Good to Great

FIRST WHO, THEN WHAT

• 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 will be successful.
• Great vision without great people is irrelevant.
• The right people don't need to be tightly managed or fired up.
• In a good to great transformation, people are not your most important asset, the right people are.
• The only way to deliver to the people who are achiecing is to not burden them with the people who are not achieving.
• Don't hire duds

PRACTICAL PRINCIPLES:

1. When in doubt don't hire, keep looking.
2. When you know you need to make a people change, act.
3. Put your best people on your biggest opportunities, not on your biggest problems.

CONFRONT THE BRUTAL FACTS

• you absolutely cannot make a series of good decisions without first confronting the brutal facts.

Retain faith that you will prevail in the end, regardless of the difficulties and at the same time confront the most brutal facts of your current reality, whatever they might be.

To keep an optimistic view on what you know may take turn to the worst possible outcome is the most positive attitude you could have. To be able to be optimisitic and accept the brutal facts and maintain such an attitude is a prevailing view.  To not be discouraged by a challenge.

THE HEDGEHOG CONCEPT

• know thyself (realistic assessment)

      -It is an understanding of what you can be the best at


What are your three circles?

• what are you the best in the world at
• what drives your economic engine
• what are you deeply passionate about.

My Hedgehog concept is soccer, I've been playing since I was eight, and sports have always come naturally to me.  My strategy to become the best would include training in ball control as well as jogging in order to keep up and better my stanima.

CULTURE OF DISCIPLINE

You focus on what you've accomplished relative to exactly what you said you were going to accomplish - no matter how tough the measure.