework for transitioning a company from good to great, which includes having Level 5 Leadership, getting the right people on the bus, confronting brutal facts, developing a simple hedgehog concept, creating a culture of discipline, using technologies to accelerate the hedgehog concept, and allowing momentum to build through the flywheel effect. It also discusses how Collins' framework was applied in his subsequent book Built to Last to establish enduring great companies from the beginning.
This document summarizes a presentation about Jim Collins' book "Good to Great".
The presentation discusses Collins' research analyzing what separated good companies that became great, sustained great results, and compared them to good companies that did not become great. Key findings included the importance of Level 5 Leadership, focusing on the right people and opportunities rather than problems, confronting brutal facts rather than hiding from them, and developing a simple "Hedgehog Concept" to guide strategy. The presentation provides examples of companies that demonstrated these principles and became great performers.
The document summarizes key concepts from Chapters 4-6 of Jim Collins' book Good to Great. It discusses the importance of confronting brutal facts, developing a Hedgehog Concept of focusing on one thing you can be the best in the world at, and cultivating a culture of discipline. Some main points include:
1) To become great, leaders must confront the brutal facts of reality and create a climate where the truth can be heard, even if it is scary. They must also retain faith that they can prevail despite difficulties.
2) Developing a Hedgehog Concept takes time and involves understanding what you can be best at, what drives your economic engine, and what you are passionate about. It
The document summarizes James Collins' book "Good to Great". It discusses key findings from Collins' research comparing companies that became great performers to good companies. Some of the main points are:
- Good to great companies are led by Level 5 leaders who are humble and driven to see the company succeed over themselves.
- These leaders focus first on getting the right people on the team before deciding on strategy or goals.
- Companies need to confront brutal facts about their situation while maintaining faith that they can improve.
- Great companies develop a "Hedgehog Concept" of focusing on one thing they can be the best at.
- A culture of discipline is important, with disciplined people,
The document summarizes key principles from Jim Collins' book "Good to Great". It discusses that great companies implement principles like having Level 5 leadership, focusing on getting the right people on the bus and in the right seats, confronting brutal facts, having a simple "Hedgehog Concept", maintaining a culture of discipline, and building momentum like a flywheel over time through relentless consistency. Implementing these principles can help any company transition from being good to becoming truly great.
The document summarizes key points from Jim Collins' book "Good to Great" about how companies make the transition from being good companies to great companies. It discusses that change happens gradually through disciplined effort, not suddenly. It also emphasizes the importance of having the right people, clear strategic focus, and removing activities that don't fit the core strategy. The flywheel effect analogy is used to illustrate that transforming an organization is like pushing a heavy wheel gradually to get it spinning faster through accumulated good decisions over time.
TeleLink is a leading infrastructure company in Central and Eastern Europe providing turn-key solutions to enterprises, governments, and telecom operators. It has over 500 project managers and engineers and 3,000 employees across 8 CEE countries. TeleLink offers full project delivery from design to construction including civil works, materials supply, and maintenance. It has production facilities and experience building various industrial, commercial, and infrastructure projects.
El documento describe los beneficios de la capacitación del personal dentro de las empresas, incluyendo mejores resultados económicos, mejor conocimiento de tareas, aumento de la satisfacción del personal, identificación con los objetivos de la organización, mejora de la relación entre jefes y subordinados, y aumento de la productividad. También señala que el departamento de recursos humanos tiene la responsabilidad de aplicar adecuadamente los procesos de reclutamiento, inducción y capacitación para que la empresa obtenga los resultados esperados con el nuevo personal.
A slide show presentation about a organic farm who needs proper labeling and licensing to grow their business to the next level while protecting their livelihood.
Why Some Companies Make the Leap... and Others Don't is a management book by James C. Collins that aims to describe how companies transition from being average companies to great companies and how companies can fail to make the transition.
