GOOD TO GREAT
According to the author of “Built to Last”, Good to Great outlines a representation for rotating a high-quality, regular or even ordinary corporation into a grand one. The book includes a helpful illustration that brings all the presumption collectively in a significant and unforgettable manner. By bringing mutually disciplined individuals, using restricted thought and action companies can makeup and penetrate the barrier that seize them from getting to greatness. The author, Jim Collins and his explore team put together collectively a roll of “good to great” organizations and compared them to the “contrast companies” in order to verify what distinguish the leaders from the rest.
DISCIPLINED PEOPLE: Level 5 Leadership
It might
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It’s not as if these things aren’t essential, but it becomes tougher to educate if the character won’t agree with it. If the right people are hired, and enjoy functioning collectively, they would just get pleasure from being on the bus and enjoy living more and it feels less like labor
Three handy discipline for being accurate in people decisions were discovered
• When in uncertainty, don’t employ—just keep looking.
• When you know an individual change is needed. First, make sure you don’t have somebody in a mistaken seat.
• Put your top individuals on your largest chances and not your largest troubles. Even if you get rid of off your troubles, don’t get rid of your most excellent people.
DISCIPLINED THOUGHT: Confront the Brutal Facts (Yet Never Lose Faith)
Through being sincere concerning rough situations and agreeing to conditions with the actuality of a circumstance, the most understandable and rational way out will often come out itself. When the vicious facts of situations are acknowledged the way out often become clear. There is a distinction between having a say and being heard:
Guide with questions, not answers.
Engage in conversation and argue. Not intimidation.
Put together a ‘red flag’
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A hedgehog Concept is not an objective to be the greatest, a plan or approach to be the best. It is the knowledge of what you can be the very best at. And the difference is totally essential. You really don’t have to begin by being the top at it. You only need to realize what you possibly will be the best at.
What drives your economic engine (profit?): If you were to pick only one proportion: revenue per z to methodically grow over time, what z would have the utmost and most maintainable effect on your economic engine? Example: Swapping from income per stock to income per consumer. You could possibly raise income per stock by decreasing supplies and purchasing discounted places. This would not be maintainable.
What you’re passionate about: This simply means follow your desire and you will under no circumstances have to labor a day in your life. The coming together of this is the “hedgehog concept” visibly and basically well defined.
DISCIPLINED ACTION: A Culture of
Good Afternoon Ms. McCafferty, I made this appointment because I passionately believe that the book, Life is so good written by George Dawson and Richard Glaubman should be on the Carey booklist for Year 9 students. Life is so good is a magnificent part biography, part autobiography of a 103 year old black man named George Dawson who went to school to learn to read and write when he was 98 years old.
The story, “Good Country People,” by Flannery O’Connor, is a third person limited narration which means the reader can only look into the mind of only a few of the characters. Those characters are Mrs. Hopewell and Hulga, or Joy. Schmoop discusses a deeper understanding about the narrator of the story.
In Jim Collins book Good to Great, we explore the notion of being rigorous, not ruthless. “To be ruthless means hacking and cutting, especially in difficult times, or wantonly firing people without any thoughtful consideration.” (GTG, p. 52) In stark contrast, rigorous companies are no walk in the park, but the difference between the two styles is night and day. Rigorous companies adopt a top down approach when it comes to hiring management. There is an old saying that says a “fish rots from the head down.” This is analogous to a business hiring the wrong leadership and the business failing as a result of the poor hiring decisions in leadership. I think that successful companies, especially moving forward will
...om an unbiased perspective, engage in self-discovery, listen from a stance of genuine curiosity, ask questions, and pay attention to feelings. Finally, with consideration for both perspectives, we can begin problem solving. The authors of Difficult Conversations suggest working toward a productive, learning conversation, and they offer realistic advice on obtaining this objective. I am glad that I had the opportunity, and that I took the time, to read this book. It has empowered me to tackle difficult conversations with confidence, and it has changed my approach to problem solving.
Heroes and leaders have long had a popular following in literature and in our own imaginations. From Odysseus in ancient Grecian times to May Parker in Spider-man Two, who states, “We need a hero, courageous sacrificing people, setting examples for all of us. I believe there’s a hero in all of us, that keeps us honest, gives us strength, makes us noble” (Raimi, 2004). Organizations need heroes, too. We call them organizational leaders. The study of organizational leadership, then, is really the study of what makes a person a successful hero. Or, what processes, constructs, traits, and dynamics embody the image of a successful leader.
Dr. Sutton highlights what it takes to be a good boss. People that work for a good boss are 20 percent less likely to have a heart attack (Sutton, 2010). Dr. Sutton wrote that teams with stronger leaders cost the company less money and achieved their work better (Sutton, 2010). Engagement and performance of employees were based upon their direct boss and not if the company was good or bad (Sutton, 2010). Most bad bosses have employees who have check-out: actively disengaged, and undermine their co-workers accomplishments. Managers have to find the balance between performance and humanity to be successful. Performance is about doing everything possible to help followers do great work; while humanity is about employees experiencing dignity and pride. Treating managerial work as an endurance race instead of a sprint race with small wins will lead one to becoming a good boss called grit by Sutton. Sutton believes that good bosses walk a constructive line between being assertive and not assertive enough with guidance, wisdom, and feedback that he called Lasorda’s law (Sutton, 2010).
