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Confront the Brutal Facts Technology Accelerators
Good to Great Flywheel Buildup Breakthrough Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action
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Confront the Brutal Facts Technology Accelerators
Good to Great Flywheel Buildup Breakthrough Level 5 Leadership Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action
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2–Contributing Team Member 1–Highly Capable Individual
Level 5 Leadership 5–Level 5 Executive 4–Effective Leader 3–Competent Manager 2–Contributing Team Member 1–Highly Capable Individual
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2–Contributing Team Member 1–Highly Capable Individual
Level 5 Leadership Leaders who employ a paradoxical mix of personal humility and professional will Set up successors for even greater success Compelling modesty, self-effacing, understated Fanatically driven to produce sustainable results More plow horse than show horse 5–Level 5 Executive 4–Effective Leader 3–Competent Manager 2–Contributing Team Member 1–Highly Capable Individual
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2–Contributing Team Member 1–Highly Capable Individual
Level 5 Leadership 5–Level 5 Executive 4–Effective Leader 3–Competent Manager 2–Contributing Team Member 1–Highly Capable Individual Attribute success to other than themselves Look in mirror and take full responsibility for poor decisions Many people have the potential to evolve into Level 5
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Confront the Brutal Facts Technology Accelerators
Good to Great Flywheel Buildup Breakthrough First Who… Then What Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action
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First Who Then What Leaders began the transformation by first getting the right people on the bus (and the wrong people off the bus). “Who” questions came before “what” decisions - before vision, strategy, organization structure, and tactics.
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First Who Then What Leaders were rigorous, not ruthless in people decisions. Three practical disciplines for being rigorous: When in doubt, don’t hire When you know you need to make a people decision, act Put your best people on your best opportunities, not biggest problems
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First Who Then What Management teams debate vigorously to find best answers, yet unify behind decisions. “Right” person has more to do with character traits and innate capabilities than with knowledge, background, or skills.
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Confront the Brutal Facts Technology Accelerators
Good to Great Flywheel Buildup Breakthrough Confront the Brutal Facts Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action
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Confront the Brutal Facts
Setting off on the path to greatness requires confronting the brutal facts of current reality. Must create a culture wherein people have a tremendous opportunity to be heard and, ultimately, for the truth to be heard.
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Confront the Brutal Facts
Lead with questions, not answers Engage in dialogue and debate, not coercion Conduct autopsies, without blame Build red flag mechanisms where information cannot be ignored Four basic practices:
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Confront the Brutal Facts
Stockdale Paradox: Retain absolute faith that you can and will prevail in the end, AND at the same time confront the most brutal facts of your current reality, whatever they might be.
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Confront the Brutal Facts Technology Accelerators
Good to Great Flywheel Buildup Breakthrough Hedgehog Concept Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action
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Hedgehog Concept Hedgehogs simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything. Hedgehogs see what is essential, and ignore the rest.
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Hedgehog Concept The Hedgehog Concept is a deep understanding of three intersecting circles translated into a simple, crystalline concept: What you are deeply passionate about What you can be best in the world at What drives your economic engine
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Hedgehog Concept Simplicity within the three circles
What you are deeply passionate about Simplicity within the three circles What you can be the best in the world at What drives your economic engine
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Hedgehog Concept Getting the Hedgehog Concept takes an average of four years. It is an iterative process by The Council: The right people Engaged in vigorous dialogue and debate Infused with the brutal facts Guided by questions formed by the three circles
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All Guided by the Three Circles
Hedgehog Concept All Guided by the Three Circles An Iterative Process Ask Questions The Council Dialogue & Debate Autopsies & Analysis Executive Decisions
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Confront the Brutal Facts Technology Accelerators
Good to Great Flywheel Buildup Breakthrough Culture of Discipline Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action
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Culture of Discipline Getting disciplined people who engage in disciplined thought and who then take disciplined action, fanatically consistent with three circles People who “rinse their cottage cheese” Not about a tyrant who disciplines
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Culture of Discipline Involves a duality.
Requires people who adhere to a consistent system. Gives people freedom and responsibility within framework of that system.
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Culture of Discipline Includes willingness to shun opportunities that fall outside the three circles. Budgeting is to decide which arenas fit Hedgehog Concept and should be fully funded and which should not be funded at all. “Stop doing” lists are more important than “to do” lists. “Anything that does not fit with our Hedgehog Concept, we will not do.”
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Confront the Brutal Facts Technology Accelerators
Good to Great Flywheel Buildup Breakthrough Technology Accelerators Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action
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Technology Accelerators
Good-to-greats avoid technology fads and bandwagons. Yet they often become pioneers in the application of carefully selected technologies. Does it fit directly with your Hedgehog Concept? Good-to-greats used technology as an accelerator of momentum, not a creator of it.
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Technology Accelerators
Technology by itself is never a root cause of either greatness or decline. “Crawl, walk, run” can be a very effective approach, even during times of rapid and radical technological change.
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Confront the Brutal Facts Technology Accelerations
Good to Great Flywheel Buildup Breakthrough Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerations Disciplined People Disciplined Thought Disciplined Action Flywheel
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The Flywheel Good-to-great transformations never happened in one fell swoop. There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment. Instead they followed a predictable pattern of buildup and breakthrough. Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but . . .
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The Flywheel With persistent pushing . . .
In a consistent direction . . . Over a long period of time . . . The flywheel builds momentum . . . Eventually hitting a point of breakthrough. In good-to-great companies problems of commitment, alignment, motivation, and change largely take care of themselves. Alignment follows from results and momentum, not the other way around.
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Confront the Brutal Facts Technology Accelerators
Good to Great Flywheel Buildup Breakthrough Level 5 Leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action
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