Good To Great And The Social Sectors: A Monograph to Accompany Good to Great

GOOD-TO-GREAT…

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STAGE 1: DISCIPLINED PEOPLE Level 5 Leadership. Level 5 leaders are ambitious first and foremost for the cause, the organization, the work—not themselves—and they have the fierce resolve to do whatever it takes to make good on that ambition. A Level 5 leader displays a paradoxical blend of personal humility and professional will. First Who … Then W

Get out of their way, and let them build a clock!

Now, consider a question: What if the people at Southwest had said, “Hey, we can’t do anything great until we fix the systemic constraints facing the airline industry”? I’ve conducted a large number of Socratic teaching sessions in the social sectors, and I’ve encountered an interesting dynamic: people often obsess on systemic constraints.

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What can you do today to create a pocket of greatness, despite the brutal facts of your environment?

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The critical step in the Hedgehog Concept is to determine how best to connect all three circles, so that they reinforce each other. You must be able to answer the question, “How does focusing on what we can do best tie directly to our resource engine, and how does our resource engine directly reinforce what we can do best?” And you must be right.

A great social sector organization must have the discipline to say, “No thank you” to resources that drive it away from the middle of its three circles.