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What matters is that you rigorously assemble evidence—quantitative or qualitative—to track your progress. Greatness is an inherently dynamic process, not an end point. Power is all around you to draw upon, but it is rarely raw, rarely visible.

And it is precisely this legislative dynamic that makes Level 5 leadership particularly important to the social sectors. How can I say that? Because…the practice of leadership is not the same as the exercise of power. Second, you start by focusing on the First Who principle—do whatever you can to get the right people on the bus, the wrong people off the bus, and the right people into the right seats. Third, accomplish all this with the use of early-assessment mechanisms, rigorously employed. The great companies, in contrast, focused on getting and hanging on to the right people in the first place—those who are productively neurotic, those who are self-motivated and self-disciplined, those who wake up every day, compulsively driven to do the best they can because it is simply part of their DNA.

Second, the social sectors have one compelling advantage: desperate craving for meaning in our lives. Purity of mission—be it about educating young people, connecting people to God, making our cities safe, touching the soul with great art, feeding the hungry, serving the poor, or protecting our freedom—has the power to ignite passion and commitment.

Good to Great and the Social Sectors: A Monograph to Accompany Good to Great

Third, the number-one resource for a great social sector organization is having enough of the right people willing to commit themselves to mission. What can you be the best in the world at? What drives your economic engine? The third circle of the Hedgehog Concept shifts from being an economic engine to aresource engine.

The foundation for doing good is doing well — Peter Drucker To which I would add that the foundation for doing well lies in a relentless focus on your Hedgehog Concept. Success breeds support and commitment, which breeds even greater success, which breeds more support and commitment—round and around the flywheel goes.

Restricted giving misses a fundamental point: to make the greatest impact on society requires first and foremost a great organization, not a single great program. Get out of their way, and let them build a clock! The key driver in the flywheel: brand reputation—built upon tangible results and emotional share of heart—so that potential supporters believe not only in your mission, but in your capacity to deliver on that mission! This is where the Stockdale Paradox comes into play: You must retain faith that you can prevail to greatness in the end, while retaining the discipline to confront the brutal facts about your current reality.

What can you do today to create a pocket of greatness, despite the brutal facts of your environment? Greatness, it turns out, is largely a matter of conscious choice, and discipline. Nov 12, Asmik Sargsyan rated it it was amazing. The basic idea is still the same: separate inputs from outputs, and hold yourself accountable for progress in outputs, even if those outputs defy measurement.

Legislative leadership relies more upon persuasion, political currency and shared interests to create the conditions for the right decision to happen. First, by tapping their idealistic passions, and second, by making the process selective. Selectivity led to credibility with donors, which increased funding, which made it possible to attract and srlrct even more young people.

When you can feel the flywheel beginning to build speed - that's when most people line up to throw their shoulders against the wheel and push. People like to support winners. Sep 14, Steve Watson rated it really liked it. A simple addendum to Collins' famous Good to Great, summarizing the main points and commenting on how they are relevant to work in the social sectors.

Give that my whole career has been in public education and Christian ministry, I both appreciate this book's existence and appreciate Collins' point about the complexity of much social sector leadership.

Good to Great and the Social Sectors : Jim Collins :

He notes that in the social sectors, it is less common than in business that leaders can lead merely by power and more common that we need to acc A simple addendum to Collins' famous Good to Great, summarizing the main points and commenting on how they are relevant to work in the social sectors. He notes that in the social sectors, it is less common than in business that leaders can lead merely by power and more common that we need to accomplish goals even when we can't command them into being. As a result, we need to work and inspire and persuade them into being.

As a result, Collins wonders if great leadership in the business world might more and more come from the social sectors, given the great leadership lessons learned when you have less commanding power. Lastly, a review of the principles, particularly as relevant in the social sector: -Clearly defining greatness trickier and more important when profit isn't available as a measuring stick -Level 5 leaders - skilled, passionate people who give their all for the sake of the cause, not for the sake of themselves -Getting the right people on the bus - right people and partners including volunteers before right action -Confronting the Brutal Facts -Hedgehog concept passion, best at, resources - what you are deeply passionate about, what you can be the best at, what drives resources -Culture of discipline relentless focus on hedgehog concept -Flywheel build strength - demonstrate results - build brand - attract believers - build strength, etc.

Apr 10, Greg rated it it was amazing. I've heard references to the full book before and haven't had a chance to read it.

How to Build Your Flywheel

This definitely piqued my interest in learning more about the concept. I really appreciated how the author delineated which ideas were based on his research and which were untested hypotheses he plans to study but for now can share anecdotal examples. There were many good takeaways but one I can apply to my own work is the idea that there simply aren't always metrics Read this as part of my role on the EPDSC Board. There were many good takeaways but one I can apply to my own work is the idea that there simply aren't always metrics worth assessing and that qualitative assessment should be intentionally embraced in those areas to show where your intended outputs are being achieved.

I also really like the distinction between inputs and outputs and that a big mistake often made in the social sector is measuring inputs as outputs. I see this all the time in the conduct world where folks want to know if our numbers are going down over time. Although there are certainly things we can do to reduce incidents of underage drinking, for example, on the whole, the important outputs for my work are the learning that happens as a result of a student's interaction in my office.

Jul 23, Muddy Floors rated it really liked it. This book, I read early on in my management career. The main points can be interchangeable in both avenues. The biggest takeaway from this book was that progress is key, and quantifying that progress is the best measu This book, I read early on in my management career. The biggest takeaway from this book was that progress is key, and quantifying that progress is the best measure to track your results, in whatever capacity that might be.

To see more books I have reviewed, please visit my site: muddyfloors. May 06, Lassarina Aoibhell rated it it was amazing Shelves: non-fiction , business. I touch on my thoughts on this monograph in my review of Good to Great, but basically I think it does an exceptional job of taking the already strong concepts in its parent book and applying them to the social sector.


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From the viewpoint of , I disagree with the inclusion of Bratten's NYPD as an example of "greatness" given disparities in policing behaviors and outcomes, but given the date this book was written and the change in social discourse between now and then, I find it understandable. Apr 06, Ben rated it really liked it.

This is a good book. Anybody that works in the public sector who wants to understand the different from a management perspective should read this book. This book gives insight on what makes a company good and what makes company's great. The con's to this book is the public sector version is significantly shorter than the counter part of private business. The social sector book is roughly 35 pages making it a very short read. To be fair the 35 pages are well written and offer a different way of This is a good book.

To be fair the 35 pages are well written and offer a different way of thinking about public sector however it is just 35 pages.

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Overall this book is a good read. The title did not capture my attention, but the book was fascinating. I live the concept of Good to Great. Great companies have far more in common with Great social organizations than they do mediocre companies. I truly believe that no matter the organization, developing the qualities of greatness is always possible. It's an interesting idea to show how the corporate world and the social world are different, and what can be done to make the social sector successful.

I agree about the need for discipline, and some other points mentioned. What I couldn't help but feel was that there was something unnecessary. I'm not able to specify. I'm sharing the book with friends who work in the social sector, and will take their views too.

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Aug 09, Robin Bittick rated it it was amazing Shelves: public-administration. Excellent book that applies principles from the author's book, Good to Great, to the public sector i.


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