Get on the Bus!
I am winding up a project that didn't turn out just the way I had planned. Sometimes, "Business happens". There is still a possibility of a positive outcome, but the process went differently than I wanted. This project was a text book example of what happens when management, and shareholders fail on a quantity of levels. When the turnaround team comes in and there is little left to do, but call Dr. Kevorkian, it's not good.
Last night, I pulled out an old business book, "Good to Great". Written in 2001, I had not read it in a long time. I remember I liked the book, and must have, as it was still on my bookshelves. I rarely buy business books, and have been around too many managers who seem to change their style based on the most current "in" business book.
I reviewed the material, and the companies profiled. Some are not doing too well lately.
I also reviewed the theories in the book about management styles for those "great" companies.
Anyone remember the "level 5 leader"? Anyone worked with someone like this? Being that this is a LinkedIn Post, we all have seen the quotes and snippets when we go to the home page. There are always a bunch about and from a variety of leaders and inspirational people.
How many of you have become a level 5 or currently work with any? I have been with a considerable amount of companies as a consultant, M&A guy, and employee. The companies have been startups, middle market and Fortune 200 entities.
Setting the book's criteria aside, how many who read this post strive to:
- Surround themselves with the best and brightest?
- Give others credit before yourself?
- Share the "tribal knowledge" rather than covet it?
- Seek to fill your knowledge gaps?
- Seek to NOT be the smartest person in the room?
- Seek to NOT make decision for others, but guide them to decide for themselves?
Now, I am not Jim Collins, and I have not gone through the rigorous research, study and statistical analysis that he did. I just think that if a CEO or Sr. Manager does these 6 things, then the chances of success are much higher. These are relatively simple statements, but very hard to do. Setting processes aside, the human factor is where success or failure begins and ends.
- Get the right people on the bus.
- Get the wrong people off.
- Understand the difference.
So easy to state, but seemingly, so very hard to do.
The comment "So easy to state, but seemingly, so very hard to do" is so critical . Some have to learn the hard way .
Bryan it was a pleasure having you apart of our Midair Team. It is sad things ended but I admire and I am thankful for all your efforts to keep us going. Many blessings to you and your family.
I may use the last four statements of the post at the next PCO board meeting....
Well said Bryan Luce
Wow. Great reference. As I recall Jim had a team of people crunching numbers for him. I remember General Stockdale's positivity, the turnstyle affect, most importantly to me (you stated) getting the right people on the bus. As an employee seeking a prospective employer that is nearly impossible to do but it adds a perspective. I never hardcover buy books either. I have purchased two after after listening to them. "Good to Great" and "The Challenger Sale". The later (probably) less relevant to M&A & financial types.