there is nothing particular interested to me besides the author's statement on leadership.
Level 5 leadership:
Builds enduring greatness through a paradoxical blend of personal humility and professional will
Compelling modesty, humility+will , unwavering resolve,
Level 5 leaders look out the windows to apportion credit to factors outside themselves when things go well(and if they cannot find a specific person or event to give credit to, they credit good luck), at the same time, they look in the mirror to apportion responsibility, never blaming bad luck when things go poorly.
Professional will
1) Creates superb results, a clear catalyst in the transition from good to great.
2) Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult.
3) Sets the standard of building an enduring great company. Will settle for nothing less
4) Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors, or bad luck.
Personal humility
1) Demonstrates a compelling modesty, shunning public adulation, never boastful
2) Acts with quiet, calm determination, relies principally on inspired standards, not inspiring charisma, to motivate
3) Channels ambition into the company, not the self, sets up successors for even great success in the next generation
4) Looks out the window, not in the mirror to apportion credit for the success of the company-to other people, external factors, and good luck
Level 4 effective leader:
Catalyze commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards
Level 3 Competent manager:
Organizes people and resources toward the effective and efficient pursuit of pre-determined objectives
Level 2 contributing team manager:
Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting
Level 1 highly capable individual:
Makes productive contributions through talent, knowledge, skills and good work habit.
First who …then what
The main point is to first get the right people on the bus before figure out what to do
Who question come before what decision—before vision, strategy, organization structure before tactics, as a rigorous discipline, consistently applied.
A company should limit its growth based on its ability to attract enough of the right people
Confront the brutal facts:
All good to great company began the process of finding a path to greatness by confronting the brutal facts of their current reality
When you start with an honest and diligent effort to determine the truth of your situation, the right decisions often become self-evident. It is impossible to make good decision without infusing the entire process with an honest confrontation of the brutal facts
A primary task in taking a company from good to great is to create a culture wherein people have a tremendous opportunity to be heard and ultimately for the truth to be heard.
1) Build a culture around the idea of freedom and responsibility, within a framework
2) Fill that culture with self-disciplined people who are willing to go to extreme lengths to fulfill their responsibilities
3) Don’t confuse a culture of discipline with a tyrannical disciplinarian
A culture of discipline is not just about action, it is about getting disciplined people who engage in disciplined thought and who then take disciplined action
Good to great company:
Follow a pattern of buildup leading to breakthrough
Reach breakthrough by an accumulation of steps, one after the other, turn by turn of the flywheel, feels like an organic evolutionary process
Confront the brutal facts to see clearly what steps must be taken to build momentum
Fellow the pattern of disciplined people (first who), disciplined thought, disciplined action
Harness appropriate technologies to your concept, to accelerate momentum
Make major acquisitions after breakthrough to accelerate momentum
Maintain consistency over time, each generation builds on the work of previous generations
insights about leadership
《从优秀到卓越》热门书评
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从优秀到卓越?
163有用 10无用 庄常飞 2012-12-13
吉姆·柯林斯在2001年撰写的《从优秀到卓越》是历史上最为畅销的商业书籍之一。在美国,《从优秀到卓越》已经累计卖出了400万册。10年后的今天,这本书的销量依然每年有30万册。在世界其他地方,《从优秀到卓越》也同样受欢迎。在书中,柯林斯列举了11家在他看来做到了从优秀到卓越的公司,并指出这些公司拥有...
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从A到A+
69有用 9无用 铂程斋@喷嚏网 2006-08-14
老子说:合抱之木,始于毫末,九层之台,始于累土,千里之行,始于足下。 同样,企业从优秀到卓越,并不象想象中那样始于某个天才的灵光突现而一挥而就。一切伟大的成就,始于意识和行动的积累,由慢到快,最后形成旋转的“飞轮”,不可小视,也不可阻挡。&n...
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直面残酷的现实,但决不失去信念
49有用 1无用 bigjoe 2008-09-14
“人生苦难重重” - 《少有人走的路》 后来呢? --------------------------------- 没有理由的持仓相信股市一定会很快好起来的人 没有理由的认为自己一定能考上清华的人 没有理由的认为一定能在25岁前买房子的人 周围听说过有这样的人么?后来呢? 看到每年考研人数之多就直...
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还是更喜欢德鲁克一些
21有用 0无用 zhong335 2006-05-20
我最喜欢的结论出现在一开始(第二章),作者的团队调查卓越公司的管理者时,“实现跨越公司的经理人均多次谈到运气”,这并不是作者想要的“结论”,也不是全书中心,我只是喜欢这样的事实来支持我自己的“宿命论”。所谓管理,现代公司的CEO和古代30万大军的统帅遇到的问题是类似的。没有哪个统帅看兵书就可以打胜仗...
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对负面评论的一点简单思考
16有用 3无用 云之舞 2013-04-13
很早以前就有朋友向我推荐这本书,但一直没仔细阅读过。这几天花时间看完了,感觉还是有不少跟作者共鸣的地方,刚才正在好群里提到这本书时,听到有负面的声音,就在网上查了一下。把一些想法写下来,作为我在豆瓣上的第一篇书评。正面的介绍和评价就不列举了,网上一搜一大把。我主要看了一些豆瓣和国外Blog中的负面评...
书名: 从优秀到卓越
作者: [美] 吉姆·柯林斯
出版社: 中信出版社
原作名: Good to Great: Why Some Companies Make the Leap... and Others Don't
译者: 俞利军
出版年: 2006-7
页数: 292
定价: 39.00元
装帧: 平装
ISBN: 9787800735547