1. Resources:
Good to Great: Why Some Companies Make the Leap and Others Don’t, Jim Collins
The Change Masters: Innovation for Productivity in the American Corporation, Rosabeth Moss Kanter

2. Good to Great Must-Haves
Core Ideology
Level Five Leaders
Building Blocks for Change
Changes and Your Members
-your purpose statement taken even farther, helps guide the organization
-a must have for great organizations—great organizations have the ability to cultivate and develop level 5 leaders
-an understanding of how to handle change is key—great leaders should be educated problem solvers
-how to respect your members when changes occur

3. Creating a Core Ideology
What is it?
A guiding philosophy that consists of a core purpose and core values that provides continuity and stability for an organization.
Core purpose—fundamental reason for being
Core values—essential and enduring tenets
Good leaders will preserve the core and stimulate progress.
If the purpose is the “what” then the values are the “how”
Southwestern's Core Purpose:
Fostering a liberal arts community whose values and actions encourage contributions toward the well-being of humanity.
Southwestern's Core Values:
Promoting lifelong learning and a passion for intellectual and personal growth.
Fostering diverse perspectives.
Being true to oneself and others.
Respecting the worth and dignity of persons.
Encouraging activism in the pursuit of justice and the common good.

4. Level 5 Leadership What is it?
Someone who embodies a paradoxical mix of personal humility and professional will.
Modest (personal humility)
Ambitious towards organization’s success (personal humility)
Driven (professional will)
Visionaries (professional will)
Shares successes with others and takes responsibility for mistakes (personal humility/professional will)
humility=humble  not arrogant or proud
Will=desire or capability, determination or persistence
All traits which put the betterment of the group first

5. A commitment to and vigorous pursuit of a clear and compelling vision.
Level 5 Hierarchy
Level LEVEL 5 EXECUTIVE
Blends enduring greatness through a blend of personal humility and professional will.
Level 4 EFFECTIVE LEADER
A commitment to and vigorous pursuit of a clear and compelling vision.
Level 3 COMPETENT LEADER
Organizes people and resources toward the effective and efficient pursuit of objectives
Level 2 CONTRIBUTING TEAM MEMBER
Contributes individual capabilities to the achievement of group objectives; works well with others
Level 1 HIGHLY CAPABLE INDIVIDUAL
Makes productive contributions through talent, knowledge, skills and good work habits
Level 5 leaders embody all of the levels of the hierarchy.
Don’t need to move in sequence from bottom to top, lower traits can be developed later.
Where do you think you are on the hierarchy? You should reevaluate your progress regularly and think of what you need to work on to continue to move upwards.

6. The Genius of AND What is it?
The ability to embrace both extremes on a number of dimensions at the same time.
Instead of choosing between A or B, find a way to have both A and B.
Continuity and change
Freedom and responsibility
-still requires that a decision be made, not an “out”
-for some organizations this means a shift in your way of thinking
-not a middle ground but the best of both worlds

7. Clock Building, Not Time Telling
What is it?
Build an organization that can endure and adapt through multiple generations of leaders or an organization that can “tick” along without a specific leader
Time Telling—Having a great idea or being a charismatic visionary
Clock Building—Building an organization that can prosper far beyond the presence of any single leader and through multiple life cycles.
RESPOND don’t REACT
-time tellers are in-the-moment problem solvers, you don’t want to be in reactive mode
-clock builders are visionaries, planners, people who anticipate problems and have a plan in place to respond

8. Building Blocks for Change
What are they?
Forces for guiding productive change
Changes, usually smaller ones that culminate in one larger “block,” that help an organization increase its capacity to meet new challenges.
Small disruptions or problems that require action be taken
-building blocks can be looked at just as they sound, blocks to build on, respond to, in the order that they are laid out—A leads to B leads to C etc.

9. Building Blocks for Change
Departures from Tradition
Prove the organization’s capacity to take productive action
Usually a product of small level deviations from traditional organization expectations
Crisis or Galvanizing Event
An external event that requires a response or a shift in procedure
Departure from tradition: internal experiences, often random or chance occurrences, variations on procedure that lead to a “new” way of doing
Crisis: may require a non-traditional response

10. Building Blocks for Change
Strategic Decisions
Deliberate and conscious articulation of direction
Important to allow continual creative ideas to flow while still implementing strategic decisions
Individual Movers
A key individual who is committed to pushing through the change
Communicate strategic decisions forcefully and often to make their points clear
Strategic decisions: require that leaders work together in order to make progress, momentum and input are key, help set into motion the next major forces (blocks) of change
The group should be allowed to think creatively as a part of the decision making process, but the organization leaders need to stay focused on strategy
Individual movers: are motivators, not just task masters; are enthusiastic and informed, are often the “face” of the change, important that these leaders are supported by all of the leaders to encourage buy-in from organization members

11. Building Blocks for Change
Action Vehicles
Actual procedures or structures that incorporate new policies into the organization’s daily operation
Embody the change and create momentum towards regular procedure, not a new idea
Lead to shifts in thought from a “new” policy to “the way we do things”
Written or contractual items, accountability procedures to measure effectiveness of changes

12. Things Members Require for Change
Reasons for change.
That leaders have…
considered the impact of these changes.
understand that changes can result in loss of certain things.
That members have been consulted for input.
That changes are not concrete and will be reconsidered as necessary
That the changes are necessary.

13. GOOD is the enemy of GREAT! Parting Thought…
Don’t settle for good when you can be great