Good to Great: Chapter 1

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Good to Great: Chapter 1

Post by Klittles on Thu Sep 22, 2016 5:32 am

Please respond to the following questions and then reply to 2 other peoples' post. The
deadline for this post is Thursday, September 29 , 3:00 pm. NO EXCEPTIONS!! Please be honest
and use integrity when responding, don't just try to use someone else's answers.

1. What does the statement "good is the enemy of great " mean?

2. Where in chapter 1 was data, evidence and collaboration discussed? Give examples.

3. What is level 5 leadership?
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Re: Good to Great: Chapter 1

Post by SWallace on Thu Sep 22, 2016 9:48 pm

1. What does the statement "good is the enemy of great" mean?
Good is the enemy of great because most people are happy with, or will settle with just being “good.” They may have worked hard to make it or become good and then stop pushing so hard.  Basically become complacent.

2. Where in chapter 1 was data, evidence and collaboration discussed? Give examples.
Data, evidence, and collaboration were used when after they had collected data on the 28 companies, they began a series of “research-team” debates to contrast/compare why some companies became “great.”
Some examples of their findings were that many of the CEO’s of the Great companies were not outsiders brought it, but people that came from inside. Also, that there was no big management change or focus on motivational strategies (under the right conditions there were no problems.)

3. What is level 5 leadership?
Level 5 Leadership encompasses leaders who #1 make sure they have the right people on the team…the wrong people off the team….and each team member doing the right thing “or job” for them.  All of this before they tried to determine which direction they were headed.  The book states that “the RIGHT people are your best asset.”
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Re: Good to Great: Chapter 1

Post by wojames on Sat Sep 24, 2016 4:33 pm

Good to Great Chapter 1
1.  What does the statement "good is the opposite of great" mean?
Good is the opposite of great means that once an individual becomes good they become complacent.  They are willing to remain good and don't feel the need to take the steps required to become better.

2.  Where in chapter 1 was data, evidence, and collaboration discussed, give examples.
Several diagrams of the Good to Great studies and research results are used as examples of data, evidence, and collaboration.  Data, evidence, and collaboration was based on research form companies such as General Electric, Walgreens, Coco-Cola, NASDAQ, Fannie Mae, and several others.  
3.  What is level 5 leadership?
Level 5 leadership is the breakthrough to going good to great. It includes getting the right people on and the wrong people off the bus and in their right seats - people are an important The right people are the most asset to a team.  It includes learning from and building with past difficulties and failures.  Level 5 leadership also requires discipline.  When discipline is in place control, bureaucracy, and hierarchy are not needed.
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Re: Good to Great: Chapter 1

Post by MShamburger on Mon Sep 26, 2016 5:23 pm

1. Good is the enemy of great means that it is rare to have great schools, government, and companies because we so often have good schools, government, and companies. Put another way, most people will settle for good and not put forth the effort to make something great.

2. Data and evidence was discussed when the author wrote about the process of selecting the companies that would be included in the project. Companies' performances on the stock market were compared to the market average over a period of time. Collaboration can be seen in the way the author's research team works together with everyone giving input into key decisions.

3. Level 5 leadership is the type of leadership that the author found in all the great companies that he studied. He found that Level 5 leaders were "self-effacing, quiet, even shy." He was surprised that they were not the "big name" personalities, but were rather low-key in their approach. They were, he said, "more like Lincoln and Socrates than Patton or Ceasar."

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Re: Good to Great: Chapter 1

Post by MShamburger on Mon Sep 26, 2016 5:25 pm

wojames wrote:Good to Great Chapter 1
1.  What does the statement "good is the opposite of great" mean?
Good is the opposite of great means that once an individual becomes good they become complacent.  They are willing to remain good and don't feel the need to take the steps required to become better.

