anna rendon ashley hoptay olivia erwin paige stone brandon laviage chase mueller tanner gilreath l.
Skip this Video
Loading SlideShow in 5 Seconds..
Good To Great Chapter 3 First Who…Then What PowerPoint Presentation
Download Presentation
Good To Great Chapter 3 First Who…Then What

Loading in 2 Seconds...

play fullscreen
1 / 41

Good To Great Chapter 3 First Who…Then What - PowerPoint PPT Presentation

  • Uploaded on

Anna Rendon Ashley Hoptay Olivia Erwin Paige Stone Brandon Laviage Chase Mueller Tanner Gilreath. Good To Great Chapter 3 First Who…Then What . “There are going to be times when we can’t wait for somebody. Now, you’re either on the bus or off the bus.” - Ken Kesey.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Good To Great Chapter 3 First Who…Then What' - irisa

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
anna rendon ashley hoptay olivia erwin paige stone brandon laviage chase mueller tanner gilreath
Anna Rendon Ashley Hoptay

Olivia Erwin Paige Stone

Brandon Laviage Chase Mueller

Tanner Gilreath

Good To GreatChapter 3 First Who…Then What

“There are going to be times when we can’t wait for somebody. Now, you’re either on the bus or off the bus.” - Ken Kesey

transforming from good to great
Transforming From Good to Great

The executives who ignited the transformations from good to great did not first figure out where to drive the bus and then get people to take it there.

What did they do then?

They FIRST got the right people on the bus and the wrong people off of the bus, and THEN they figured out where to drive it.

what they said
What They Said

“Look, I don’t really know where we should take this bus. But I know this much: If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then we’ll figure out how to take it someplace great.”

three simple truths
Three Simple Truths

Begin with the “Who” rather than the “What”. Helps you adapt to a changing world.

If you have the right people on the bus, the problem of how to motivate and manage people largely goes away. The right people are self-motivated to produce the best results.

Going in the right direction with the wrong people will never produce a great company. Great vision without great people is irrelevant.

excerpts from obama s inaugural address
Excerpts From Obama’s Inaugural Address
  • This is the journey we continue today. We remain the most prosperous, powerful nation on Earth. Our workers are no less productive than when this crisis began. Our minds are no less inventive, our goods and services no less needed than they were last week or last month or last year. Our capacity remains undiminished. But our time of standing pat, of protecting narrow interests and putting off unpleasant decisions -- that time has surely passed. Starting today, we must pick ourselves up, dust ourselves off, and begin again the work of remaking America.
  • For everywhere we look, there is work to be done. The state of the economy calls for action, bold and swift, and we will act -- not only to create new jobs, but to lay a new foundation for growth.
  • Where the answer is yes, we intend to move forward. Where the answer is no, programs will end. And those of us who manage the public's dollars will be held to account -- to spend wisely, reform bad habits, and do our business in the light of day -- because only then can we restore the vital trust between a people and their government.
  • Know that America is a friend of each nation and every man, woman and child who seeks a future of peace and dignity, and that we are ready to lead once more
what does this show
What Does this Show?
  • Obama’s Inaugural Speech shows he is a level five leader in many ways:
    • He doesn’t focus on himself; he focuses on everyone.
    • In this situation, he knows that in order to turn America around, he has to get everyone on the bus before he drives it in the right direction.
  • Another example
    • Picking the right cabinet. One of the first things Obama did was make his new Cabinet sign a new code of ethics – his way of making sure he has the right people on the bus
    • But he allowed someone on the bus who was a lobbyist in the area he is working?
      • William Lynn – Deputy Defense Secretary
wells fargo
Wells Fargo

CEO Dick Cooley foresaw that the banking industry would eventually undergo change.

Instead of focusing on change, he focused on finding the right people.

Focused on “injecting an endless stream of talent” directly into the veins of the company.

Hired outstanding people whenever and wherever they found them, often without any specific job in mind.

wells fargo8
Wells Fargo

“That’s how you build the future,” Cooley said. “If I’m not smart enough to see the changes that are coming, they will. And they’ll be flexible enough to deal with them.”

wells fargo s success
Wells Fargo’s Success

By getting the right people on the bus, Wells Fargo outperformed the market by over three times.

This occurred at a time when its sector of the banking industry fell 59% behind the general stock market

bank of america
Bank of America

Bank of America took a different approach: “Weak generals, strong lieutenants”

If you pick strong generals for key positions, their competitors will leave. But if you pick weak generals – placeholders, rather than highly capable executives – then the strong lieutenants are more likely to stick around.

boa management climate
BOA – Management Climate

Weak generals would wait for direction from above.

