Good to Great

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Good to Great by Mind Map: Good to Great

1. 7. FLYWHEEL + DOOM LOOP

1.1. Flywheel loop

1.2. Doom loop

2. BUILT TO LAST

2.1. Visionary Companies

2.2. Philosophy

2.2.1. .

2.3. Mechanisms

2.3.1. BHAG

2.3.1.1. Base: Hedgehog Concept

2.3.1.2. Questions

2.3.1.3. Types

2.3.1.4. What to avoid

2.3.2. Cult-like Culture

2.3.3. Home Grown Management

2.3.4. Continous Improvement

3. DISCIPLINED PEOPLE

3.1. 1. Level 5 Leadership

3.1.1. .

3.1.1.1. TYPICAL BEHAVIOURS

3.1.1.1.1. Paradox

3.1.1.1.2. Driven

3.1.1.1.3. Build successors

3.1.1.1.4. Share praise

3.1.1.1.5. Take blame

3.1.1.1.6. Normal people

3.1.1.1.7. Come from within organization

3.1.1.2. HOW TO ENCOURAGE

3.1.1.2.1. Look for great results without an individual claiming the credit

3.1.1.2.2. Personal development

3.1.1.2.3. Coaching

3.1.1.2.4. Mentoring

3.2. 2. 1st Who then What

3.2.1. BENEFITS

3.2.2. HOW?

3.2.2.1. When in doubt, don’t hire – keep looking => Hire slow

3.2.2.2. When you know you need to make a change in personnel, act right away => Fire fast

3.2.2.3. Put your best people on your biggest opportunities => Organize smartly

4. DISCIPLINED THOUGHTS

4.1. 3. "Stockdale Paradox"

4.1.1. CONFRONT REALITY

4.1.1.1. HOW?

4.1.1.1.1. Lead with QUESTIONS not with answers => slowly bring reality to surface

4.1.1.1.2. Engage in dialog and debate (heated discussion) but NOT threaten anyone

4.1.1.1.3. Build red flag mechanisms => pay ATTENTION to what is important and ignore everything else

4.1.1.1.4. Learn from mistakes

4.1.1.2. BENEFITS?

4.1.1.2.1. Resilient orgranization

4.1.1.2.2. People become excited about the chance to take on a challenge that seems impossible

4.1.1.2.3. Duality: accept brutal facts AND have faith in becoming successful

4.1.1.2.4. Leaders will be fact led rather than personality led.

4.1.1.2.5. High motivation

4.1.2. RETAIN HOPE

4.2. 4. Hedgehog Concept

4.2.1. Passion

4.2.2. Best ability

4.2.3. Economic Engine

4.2.3.1. Profit/X

5. DISCIPLINED ACTION

5.1. 5. Discipline

5.1.1. Build a culture of freedom and responsibility but within a defined framework

5.1.2. Get the right people on board. Those that have the will to achieve their responsibilities

5.1.3. Exercise extreme focus in adhering to your Hedgehog Concept

5.1.4. ̶D̶̶i̶̶c̶̶t̶̶a̶̶t̶̶o̶̶r̶̶s̶̶h̶̶i̶̶p

5.1.5. ̶u̶̶n̶̶H̶̶e̶̶d̶̶g̶̶e̶̶h̶̶o̶̶g

5.2. 6. Technology

5.2.1. Unique ways

5.2.2. RIGHT? (ask if it fits Hedgehog concept)

5.2.3. ̶l̶̶a̶̶t̶̶e̶̶s̶̶t̶

6. NEW CONCEPTS