2.  Where in chapter 1 was data, evidence, and collaboration discussed, give examples.
Several diagrams of the Good to Great studies and research results are used as examples of data, evidence, and collaboration.  Data, evidence, and collaboration was based on research form companies such as General Electric, Walgreens, Coco-Cola, NASDAQ, Fannie Mae, and several others.  
3.  What is level 5 leadership?
Level 5 leadership is the breakthrough to going good to great. It includes getting the right people on and the wrong people off the bus and in their right seats - people are an important The right people are the most asset to a team.  It includes learning from and building with past difficulties and failures.  Level 5 leadership also requires discipline.  When discipline is in place control, bureaucracy, and hierarchy are not needed.

Had not mentioned discipline in my description of Level 5 leadership. Good point.

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Re: Good to Great: Chapter 1

Post by MShamburger on Mon Sep 26, 2016 5:29 pm

SWallace wrote:1. What does the statement "good is the enemy of great" mean?
Good is the enemy of great because most people are happy with, or will settle with just being “good.” They may have worked hard to make it or become good and then stop pushing so hard.  Basically become complacent.

2. Where in chapter 1 was data, evidence and collaboration discussed? Give examples.
Data, evidence, and collaboration were used when after they had collected data on the 28 companies, they began a series of “research-team” debates to contrast/compare why some companies became “great.”
Some examples of their findings were that many of the CEO’s of the Great companies were not outsiders brought it, but people that came from inside. Also, that there was no big management change or focus on motivational strategies (under the right conditions there were no problems.)

3. What is level 5 leadership?
Level 5 Leadership encompasses leaders who #1 make sure they have the right people on the team…the wrong people off the team….and each team member doing the right thing “or job” for them.  All of this before they tried to determine which direction they were headed.  The book states that “the RIGHT people are your best asset.”

"Complacent' is a good one word summary of good being the enemy of great. Nice

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Re: Good to Great: Chapter 1

Post by CAnderson on Wed Sep 28, 2016 4:05 pm

1. What does the statement "good is the enemy of great " mean?
Many times people are satisfied with the "status quo".  They are satisfied doing just enough to be moderately successful instead of "going for the gusto".  If you are content with being good, you may never know what it feels like to be great.

2. Where in chapter 1 was data, evidence and collaboration discussed? Give examples.
Data, evidence and collaboration were discussed throughout the chapter.  This first chapter described how the data for the book was obtained and how the research was a culmination of a collaborative effort.  This was discussed when talking about the phases of the project and in the information provided on the 28 companies that were the subjects of the research.

3. What is level 5 leadership?
Level 5 leadership is not necessarily high profile leaders, entertainers celebrities, etc.  In fact, they are often the opposite.  They are simply the "right people at the right time".
.
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Re: Good to Great: Chapter 1

Post by CAnderson on Wed Sep 28, 2016 4:10 pm

I agree with you Mark. That's what I mean about the status quo. You get to a certain point and then you don't take a chance and step out.
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Re: Good to Great: Chapter 1

Post by CAnderson on Wed Sep 28, 2016 4:12 pm

Ms. Wallace, I agree the right people are your best asset. The right people are often right "under your nose". You don't always need some outside influence.
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Re: Good to Great: Chapter 1

Post by wojames on Fri Sep 30, 2016 6:38 pm

Carol, I agree that we are satisfied and settle with the "status quo." I think this is due to the many other aspects of our lives; family, work, etc.
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Re: Good to Great: Chapter 1

Post by wojames on Fri Sep 30, 2016 6:45 pm

Saundra, I agree with your statement that people work hard to become successful. I think that once most people have gotten to that point in their lives they just want to enjoy the results of their hard work.
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Re: Good to Great: Chapter 1

Post by SWallace on Sat Oct 01, 2016 1:43 am


I agree 100% with what you said, Wanda: "When discipline is in place control, bureaucracy, and hierarchy are not needed." Those three things often lead to a distructive outcome rather than a movement to a "Great" business or company.