1. The document discusses hiring the right team and building a strong company culture. It emphasizes that the first hires will dictate much of what follows, so one should avoid common mistakes and hire only A+ talent.
2. Company culture should not be stated but lived out through actions. It's important but difficult to build a culture that aligns people and allows the company to attract top talent.
3. The new role is chief people officer, and the priorities are to hire 3 excellent teams not just 1, take time with hiring and get help from professionals when filling the first roles.
A MUST RAED!
Good to Great: Why Some Companies Make the Leap... and Others Don't is a management book by Jim C. Collins that describes how companies transition from being good companies to great companies, and how most companies fail to make the transition. The book was published on October 16, 2001.
1) The document summarizes key concepts from Jim Collins' book "Good to Great". It discusses Collins' research analyzing what separated great companies from good companies.
2) Collins identified several factors that helped companies make the leap from good to great, including having Level 5 leadership, confronting brutal facts, and developing a "Hedgehog Concept" of focusing on their economic engine.
3) Technology can help accelerate growth but is not the primary driver of transitioning from good to great. Great companies only adopt technologies that fit within their Hedgehog Concept and become pioneers in applying that technology.
This document summarizes key concepts from the book "Good to Great" about developing a "Hedgehog Concept". A Hedgehog Concept comes from understanding the intersection of what a company can be best in the world at, what drives its economic engine, and what it is deeply passionate about. Developing this understanding allows companies to break through the "fog" and see clearly what they should focus on. The document provides various company examples to illustrate applying the Hedgehog Concept successfully.
This document summarizes Jim Collins' research process for studying companies that transitioned from good to great. It involved four phases: 1) Identifying companies that showed long-term stock returns greater than the market after a transition point, 2) Comparing these companies to others in the same industry or those that had short-term shifts, 3) Analyzing what distinguished the inside operations of the good-to-great companies, 4) Iteratively developing concepts to explain the findings through chaos to concept. Key findings included the importance of level 5 leadership, first getting the right people on the team before deciding where to drive it, confronting brutal facts, having a hedgehog concept, and viewing transformations as building momentum like a flywheel rather
The book review summarizes James Collins' book "Good to Great". It discusses key concepts from the book like Level 5 Leadership, confronting brutal facts, the hedgehog concept, and creating a culture of discipline. The study identified 11 companies that went from good to great and compared them to peers. It found the transformation required rigorous people decisions and focusing first on the right leaders and team before vision or strategy. Great companies approached change like a heavy flywheel that builds momentum through consistent effort rather than sudden shifts in direction.
This document discusses key concepts from the book "Good to Great" about transforming an average company into an exceptional one. It describes a five level leadership model and emphasizes the importance of having the right leaders who confront brutal facts and develop a "Hedgehog Concept" to guide the organization. It also stresses establishing a culture of discipline through disciplined people, thought, and action aligned with the Hedgehog Concept. Technology is discussed as an accelerator, not a creator, of momentum. The transformation is portrayed as a gradual process of building momentum like pushing a giant flywheel, not a single event.
Good to Great for Non-Profits: A Unified ModelSteven Koster
This document presents a unified model that combines elements from Jim Collins' books "Good to Great" and "Good to Great for Non-Profits". The model centers around three circles - skill and product, passion, and resource engine. At the very center is talent, a big hairy audacious goal, reputation, and a hedgehog concept. The model describes inputs like time, talent and money that fuel the organization's output of mission impact. It also discusses the importance of discipline, measuring impact over costs, and how the system builds momentum like a flywheel. The document concludes with a case study of how the model applies to the Christian media ministry ReFrame.
Presentation good to great by leke oshiyemi_for slideshareLeke Oshiyemi
The document provides an overview of Jim Collins' framework for building an enduring organization as presented by Leke Oshiyemi. Some key points:
1) Jim Collins is the author of several influential business books including "Good to Great" and "Built to Last" that explore what distinguishes companies that achieve long-term success.
