GOOD-TO-GREAT PRINCIPLES 1. Level 5 Executive Leadership Personal Humility Professional Will, almost fanatical Workmanlike diligence – more plow horse, than show horse Ambitious for the company, not themselves 2. What makes a good afterschool program? Everyone wants adolescents off the streets and learning new skills after school. The problem is that there's no consensus on what kinds of programs benefit. Good-to-Great from Ziad S. Abbasi in Amman Amman becoming Training, Certification, Self-Help and Career Training. The Following Colleges were in attendance at the Good to Great Showcase in years past. Amherst: Bates: Bowdoin: Clark: Colby: Colgate: Holy Cross: Haverford: Skidmore: St. Lawrence: UPenn: WNEC. Player development programs at Good to Great Tennis Academy The programs at the Good to Great Tennis Academy are high performance programs. The Myth of the Change Program. Our study of what it takes to turn good into great required five years—and 10.5 person-years—and amounted to. His new book, Good to Great: Why Some Companies Make the Leap. How to make the leap from GOOD to GREAT in your organization? Ethics and Compliance Programs: Moving from “Good Enough” to “Great. Corporate culture—Among some of the most essential elements of a “great” program is building a culture of integrity. The Great Books Program is a curriculum that makes use of this list of texts. In sharp contrast are the good books that are relevant to less than 10 or even as few as 4 or 5 great ideas. Great recruiting is critical for taking a good program to the great level. You must attract the right people to your team and then make sure that they are in the positions that maximize their strengths. Jim Collins: Good to Great in 1. Steps. Researcher and management guru Jim Collins has authored or co- authored six books, including Good to Great and Built to Last. On his web site there are 4. But speaking at the Womens Presidents Organization’s annual conference last week in Atlanta, Collins boiled it all down. Do these 1. 0 things, he said, to dramatically improve your company. Download the diagnostic tool at jimcollins. Yes, I thought this was self- serving at first. Then I looked it, considered that it’s free and doesn't require you to sign up for anything, and immediately saw his point. Get the right people in the key seats. This comes from Collins’ famous observation that building a company is like driving a bus. You need a driver, but you also need the right people in all the key seats. So, says Collins, figure out how many key seats you have, and make a plan that will make sure you get all the key seats filled by the end of the year. Once a quarter, have a brutal facts meeting. Be careful about who you include in this meeting. You will be discussing just the brutal facts. This is not the time to express opinions or strategize. Repeat: Only discuss the brutal facts. Set a 1. 5 to 2. 5- year big, hairy audacious goal (BHAG). This is a goal that is concrete enough, and ambitious enough, to guide your company’s progress for years. Collins writes that “With his very first dime store in 1. Sam Walton set the BHAG to . Commit to a “2. 0- mile march” that you will bring you to your big hairy audacious goal. Collins makes the analogy to someone who is trying to walk across the county. The best approach, says Collins, is to attempt to travel the same distance every day. If you’re on a 2- mile march, says Collins, you don’t bolt 3. When the weather is bad, you can’t sit inside and complain – you still have make 2. What does this have to do with entrepreneurship? In his research, Collins found that companies that perform consistently do much better than those that do spectacularly one year and are feeble the next. That’s because if you overextend in good years, when opportunity appears to be everywhere, you may not have the resources to get through the lousy years. The 2. 0- mile march is a metaphor for the milestone that you can reach day- in and day- out. Place at least one really big bet in the next three years, based on having fired bullets first. No entrepreneur has unlimited resources, just as no small army has unlimited gunpowder (this metaphor may be dated, but you get the point). The best use of limited gunpowder, or resources, says Collins, is to fire bullets to ensure that your aim is calibrated properly and that you can indeed hit your target. Only when you’re sure of your ability to hit your target should you load lots of gunpowder into a cannonball and fire away. Fire cannonballs to go big,” says Collins. Practice productive paranoia. Collins says he fondly refers to his entrepreneurial subjects as PNFs, or paranoid neurotic freaks. Or as one of the CEOs he studied said to him, “We’re very proud of the fact that we’ve predicted 1. How exactly can one practice productive paranoia? Collins recommends making a plan that will allow you to go for an entire year with no revenues, and still survive. Get a high return on your next luck event. Collins says that both great and mediocre companies encounter the same amount of luck, good and bad. What matters, he says, is how well they’re able to capitalize on it. Collins refers to this as . Are you squandering your good- luck events?”9. The 'stop- doing' list. Commit to a set of core values that you will want to build your enterprise on, without changing them, for 1. Good to Great » Sustainability Network. Good to Great’ is an organizational capacity building program funded by the Ontario Trillium Foundation that provides an opportunity for ENGOs to consider, develop and implement strategies to significantly increase their impact through Direct Management Assistance (DMA) and Learning Networks. Learning Networks. Learning Networks are an intensive residential learning format for environmental leaders that address both management skills and leadership development. Sessions occur over several days every six months. They take place in a rural, residential, retreat- like atmosphere and involve a dozen or so key leaders. To learn more about Learning Network, click here. Direct Management Assistance (DMA)The DMA program provides Good to Great organizations with support to enable them to work with an experienced consultant or resource person over many months on processes that build organizational capacity and enhance organizational effectiveness. Consultants are selected by the organizations but paid for by the Sustainability Network. Good to Great 2. 01. The six participating organizations are: Good to Great 2. The seven participating organizations were: Good to Great 2. The six participating organizations were: The Sustainability Network is proud to offer the Good to Great Project with funding support from.
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