Good to Great: Why Some Companies Make the Leap - Deepstash

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Good to Great: Why Some Companies Make the Leap

Good to Great: Why Some Companies Make the Leap

by Jim Collins

Level 5 Leadership

Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company. It’s not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious— but their ambition is first and foremost for the institution, not themselves.

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The Key To Greatness: Start with the right people, ask them the right questions, and engage them in vigorous debate.

  • To be ruthless means hacking and cutting, especially in difficult times, or wantonly firing people without any thoughtful consideration.
  • To be

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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. This is one of the key reasons why less charismatic leaders often produce better long-term results than their more charis...

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  • Lead with questions, not answers. Don’t assume you know what’s best.
  • Engage in dialogue and debate, with no coercion.
  • Conduct autopsies and without blame
  • Build “red flag” mechanisms: If you raise your hand with your red flag, the meeting room will stop for you.

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Spending time and energy trying to “motivate” people is a waste of effort. The real question is not, “How do we motivate our people?” If you have the right people, they will be self-motivated. The key is to not de-motivate them. One of the primary ways to de-motivate people is to...

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The Hedgehog Concept

Hedgehog Concept is a simple, crystalline concept that flows from a deep understanding of the intersection of the following three circles:

  1. What you can be the best in the world at (and, equally important, what you cannot be the best in the world at).
  2. What drives your economic e...

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  • The good-to-great companies built a consistent system with clear constraints, but they also gave people freedom and responsibility within the framework of that system.
  • They hired self-disciplined people who didn’t need to be managed, and then managed the system, not ...

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