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Re: Good to Great: Chapter 1

Post by SWallace on Sat Oct 01, 2016 1:47 am

I LOVE your staement, Carol, "If you are content with being good, you may never know what it feels like to be great." Too many people just stop at "good" and think "wow, I've come al long way" and never give that extra push or "gusto" (as you stated) to become GREAT!
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Good to Great - 3 questions

Post by Denise Scallan on Tue Oct 04, 2016 1:55 am

"Good is the enemy of great." One makes a conscious choice whether to settle for being "good" or to strive for greatness. The belief that merely being competent or fulfilling job expectations is "good enough" overpowers the desire or need to achieve a higher level of success. Being satisfied with the status quo is in opposition to achieving greatness.

Data, evidence, and collaboration are discussed throughout Chapter 1, in depth on pages 2-8. Data is displayed on 4 charts in this chapter. Collaboration is evident throughout the chapter as the author speaks of the team of 21 people who worked on the project. He also described how they organized the data and evidence and debated the significance and validity of their findings.

Chapter 2 contained interesting information concerning people who exemplify specific traits as level 5 leaders. The interest of these leaders are directed toward the success of the institution, not themselves. They want to see the company continue to make strides and succeed, even after they are no longer at the helm. Level 5 leaders give credit to others within the organization for successes and look inward when things are not working as expected. They don't give orders and stand back while others do the work; they work with their employees to achieve success.


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Response to Carol

Post by Denise Scallan on Tue Oct 04, 2016 2:39 am

Carol, I had to laugh when I read your answers. I did not read anyone's posts before I posted mine. You and I had almost identical answers to the first two questions.....we even both used "status quo"! Good minds think alike? Very Happy   Needless to say, I concur with your answers. I especially like your comment, "If you are content with being good, you may never know what it feels like to be great."

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Respone to ALL

Post by Denise Scallan on Tue Oct 04, 2016 2:55 am

Everyone gave good responses to the questions. I'm sure that we can all relate to the qualities for level 5 leaders and management teams that we reiterated.

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Re: Good to Great: Chapter 1

Post by Kenya.Huggins on Wed Oct 05, 2016 6:54 pm

1. What does the statement "good is the enemy of great " mean?

2. Where in chapter 1 was data, evidence and collaboration discussed? Give examples.

3. What is level 5 leadership?

The statement of "good is the enemy of great" is suggesting that we as a race of people usually satisfy for just being good, but we never strive to be great. We seemingly get caught up in remaining around the "bell curve" and never branch out to soar higher.

The evidence of collaboration was the mention of 21 or more people that the author stated he collaborated with in the preparation of this book. He stated how he and his team looked at data for quite some time before he wrote this book. He even mentioned them by name in alphabetical order.

Level 5 of leadership is basically getting a command climate of the scenario, seeing what's needed and then moving forward. In military infantry terms, this would be referred to as a "fire sketch". You look at your needs, evaluate your team, them place people where they can be best utilized.

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Re: Good to Great: Chapter 1

Post by Kenya.Huggins on Wed Oct 05, 2016 6:58 pm

wojames wrote:Good to Great Chapter 1
1.  What does the statement "good is the opposite of great" mean?
Good is the opposite of great means that once an individual becomes good they become complacent.  They are willing to remain good and don't feel the need to take the steps required to become better.

2.  Where in chapter 1 was data, evidence, and collaboration discussed, give examples.
Several diagrams of the Good to Great studies and research results are used as examples of data, evidence, and collaboration.  Data, evidence, and collaboration was based on research form companies such as General Electric, Walgreens, Coco-Cola, NASDAQ, Fannie Mae, and several others.  
3.  What is level 5 leadership?
Level 5 leadership is the breakthrough to going good to great. It includes getting the right people on and the wrong people off the bus and in their right seats - people are an important The right people are the most asset to a team.  It includes learning from and building with past difficulties and failures.  Level 5 leadership also requires discipline.  When discipline is in place control, bureaucracy, and hierarchy are not needed.

I think you hit the nail on the nose. I couldn't type it any better than myself.

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Re: Good to Great: Chapter 1

Post by Kenya.Huggins on Wed Oct 05, 2016 7:00 pm

MShamburger wrote:
SWallace wrote:1. What does the statement "good is the enemy of great" mean?
Good is the enemy of great because most people are happy with, or will settle with just being “good.” They may have worked hard to make it or become good and then stop pushing so hard.  Basically become complacent.