2) Collins' research identified 11 companies that made the leap from good to great results over 15+ years, comparing them to companies that failed to sustain gains.
3) Collins' framework includes concepts like "Level 5 Leadership", focusing first on the right people before strategy ("First Who, Then What"), confronting brutal facts, the "Hedgehog Concept", and
Jim Collins is an author who studied companies that went from good to great. Some key concepts from his research include:
1) Having the right people is more important than strategy - great companies first get the right people on the bus and the wrong people off the bus before figuring out where to drive it.
2) Leaders of great companies are humble and driven by results over personal success or ego. They thank others and acknowledge luck over personal credit.
3) Companies need a clear Hedgehog Concept - an understanding of what they can be best in the world at, what drives their economic engine, and what they are deeply passionate about. This focus allows them to ignore distractions.
4) Building
The document outlines Jim Collins' framework for transitioning a company from good to great, which includes having Level 5 Leadership, getting the right people on the bus, confronting brutal facts, developing a simple hedgehog concept, creating a culture of discipline, using technologies to accelerate the hedgehog concept, and allowing momentum to build through the flywheel effect. It also discusses how Collins' framework was applied in his subsequent book Built to Last to establish enduring great companies from the beginning.
This document summarizes a presentation about Jim Collins' book "Good to Great".
The presentation discusses Collins' research analyzing what separated good companies that became great, sustained great results, and compared them to good companies that did not become great. Key findings included the importance of Level 5 Leadership, focusing on the right people and opportunities rather than problems, confronting brutal facts rather than hiding from them, and developing a simple "Hedgehog Concept" to guide strategy. The presentation provides examples of companies that demonstrated these principles and became great performers.
The document summarizes key concepts from Chapters 4-6 of Jim Collins' book Good to Great. It discusses the importance of confronting brutal facts, developing a Hedgehog Concept of focusing on one thing you can be the best in the world at, and cultivating a culture of discipline. Some main points include:
1) To become great, leaders must confront the brutal facts of reality and create a climate where the truth can be heard, even if it is scary. They must also retain faith that they can prevail despite difficulties.
2) Developing a Hedgehog Concept takes time and involves understanding what you can be best at, what drives your economic engine, and what you are passionate about. It
The document summarizes James Collins' book "Good to Great". It discusses key findings from Collins' research comparing companies that became great performers to good companies. Some of the main points are:
- Good to great companies are led by Level 5 leaders who are humble and driven to see the company succeed over themselves.
- These leaders focus first on getting the right people on the team before deciding on strategy or goals.
- Companies need to confront brutal facts about their situation while maintaining faith that they can improve.
- Great companies develop a "Hedgehog Concept" of focusing on one thing they can be the best at.
- A culture of discipline is important, with disciplined people,
The document summarizes key principles from Jim Collins' book "Good to Great". It discusses that great companies implement principles like having Level 5 leadership, focusing on getting the right people on the bus and in the right seats, confronting brutal facts, having a simple "Hedgehog Concept", maintaining a culture of discipline, and building momentum like a flywheel over time through relentless consistency. Implementing these principles can help any company transition from being good to becoming truly great.
The document summarizes key points from Jim Collins' book "Good to Great" about how companies make the transition from being good companies to great companies. It discusses that change happens gradually through disciplined effort, not suddenly. It also emphasizes the importance of having the right people, clear strategic focus, and removing activities that don't fit the core strategy. The flywheel effect analogy is used to illustrate that transforming an organization is like pushing a heavy wheel gradually to get it spinning faster through accumulated good decisions over time.
TeleLink is a leading infrastructure company in Central and Eastern Europe providing turn-key solutions to enterprises, governments, and telecom operators. It has over 500 project managers and engineers and 3,000 employees across 8 CEE countries. TeleLink offers full project delivery from design to construction including civil works, materials supply, and maintenance. It has production facilities and experience building various industrial, commercial, and infrastructure projects.
