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Good to Great
There is a difference between a good company and a great company. There is a difference between long-term mediocrity and long-term superiority. The reason why most companies never become great is because they limit themselves to just being good. Good is the enemy of great. There are certain criteria that great companies share that helped them make the rare transition from solid to outstanding performance. All great companies will always have the right group of people to get the job done, a clear sense of thought as to what is expected and what goals are attainable, and the right process scheme as to how their objectives will be met and fulfilled.
Great companies first focus on choosing people who will benefit the company in the short run and in the long run. They focus on getting the right people on the team while getting the wrong people off before setting up the platform as to where the company will move towards. The right people are those who don't need to be tightly managed or persuaded in order for them to perform at the best of their abilities. They are self-motivated and willing to give their best work to create or be part of something important. When choosing the right person, great companies look not only for specific knowledge and skill, but also evaluate the innate capabilities, values, and traits of the person. Choosing the right people is also applicable at the higher level positions of a great company. The leaders of these great companies are not focused on the celebrity aspect of their position, but rather are incredibly humble and totally dedicated to developing excellence in their organization. They credit success to factors other than themselves and take the blame when things go wrong. Great leaders also have a unique way to deal with their employees. They create a legitimate and personal relationship with their employees that results in employee awareness of when they are being an asset to the company or when they are not performing to standards. Leaders must not hesitate to deal with low performers and take whatever means necessary to ensure that only high performing people are involved in reaching the goals of the company. In essence, a leader's way of promoting hard work, communicating high expectations, and serving as a source of drive and inspiration contributes to the overall success of any great company.
Companies that are in the process of going from good to great must first confront the brutal facts of their current situation.
In Jim Collins book Good to Great, we explore the notion of being rigorous, not ruthless. “To be ruthless means hacking and cutting, especially in difficult times, or wantonly firing people without any thoughtful consideration.” (GTG, p. 52) In stark contrast, rigorous companies are no walk in the park, but the difference between the two styles is night and day. Rigorous companies adopt a top down approach when it comes to hiring management. There is an old saying that says a “fish rots from the head down.” This is analogous to a business hiring the wrong leadership and the business failing as a result of the poor hiring decisions in leadership. I think that successful companies, especially moving forward will
In business, the mantra that success comes to those who can recover from setbacks is widespread all over the world. One of the organizations that poignantly illustrate this element is Costco. Costco is a warehouse firm that was founded in 1976 in San Diego. Although many people may envy the company as its owners enjoy huge success in the warehouse and retail industry, what the majority of individuals do not know is that in the first year of operations, Costco lost $750, 000, but after 3 years, the company had $1miilion in profit, 900 employees, and 200000 members. This shows that in business, the strategy can be the difference between success and failure. This essay describes how Costco has undergone evolutionary changes from its inception
According to Dr. Karlene Kerfoot, “research tells us that the leadership traits of the person in charge work either as a magnet to attract, retain, and inspire or as a force that repels” (Kerfoot 2006, p. 25) and in support of this statement she makes reference to the fact that many persons go to work for a specific company with enthusiasm and eagerness and ultimately leave disappointed because of the management. “People are generally hungry for personalized leadership that speaks to their hearts”, says Dr.Kerfoot and this type of leadership motivates them to accomplish task and complete projects they deem difficult or impossible (Kerfoot 2006, p. 25)
...r whole effort into it and they give above and beyond because they want the result to be good for results matter. The leader generates work that meet commitment and generate results that surpass and go above and beyond the normal requirement (Lord & Maher, 1991).
From the moment the balance between corporate control and diversification goals gets disrupted, the company better redraws its corporate scope or at least parts of it.
No company that falls behind the competition is guilty of standing completely still. But sometimes our efforts fail because of the level of commitment to change.
the road to success. As long as the company is able to at least break
Jim Collins and his research team have done a wonderful job identifying what it takes for a company to go from good to great. I found this book to be extremely interesting and would like to share several of my thoughts.
In Good to Great, Jim Collins discusses major key points companies have used to go from a good company to a great one. He did this by discussing seven characteristics companies should listen and absorb to transition from being good to becoming great. These characteristics included: level 5 leadership, first who…then what, confront the brutal facts, the hedgehog concept, a culture of discipline and the flywheel. Companies who can approach these successfully are the ones who enable themselves to separate from other competing companies. Furthermore, the statement Jim Collins said, which caught my attention immediately, was not in these seven characteristics, but in the first chapter of the book.
Leaders lead. They lead by example, by demonstrating and living out organizational values, and by being seen. A good leader will never ask a teammate to do something they are not willing to do. Leaders also clearly understand the central purpose of their organization and ensure it is crystal clear to every member of the team...and they are relentless in pursuing it.
A company that can experience cumulative returns three times more than the market for a period of fifteen years should be considered a great company. It was very interesting to read the research results of a level 5 leader. A Level 5 leader shuns accolades and praise, instead giving credit to others involved. They do the opposite when things go bad, taking responsibility instead of blaming others. Their main concern is for the organization, not themselves.
According to the author of “Built to Last”, Good to Great outlines a representation for rotating a high-quality, regular or even ordinary corporation into a grand one. The book includes a helpful illustration that brings all the presumption collectively in a significant and unforgettable manner. By bringing mutually disciplined individuals, using restricted thought and action companies can makeup and penetrate the barrier that seize them from getting to greatness. The author, Jim Collins and his explore team put together collectively a roll of “good to great” organizations and compared them to the “contrast companies” in order to verify what distinguish the leaders from the rest.
This form of company relies heavily on accurate communication which has so far in this case proven effective. Who knows where the future will take this organization, but it seems to always be one step ahead of change.
When seeking a potential long term employer I think that I would be most concerned with finding one that both cares about the company and the employees. An ideal employer to me would not only be concerned about the well being of the company; are they making the right choices, will the company remain strong, but also the well being of the employees; is the work load too heavy, are they right for the job, and so on. I look at both these viewpoints due to the fact that I think that the company and the employees are the two most important pieces of a company. Good employees without a well running company would be able to accomplish nothing, and a good company without hardworking employees will go nowhere.
Leadership, without doubt, is a significantly important function of management. It helps to aggrandize efficiency and to fulfil an organization’s goals. Leadership is the ability of a manager to induce the subordinates to work with confidence, determination, courage and zeal. It is also defined as ability to influence a group towards the realization of a goal. Leaders should have the capability of developing future visions, and to drive the organizational members to want to attain the visions. This paper states my points in which I duly believe, justifies the importance of an outstanding leader in any organization.