Presented by Myron L. Pope, Ed. D. Vice President of Enrollment Management The University of Central Oklahoma at The Roa

2. Presented by Myron L. Pope, Ed. D. Vice President of Enrollment Management The University of Central Oklahoma at The Road to Greatness Conference 2008

3. Good is the Enemy of Great �That good is the enemy of great is not just a business problem. It is a human problem. If we have cracked the code on the question of the good to great, we should have something of value to any type of organization. Good schools might become great schools.� Jim Collins Good to Great, page 16

4. Studied 1,435 Fortune 500 Companies between 1965 and 1995. The �Good to Great� companies had to:

5. Studied 1,435 Fortune 500 Companies between 1965 and 1995. The �Good to Great� companies had to: Grow at a rate of 3X faster than the market. Achieve sustained results for 15 years. Reach �Greatness� after a period of average or below average results.

6. Eleven Companies Made the Cut Abbott Circuit City Fannie Mae Gillette Kimberly-Clarke Kroger Nucor Philip Morris Pitney Bowes Walgreens Wells Fargo

7. Characteristics of �The Great� Level 5 Leaders Determined �Who� first, . . . Then �What� Honest evaluation of their brutal facts Decided upon a �Hedgehog Concept�

8. Characteristics of �The Great�

9. Levels of Leadership LEVEL 1: Effective Leader Rallies people to perform at higher standards LEVEL 2: Contributing Team Member Uses individual capabilities to achieve group objectives LEVEL 3: Competent Manager Pursues group objectives by organizing ideas, resources, and people LEVEL 4: Highly Capable Individual Contributes with talent, knowledge, skills, and good work habits Change order of levels with level 4 at top Change order of levels with level 4 at top

10. Level 5 Executive Leadership Paradoxical blend of personal humility and professional will

11. Characteristics of Level 5 Leaders Modest and willful Humble and fearless Quiet and reserved Courteous Quiet, self-effacing Understated Normal People Consider themselves Lucky Not ego-driven Not �larger than life� Not a genius with a thousand helpers Does not believe his own press clippings �Plow horses� instead of �Show horses� Rigorous, not ruthless

12. Characteristics of �The Great�

13. First �Who?� . . . Then �What?� Before deciding what to do to be Great, decisions about who will be doing those things must be made. Must get the right people �on the bus�. Make sure that the right people are in the right seats on the bus.

14. The Importance of �Who� The Right People

15. The Importance of �Who� The Right People Adapt to change more easily. Do not need motivation. They motivate themselves.

16. The Importance of �Who� The Right People Adapt to change more easily. Do not need motivation. They motivate themselves. The Wrong People

17. The Importance of �Who� The Right People Adapt to change more easily. Do not need motivation. They motivate themselves. The Wrong People The �wrong people� will be unsuccessful even when the right decisions are being made.

18. Practical Disciplines that Help When in doubt, don�t hire�keep looking. When you know you need to make a people change, act. Deal with the �Wrong People� Consider Changing Seats Put your best people on your biggest opportunities, not your biggest problems.

19. Character is More Important Than Skills �In determining �the right people,� the good-to-great companies placed greater weight on character attributes than on specific educational background, practical skills, specialized knowledge or work experience.� Collins, page 51

20. Character over Skills Teachable Skills Specialized Knowledge Targeted Skills Customer Service Processing Tasks Engrained Qualities Character Work Ethic Basic Intelligence Dedication

21. Results in a �Great Life� �Adherence to the idea of �first who� might be the closest link between a great company and a great life. For no matter what we achieve, if we don�t spend the vast majority of our time with people we love and respect, we cannot possibly have a great life.� Collins, page 62

22. Characteristics of �The Great�

23. Case Study A&P (Great Atlantic and Pacific Tea Company) and Kroger

24. Confront the Brutal Facts Great decisions are only possible when the brutal facts are evaluated and confronted. Reality checks are important. Facts should drive decision makers�not dreams.

25. Environment of Truth Lead with questions, not answers. Questions spark productive debate. Engage in dialogue, not coercion. Conduct autopsies without blame. Use questions to increase understanding. Informal meetings are a good tool. Build red flag mechanisms that turn information into information that can not be ignored.