El documento describe los beneficios de la capacitación del personal dentro de las empresas, incluyendo mejores resultados económicos, mejor conocimiento de tareas, aumento de la satisfacción del personal, identificación con los objetivos de la organización, mejora de la relación entre jefes y subordinados, y aumento de la productividad. También señala que el departamento de recursos humanos tiene la responsabilidad de aplicar adecuadamente los procesos de reclutamiento, inducción y capacitación para que la empresa obtenga los resultados esperados con el nuevo personal.
A slide show presentation about a organic farm who needs proper labeling and licensing to grow their business to the next level while protecting their livelihood.
This document contains a summary of an individual's experience and qualifications. In 3 sentences:
The individual has over 18 years of experience in supply chain management, procurement, and logistics roles at companies like Mahindra & Mahindra and General Motors. Their experience includes setting up new warehouse locations, infrastructure development, and managing annual procurement budgets of over 150 crore rupees. They are seeking a leadership role in procurement, project logistics, or supply chain management.
El documento habla sobre la motivación. Explica que la motivación es inspirar a las personas para que produzcan los mejores resultados posibles. Una fuerza de trabajo motivada es vital para cualquier organización. También discute varias teorías de motivación como la Teoría X y Y de Douglas McGregor, la pirámide de necesidades de Maslow, y la teoría de los factores higiénicos y motivadores de Herzberg.
Este documento describe cómo la película y la televisión pueden fomentar el interés por la lectura en los estudiantes. Propone el uso de una serie de televisión francesa sobre cuentos y una película sobre la invención de cuentos para niños. Los estudiantes observarían estos medios audiovisuales y luego participarían en actividades como describir los personajes y la trama, y crear y contar sus propios cuentos.
Writing about films can help one better understand their own emotional and intellectual reactions to movies. It allows people to analyze themes, characters, and images in films which provides insight into how they view the world. Some benefits of writing about films include gaining a deeper understanding of one's own responses, explaining or introducing aspects of a movie, filmmaker, or genre, and making comparisons between different films or connecting films to other cultural areas.
This document summarizes a session on corporate and social entrepreneurship. It discusses the definition of corporate entrepreneurship as the application of entrepreneurial principles within existing organizations. Examples are given of companies that cultivate new ideas internally and allow employees flexibility. Social entrepreneurship is defined as pursuing innovation for social impact. Examples are provided of organizations working in areas like healthcare, poverty reduction, and education. The session concludes with feedback from students on the course.
The document discusses various tools that can be used for web scraping, including WYSIWYG tools like Import.io and Outwit Hub, Google Sheets import functions, and dedicated scraping tools like ScraperWiki and Morph.io. It also mentions Chrome extensions and using functions in Google Sheets like SUM, AVERAGE, and COUNTIF to scrape and analyze data. The document provides an overview of common terminology used for scraping like functions, arguments, parameters, strings, indexes, variables, and documentation.
Este documento describe cómo las tecnologías como Facebook, Miniquest, YouTube, Pipoclub y Google Docs pueden utilizarse para mejorar la comprensión lectora en los estudiantes a través de actividades de adivinanzas. El objetivo es aplicar estas plataformas como recursos para desarrollar las habilidades de lectura y escritura de los estudiantes y favorecer la interacción entre compañeros y maestros.
John Deere wants to advertise to the next generation of potential customers who are now young adults aged 20-35. Many of them grew up with John Deere equipment and there is a desire to both honor family traditions but also gain independence. The ads will focus on the heritage and nostalgia of John Deere, positioning the brand as a piece of home that can be carried anywhere to support people in every direction they take in life. A campaign including print, radio, outdoor and social media ads will showcase where people came from to help them see where they are now.
As a tech startup, Building your core team is THE one, most important, job to accomplish. Learn how it's done, avoid the most common pitfalls, and learn from others' mistakes.
