Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins Flashcards Preview

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Flashcards in Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins Deck (290)
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1

Few people attain great lives, in large part because it is just so easy to settle for a good life.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

2

nothing I find more exciting than picking a question that I don’t know the answer to and embarking on a quest for answers.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

3

What did the good-to-great companies share in common that distinguished them from the comparison companies?

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

4

Ten of eleven good-to-great CEOs came from inside the company, whereas the comparison companies tried outside CEOs six times more often.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

5

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.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

6

Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

7

We all have a strength or two in life, and I suppose mine is the ability to take a lump of unorganized information, see patterns, and extract order from the mess—to go from chaos to concept.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

8

the good-to-great leaders seem to have come from Mars. Self-effacing, quiet, reserved, even shy—these leaders are a paradoxical blend of personal humility and professional will. They are more like Lincoln and Socrates than Patton or Caesar.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

9

First Who ... Then What.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

10

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.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

11

A Culture of Discipline.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

12

When you have disciplined people, you don’t need hierarchy. When you have disciplined thought, you don’t need bureaucracy. When you have disciplined action, you don’t need excessive controls.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

13

“The best students are those who never quite believe their professors.”

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

14

You can accomplish anything in life, provided that you do not mind who gets the credit. —HARRY S. TRUMAN

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

15

Smith reflected on his exceptional performance, saying simply, “I never stopped trying to become qualified for the job.”

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

16

Level 5 leader—an individual who blends extreme personal humility with intense professional will.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

17

they were self-effacing individuals who displayed the fierce resolve to do whatever needed to be done to make the company great.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

18

Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company. It’s not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious—but their ambition is first and foremost for the institution, not themselves.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

19

every time we attribute everything to “Leadership,” we’re no different from people in the 1500s. We’re simply admitting our ignorance. Not that we should become leadership atheists (leadership does matter), but every time we throw our hands up in frustration—reverting back to “Well, the answer must be Leadership!”—we prevent ourselves from gaining deeper, more scientific understanding about what makes great companies tick.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

20

HUMILITY + WILL = LEVEL 5

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

21

a key trait of Level 5 leaders: ambition first and foremost for the company and concern for its success rather than for one’s own riches and personal renown.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

22

key point—Gault did not leave behind a company that would be great without him.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

23

Those who worked with or wrote about the good-to-great leaders continually used words like quiet, humble, modest, reserved, shy, gracious, mild-mannered, self-effacing, understated,

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

24

The good-to-great leaders never wanted to become larger-than-life heroes. They never aspired to be put on a pedestal or become unreachable icons. They were seemingly ordinary people quietly producing extraordinary results.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

25

the company would show a leap in performance under a talented yet egocentric leader, only to decline in later years.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

26

Unwavering Resolve ... to Do What Must Be Done

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

27

Level 5 leaders are fanatically driven, infected with an incurable need to produce results. They will sell the mills or fire their brother, if that’s what it takes to make the company great.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

28

Cain didn’t have an inspiring personality to galvanize the company, but he had something much more powerful: inspired standards.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

29

He could not stand mediocrity in any form and was utterly intolerant of anyone who would accept the idea that good is good enough.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

30

The evidence does not support the idea that you need an outside leader to come in and shake up the place to go from good to great.

Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim Collins

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