Good to Great and the Social Sectors A Monograph to


Good to Great and the Social Sectors A Monograph to Accompany Good to Great [PDF / EPUB] Good to Great and the Social Sectors A Monograph to Accompany Good to Great Building upon the concepts introduced in Good to Great Jim Collins answers the most commonly asked uestions raised by his readers in the social sectors Using information gathered from interviews with Great and PDF ↠ Building upon the concepts introduced in Good to Great Jim Collins answers the most commonly asked uestions raised by his readers in the social sectors Using information gathered from interviews with over social sector leaders Jim Collins shows that his to Great and the Social eBook ë Level Good to ePUB Ñ Leader and other good to great principles can help social sector organizations make the leap to greatness.


10 thoughts on “Good to Great and the Social Sectors A Monograph to Accompany Good to Great

  1. says:

    A monograph to accompany Collins’ Good To Great which I haven’t read The underlying principle of this “missing chapter” is that we don't need to impose the language of business on the social sector but develop a language of greatness He does this by focusing on five issues that he used in the book and tweaking them for a different mission and contextThe first is Defining Great How do we calibrate success without business metrics? Instead of money being an output as it is in the business world a uantifiable measure of success in the social sectors money is only an input Greatness here is measured by results performance impact legacy and is always an ongoing process The next point is Level 5 Leadership Getting things done within a diffuse power structure Collins makes the point that without a clear hierarchy or in the face of tenure in the case of colleges true leadership is even apparent in the social sectors In business CEOs can simply wield power Here leaders must inspire by their ambition for the cause The third issue is “First Who” Getting the right people on – and off – the bus within social sector constraints Since the business model of firing and cross promoting is not always as easy in the social sectors especially those which rely heavily on volunteers Collins suggest that leaders must simply create a pocket of greatness Make this pocket selective ambitious and meaningful and the right people will come – and eventually the mediocre ones will realize they’re in the wrong place The fourth point is his Hedgehog Concept Rethinking the economic engine without a profit motive Here Collins maintains the key concepts of “what you are passionate about” and “what you are best in the world at” but replaces “what drives your economic engine” with “what drives your resource engine” – that is how you best use the resources of time money and brand The last concept is Turning the Flywheel Building momentum by building the brand as each move you make builds on previous work and builds the foundation for future increases As with Max DePree I was impressed by Collins’ clarity of writing and the good solid sense he makes Certainly this is information that both educates and inspires


  2. says:

    This was a fabulous little monograph that explains the Good to Great principles applied in the social sectors Our work is not fundamentally about business; it is about what separates great from good We need to define great and measure it and collect evidence in some way have good leadership and get things done in a diffuse power structure get the right people on the bus rethink the economic engine and build momentum for the brand A part of this is considering1 What are you deeply passionate about?2 What can you be best in the world at?3 What drives your resource engine?A few of my other favorite uotes includeGreatness is an inherently dynamic process not an end point The moment you think of yourself as great your slide toward mediocrity will have already begun True leadership only exists if people follow when they have the freedom not toWhat can you do today to create a pocket of greatness despite the brutal facts of your environment?Greatness is not a function of circumstance Greatness it turns out is largely a matter of conscious choice and disciplineLet's go out and be great


  3. says:

