Flywheel

1. Breakthrough Buildup Flywheel Good to Great Level 5 Leadership First Who…Then What Confront theBrutal Facts HedgehogConcept Culture ofDiscipline TechnologyAccelerators Disciplined People Disciplined Thought Disciplined Action

2. Breakthrough Buildup Flywheel Good to Great Level 5 Leadership Level 5 Leadership First Who…Then What Confront theBrutal Facts HedgehogConcept Culture ofDiscipline TechnologyAccelerators Disciplined People Disciplined Thought Disciplined Action

3. Level 5 Leadership 5–Level 5 Executive 4–Effective Leader 3–Competent Manager 2–Contributing Team Member 1–Highly Capable Individual

4. Level 5 Leadership • Leaders who employ a paradoxical mix of personal humility and professional will • Set up successors for even greater success • Compelling modesty, self-effacing, understated • Fanatically driven to produce sustainable results • More plow horse than show horse 5–Level 5 Executive 4–Effective Leader 3–Competent Manager 2–Contributing Team Member 1–Highly Capable Individual

5. 5–Level 5 Executive 4–Effective Leader 3–Competent Manager 2–Contributing Team Member 1–Highly Capable Individual Level 5 Leadership • Attribute success to other than themselves • Look in mirror and take full responsibility for poor decisions • Many people have the potential to evolve into Level 5

6. Breakthrough Buildup Flywheel Good to Great First Who… Then What Level 5 Leadership First Who…Then What Confront theBrutal Facts HedgehogConcept Culture ofDiscipline TechnologyAccelerators Disciplined People Disciplined Thought Disciplined Action

7. First Who . . . Then What • Leaders began the transformation by first getting the right people on the bus (and the wrong people off the bus). • “Who” questions came before “what” decisions - before vision, strategy, organization structure, and tactics.

8. First Who . . . Then What • Leaders were rigorous, not ruthless in people decisions. • Three practical disciplines for being rigorous: • When in doubt, don’t hire • When you know you need to make a people decision, act • Put your best people on your best opportunities, not biggest problems

9. First Who . . . Then What • Management teams debate vigorously to find best answers, yet unify behind decisions. • “Right” person has more to do with character traits and innate capabilities than with knowledge, background, or skills.

10. Breakthrough Buildup Flywheel Good to Great Confront the Brutal Facts Level 5 Leadership First Who…Then What Confront theBrutal Facts HedgehogConcept Culture ofDiscipline TechnologyAccelerators Disciplined People Disciplined Thought Disciplined Action

11. Confront the Brutal Facts • Setting off on the path to greatness requires confronting the brutal facts of current reality. • Must create a culture wherein people have a tremendous opportunity to be heard and, ultimately, for the truth to be heard.

12. Confront the Brutal Facts • Lead with questions, not answers • Engage in dialogue and debate, not coercion • Conduct autopsies, without blame • Build red flag mechanisms where information cannot be ignored • Four basic practices:

13. Confront the Brutal Facts • Stockdale Paradox:Retain absolute faith that you can and will prevail in the end, AND at the same time confront the most brutal facts of your current reality, whatever they might be.

14. Breakthrough Buildup Flywheel Good to Great Hedgehog Concept Level 5 Leadership First Who…Then What Confront theBrutal Facts HedgehogConcept Culture ofDiscipline TechnologyAccelerators Disciplined People Disciplined Thought Disciplined Action

15. Hedgehog Concept • Hedgehogs simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything. • Hedgehogs see what is essential, and ignore the rest.

16. Hedgehog Concept • The Hedgehog Concept is a deep understanding of three intersecting circles translated into a simple, crystalline concept: • What you are deeply passionate about • What you can be best in the world at • What drives your economic engine

17. What you are deeplypassionate about What drives youreconomicengine What you can be the best in the world at Hedgehog Concept Simplicitywithinthe three circles

18. Hedgehog Concept • Getting the Hedgehog Concept takes an average of four years. • It is an iterative process by The Council: • The right people • Engaged in vigorous dialogue and debate • Infused with the brutal facts • Guided by questions formed by the three circles

19. Hedgehog Concept All Guided by the Three Circles An IterativeProcess Ask Questions TheCouncil Dialogue &Debate Autopsies& Analysis ExecutiveDecisions

20. Breakthrough Buildup Flywheel Good to Great Culture of Discipline Level 5 Leadership First Who…Then What Confront theBrutal Facts HedgehogConcept Culture ofDiscipline TechnologyAccelerators Disciplined People Disciplined Thought Disciplined Action

21. Culture of Discipline • Getting disciplined people who engage in disciplined thought and who then take disciplined action, fanatically consistent with three circles • People who “rinse their cottage cheese” • Not about a tyrant who disciplines

22. Culture of Discipline • Involves a duality. • Requires people who adhere to a consistent system. • Gives people freedom and responsibility within framework of that system.

23. Culture of Discipline • Includes willingness to shun opportunities that fall outside the three circles. • Budgeting is to decide which arenas fit Hedgehog Concept and should be fully funded and which should not be funded at all. • “Stop doing” lists are more important than “to do” lists. • “Anything that does not fit with our Hedgehog Concept, we will not do.”

24. Breakthrough Buildup Flywheel Good to Great Technology Accelerators Level 5 Leadership First Who…Then What Confront theBrutal Facts HedgehogConcept Culture ofDiscipline TechnologyAccelerators Disciplined People Disciplined Thought Disciplined Action

25. Technology Accelerators • Good-to-greats avoid technology fads and bandwagons. • Yet they often become pioneers in the application of carefully selected technologies. • Does it fit directly with your Hedgehog Concept? • Good-to-greats used technology as an accelerator of momentum, not a creator of it.

26. Technology Accelerators • Technology by itself is never a root cause of either greatness or decline. • “Crawl, walk, run” can be a very effective approach, even during times of rapid and radical technological change.

27. Breakthrough Buildup Flywheel Good to Great Level 5 Leadership First Who…Then What Confront theBrutal Facts HedgehogConcept Culture ofDiscipline TechnologyAccelerations Disciplined People Disciplined Thought Disciplined Action Flywheel

28. The Flywheel • Good-to-great transformations never happened in one fell swoop. • There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment. • Instead they followed a predictable pattern of buildup and breakthrough. • Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but . . .

29. The Flywheel • With persistent pushing . . . • In a consistent direction . . . • Over a long period of time . . . • The flywheel builds momentum . . . • Eventually hitting a point of breakthrough. • In good-to-great companies problems of commitment, alignment, motivation, and change largely take care of themselves. • Alignment follows from results and momentum, not the other way around.

30. Breakthrough Buildup Flywheel Good to Great Level 5 Leadership First Who…Then What Confront theBrutal Facts HedgehogConcept Culture ofDiscipline TechnologyAccelerators Disciplined People Disciplined Thought Disciplined Action