Good to Great in the Social sectors

1. Good to Great in the Social sectors

2. WHEN YOU COMPARE GREAT COMPANIES WITH GOOD ONES, MANY WIDELY PRACTICED BUSINESS NORMS TURN OUT TO CORRELATE WITH MEDIOCRITY

3. NEED FOR GREATER DISCIPLINE • DISCIPLINED PLANNING • DISCIPLINED PEOPLE • DISCIPLINED GOVERNANCE • DISCIPLINED ALLOCATION OF RESOURCES

4. A CULTURE OF DISCIPLINE IS NOT A PRINCIPLE OF BUSINESS, IT IS A PRINCIPLE OF GREATNESS

5. WE NEED TO EMBRACE A “LANGUAGE OF GREATNESS”

6. FIVE ISSUES WITH GREATNESS IN SOCIAL SECTORS • DEFINING “GREAT”: CALIBRATING SUCCESS WITHOUT BUSINESS METRICS • LEVEL FIVE LEADERSHIP: GETTING THINGS DONE WITHIN A DIFFUSE POWER STRUCTURE • FIRST WHO: GETTING THE RIGHT PEOPLE ON THE BUS WITHIN SOCIAL SECTOR CONSTRAINTS • THE HEDGEHOG CONCEPT: RETHINKING THE ECONOMIC ENGINE WITHOUT A PROFIT MARGIN • TURNING THE FLYWHEEL: BUILDING MOMENTUM BY BUILDING THE BRAND

7. INPUTS VERSUS OUTPUTS • IN THE SOCIAL SECTORS, MONEY IS ONLY AN INPUT, NOT A MEASURE OF GREATNESS • A GREAT ORGANIZATION IS ONE THAT DELIVERS SUPERIOR PERFORMANCE AND MAKES A DISTINCTIVE IMPACT OVER A LONG PERIOD OF TIME • FOR SOCIAL SECTORS, PERFORMANCE IS ASSESSED RELATIVE TO MISSION

8. KEY REFLECTIONS • HOW EFFECTIVELY DO WE DELIVER ON OUR MISSION AND MAKE A DISTINCTIVE IMPACT, RELATIVE TO OUR RESOURCES? • 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

9. THREE ELEMENTS OF GREATNESS • SUPERIOR PERFORMANCE • DISTINCTIVE IMPACT • LASTING ENDURANCE

10. ELEMENTS OF VISION COMMUNITIES • LEADER INITIATED • SHARED AND SUPPORTED • INSPIRING • COMPREHENSIVE AND DETAILED

11. EVIDENCES • IT DOESN’T REALLY MATTER WHETHER YOU CAN QUANTIFY YOUR RESULTS. WHAT MATTERS IS THAT YOU RIGOROUSLY ASSEMBLE EVIDENCE TO TRACK YOUR PROGRESS

12. INPUTS OF GREATNESS • DISCIPLINED PEOPLE • DISCIPLINED THOUGHT • DISCIPLINED ACTION • BUILDING GREATNESS TO LAST

13. OUTPUTS OF GREATNESS • DELIVER SUPERIOR PERFORMANCE: RESULTS AND EFFICIENCY IN DELIVERING THE MISSION • MAKE A DISTINCT IMPACT: IRREPLACEABLE BY ANY OTHER INSTITUTION • ACHIEVE LASTING ENDURANCE: RESPONDS TO ANY INTERNAL OR EXTERNAL INFLUENCE IN A POSITIVE MANNER

14. COLLECTIVE SELF-EFFICACY • NO MATTER HOW MUCH YOU HAVE ACHIEVED, YOU WILL ALWAYS BE MERELY GOOD RELATIVE TO WHAT YOU HAVE BECOME. GREATNESS IS AN INHERENTLY DYNAMIC PROCESS, NOT AN END POINT. THE MOMENT YOU THINK OF YOURSELF AS GREAT, YOUR SLIDE TOWARD MEDIOCRITY WILL ALREADY BEGUN

15. EMPOWERMENT • GREAT COMPANIES INCLUDE INDIVIDUALS THAT THINK OF THEMSELVES AS CAPABLE INDIVIDUALS WHO CAN TAKE CONTROL OF THEIR OWN LIVES. THIS CONCEPT IS NOT FORCED, BUT RATHER SUPPORTED BY PROVIDING THE INTER-DEPENDENT COUNCILS IN THE ORGANIZATION THE OPPORTUNITY TO MAKE CHANGES AT THEIR OWN DISCRETION. MOST WILL DO SO.

