3. An empirical study
by
Professor Jim Collins
Stanford Business School
“why some company able to make the leap when other
companies in the same industry with the same opportunities
& similar resources did not make the leap?”
Fortune 500 1965 – 1995 : 11 Good to Great Company
4. Comfort zone
Low risk
Following crowd
Maintain status quo
Fear of change
Idealistic but
not realistic
Social
judgement
Chasing one magical moment
pg 27
6. Level 5 Leadership
First Who, Then What
Confront The Brutal Facts
Build up-Breakthrough Flywheel
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
GOOD TO GREAT FLYWHEEL
7. Level 5 Leadership
First Who, Then what
Confront The Brutal Facts
Build up-Breakthrough Flywheel
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
GOOD TO GREAT FLYWHEEL
Personal humility
& professional will
8. Recognize
strengths &
weaknesses
Self
Members
Organization
Empower
Entitlement
Humble & fearless
Beneficial for all & long last
Fame
Emerge from within
Hidden agenda
Improvise
https://www.16personalities.com/free-personality-test
Servant type leadership
LEVEL 5 LEADERSHIP
Discipline of People
Ordinary people, extra-ordinary result
Icon
Good at everything
Status
Blame game
Personal greatness Credit
Awkward shyness
9. PERSPECTIVE
History
• Alexander the
Great
• Abraham
Lincoln
Modern life
• Darwin E. Smith
– Kimberly
Clark (pg 34)
• Syed Mokhtar
Bukhary?
Work?
LEVEL 5 LEADERSHIP
Discipline of People
11. Level 5 Leadership
First Who, Then what
Confront The Brutal Facts
Build up-Breakthrough Flywheel
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
GOOD TO GREAT FLYWHEEL
People first
strategy second
12. Opportunity before problem
FIRST WHO, THEN WHAT
Discipline of People
Having the right team
Character rather skills, knowledge
Best people on biggest opportunity
Best people on managing problem
Right people are the most important asset
13. Level 5 Leadership
First Who, Then What
Confront The Brutal Facts
Build up-Breakthrough Flywheel
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
GOOD TO GREAT FLYWHEEL
Maintaining faith
on organization
& its strategy will
prevail while
facing up to
present realities
14. STOCKDALE PARADOX
• Optimistic & realistic
• Let face it & handle it
• Have faith to survive/ success
• Confront current reality
• Focus on both : what to do & what not to do
• Persevere & a lot of hard work
• Too optimistic or too pessimistic
• Giant failure or giant success
CONFRONT THE BRUTAL FACTS
Discipline of Thought
15. Level 5 Leadership
First Who
Confront The Brutal Facts
Build up=Breakthrough Flywheel
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
Fire Bullets, then Cannonballs
GOOD TO GREAT FLYWHEEL
16. Level 5 Leadership
First Who
Confront The Brutal Facts
Build up=Breakthrough Flywheel
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
Fire Bullets, then Cannonballs
GOOD TO GREAT FLYWHEEL
Level 5 leaders display a powerful mixture of
personal humility and indomitable will.
They're incredibly ambitious, but their
ambition is first and foremost for the cause,
for the organization and its purpose, not
themselves. While Level 5 leaders can come in
many personality packages, they are often
self-effacing, quiet, reserved, and even shy
17. Level 5 Leadership
First Who
Confront The Brutal Facts
Build up=Breakthrough Flywheel
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
Fire Bullets, then Cannonballs
GOOD TO GREAT FLYWHEEL
First Who, Then What—get the right people
on the bus—is a concept developed in the
book Good to Great. Those who build
great organizations make sure they have
the right people on the bus and the right
people in the key seats before they figure
out where to drive the bus. They always
think first about who and then about what.
When facing chaos and uncertainty, and
you cannot possibly predict what's coming
around the corner, your best "strategy" is to
have a busload of people who can adapt
to and perform brilliantly no matter what
comes next. Great vision without great
people is irrelevant.
18. Level 5 Leadership
First Who
Confront The Brutal Facts
Build up=Breakthrough Flywheel
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
Fire Bullets, then Cannonballs
GOOD TO GREAT FLYWHEEL
Confront the Brutal Facts is a concept,
along with its companion concept The
Stockdale Paradox, developed in the
book Good to Great. Productive change
begins when you confront the brutal facts.
