Good to Great Summary
Updated: Nov 17, 2022
One of my favourite leadership books of all time is Good to Great by Jim Collins. It's in my top five—possibly alongside three or four of Patrick Lencioni's works. Collins' earlier book, Built to Last, could be his best known work. But what I love about Good to Great is that the companies studied once were just good before they became great. They weren't all-stars straight out of college. They weren't topping the ranks in high school. These are the companies that were average in high school, average out of college but at 25 something changed and they went on to become all-stars. I love that concept because all of us want to lead and be part of great organisations, but many of us find ourselves leading and part of good organisations.
So, how do you take a good organisation and make it great? Jim Collins outlines six concepts. I'm going to unpack three of them here that were most significant for me.
Level 5 leadership
This one was big for me. As I read, I realised I had assumed all great leaders were big-personality leaders. Not true. And how nice that it's not just anecdotally untrue, but also backed up by research findings in Good to Great? The thing that stood out for me in this chapter of the book is that leaders who turned good organisations into great organisations were humble. They also tended on the quiet side.
Where they lacked a super-ego and didn't ooze natural charisma, they instead had a fierce determination to stay true to the organisation's purpose and values. So, whether you're a big-personality leader or not isn't the point. The point is that leaders of great organisations succeed not through individual personality but through corporate personality, if you will. They are extreme when it comes to the organisation staying true to its DNA. How about you? Do you know your organisation's DNA? And how determined—and courageous—are you when it comes to defending it?
First who ... then what
Before I read Good to Great, I thought vision was everything. I still do to some extent. Nothing moves people like purpose, vision, 'why' (as Simon Sinek calls it). As part of my thinking, I assumed the very first thing a leader should do in any context is articulate and communicate vision. Jim Collins changed my mind.
He helped to resolve a dissonance in my thinking that I was aware of. I believed organisations were ultimately about people. Customers/clients/congregations, yes. But also employees/volunteers. The issue with believing leadership is all about vision is ... well organisations can't be all about vision and all about people. I now believe organisations are all about people, and one of the most important tools to impact all of the above-mentioned people involved in an organisation is vision. But vision doesn't come first.
Jim Collins has this great analogy of a bus. He talks about getting the right people on the bus first, then working out where to go. I've come around to this idea. Before, I would have said that no matter who you had on the bus, as long as you were going in the right direction (vision), you can get there. Now, I've changed to believe that as long as you've got the right people on the bus, you can work out where to go and get there together. Organisations are all about people. And that's not just about the 'end result' of what an organisation does—positively affecting customers/clients/congregation. It's about people from the start. First who ... then what.