The document summarizes perspectives from several CEOs and HR leaders on what it takes for HR to get a seat at the CEO's strategy table. Key ideas include: understanding the business deeply, contributing directly to business goals, running HR like a business by measuring outcomes and ROI, having a unique strategic opinion backed by data, and managing the "white space" to positively impact interconnected business processes. The CEO of Skinner Nurseries emphasizes that HR needs to offer more strategic ideas beyond job ads when critical business needs arise.
The document discusses talent management and its importance for organizations. It covers topics such as the drivers of talent attraction and retention, defining talented people, key elements and principles of talent management, and benefits of talent management. It also discusses talent management tools, processes, and frameworks.
Moneyball of Leadership: Predictors of High Performance | Next Jump Leadershi...Next Jump
Charlie Kim and Meghan Messenger, Co-CEOs of Next Jump, in a two-part keynote for Next Jump Leadership Academy, April 19-21, 2017.
Slides 1-30 "Coaching Your Organization" by Charlie Kim. https://www.youtube.com/watch?v=OH89weEyDGg
Slides 32-55 "Coaching Yourself" by Meghan Messenger. https://www.youtube.com/watch?v=2oH_fSaAaEY
(14/15) Personal Branding - Entrepreneurshipjoan_tubau
This document discusses various topics related to entrepreneurship and business management. It provides advice from successful entrepreneurs like Steve Jobs, Peter Thiel, and August Turak. Some of the key points summarized are:
- Entrepreneurship is challenging but more accessible now with opportunities to build empires. Execution is important to success.
- Innovation comes in different forms, not just futuristic gadgets, and finding comparative advantages is important.
- Successful companies solve specific problems in a unique way and aim to dominate small markets before expanding. Building a great team and product are essential.
- Startups should test assumptions through experiments and be willing to pivot if things aren't working. The lean startup methodology emphasizes validated learning
Fundraising Strategy - useful tools that really work IoF 2011Simon Burne
This is intended to provide you with a range of tools to apply directly to developing effective strategies that deliver real results. All the tools have been tried and tested and have been proven to work. Not all of them will be right for you but you're guaranteed to come away with some tools that you'll want to use straight away.
Playing to Win – Reenergizing Institutionalized Development - Jeff Schimdt, C...marcus evans Network
This document discusses strategies for reinvigorating institutionalized development organizations by adopting practices from startups. It argues that large companies lose their startup energy over time and provides three "genes" or strategies for change: 1) Creating belief in the vision, 2) Reducing unnecessary processes and documentation, 3) Adopting a development cell structure to increase flexibility, autonomy and responsiveness. The document outlines specific tactics under each gene and provides examples of how they have successfully transformed R&D organizations to become faster, more innovative and output-focused like startups.
The document provides an overview of entrepreneurship education topics including systemic entrepreneurship, social entrepreneurship, characteristics of entrepreneurship, the entrepreneurial process, startups, business models, and funding. Key definitions and concepts are discussed such as using entrepreneurship to address social problems, the importance of vision and mission, common startup myths, and customer discovery. The document also shares tips for entrepreneurs such as focusing on product/market fit and solving customer problems.
The document discusses alternative organizational structures to the traditional hierarchical pyramid structure. It describes Liip, a company with 130 employees and 5 offices that is organized in an agile, self-organized, and non-hierarchical way. Key points of the alternative structure discussed include self-managed teams that are responsible for clients, projects, hiring and developing staff. While autonomy is given, teams still have constraints around monitoring client satisfaction, team morale, and profitability. The document suggests this structure allows for greater employee empowerment, flexibility and meaning in their work.
The document discusses various topics related to leadership including:
1. The key difference between leadership and management is that leadership involves influencing and guiding others while management focuses on maintaining existing systems and structures.
2. Effective leadership requires traits like vision, passion, integrity, trust, and courage. It is also important for leaders to inspire motivation in their teams.
3. Younger generations like Gen X and Gen Y value challenges, opportunities for growth, collaboration, and using the latest technology. Leaders need to adapt their styles to engage these generations.
