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Good to great-Talha sifat

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Good to great-Talha sifat

  1. 1. Talha Mohammad Sifatullah
  2. 2. Good is the enemy of great Level 5 leadership First who then what Confront the brutal facts The hedgehog concept A culture of discipline Technology accelerators The flywheel and the doom loop
  3. 3. The good to great companies did not focus principally on what to do to become great; they focused equally on what not to do and what to stop doing.
  4. 4.  Highly capable individual  Contributing team member  Competent manager  Effective leader  Level 5 executive
  5. 5. Personal humility  Demonstrates a compelling modesty, shunning public adulation; never boastful.  Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate.  Channels ambition into the company, not the self; sets up successors for even greater success in the next generation.  Looks out the window, not in the mirror, to apportion credit for the success of the company—to other people, external factors, and good luck.  Creates superb results, a clear catalyst in the transition from good to great.  Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult.  Sets the standard of building an enduring great company; will settle for nothing less.  Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors, or bad luck. Professional will
  6. 6.  The right people don’t need to be tightly managed or fired up.  Great vision without great people is irrelevant.”
  7. 7.  When in doubt don’t hire, keep looking.  When you know you need to make a people change, act.  Put your best people on your biggest opportunities, not on your biggest problems.
  8. 8. “You absolutely cannot make a series of good decisions without first confronting the brutal facts.”
  9. 9.  Lead with questions, not answers.  Engage in dialogue and debate, not coercion.  Conduct autopsies, without blame.  Build “red flag” mechanisms.
  10. 10.  Retain faith that you will prevail in the end, regardless of the difficulties.  AND at the same time confront the most brutal facts of your current reality, whatever they might be.
  11. 11. “Precisely, the Hedgehog concept is a simple, crystalline concept that flows from deep understanding about the intersection of the three circles.”
  12. 12.  What are you the best in the world at?  What drives your economic engine?  What are you deeply passionate about?
  13. 13. Concept is not a goal to be the best, a strategy to be the best, an intention to be the best, a plan to be the best. It is an understanding of what you can be the best at.
  14. 14.  How are we going to finance what we are going to do?  What is our single denominator?  Cash flow per local church offerings.  We create healthy churches, we create healthy cash flow.  People and money flow to VISION!
  15. 15. “We should only do those things that we can get passionate about.”
  16. 16. 1. Build a culture around the idea of freedom and responsibility, within a framework. 2. Fill the culture with self-disciplined people who are willing to go to extreme lengths to fulfill their responsibilities. 3. Don’t confuse a culture of discipline with a tyrannical disciplinarian system. 4. Create a “Stop doing list” and systematically unplug anything extraneous.
  17. 17.  Central point is, when used right, technology becomes an accelerator of momentum, not a creator of it.  Avoid technology fads and bandwagons, become pioneers in the application of carefully selected technologies.  Respond to technology change with thoughtfulness and creativity, driven by compulsion to turn unrealized potential into results.  “Crawl, Walk, Run” can be a very effective approach even during times of rapid and radical technological change
  18. 18. “Step by step, action by action, decision by decision, turn by turn of the flywheel – that adds up to sustained and spectacular results.”
  19. 19.  Misguided use of acquisitions—making deals for the sake of making deals.  “When the going gets tough, we go shopping!”  G2G companies did acquisitions after the Hedgehog Concept and after the flywheel had significant momentum.  Acquisitions are accelerators not creators of flywheel momentum.  Leaders who stop the flywheel—leaders who step in, stop an already spinning flywheel, and throw the organization in entirely different direction.
  20. 20.  Good-to-great transformations never happened in one fell swoop  With persistent pushing . . .  In a consistent direction . . .  Over a long period of time
  21. 21.  Good-to-great companies think differently  Good-to-great companies only use an idea if it fits within their Hedgehog Concept and then become a pioneer in the application of that idea  Idea is only an accelerator of momentum, not a creator of momentum

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