Every good-to-great company embraced
what we came to call "The Stockdale
Paradox" you must maintain unwavering
faith that you can and will prevail in the
end, regardless of the difficulties, and at
the same time, have the discipline to
confront the most brutal facts of your
current reality, whatever they might be
19. Level 5 Leadership
First Who
Confront The Brutal Facts
Build up=Breakthrough Flywheel
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
Fire Bullets, then Cannonballs
GOOD TO GREAT FLYWHEEL
No matter how dramatic the end result,
good-to-great transformations never
happen in one fell swoop. In building a
great company or social sector enterprise,
there is no single defining action, no grand
program, no one killer innovation, no
solitary lucky break, no miracle moment.
Rather, the process resembles relentlessly
pushing a giant, heavy flywheel, turn upon
turn, building momentum until a point of
breakthrough, and beyond.
20. Level 5 Leadership
First Who
Confront The Brutal Facts
Build up=Breakthrough Flywheel
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
Fire Bullets, then Cannonballs
GOOD TO GREAT FLYWHEEL
The Hedgehog Concept is developed in
the book Good to Great. A simple,
crystalline concept that flows from deep
understanding about the intersection of
three circles: 1) what you are deeply
passionate about, 2) what you can be the
best in the world at, and 3) what best drives
your economic or resource engine.
Transformations from good to great come
about by a series of good decisions made
consistently with a Hedgehog Concept,
supremely well executed, accumulating
one upon another, over a long period
of time.
21. Level 5 Leadership
First Who
Confront The Brutal Facts
Build up=Breakthrough Flywheel
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
Fire Bullets, then Cannonballs
GOOD TO GREAT FLYWHEEL
The culture of discipline is so strong that
there is little need for bureaucracy and
control. There is no need for forceful
hierarchy. Discipline people will, of
themselves generate great performance.
22. Level 5 Leadership
First Who
Confront The Brutal Facts
Build up=Breakthrough Flywheel
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
Fire Bullets, then Cannonballs
GOOD TO GREAT FLYWHEEL
Good to great organization think differently
about the role of technology as the
primary mean of transformation, yet they
are all pioneers of selected technologies to
enhance performance
23. Level 5 Leadership
First Who
Confront The Brutal Facts
Build up=Breakthrough Flywheel
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
Fire Bullets, then Cannonballs
GOOD TO GREAT FLYWHEEL
First, you fire bullets (low-cost, low-risk, low-
distraction experiments) to figure out what
will work—calibrating your line of sight by
taking small shots. Then, once you have
empirical validation, you fire a cannonball
(concentrating resources into a big bet) on
the calibrated line of sight. Calibrated
cannonballs correlate with outsized results;
uncalibrated cannonballs correlate with
disaster. The ability to turn small proven
ideas (bullets) into huge hits (cannonballs)
counts more than the sheer amount of
pure innovation.
24. WHAT IS A GREAT
ORGANIZATION
SUPERIOR RESULTS
DISTINCTIVE IMPACT
LASTING ENDURANCE
34. Appreciating the strengths and
contributions of other
openness to new ideas and feedback
about one’s performance
Appreciating the strength
DEVELO
P
HUMILITY
Be humble
35. Why it is good
1)Develops relationships with
others
2)Improves your mental health
3)Develops a growth mindset
4)Others will value you more
ASKFO
R
HELP
36. How to take
responsibility
T
AKE
RESPONSIBILITY
1) Stop blaming other people.
2) Stop making excuses.
3)Love yourself.
4) Accept negative emotions as
part of life.
5) Stop complaining.
6) Focus on taking action.
7) Prepare yourself for anything
37. DEVELO
P
DISCIPLIN
Identify where you can improve
Turn these steps into habits
Determine what motivates you
Minimize distractions and temptations
Create daily goals and plans
38. " You need the right people with
you , not the best people"
- Jack Ma -
FINDTHE
RIG
HTPEO
PLE
39. LEADW
ITH
PASSIO
N
" The best leaders not only
inspire us, they develop and
empower us to lead with passion
from whatever position we
currently hold in life"
- Ty Howard -
