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

GOOD-TO-GREAT…

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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.

The third circle of the Hedgehog Concept shifts from being an economic engine to a resource engine. The critical question is not “How much money do we make?” but “How can we develop a sustainable resource engine

True leadership only exists if people follow when they have the freedom not to.

Third, the number-one resource for a great social sector organization is having enough of the right people willing to commit

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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.

you can build a pocket of greatness without executive power, in the middle of an organization.

Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.