Culture Summit 2018 - Using Culture to Unlock Your People's Potential WorkshopCulture Summit
This document discusses building a high-performing organizational culture. It begins by defining culture as a set of shared beliefs, values, experiences and ways of being. It then discusses the concept of fixed versus growth mindsets and how a growth mindset leads to higher achievement. Several frameworks are introduced, including the zone of genius/competence and Maslow's hierarchy of needs. The document advocates creating a compelling vision for an ideal culture and implementing rituals and practices like self-reflection, onboarding processes, and team retreats to bring the vision to life. The goal is to transform people into their best selves through a culture of fierce loyalty and high performance.
The document provides advice and guidance for leadership, hiring, and business strategy. It emphasizes the importance of having a clear vision, goals, and plan. Good leaders execute on their goals and recruit experts in different areas to help realize their vision. Leaders should study both successes and failures to learn, and hire people who are stronger in areas where they are weak. The document also provides tips on assessing job candidates, negotiating terms, and using one's time effectively.
My Presentation given to NSA-North Florida last September called: "Getting to the Heart of the Matter" it is my call for all Speakers, Trainers, Facilitators, Consultants and Coaches to figure out how to go deeper not wider!
Transform Organizations by Surfing on a State of Continuous FlowEmiliano Soldi
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Navigating The Labyrinth From Research to Commercialization: Of Cults and Leadership
1. Navigating The Labyrinth From Research
to Commercialization: Of Cults and
Leadership
Richard LeBlanc
Leader | Entrepreneur | Mentor | Investor
2. TODAY’S AGENDA
STATEMENT: Research & commercialization are
startups
QUESTION: Why does research have a poor
commercialization track record?
HINT: Successful startups build a cult with mafioso rules
Leadership skill set and tools
Do small things really well - world class preferably
5. CONTRIANISM (IT ISN’T
FOR EVERYONE)
Nietzsche: “Madness is rare in individuals, but in groups, parties,
nations and ages it is the rule.”
Step 1 = question what we know to be true
Step 2 = find a most contrarian truth
Step 3 = build a cult around that truth
3 effective steps for dealing with
…evolving, uncomfortable reality vs. a stable fantasy…
6. STARTUP THINKING
SHAPES HUMANITY
Vast majority of new tech comes from startups.
Jobs, GDP, wealth, social / political outcomes too.
All great world bettering accomplishments came
from:
Small groups of people
Bounded fanatically by a common sense of
mission
What is a startup? (insert your definition _______)
7. STARTUP THINKING -
PEOPLE
Startup = largest group of people you can convince of a
plan to build a different future
Negative contributors to success
BigOrg very hard to develop new things
Risk averse, slow, metrics about activity, invested
Solo even harder – cannot create an industry
Positive contributors to startup success
#1 strength is new thinking – nimble space to think
Question received wisdom, rethink from scratch
8. THINKING = BUILDING
NEW MENTAL CAPITAL
People + Leadership = Mental Capital
Mental capital is the most valuable asset
you can ever construct
And it doesn’t even show up as an entry
on a balance sheet
What mental capital is missing from your
opportunity in order to advance? 5KH
9. BIG ORG + MENTAL
CAPITAL
People + Leadership = Mental Capital
Mental capital is the most valuable
asset you can ever construct
Asset allocation = CEO differentiator
Not taught in MBA schools
Big problem… not thinking differently
10. DESIGN THE FUTURE –
FROM BEGINNING TEAM
Founding matrimony – date first
Ownership vs Possession vs Control
Board of 3-5-7-9, excess of advisors
Align everything to LTV
60% cash, balance of hurdle bonus + performance vesting equity
CEO has lowest salary, but huge upside
11. BUILD A CULT / MAFIA
Company IS a culture, not has one (existential not possessive)
Mission is manifested in the culture - oxygen
Hire talented people you like, no passengers
Hire on mission and team, nothing else
Each hire = 1 unique thing – no competition or overlap
Startups rot from inside – bad foundation can’t be fixed
Fanaticism about something unique not employment agency
Before the startup ID first 5 key hires (5KH)
13. CULTISH MANTRAS –
PEOPLE CHANTS
Wendy's: "Healthy fast food"
Nike: "Authentic athletic performance"
Walt Disney: “Happiest Place on Earth“
Southwest Airlines: “Lowest cost airline”
Federal Express: “Peace of mind”
http://guykawasaki.com/mantras_versus_/
14. WHY BUILD AN
INTERNAL MANTRA?
