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What turned good companies into great companies? A research team of 40
people and 5 years of study produced the answer to that question. The first key is
leadership. “Level 5” they call it. The “level 5” leader is the humble, unassuming
guy. He doesn’t care about accolades or recognition. All he cares about is the
long-term success of the business. So he pursues that end with a relentless
determination. This leader will do whatever must be done to be successful. This
“level 5” leader is rarely a charismatic personality and in every case the research
indicated that big egos ruin the chance at lasting greatness. (Save 5 years of
research and just read the Bible to know this is true.) Also in the majority of cases,
the successful leader comes up from the inside, not hired from the outside. The
second key is getting the right people on the bus. It is not a program, a strategy, a
new big plan that turns companies around. It is the right people in the right places.
people and 5 years of study produced the answer to that question. The first key is
leadership. “Level 5” they call it. The “level 5” leader is the humble, unassuming
guy. He doesn’t care about accolades or recognition. All he cares about is the
long-term success of the business. So he pursues that end with a relentless
determination. This leader will do whatever must be done to be successful. This
“level 5” leader is rarely a charismatic personality and in every case the research
indicated that big egos ruin the chance at lasting greatness. (Save 5 years of
research and just read the Bible to know this is true.) Also in the majority of cases,
the successful leader comes up from the inside, not hired from the outside. The
second key is getting the right people on the bus. It is not a program, a strategy, a
new big plan that turns companies around. It is the right people in the right places.
If the wrong people are on the bus, it is incumbent upon the leader to get them off so seats can be filled
with the right people. The “who” question is always more important than the “what” question. Key 3 is
confront the brutal facts. You can’t “be nice.” You can’t worry about feelings. You have to develop a
climate where the truth can be heard. Ask questions. Collins talks about the value of “rigorous debate.”
But in all of the confrontation, don’t lose faith that there are solutions and that you will prevail. Key 4 is
hedgehog concept. Just go with one idea — simplify the complex into one organizing idea. In the
course of figuring out what that is, you must ask two questions: “What can I be the best in the world at?”
“What am I deeply passionate about?” These two questions will help narrow the focus. It is all about
understanding, not bravado. Get the right people together and sort this all out. From this single
organizing principle will come the plan that will carry it out. Discipline is key 5. Like a bull dog on a bone,
you stay on task. You keep your people, your thoughts, and your actions all trained on the goal. It is all
about tenacity, not brilliance. Finally at the tail end of all of this comes technology. You don’t have
technology because you are afraid that you fall behind if you don’t use it. You use technology only as a
means to accelerate your vision. If it will help you accomplish your goals more effectively, then do it.
These truths all carry over into the church. Humble leaders, relentlessly pursuing the organizing
principle of discipleship not for the glory of self, but for the Glory of God. These leaders get the right
people on the bus, and the wrong ones off. They constantly confront the brutal facts, so they can press
on, with rugged determination. In the end, by God’s grace, the church is successful.
with the right people. The “who” question is always more important than the “what” question. Key 3 is
confront the brutal facts. You can’t “be nice.” You can’t worry about feelings. You have to develop a
climate where the truth can be heard. Ask questions. Collins talks about the value of “rigorous debate.”
But in all of the confrontation, don’t lose faith that there are solutions and that you will prevail. Key 4 is
hedgehog concept. Just go with one idea — simplify the complex into one organizing idea. In the
course of figuring out what that is, you must ask two questions: “What can I be the best in the world at?”
“What am I deeply passionate about?” These two questions will help narrow the focus. It is all about
understanding, not bravado. Get the right people together and sort this all out. From this single
organizing principle will come the plan that will carry it out. Discipline is key 5. Like a bull dog on a bone,
you stay on task. You keep your people, your thoughts, and your actions all trained on the goal. It is all
about tenacity, not brilliance. Finally at the tail end of all of this comes technology. You don’t have
technology because you are afraid that you fall behind if you don’t use it. You use technology only as a
means to accelerate your vision. If it will help you accomplish your goals more effectively, then do it.
These truths all carry over into the church. Humble leaders, relentlessly pursuing the organizing
principle of discipleship not for the glory of self, but for the Glory of God. These leaders get the right
people on the bus, and the wrong ones off. They constantly confront the brutal facts, so they can press
on, with rugged determination. In the end, by God’s grace, the church is successful.
| Nov. 17, 2008 |
Good to Great
by Jim Collins