26. The Stockdale Paradox What separates people is not the presence or absence of difficulty, but how they deal with the inevitable difficulties of life. Retain faith that you will prevail in the end, regardless of the difficulties AND at the same time confront the most brutal facts of your current reality, whatever they might be.�������

27. Characteristics of �The Great�

29. What could you become the best in the world at: Providing convenient, affordable undergraduate programs for students residing in the OKC MSA

30. What could you become the best in the world at: Providing convenient, affordable undergraduate programs for students residing in the OKC MSA What are you passionate about: Providing students with experiences that are transformative in nature

31. What could you become the best in the world at: Providing convenient, affordable undergraduate programs for students residing in the OKC MSA What are you passionate about: Providing students with experiences that are transformative in nature What drives our economic engine: Undergraduate students Oklahoma tax payers Non-resident students A single answer that addresses all three questions is a Hedgehog Concept.

32. Examples Walgreen's: Become the best at convenient drugstores. Circuit City: Become the best at implementing the �4-S� model (service, selection, savings, satisfaction) applied to big-ticket consumer sales. Nucor: Become the best at harnessing culture and technology to produce low-cost steel.

33. Characteristics of �The Great� Level 5 Leaders Determined �Who� first, . . . Then �What� Honest evaluation of their brutal facts Decided upon a �Hedgehog Concept�

34. Build a culture around the idea of freedom and responsibility, within a framework. Fill that culture with self-disciplined people who are willing to go to extreme lengths to fulfill their responsibilities. Don�t confuse a culture of discipline with a tyrannical disciplinarian. Adhere with great consistency to the Hedgehog Concept, exercising an almost religious focus. Create a �stop doing list� and systematically unplug anything extraneous. Manage systems . . . not people.

35. Characteristics of �The Great� Level 5 Leaders Determined �Who� first, . . . Then �What� Honest evaluation of their brutal facts Decided upon a �Hedgehog Concept�

36. Technology Accelerators �. . . [T]echnology by itself is never a primary cause of either greatness or decline.� Collins, G2G, p157 Technology is an accelerant to greatness when used by the right people in conjunction with a disciplined adherence to a Hedgehog concept.

37. Characteristics of �The Great� Level 5 Leaders Determined �Who� first, . . . Then �What� Honest evaluation of their brutal facts Decided upon a �Hedgehog Concept�

38. Start the Flywheel Persistent commitment to a Hedgehog Concept. Small wins create momentum. Tangible results encourage people. People advocate increasingly larger steps toward fulfillment of the Hedgehog Concept. More momentum . . . Breakthrough!

39. Why Pursue Greatness � . . . [T]hose who strive to turn good into great find the process no more painful or exhausting than those who settle for just letting things wallow along in mind-numbing mediocrity. Yes, turning good into great takes energy, but the building of momentum adds more energy back into the pool than it takes out. Conversely, perpetuating mediocrity is an inherently draining process and drains much more energy out of the pool than it puts back in.� Collins, G2G, p208

40. A Final Framework of Reference for G2G INPUT PRINCIPLES � Stage 1: DISCIPLINED PEOPLE Level 5 Leadership First Who, Then What � Stage 2: DISCIPLINED THOUGHT Confront the Brutal Facts The Hedgehog Concept � Stage 3: DISCIPLINED ACTION Culture of Discipline The Flywheel � Stage 4: BUILDING GREATNESS TO LAST Clock Building, not Time Telling Preserve the Core / Stimulate Progress

41. So Where is UCO??? The Leadership University Committed to the 3 C�s: Character, Civility, Community Focused on providing a Transformative Learning experience for each student Transformative learning includes the following elements: Service Learning and Civic Engagement Research, Scholarly and Creative Activities Leadership Health and Wellness Global and Cultural Competencies

42. UCO�s Proposed Peers Boise State University California State University � Fresno Kennesaw State University Missouri State University Sam Houston State University San Jose State University Texas State University � San Marcos Towson University Wichita State University Youngstown State University

43. Mission � UCO exists to help students learn by providing transformative educational experiences to students so that they may become productive, creative, ethical and engaged citizens and leaders serving our global community. � UCO contributes to the intellectual, cultural, economic and social advancement of the communities and individuals it serves. �� Vision � UCO will become one of the Top 10 metropolitan universities of our kind in the United States by providing a transformative education as well as development experiences that help learners achieve their highest level of leadership potential.

44. Time for discussion!

45. Thank you for attending.