The three circles Jim encourages you gpa to ask yourself the following three questions; What can you be the best in the world at? What drives your economic engine? What are you passionate about? If you can find the intercepting link between these three questions, youll have the answer. Collins outlines a few key things to think about when asking these questions: you have to have a real understanding of the business and what you can potentially be the best. And you have to stick. You may not be the best at the beginning but have the ability to see the potential in your business, that you will be the best eventually.
For example; Walgreens simply be the best, most convenient drugstores, with high profit per customer visit. That's the breakthrough strategy that Walgreens used review to beat Intel, ge, coca-cola, and Merck. Collins explains that great companies base their strategies on what Collins considers to be a deep understanding of the three key dimensions. Collins has come to describe these as the three circles. Great companies take this understanding and outline a clear and simple concept that is easy to digest and adopt. This single concept can guide their efforts. Alas, the hedgehog concept.
On the one hand, leaders stoically accepted the brutal facts of reality. On the other hand, they maintained an unwavering faith in the endgame, and a commitment to prevail as a great company despite the brutal facts. We came to call this duality the Stockdale paradox. The hedgehog Paradox The hedgehog concept is a model for defining your companies strategy in the simplest of terms. Well because hedgehogs as a species actively simplify the complex world into a single idea/principle/concept. By doing this they create a basic outlook on the world rather than having a multi-faceted and confusion perception. In short, collins explains that hedgehogs see only the essential and ignore the non-essential.
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You have to accept reality in order to truly be able to tackle these challenges. Living in an alternate world where bad things dont happen isnt actually going to do you any good long time. When being realistic, the solution will more often than not present itself as obvious and logical. Here are some of Collins tips for dealing with tough situations Remember, as a leader, engage your workers love with questions instead of answers. Use debate and conversation as the first tools, never coercion. Remember that everyone is entitled to not only having their say but also being heard.
Make sure you truly listen and engage with everyones opinions. Never place blame, you can writer de-construct a problem without shoving someone under the bus. Build red flag mechanisms. Dont give people false hope, this only demotivates them. As long as your people are right for the job, they will be motivated to solve the problems.
You will find that the right people enjoy work, they work together seamlessly and work doesnt feel as hard. If you focus on the who first, it's easier to change direction later because these people are on the bus because of who else is on the bus. If you focus on the what, then people focus on the direction the bus is going and it becomes harder to change direction later. Here are a few of Collins top tips for hiring; look for a good character over good skills and education. You cant teach character but you can provide education and training.
If you have any doubts, dont hire the person. Follow your instincts on this. If you find that you have the wrong set of people, act fast and change this. Do it sooner rather than later. The people that do the best work, have them working where the opportunities are rather than where the problems are. Use them for development and progression rather than damage control. This is where they are the most beneficial. Good-to-great management teams consist of people who debate vigorously in search of the best answers, yet who unify behind decisions, regardless of parochial interests. Disciplined thought be realistic but never lose hope collins emphasises the importance of being brutally honest when facing a tough situation.
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These level 5 leaders are the first ones to give credit to someone else, they acknowledge the team and the work they put in, always. And when things go wrong, they accept responsibility, they never use bad luck as an excuse. Collins explains that the very first point of call when getting a great company going, is focusing on having the right people on board. Rather than having a vision, then getting people to work towards the said vision. Ensure improve that the people you have on board are complementary and reflect the companies motives. Then together, you can define the vision. Collins explains it well with a bus metaphor; look, i don't really know where we should take this bus. But i know this much: If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then we'll figure out how to take it someplace great. Collins identifies the reason this way is easier, is because its a lot easier to motivate the right people, less management will be involved.
think, collins explains that not all leaders behind the great companies are well-known or high-profile. In fact, collins has outlined characteristics most commonly found amongst the successful leaders. Are modest and humble, set others up for the successes and the wins, focus on other peoples successes more than their own. Have unwavering resolve, care more about the company than their own profile. Their ambition remains within the company and its goals, not about their own personal progression. They have what Collins describes as a ferocious resolve, an almost stoic determination to do whatever needs to be done to make the company great. Collins calls these people the level 5 leaders: An individual who blends extreme personal humility with intense professional will.
The author, jim Collins has put together a list of companies that went from good to great and compares this to what he considers to be mediocre companies. This helps to identify what separates the elite from the rest. Whether advantages you own a business or work for someone this book is full of helpful insights that will help you change the way you and others around you work. About the author, jim Collins, author of built to last considers himself both a student and teacher of leadership. He has performed endless hours of research into companies and leaders aiming to understand exactly what separates the best from the rest. With 6 books under his belt he has sold more than 10 million copies worldwide, this book, good to Great became a 1 bestseller. In this summary, collins outlines a model for turning a good, average or even a mediocre company into a great one.
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From the author of built to last, good to Great outlines a model for turning a good, average or even mediocre company into a great one. The book includes a useful model which brings all the theory together in a meaningful and memorable way. By bringing together disciplined people, using disciplined thought and disciplined action companies can build up and break through the barriers that hold them back from greatness. The author, jim Collins, and his research team put together a list of good to great companies which were compared to the comparison companies in order to determine what separates the elite from the rest. Download the good to great, summary, pdf for free! Contents, introduction, who is this book for? This book is perfect for anyone running or working in a company. It will highlight what it is that makes a company good and will show you mom ways to make it even better.