Sam Armacost, who inherited the weak generals model, said, “I came away quite distressed from my first couple of management meetings. Not only couldn’t I get conflict, I couldn’t even get comment. They were all waiting to see which way the wind blew.”

bank of america s success
Bank of America’s Success

Lost $1 billion

Ended up recruiting a gang of strong generals to turn the bank around.

wells fargo vs boa
Wells Fargo VS BOA

In 1998, the cumulative value of $1 invested:

Wells Fargo = $74.47

General Market = $19.86

Bank of America = $15.60

good to great distinctions
Good to Great Distinctions

Get the right people on the bus and the wrong people off the bus before you figure out where to drive it.

The degree of sheer rigor needed in people decisions in order to take a company from good to great.

david maxwell
David Maxwell

CEO of Fannie Mae during its darkest days

Held off on developing a strategy until he got the right people in place, while the company was losing $1 million every single business day with $56 billion of loans underwater.

Focused on getting the right people on the Fannie Mae management team.

maxwell s a team
Maxwell’s A Team

Maxwell made it absolutely clear that there would only be seats for A players who were going to put forth A+ effort, and if you weren’t up for it, you better get off the bus, and get off now!

Example: think of our teams – we want only A players who will put forth an A+ effort. The alternative is getting fired.

14 of the 26 executives left the company

wells fargo and fannie mae lessons
Wells Fargo and Fannie Mae Lessons

“Who” questions come before “what” questions – before vision, before strategy, before tactics, before organizational structure and before technology.

Exemplified a Level 5 style

“I don’t know where we should take this company, but I do know that if I start with the right people, ask them the right questions, and engage them in vigorous debate, we will find a way to make this company great.”

genius with a thousand helpers
“Genius With a Thousand Helpers”?

In this model, the company is a platform for the talents of an extraordinary individual.

In these cases, the towering genius, the primary driving force in the company’s success, is a GREAT asset….. AS LONG AS THE GENIUS STICKS AROUND!

Company’s who take this approach are usually successful UNTIL the “genius” of the company leaves.

Ex.: Steve Jobs


Level 5+ Management Team

A “Genius With A Thousand Helpers”

(Comparison Companies)

(Good To Great Companies)

Level 5 Leader

Level 4 Leader

First What

First Who

Set a vision for where to drive the bus. Develop a road map for driving the bus.

Get the right people on the bus. Build a superior executive team.

Then What

Then Who

Enlist a crew of highly capable “helpers” to make the vision happen.

Once you have the right people in place, figure out the path to greatness.

good to not so great companies classic scenarios
Good to Not So Great Companies- classic scenarios

Eckerd Corporation, led by Jack Eckerd expanded the Eckerd Empire with over 1000 stores across the southeastern U.S. In the late 1970’s, Eckerd’s revenues equaled Walgreens. But when Jack Eckerd left to pursue his passion for politics, Eckerd Corp. took a toll for the worse as the company began a long decline and eventually taken over by J.C. Penny.

Henry Singleton, owner of Teldyne had proclaimed a small enterprise to number 293 in the Fortune 500 list in only 6 YEARS! The company dominated the marketplace from exotic metals to insurance. Once Singleton stepped away, soon the company crumbled.

Each of these cases failed utterly at the task of building a great company.

it s who you pay not how you pay them
It’s Who You Pay, Not How You Pay Them

Top Executives, Managers and Employees


Stock Options

Huge Incentives (Jets, Vacations, company cars, etc)

Examples: Big 3 Auto Makers, Lehman Brothers, Merrill Lynch

Do these things really increase performance and create great results?


data inputs
Data Inputs

Collected weeks of data from proxy statements

Preformed 112 separate analyses looking at patterns and correlations

Qualifications: Cash vs. Stock, LT vs. ST Incentives, Salary vs. Bonus, etc..

