Good to Great Recap

Are You on the Bus?

First off, I would just like to say that this book will be a stocking stuffer for all family, friends and colleagues in the coming year. This book spoke volume to me, hitting on pretty much every frustration I've ever felt at work. Although I have not help leadership roles of great responsibility at some of these jobs, Collin's hits on key elements of a good to great company that may be seen by some individuals (not in managerial roles) and overlooked by others (leaders). A lot of this is due to the role in which a leader chooses to play within an organization... And while some might just be a pawn to "the man upstairs" it still has a large affect on the success an organization has.

I think most of you who have read the first few chapters of Good to Great can agree that it reminds you a lot of The Magic School Bus. The right people on the right bus, in the right seats. Regardless of the adventure you're going on, having those passionate, vested individuals, excited to be there and motivated you end up with a stellar experience. I may also make the disclaimer for those of you unfamiliar with The Magic School Bus, that 100% of the time, the bus, its driver and passengers always end up in a "sticky" situation of the sort. HOWEVER, each episode ends with resolution and eagerness for the next adventure (hurdle, obstacles, the glass is half-full mentality adjective).

Similarly, these good to great companies and their leaders realized that trails and tribulations would arise, but having faith and being rigorous would bring them through it (Collins, 54). One key take away I have taken so far is that discipline is needed. "When in doubt, don't hire - keep looking." is what the right people on the bus, in the right seats, mean. One specific company I have had the privileged to work for and learn from did just the opposite. They were so eager to get more hands on deck; they diluted the team values and flow that existed. In doing so, they lost 80% of their staff in this one department (almost 2 people per month). Rather than cultivating the individuals they had and strengthening them to be great successors, they were undervalued and found were all too happy to get onto the bus where there was a licensed driver and eager passengers. Circuit City is an excellent example of that patience and cultivating an environment where employees cared. Their emphasis on task from start to finish (purchase to delivery) along with the focus on people really allowed them to excel.

Another huge take away I took from Collins in the first chapters was a reminder to be humble. These good to great leaders all had one thing in common. They desire for organization success outweighed their personal need for success and fame.

The Window and the Mirror

Darwin Smith - CEO of Kimberley- Clark, “I never stopped trying to qualify for the job”

Alan Wurtzel - CEO Circuit City- "The first thing that comes to mind is luck... I was lucky to find the right successor." (Collins, 33).

Both of these extraordinary gentlemen looked outward at their success and inwards at the problems. The Window and the Mirror pretty much describes the two kind of people. Ones who look in the mirror when successful and outward for blame. And those who look outward to award the successes and inward for the blame. The good to great all had leaders with humility who looked inward for faults and gave praise, or characterized their success as "luck" despite some phenomenal backgrounds. This for me was perhaps the most important take away so far because it is a reminder that at the end of the day, it is the support of subordinates, peers, and superiors that make the success. And to me, if a genius needs a thousand helpers, he obviously isn't doing something right.