Mission statements don’t cut it McKinsey + MBAs
Must be real (based on core mission) not made up words
When seas get rough (and they will)…clarity on
alignment of purpose in 2 ways
What next discretionary action adds VALUE?
What next discretionary action adds NOISE?
15. PART 2 - LEADERSHIP
SKILLS AND TOOLS
Mission statements don’t cut it McKinsey + MBAs
Must be real (based on core mission) not made up words
When seas get rough (and they will)…clarity on
alignment of purpose in 2 ways
What next discretionary action adds VALUE?
What next discretionary action adds NOISE?
16. WHY THIS…?
My vision/dream for you:
Become the best CEO / leader
Surround yourself with the best cult (board, advisors
+ employees)
Use tools safely to maximal impact
Achieve your goals and dream!
17. SIX POINT PLAN
POINT ONE: YOU AS LEADER
POINT TWO: SELECTING YOUR TEAM
POINT THREE: WORKING WITH YOUR TEAM
POINT FOUR: SELECTING ADVISORS
POINT FIVE: WORKING WITH ADVISORS
POINT SIX: NETWORKING
18. YOU THE LEADER
POINT ONE: YOU AS LEADER
POINT TWO: SELECTING YOUR TEAM
POINT THREE: WORKING WITH YOUR TEAM
POINT FOUR: SELECTING ADVISORS
POINT FIVE: WORKING WITH ADVISORS
POINT SIX: NETWORKING
19. THE LEADERSHIP SKILL
SET – 16 SKILLS
Leadership is Art + Science
Leader As “Technician” (3)
Leader As “Engager” (8)
Leader As “Artist / Composer / Navigator” (5)
20. LEADER AS TECHNICIAN
Enables Business to Thrive
1. Finance, Cash Flow, Budgeting
2. Logistics and Operations
3. Understanding the Economic Underpinnings
21. LEADER AS ENGAGER
Internal + External Dialogues to Shape Perceptions
4. Negotiation
5. Communication
6. Media relation
7. Dealing with personnel and labour issues
8. Analysis and policy-making
9. Chairing meetings and briefings
10. Performance review / measurement
11. Public speaking
22. LEADER AS ARTIST /
COMPOSER / NAVIGATOR
Assimilates Skills into a Repeatable Template
12. Balance
13. Vision
14. Judgement
15. Leadership
16. Authenticity (>Integrity)
23. SELECTING YOUR TEAM
Select For Authenticity First
Intellect Second
Passion Third
You can always teach or hire the skills
Trust in your team BUT verify [always]
- David Sokol
24. SELECTING YOUR TEAM
Special Forces only for startups
Exceptionalism matters
Zero room for error
BUILD A GREAT FOUNDATION… or fail
25. WORKING WITH YOUR
TEAM
Select For Authenticity First
Intellect Second
Passion Third
You can always teach the skills
Use leadership style tests and personality assessments
SPECIAL FORCES ONLY FOR STARTUPS = NO ROOM
FOR ERROR = GREAT FOUNDATION
26. WORKING WITH YOUR
TEAM
Three tools you can use:
1. BIG 8 TEAMWORK TRAPS
2. T-BAR
3. ATTILLA THE HUN
4. MICROSCOPIC TRUTH
27. WORKING WITH
YOUR TEAM
BIG 8 TEAMWORK TRAPS:
DO I GIVE OR TAKE? Give first
DEADLINES = Commitments
SECONDARY (hidden) AGENDA
PROCRASTINATION (cover)
SPEAK UP TOO LATE – giddy up
WIDE SCREEN – see 7 valleys over
SWIRL – no drama
DO I SUPPORT? Invest in investable, cull others
28. WORKING WITH
YOUR TEAM
THE “T-BAR” Tool
A way to check in on any issue at any time
on any level of significance
Produces unavoidable conclusion
Produces the real issue
Cannot be faked
29. T-BAR TOOL IN ACTION
My Perception of my
Top 5 Goals for Q1
Your Perception of my
Top 5 Goals for Q1?
