Good to Great Must-Haves

2. Good to Great Must-Haves • Core Ideology • Level Five Leaders • Building Blocks for Change • Changes and Your Members

3. Creating a Core Ideology • What is it? • A guiding philosophy that consists of a core purpose and core values that provides continuity and stability for an organization. • Core purpose—fundamental reason for being • Core values—essential and enduring tenets • Good leaders will preserve the core and stimulate progress.

4. Level 5 Leadership • What is it? • Someone who embodies a paradoxical mix of personal humility and professional will. • Modest (personal humility) • Ambitious towards organization’s success (personal humility) • Driven (professional will) • Visionaries (professional will) • Shares successes with others and takes responsibility for mistakes (personal humility/professional will)

5. Level 5 Hierarchy Level 5 LEVEL 5 EXECUTIVE Blends enduring greatness through a blend of personal humility and professional will. Level 4EFFECTIVE LEADER A commitment to and vigorous pursuit of a clear and compelling vision. Level 3COMPETENT LEADER Organizes people and resources toward the effective and efficient pursuit of objectives Level 2CONTRIBUTING TEAM MEMBER Contributesindividual capabilities to the achievement of group objectives; works well with others Level 1HIGHLY CAPABLE INDIVIDUAL Makes productive contributions through talent, knowledge, skills and good work habits

6. The Genius of AND • What is it? • The ability to embrace both extremes on a number of dimensions at the same time. • Instead of choosing between A or B, find a way to have both A and B. • Continuity and change • Freedom and responsibility

7. Clock Building, Not Time Telling • What is it? • Build an organization that can endure and adapt through multiple generations of leaders or an organization that can “tick” along without a specific leader • Time Telling—Having a great idea or being a charismatic visionary • Clock Building—Building an organization that can prosper far beyond the presence of any single leader and through multiple life cycles.

8. Building Blocks for Change • What are they? • Forces for guiding productive change • Changes, usually smaller ones that culminate in one larger “block,” that help an organization increase its capacity to meet new challenges.

9. Building Blocks for Change • Departures from Tradition • Prove the organization’s capacity to take productive action • Usually a product of small level deviations from traditional organization expectations • Crisis or Galvanizing Event • An external event that requires a response or a shift in procedure

10. Building Blocks for Change • Strategic Decisions • Deliberate and conscious articulation of direction • Important to allow continual creative ideas to flow while still implementing strategic decisions • Individual Movers • A key individual who is committed to pushing through the change • Communicate strategic decisions forcefully and often to make their points clear

11. Building Blocks for Change • Action Vehicles • Actual procedures or structures that incorporate new policies into the organization’s daily operation • Embody the change and create momentum towards regular procedure, not a new idea

12. Things Members Require for Change • Reasons for change. • That leaders have… considered the impact of these changes. understand that changes can result in loss of certain things. • That members have been consulted for input. • That changes are not concrete and will be reconsidered as necessary • That the changes are necessary.

13. Parting Thought… GOOD is the enemy of GREAT!