The kind of commitment I find among the best performers across virtually every field is a single-minded passion for what they do, an unwavering desire for excellence in the way they think and the way they work. Genuine confidence is what launches you out of bed in the morning, and through your day with a spring in your step. —Jim Collins
What does Great Leadership Look Like?
It looks for WHO then WHAT
Chapter 3: First Who, Then What
The next factor that Collins identifies as part of the Good to Great process is the nature of the leadership team. Specifically, Collins advances the concept that the process of securing high-quality, high-talent individuals with Level 5 leadership abilities must be undertaken before an overarching strategy can be developed. With the right people in the right positions, Collins contends that many of the management problems that plague companies and sap valuable resources will automatically dissipate. As such, he argues, firms seeking to make the Good to Great transition may find it worthwhile to expend extra energy and time on personnel searches and decision-making.
Collins also underscores the importance of maintaining rigorousness in all personnel decisions. He recommends moving potentially failing employees and managers to new positions, but not hesitating to remove personnel who are not actively contributing. He also recommends that hiring should be delayed until an absolutely suitable candidate has been identified. Hewing to both of these guidelines, Collins claims, will likely save time, effort, and resources in the long-term.
Focusing on getting the right people…
• Those who are productively neurotic
• Those who are self-motivated and self-disciplined
• Those who wake up every day, compulsively driven to do the best they can because it is simply part of their DNA
Collins uses the imagery of a Bus. What kind of Bus? It does not matter; what does matter is that the Bus has seats or what Collins contends: roles and in order for a company to move from Good to Great – the seats on the Bus must be filled with the right people fulfilling the right roles.
Great companies focus on:
• Who first then on What
• Getting the right people on the bus
• Getting the wrong people off the bus
• Getting the right people into the right seats on the bus
• Building pockets of greatness without executive power, even in the middle of the organization
• Utilizing rigorous early assessments ensuring fit to company and job description
Is your team:
• Neurotic about being productive?
• Self-motivated and self-disciplined?
• Compulsively driven to do the best they can because it is simply part of their DNA?
• Motivated regardless of resources?
• How might you tell if someone is the right person on the bus?
• How might you tell if someone is simply in the wrong seat as distinct from being the wrong person on the bus entirely?
• Think of a case where you had doubts, but you hired anyway. What was the outcome? Why did you hire anyway, and what did you learn from the situation?
• If compensation is not the primary driver for the right people on the bus, then what are the primary elements in getting and keeping the right people on the bus? What role does compensation play?
1. Buy the book and read it
2. Reach out to us and let’s see how we can help you
3. Don’t settle for Good when you can have Great
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