Less known companies try to create a breakthrough with large and misguided acquisitions without adhering to any framework..
The great companies in contrast use large acquisitions after breakthrough to accelerate momentum guided by the Hedgehog Concept after their flywheel has already build up momentum..
Adopted from Jim Collins’s book Good to Great
Great organizations led by Level 5 leaders build an enduring culture of discipline whereas comparison companies who are led by talented yet not Level 5 leaders tend to personally discipline the organization through sheer force.
This comparison is a leadership masterclass and shows why Level 5 leadership is so difficult to attain..
Adopted from Jim Collins’s book Good to Great
By WHAT we refer to the vision that a Leader has with respect to the organization..
By WHO we refer to the followers of the leader who work towards achieving the VISION of the leader..
A level 5 leader first cares about WHO i.e. selecting the right people on the BUS who are sure to stand by thick and thin in pursuit of the WHAT i.e. the vision..
The mistake terrific leaders who fail to achieve Level 5 status do is that they place more emphasis to WHAT and then go for the WHO..Needless to say having wrong people on board makes the VISION go fuzzy after some time..
Adopted from Jim Collins’s book Good to Great..
Level 5 leaders are iconic high performing leaders who are driven by “Internal Locus of Control”.
Level 5 leaders look out of the window to attribute success to factors other than themselves..
When things go poorly , however they look in the mirror and blame themselves and take full responsibility..
The finite minded short term oriented leaders do exactly the opposite – i.e. exhibit EXTERNAL LOCUS of CONTROL.. i.e. take credit for success and blame others for failure