Outcome: No significant patterns related to executive compensation, and no systematic differences on compensation packages

main point
Main Point

Good to Great

Received slightly less total cash compensation 10 years after the transition than others in mediocre companies

Not that these people will work for free

But do better work with less incentives because they want what's best for the company

The right people will do the right things and deliver the best results they are capable of regardless of the incentive system

nucor example
Nucor Example

Built on the idea that you can teach farmers to make steel but you cant teach a farmer work ethic, to people who don’t have it in the first place

Plants: Crawfordsville, Indiana; Norfolk, Nebraska; Plymouth, Utah

They generated as high as 50% turnover in the first year, followed by very low turnover as the right people settled in

nucor environment
Nucor Environment


Teams of 20 to 40 people

Team Bonus mechanism with over 50% tied directly to the productivity of the team

Highest paid steel workers in the world

Arrived to work 30 minutes early and ready to go when the shift bell rang

The system did not aim to turn lazy people into hard workers, but to create an environment where hardworking people to thrive and lazy ones to fail

rigorous not ruthless
Rigorous, Not Ruthless

Good to great companies are not ruthless cultures they are rigorous

Ruthless – Hacking and Cutting or Wantonly firing people without any thoughtful consideration

Rigorous – Consistently applying exacting standards at all times and all levels

The best people need not to worry about their positions and can concentrate fully on their work

wells fargo example
Wells Fargo Example

Acquired Crocker Bank in 1986


Removed 1600 managers and top executives

However some Crocker managers took positions in Wells Fargo because they were better qualified then the ones originally in that spot

“The only way to deliver to the people who are achieving is not to burden them with the people who are not achieving.”

wells example cont
Wells Example Cont


To let the workers stay employed and waste precious time when other job opportunities might arise


To deal with it up front and let people move on with their lives

how to be rigorous
How to Be Rigorous

3 Practical disciplines for being rigorous rather than ruthless

When in doubt, don’t hire…keep looking.

When you know you need to make a people change, act.

Put your best people on your biggest opportunities, not your biggest problems.

when in doubt don t hire keep looking
When in doubt, don’t hire…keep looking

For growth, companies should not focus on:

The markets



Instead, they should concentrate on finding and keeping enough of the right people.

packard s law
Packard’s Law

“No company can grow revenues consistently faster than its ability to get enough of the right people to implement that growth and still become a great company.”

circuit city always looking for great people
Circuit City- Always Looking for Great People

Focused one getting the right people from top to bottom.

Alan Wurtzel’s (CEO) goal was to build the best, most professional management team in the industry.

Delivery drivers wore uniforms, were clean shaving, and had to be professional.

practical discipline 2
Practical Discipline #2

When you know you need to make a people change, act.

The best people don’t need to be managed, but instead guided and taught

what happens with the wrong people
What Happens With The Wrong People

When you let the wrong people stay around, the right people always need to be compensating for the inadequacies of the wrong people

They are constantly on your mind and are a constant drain on your energy

why do people wait
Why Do People Wait

Mainly cause it can be an inconvenience to get rid of them, they constantly come up with excuses on why they should wait

But meanwhile it constantly affects the right people


Turnover within a period of time

The good-to-great did not churn more, they just churned better, meaning that people either stayed for a long period of time or they left quickly

a selections
A+ Selections

The good-to-great companies didn’t have the theory of “try a lot of people and see who works”. They took their time and would find the perfect person for the position

When Colman Mockler became CEO of Gillette, he spent 55% of his time in his first 2 years changing or moving 38 of the top 50 people of his management team

when is it time
When Is It Time?

2 key questions can help:

1.) If you are trying to place someone somewhere, ask your self, “Would you hire them again?”

2.) If the person came to you and told you that he/she was leaving would, “Would you feel disappointed or relieved?”

practical discipline 3
Practical Discipline #3
  • Put your best people on your biggest opportunities, not your biggest problems.
  • There is an important corollary to this discipline: When you decide to sell off your problems, don’t sell off you best people. This is one of those little secrets of change. If you create a place where the best people always have a seat on the bus, they’re more likely to support changes in direction.
  • One of the crucial elements in taking a company from good to great is somewhat paradoxical. You need executives, on the one hand, who argue and debate – sometimes violently – in pursuit of the best answers, yet, on the other hand, who unify fully behind a decision, regardless of parochial interests.
  • The good to great companies made a habit of putting their best people on their best opportunities, not their biggest problems.
first who great companies and a great life
First Who, Great Companies, and A Great Life
  • Good to great management teams consist of people who debate together vigorously in search of the best answers, yet who unify behind decisions, regardless of parochial interests.
  • The old adage “People are your most important asset” is wrong. People are not your most important asset. The right people are.
  • The “right person” has more to do with character traits and innate capabilities than with specific knowledge, background, or skills.
conclusion main points
Conclusion: Main Points

Find the right people for the job

Focus on who is running the company, not what is running it

Find level 5 leaders

Tie compensation into performance

3 Disciplines

When in doubt, don’t hire…..keep looking

When you know you need to make a people change

Put your best people on your biggest opportunities, not your biggest problems