Good To Great

In contrast to the current status quo alá “get successful and rich overnight”, this book explains how long-term success is almost never an overnight phenomenon, but rather an adherence to certain (seven) management principles that shape the company culture in the long run. The author Jim Collins has studied and researched these principles over several years.

These principles, which have been consistently applied over a longer period of time, result in what is known as a “top company”.

1st level 5 leadership qualities

This type of leader is characterized by an exclusively altruistic act, which is primarily dedicated to the company, its values and the higher goal. Personal concerns, goals and wishes are never a factor in the decision making process.

2. First who, then what

It is important to find and hire the right and especially motivated people for the company. Professional competences can be acquired. Character traits such as: Motivation, personal responsibility and self-discipline on the other hand are often things that employees cannot be taught so easily. Such a team has its own dynamics. The opposite happens with the wrong people in the team who slow down these dynamics.

3. Courage to face reality

Facing reality. Evaluate facts and figures correctly without embellishing things without losing courage and motivation.

4. The hedgehog principle

A good organization is an organization that knows itself. It knows in which achievements you can be the best. These are often things which go along with passion and heart blood, only in such a way the necessary persistence and the endurance for tough times can be raised. With these core competences it remains also. The opposite are organizations that can and do “everything a little bit”.

5. Culture of discipline

Discipline to implement the business concept and to refrain from inappropriate activities vs. bureaucracy, tyranny and actinism due to people who cannot really live the concept.

Establish a disciplined work culture and ethics. This goes hand in hand with the right people. Motivation and discipline is by no means an everlasting manager job, but rather a culture that is lived by the employees. This has nothing to do with bureaucracy, tyranny or actionism.

6. Technology

Use the technology exclusively as an acceleration of existing and functioning systems and not as the initial ignition of a system that has not run smoothly before. This error can be observed more often these days in times of more and more applications that “make life easier”.

7. Flywheel and vicious circle

Evolutionary, long-term process based on the business concept vs. revolutionary change programs, restructurings and motivational orgies.

Top companies did not grow out of the ground overnight. A continuous evolution takes place in the company, processes are created, established and optimized on the basis of the business concept. This is an ongoing process and never the result of change programs, restructurings or external ones which are the initial igniter of motivation orgies.

The book gave me a good impression that it is almost never important to be lucky or to have been in the right place at the right time. It is much more the life of certain principles, the cultivation of a strong corporate culture and above all the motivation and the passion for the cause itself that bring measurable and above-average success in the long run.


Disclaimer: This article was written in my on old blog on the date shown above. I didn’t adjust or updated any of these except for the thumbnail.

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Maruan

Maruan

Maruan has founded marumedia, a small digital product design agency based in Hamburg, Germany. Furthermore, he does consult in UX/UI design and development. He created marumedia.net to share his journey, learnings, pains, and lessons he encountered while doing so.

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