Even though, a person likes to think they are in control, life will show them they are in less control than thought they were. In Flannery O’Connor’s “Good Country People,” the character Hulga is a person that wants to maintain control in every aspect of her life good or bad. To Hulga it seems she is in constant control of her surroundings and her life. However, she does not have control that she thinks has.
The book “The Leadership Pipeline How to Build the Leadership Powered Company”, discusses the need to establish clearly defined passages from the individual contributor to the Enterprise Manager. In the first section of the book we review the characteristics needed to succeed as a Group Manager. These characteristics are all built on efficacious passage from the previous level of manager. If an individual was not fully proficient and had not made the transition from one level to the next he or she will clog the leadership pipeline and will prevent effective management, both above the clog and below the clog.
Good to Great: Responding to Change. I think that Jim Collins' book is essential for future entrepreneurs, managers, and leaders in the Philippines. The tips given by the author are useful in the dynamic, ever-changing, and constantly fluctuating business environment of the Philippines. Jim Collins described the kind of leader who can address these changes as a Level 5 leader "a paradoxical blend of personal humility and professional will." The Level 5 leader is not the "corporate savior" or "turnaround expert". Most of the CEOs of the Good To Great companies as they made the transition were company insiders. They were more concerned about what they could "build, create and contribute" than what they could "get - fame, fortune, adulation, power, whatever". No Ken Lay of Enron or Carly Fiorina of HP, the larger-than-life CEO, led a Good To Great company. This kind of executive is "concerned more with their own reputation for personal greatness" than they are with "setting the company up for success in the next generation". Transformations from Good to Great start when a company finds a CEO who is humble but iron-willed, and who is ambitious for the company, not necessarily for himself or herself.
In Good to Great, Jim Collins discusses major key points companies have used to go from a good company to a great one. He did this by discussing seven characteristics companies should listen and absorb to transition from being good to becoming great. These characteristics included: level 5 leadership, first who…then what, confront the brutal facts, the hedgehog concept, a culture of discipline and the flywheel. Companies who can approach these successfully are the ones who enable themselves to separate from other competing companies. Furthermore, the statement Jim Collins said, which caught my attention immediately, was not in these seven characteristics, but in the first chapter of the book. He stated, “Good is the enemy of great.” This sentence consisting of six words I believed was most powerful throughout the book. Having said this, he discusses how typically companies are satisfied with just good, good is good, no one ever tries to take another step to try and become great. While this book is discussing businesses, it also applies to everyday life; am I doing everything to be great, or am I too just satisfied with good? Reflecting back on past work, school and overall experiences, it came to my attention not all the time did I try and be great, for I was content with good, good was good for me. I never took an extra stride to try and become great at what I was doing. Chapter 1, I felt to be the most influential, it truly grasped my attention and made me think to never settle for just good because someone else out there is taking extra steps to be great. Moreover, while all the characteristics have a significant meaning in the text and assist one another in transitioning companies from good to great, the Hedgehog Concept is on...
This paper focuses on conflict resolution and how it works for almost any disagreement. Throughout our lives, we are offered plenty of opportunities for negotiation, whether it’s between parents and children, co-workers, or friends. This means that you probably already have a variety of strategies for resolving small conflicts. But for more serious conflicts, and conflicts between groups instead of individuals, you may need more skills. “Conflict resolution skills are
Throughout history, countless situations involving conflict have arisen. In conflict, there is always a way out, whether it appears right away, or long after it has started. It can be effortless or stressful no matter what the situation. The problem does not have to be great, like war between nations, it could be as simple as a dispute between a classmate or coworker. People can best respond to any type of conflict through acts of peace and having a positive attitude, as well as being courageous and standing up for others.
Take action to resolve conflicts either directly, where a positive outcome can be immediately achieved, or by referral to appropriate
CEO Johnston also has plans to bolster the company’s leadership with the best minds available and also use motivational techniques to invigorate his employees. These ideas show the character of the CEO in enhancing productivity from his work force.
... even more so when you are standing alone. I know that I would never want to be in Matt’s place, no matter what the situation. Therefore, I will never force someone else into a situation like Matt’s. There is always a way to avoid conflict. I know that before you can calmly correct someone or try to assist them, you must have a strong relationship with them. Even though you might not agree with the way someone is living, you must get to know them before you state your own opinion. They have to let you in or they will feel pressured and uncomfortable with you. I will also take caution in the way I speak to them: tone and choice of words makes all the difference. From last year’s thanksgiving, I learned much more than expected. From the point forward, I have promised to walk a mile in another person’s shoes and then take a second mile with them before I open my mouth.