    Extensive uotes from the bookFive uestions which form the framework of this piece1 Defining Great Getting Thing Done without Business Metrics2 Level 5 Leadership Getting Things Done within a Diffuse Power Structure3 First Who Getting the Right People on the Bus within Social Sector Constraints4 The Hedgehog Concept Rethinking the Economic Engine without a Profit Motive5 Turning the Flywheel Building Momentum by Building the Brandpg 3A great organization is one that delivers superior performance and makes a distinctive impact over a long period of time For a business financial returns are a perfectly legitimate measure of performance For a social sector organization however performance must be assessed relative to mission not financial returns In the social sectors the critical uestion in not How much money do we make per dollar of invested capital? but How effectively do we deliver on our mission and make a distinctive impact relative to our resources? pg 5It doesn't really matter whether you can uantify your results What matters is that you rigorously assemble evidence uantitative or ualitative to track your progress If the evidence is primarily ualitative think like a trial lawyer assembling the combined body of evidence If the evidence is primarily uantitative then think of yourself as a laboratory scientist assembling and assessing the data pg 7In relation to getting things done within a diffuse power structureThere is always poweryou just have to know where to find it There is the power of inclusion and the power of language and the power of shared interests and the power of coalition Power is all around you to draw upon but it is rarely raw rarely visible pg 10Legislative leadership relies upon persuasion political currency and shared interests to create the conditions for the right decisions to happen pg 11Level 5 leadership reuires being clever for the greater good In the end it is my responsibility to ensure that the right decisions happen even if I don't have the sole power to make those decisions and even if those decisions could not win a popular vote The only way I can achieve that is if the people know that I'm motivated first and always for the greatness of our work not myself pg 11Level 5 leadership is not about being soft or nice or purely inclusive or consensus building The whole point of Level 5 is to make sure the right decisions happen no matter how difficult or painful for the long term greatness of the institution and the achievement of its mission independent of consensus or popularity pg 11True leadership only exists if people follow when they have the freedom not to If people follow you because they have no choice then you are not leading pg 13In the social sectors where getting the wrong people off the bus can be difficult than in a business early assessment mechanisms turn out to be important than hiring mechanisms There is no perfect interviewing techniue no ideal hiring method; even the best executives make hiring mistakes You can only know for certain about a person by working with that person pg 15Wendy Kopp's three fundamental points in getting the right people on the bus The selective the process the attractive a position becomes even if volunteer of low pay Second the social sectors have one compelling advantage desperate craving for meaning in our lives Purity of missionhas the power to ignite passion and commitment Third the number one resource for a great social sector organization is having enough of the right people willing to commit themselves to mission The right people can often attract money but money by itself can never attract the right people Money is a commodity; talent is not Time and talent can often compensate for lack of money but money can never compensate for lack of the right people pg 17You've got to keep in mind the deep discomfort of talking explicitly about money in some church settings And second we rely upon much than money to keep this place going How do we get enough resources of all types not just money to pay the bills but also time emotional commitment hands hearts and minds? pg 18The wide variation in economic structures in the social sectors increases the importance of the hedgehog principle the inherent complexity reuires deeper penetrating insight and rigorous clarity than in your average business entity You begin with passion then you refine passion with a rigorous assessment of what you can best contribute to the communities you touch pg 20The critical step in the Hedgehog Concept is to determine how best to connect all three circles so that they reinforce each other You must be able to answer the uestion How does focusing on what we can do best tie directly to our resource engine and how does our resource engine directly reinforce what we do best? And you must be right pg 22This is the power of the flywheel Success breeds support and commitment which breeds even greater success which breeds support and commitment round and around the flywheel goes People like to support winners pg 24If an institution has a focused Hedgehog Concept and a disciplined organization that delivers exceptional results the best thing supporters can do is to give resources that enable the institution's leaders to do their work the best way they know how Get out of their way and let then build a clock pg 25I'd like to suggest that a key link in the social sectors is 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 pg 25Social sector leaders pride themselves on doing good for the world but to be of maximum service reuires a ferocious focus on doing good only if it fits with your Hedgehog Concept To do the most good reuires saying no to pressures to stray and the discipline to stop doing what does not fit pg 27My thoughts on the bookWhile these are inspiring leadership principles I feel that often they lack a supernatural element of Spirit led leadership Does not the Holy Spirit have the power to make good out of our bad decisions poor leadership examples and failures? Isn't He made strong in our weakness?The value of this book for leaders in the social sector is a step in the right direction and I understand that it was written from a secular perspective but for a pastor I would like to take the principles even a step farther into the organization that is spiritual


  4. says:

    To uote a brilliant former colleague Jim Collins makes me swoon I've read and reread this booklet 3 different times and I pick up something new every time Its refreshing to look at a different paradigm from someone who gets that the work of non profits is not defined by the financial statement but by the impact of the work This is not earth shattering or new by any means but its a damn good reminder of why we exist and how to start to think so we can go from being mediocre non profits to great Every non profit manager and board member should read this


  5. says:

    Collins is amazing He does so much research and speaks so clearly with practical steps to his theoretical knowledge of problems So many amazing things to implement into ministry


  6. says:

    Appreciate the author taking an extra dive into how the business principles would apply to government and nonprofits and wish business authors did the same


  7. says:

    As someone who just moved into the social sectors from a for profit world this is an invaluable resource to help change lenses


  8. says:

    I am working in both business sector and social sector and I can confidently say that this book is on point It's short well organized and the concept is inspiring It gives me new thoughts and ideas and perspectives on my preconceptions of business vs social It added so much joy to my gloomy monday and inspired me to strive for greatness Highly recommend this gem


  9. says:

    A very short book — like a really long blog post — aimed at people who loved Good to Great but are in the social sector and thus do not have profits by which to measure success Again he's got a few amazing real life stories to illustrate the merits of his program for going from good to great such as with the Cleveland symphony He admits the topic deserves a full book but says it'll take 10 years to do and so this is a stopgap meant to answer the most common uestions he's received from those in nonprofits government or other parts of the social sector Worthwhile but not essential Grade B


  10. says:

    do social sector organizations ‘calibrate success without business metrics’ ‘get things done within a diffuse power structure’ ‘get the right people on the bus within social sector constraints’ rethink the economic engine without a profit motive’ and ‘build momentum by building the brand?’ 3If we only have great companies we will merely have a prosperous society not a great one Economic growth and power are the means not the definition of a great nation – Author’s Note“We must reject the idea–well intentioned but dead wrong–that the primary path to greatness in the social sectors is to become ‘ like a business’ Most businesses–like most of anything else in life–fall somewhere between mediocre and good Few are great So then why would we want to import the practices of mediocrity into the social sectors?” 1A culture of discipline is not a principle of business; it is a principle of greatness 1ISSUE ONE DEFINING “GREAT”–CALIBRATING SUCCESS WITHOUT BUSINESS METRICSThe confusion between inputs and outputs stems from one of the primary differences between business and the social sectors In business money is both an input a resource for achieving greatness and an output a measure of greatness In the social sectors money is only an input and not a measure of greatness“For a social sector organization performance must be assessed relative to mission not financial returns The critical uestion is ‘How effectively do we deliver on our mission and make a distinctive impact relative to our resources?’ ” 5It doesn’t really matter whether you can uantify your results What matters is that you rigorously assemble evidence–uantitative or ualitative–to track your progress If the evidence is primarily ualitative think like a trial lawyer assembling the combined body of evidence If the evidence is primarily uantitative then think of yourself as a laboratory scientist assembling and assessing the data 7“To throw up our hands and say ‘But we cannot measure performance int he social sectors the way you can in a business’ is simply a lack of discipline” 7“What matters is not finding the perfect indicator but settling upon a consistent and intelligentmethod of assessing your output results and then tracking your trajectory with rigor” 8No matter how much you have achieved you will always be merely good relative to what you can become Greatness is an inherently dynamic process not an end point The moment you think of yourself as great your slide toward mediocrity will have already begun 9ISSUE TWO LEVEL 5 LEADERSHIP–GETTING THINGS DONE WITHIN A DIFFUSE POWER STRUCTURE“There is power of inclusion and the power of language and the power of shared interests and the power of coalition Power is all around you to draw upon but it is rarely raw rarely visible 10Social sector leaders are not less decisive than business leaders as a general rule; they only appear that way to those who fail to grasp the complex governance and diffuse power structures common to social sectors 10There are two types of leadership skill executive and legislative “Legislative leadership relies upon persuasion political currency and shared interests to create the conditions for hte right decisions to happen And it is precisely this legislative dynamic that makes Level 5 leadership particularly important to the social sectors” 11I’ve learned that Level 5 leadership reuires being clever for the greater good In the end it is my responsibility to ensure that the right decisions happenI’m motivated first and always for the greatness of our work not myself” 11Level 5 leadership is not about being “soft” or “nice” or purely “inclusive” or “consensus building” The whole point of Level 5 is to make sure the right decisions happen–no matter how difficult or painful–for the long term greatness of the institution and the achievement of its mission independent of consensus or popularity 11“The best leaders of the future–in the social sectors and business–will not be purely executive or legislative; they will have a knack for knowing when to play their executive chips and when not to I suspect we will find true leadership in the social sectors than the business sector How can I say that? Becausethe practice of leadership is not the same as the exercise of power” 12True leadership only