Level 5 Leadership: Moving From Good to Great
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Level 5 Leadership: Moving From Good to Great
- 1. Sage Growth Partners Level 5 Leadership Moving from Good to Great
- 2. Today’s Agenda • If only we knew! • What’s an ownership culture? • Good to Great Primer • ConvenDonal wisdom – NOT! • Small groups
- 3. -‐Jim Collins, author “Good is the Enemy of Great.”
- 4. Empirical Evidence • Answer: “How does a good company become great?” • Research: 1435 companies down to 11 plus peer firms for comparison purposes, • 20 researchers for 5 years, • QualitaDve and quanDtaDve analyses, • 15 years at market, inflecDon, 15 years at 3x market threshold • Firms on p. 7.
- 5. What they didn’t find… • Larger-‐than-‐life, self-‐promoDonal leaders from outside the firm – 10 of 11 from within, • Specific linkage between the specific forms of execuDve compensaDon and movement from GTG, using incenDves not to moDvate but to get and keep the right people • Evidence that GTG companies spent more Dme on long-‐range strategic planning, • A focus on what-‐to-‐do as much as what not-‐to-‐do and what to stop doing,
- 6. What they didn’t find… • That technology causes transformaDons, but yet accelerates transformaDons, • That mergers necessarily ignite a transformaDon, • That GTG companies spend Dme managing change, moDvaDng people or creaDng alignment – they don’t need to, • TransformaDonal slogans, and no revoluDons, but evoluDons, • GTG companies in great industries, many in terrible industries.
- 8. Level 5 Leader! Personal Humility • Modest • Inspired standards, not inspired charisma • Focus on Company, not the self • ApporDons credit for success + Professional Will • Creates superb results • Unwavering commitment to long-‐term results • Sets the standard for and enduring company • Looks inward, not outward to apporDon responsibility for poor results 5
- 9. First, Who, Then What Teach for America • 1988: 1 idea, 1 person, and a $26,000 grant • 2005: 14,000 new teachers a year, and $40 million in annual support First Who, Then What: Success Factors • ProducDve, self-‐moDvated, disciplined volunteers • The more selecDve the process, the more adracDve the opportunity • The opportunity must be meaningful
- 10. The 5 DysfuncDons Absence of TRUST: Invulnerable Fear of CONFLICT: Artificial Harmony Lack of COMMITMENT: Ambiguity Avoidance of ACCOUNTABILITY: Low Standards Inattention to Results Status and Ego
- 11. The 5 “FuncDons” Trust & Vulnerability Unfiltered Conflict around Ideas, Not People Buy-in to Plan of Action Peer ACCOUNTABILITY Collective, Team Goals
- 12. QuesDons? Thank you Don McDaniel dmcdaniel@sage-‐growth.com 410.534.1161 443.904.2882 11