16. LEADERSHIP POWER SOURCES • POWER OF INCLUSION • POWER OF LANGUAGE • POWER OF SHARED INTERESTS • POWER OF COALITION

17. LEADERSHIP SKILL TYPES • EXECUTIVE: THE INDIVIDUAL LEADER HAS ENOUGH CONCENTRATED POWER TO SIMPLY MAKE THE RIGHT DECISION • LEGISLATIVE: RELIES MORE UPON PERSUASION, POLITICAL CURRENCY, AND SHARED INTERESTS TO CREATE THE CONDITIONS FOR THE RIGHT DECISIONS TO HAPPEN

18. LEVEL FIVE LEADERSHIP • LEVEL FIVE LEADERS ARE AMBITIOUS FIRST AND FOREMOST FOR THE CAUSE, NOT THEMSELVES. • THEY WILL DO WHATEVER IT TAKES TO DO GOOD ON THAT AMBITION. • LEVEL FIVE LEADERSHIP IS NOT ABOUT BEING SOFT OR NICE OR PURELY INCLUSIVE. THE WHOLE POINT IS TO MAKE SURE THE RIGHT DECISIONS HAPPEN—NO MATTER HOW DIFFICULT—FOR THE LONG-TERM GREATNESS OF THE INSTITUTION AND THE ACHIEVEMENT OF ITS MISSION, INDEPENDENT OF CONSENSUS OR POPULARITY

19. LEVEL ONE LEADERSHIP • LEADER MAKES PRODUCTIVE CONTRIBUTIONS THROUGH TALENT, KNOWLEDGE, SKILLS, AND GOOD WORK HABITS

20. LEVEL TWO LEADERSHIP • LEADER CONTRIBUTES INDIVIDUAL CAPABILITIES TO THE ACHIEVEMENT OF GROUP OBJECTIVES, AND WORKS EFFECTIVELY WITH OTHERS IN A GROUP SETTING

21. LEVEL THREE LEADERSHIP • LEADER ORGANIZES PEOPLE AND RESOURCES TOWARD THE EFFECTIVE AND EFFICIENT PURSUIT OF PREDETERMINED OBJECTIVES

22. LEVEL FOUR LEADERSHIP • LEADER CATALYZES COMMITMENT TO AND VIGOROUS PURSUIT OF A CLEAR AND COMPELLING VISION, STIMULATING HIGHER PERFORMANCE STANDARDS

23. LEVEL FIVE LEADERSHIP • BUILDS ENDURING GREATNESS THROUGH A PARADOXICAL BLEND OF PERSONAL HUMILITY AND PROFESSIONAL WILL

24. DEALING WITH SOCIAL SECTOR CONSTRAINTS • CREATE POCKETS OF GREATNESS • INCORPORATE EARLY ASSESSMENT MECHANISMS FOR GETTING THE WRONG PEOPLE OFF THE BUS • FOCUS OF GETTING AND HANGING ON TO THE RIGHT PEOPLE, THOSE WHO ARE SELF-MOTIVATED AND SELF-DISCIPLINED

25. FUNDAMENTAL POINTS • THE MORE SELECTIVE THE PROCESS FOR HIRING, THE MORE ATTRACTIVE THE POSITION BECOMES • SOCIAL SECTORS HAVE ONE COMPELLING ADVANTAGE: DESPERATE CRAVING FOR MEANING IN OUR LIVES • THE NUMBER ONE RESOURCE FOR A GREAT SOCIAL SECTOR ORGANIZATION IS HAVING ENOUGH OF THE RIGHT PEOPLE WILLING TO COMMIT THEMSELVES TO MISSION

26. HEDGEHOG CONCEPT IN THE SOCIAL SECTORS • WHAT ARE YOU DEEPLY PASSIONATE ABOUT? UNDERSTANDING WHAT YOUR ORGANIZATION STANDS FOR (CORE VALUES) AND WHY IT EXISTS (MISSION OR CORE PURPOSE) • WHAT CAN YOU BE BEST IN THE WORLD AT? UNDERSTANDING WHAT YOUR ORGANIZATION CAN UNIQUELY CONTRIBUTE TO THE PEOPLE IT TOUCHES BETTER THAN OTHER ORGANIZATIONS • WHAT DRIVES YOUR RESOURCE ENGINE? UNDERSTANDING WHAT BEST DRIVES YOUR RESOURCE ENGINE: TIME, MONEY, AND BRAND

27. Hedgehog Concept

28. A GREAT SOCIAL SECTOR ORGANIZATION MUST HAVE THE DISCIPLINE TO SAY NO TO RESOURCES THAT DRIVE IT AWAY FROM THE MIDDLE OF ITS THREE CIRCLES OF THE HEDGEHOG CONCEPT. THE ORGANIZATION MUST ATTRACT AND CHANNEL RESOURCES DIRECTED AT THE CENTER OF THE THREE CIRCLES.

29. TURNING THE FLYWHEEL • BUILDING MOMENTUM BY BUILDING THE BRAND • SUCCESS BREEDS SUPPORT AND COMMITMENT, WHICH BREEDS EVEN GREATER SUCCESS, WHICH BREEDS MORE SUPPORT AND COMMITMENT----ROUND AND AROUND THE FLYWHEEL GOES • ORGANIZATIONS BECOMING INSTITUTIONS