One for you
One for your boss / leader / colleague
30. WORKING WITH YOUR
TEAM
WHAT ATTILA THE HUN SAYS ABOUT:
Risk taking and working without all the facts
Promising only what you can deliver and
commit to delivering what you promise
Lucky breaks
Leaders disease
Self-inflicted wounds
………and many other topics!
31. WORKING WITH YOUR
TEAM
We never addressed the real issue, never came to
terms with reality” OR “we never stated our
needs or told each other what we were really
thinking”
Microscopic Truth Method
Two General Ways
Fierce Conversations – good and intense
Fireside Chats – good and casual
32. WORKING WITH YOUR
TEAM
7 Principles of Fierce Conversations
Master the courage to interrogate reality
Make it real
Be here, prepared to be nowhere else
Tackle your toughest challenge today
Obey your instincts
Take responsibility for your emotional wake
Let silence do the heavy lifting
33. SELECTING ADVISORS
Advisory Board
Group of independent people that bring business
management acumen, sector and issue expertise to
help coach the management of a company.
Companies with Advisory Boards (BDC Study)
Annual Sales +24%
Sales per Employee +18%
34. SELECTING ADVISORS
First develop a Personal Advisory Board (PAB)
THEN a Board of Advisors!
Define needed skill set first:
marketing finance
technology negotiator
strategist other?
35. SELECTING ADVISORS
Short list 3 for each skill set
Define the top candidates IN THE WORLD!
Don’t settle for second best
Don’t be too humble
INTERVIEW!
Calculate how FAR they can journey with you (baton race)
36. WORKING WITH
ADVISORS
Certain classics have strong content to consider:
Sun Tzu “The Art of War”
Machiavelli “The Prince” (Virtù + Fortuna)
Virtù is what you can control / achieve great things by
bravery, civic humanism, strength and ruthlessness.
Fortuna is luck + what you cannot control (others)
ADAPTATION = SURVIVAL OF FITTEST
37. NETWORKING
The lost art of networking
Improving the yield from networking
Getting to key people at trade shows or conferences
Self-made woman is a baseless myth
People help people, relationships create success, wealth and
durability
Networking is dangerous – beware!
38. THE FINAL TURN
Doing the Small Things Well
Strategic vs Operational Leadership
The SAS
39. STRATEGIC LEADERSHIP
Leading organizational change
Creating sustainable value for all stakeholders
Analyzing and navigating market ecosystems
Designing and building agile companies
Business model discovery, design and innovation
DO NOW
40. OPERATIONAL
LEADERSHIP
Building excellence in the innovation
Creating customer devotion and retention
Executing with speed, quality, and efficiency (TQM et al)
Strategic partnerships to carry freight
Post-merger integration
DO LATER
41. CULTURE MATTERS
The Only Truly Sustainable Competitive Advantage is Corporate Culture -
George Brandt (Forbes Magazine)
Entrepreneurial culture needs three components:
Mindsets - achievement, individualism, control, focus and optimism
Motivations - self-efficacy, cognitive motivation and tolerance for ambiguity.
Behaviours - confidence, interpersonal skills, social capital and risk
tolerance
Nothing happens without the right kind of LEADER + a united CULT