exists if people follow when they have the freedom not to 13ISSUE THREE FIRST WHO–GETTING THE RIGHT PEOPLE ON THE BUS WITHIN SOCIAL SECTOR CONSTRAINTSFill your seats with people compulsively driven to make whatever they touch the best it can be–not because of what they would “get” for it but because they simply could not stop themselves from the almost neurotic need to improve 13First and most important you can build a pocket of greatness without executive power in the middle of an organization 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 14In the social sectors where getting the wrong people off the bus can be difficult than in a business early assessment mechanisms turn out to be important than hiring mechanisms There is no perfect interviewing techniue no ideal hiring method; even the best executives make hiring mistakes You can only know for certain about a person by working with that person 15“The comparison companies in our research–those that failed to become great–placed greater emphasis on using incentives to ‘motivate’ otherwise unmotivated or undisciplined people 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” 15“Lack of resources is no excuse for lack of rigor–it makes selectivity all the vital” 15Three fundamental points“First the selective the process the attractive a position becomes–even if volunteer or low pay 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 Third the number one resource for a great social sector organization is having enough of the right people willing to commit themselves to mission The right people can often attract money but money by itself can never attract the right people Money is a commodity; talent is not” 17ISSUE FOUR THE HEDGEHOG CONCEPT–RETHINKING THE ECONOMIC ENGINE WITHOUT A PROFIT MOTIVEThe essence of a Hedgehog Concept is to attain piercing clarity about how to produce the best long term results and then exercising the relentless discipline to say “No thank you” to opportunities that fail the hedgehog testWhat are you deeply passionate about?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 critical uestion is not “How much money do we make?” but “How can we develop a sustainable resource engine to deliver superior performance relative to our mission?” 18I submit that the resource engine has three basic components time how well you attract people willing to contribute their efforts for free or at rates below what their talents would yield in business moneysustained cash flow and brand how well your organization can cultivate a deep well of emotional goodwill and mind share of potential supportersThe foundation for doing good is doing well – Peter DruckerTo which I would add that the foundation for doing well lies in a relentless focus on your Hedgehog ConceptISSUE FIVE TURNING THE FLYWHEEL–BUILDING MOMENTUM BY BUILDING THE BRANDPeople want to feel the excitement of being involved in something that just flat out works When they begin to see tangible results–when they can feel the flywheel beginning to build speed–that’s when most people line up to throw their shoulders against the wheel and push 24This is the power of the flywheel Success breeds support and commitment which breeds even greater success which breeds support and commitment–round and around the flywheel goes People like to support winnersSocial sector funding often favors “time telling”–focusing on a specific program or restricted gift often the brainchild of a charismatic visionary leader But building a great organization reuires a shift to“clock building”–shaping a strong self sustaining organization that can prosper beyond any single programmatic idea or visionary leader Restricted giving misses a fundamental point to make the greatest impact on society reuires first and foremost a great organization not a single great program 24 5the best thing supporters can do is to give resources that enable the institution’s leaders to do their work the best way they know how Get out of their way and let them build a clockThe 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 25Consistency distinguishes the truly great–consistent intensity of effort consistency with the Hedgehog Concept consistency with core values consistency over time enduring great institutions practice the principle of Preserve the Core and Stimulate Progress separating core values and fundamental purpose which should never change from mere operating practices cultural norms and business strategies which endlessly adapt to a changing world 26Remaining true to your core values and focused on your Hedgehog Concept means above all rigorous clarity not just about what to do but eually what to not doSocial sector leaders pride themselves on “doing good” for the world but to be of maximum service reuires a ferocious focus on doing good only if it fits with your Hedgehog Concept To do the most good reuires saying “no” to pressures to stray and the discipline to stop doing what does not fit 27“There is absolutely nothing we could have done to be of better service at that moment than to stick with what we do best standing firm behind our core values of great music delivered with uncompromising artistic excellence” – Tom MorrisIn the social sectors I’ve encountered an interesting dynamic people often obsess on systemic constraints 29However in the meantime what are you going to do now? 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? 30Greatness is not a function of circumstance Greatness it turns out is largely a matter of conscious choice and discipline


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