2. Where in chapter 1 was data, evidence and collaboration discussed? Give examples.
Data, evidence, and collaboration were used when after they had collected data on the 28 companies, they began a series of “research-team” debates to contrast/compare why some companies became “great.”
Some examples of their findings were that many of the CEO’s of the Great companies were not outsiders brought it, but people that came from inside. Also, that there was no big management change or focus on motivational strategies (under the right conditions there were no problems.)

3. What is level 5 leadership?
Level 5 Leadership encompasses leaders who #1 make sure they have the right people on the team…the wrong people off the team….and each team member doing the right thing “or job” for them.  All of this before they tried to determine which direction they were headed.  The book states that “the RIGHT people are your best asset.”

"Complacent' is a good one word summary of good being the enemy of great.  Nice

When we become complacent, I think we fail. A term stated in the chapter is that business must either grow or die. I think that's the defintion of being complacent. Good point Mrs. Wallace

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Chapter 1 - Response

Post by April.Nobles on Thu Oct 06, 2016 4:52 pm

1. What does the statement "good is the enemy of great " mean?
Good = mediocre. Great = awesome! The book refers to a culture of "good" or "ok" businesses, hospitals, schools and government. Human nature tends to be ok with "good." Chapter 1 is setting the framework for how the author and his team will measure the difference between good to great and how we, no matter our discipline, can implement the same practices.

2. Where in chapter 1 was data, evidence and collaboration discussed? Give examples.
Data was discussed throughout Chapter 1, as the author describes the process he and his team used to determine what made good companies great. Evidence was based on 15 years of progress, not temporary success or 'one hit wonders.' The author describes the data and evidence his team took almost a decade uncovering on companies. The author is also very quick to point out that he did not complete this research on his own, rather that a team of very dedicated individuals did.

3. What is level 5 leadership?
According to the first chapter, most level 5 leaders came from within the ranks of the company. They were not brought in from the outside nor were they the "face" of the company. They were usually shy, reserved and most importantly, hard working.

This is not related to the question, but I wanted to make sure I referred to a particular section in the book. On page 13 is states, "We expected that good-to-great leaders would begin by setting a new vision and strategy. We found instead that they first got the right people on the bus, the wrong people off the bus, an the right people in the rights seats - and then they figured out where to drive it." I once worked with a great principal who used this adage frequently. It is most certainly true. Sometimes, we may believe we are in the right seat, but sometimes we need a new seat. Sometimes, we just need to get off that bus and get on a new one. I LOVED that the book says this has to be done BEFORE you can even begin to figure out where you are going. So, my follow-up question is ... are you in the right seat on the right bus?
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Re: Good to Great: Chapter 1

Post by April.Nobles on Thu Oct 06, 2016 4:55 pm

I'm interested to know if the author feels that his team he used to create this book is a good team or a great team.
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Re: Good to Great: Chapter 1

Post by Klittles on Thu Oct 06, 2016 5:46 pm

April,
The statement you made is one of the main reasons why I chose this book. It points out the fact that to be great you have to surround yourself with like minded people who are willing to take the journey to become great. Unfortunately, on that journey you have to remove obstacles that prevent you from becoming great and many of those obstacles have names (people). You have to put people on the bus, who share your goals and vision and not the ones who have settled for where they are. If you do not want to move, then don't get on the bus. I am on the right seat of the bus and this bus is moving forward! Great Observation!

He has another book where he used almost the exact team so I believes the feels that they are Great!
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Re: Good to Great: Chapter 1

Post by April.Nobles on Thu Oct 06, 2016 5:59 pm

I'm glad you are driving this bus, Mrs. Littles! I'm proud to be in a seat on your bus!
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Re: Good to Great: Chapter 1

Post by meredith.jordan on Tue Oct 11, 2016 6:26 am

1. The statement "Good is the enemy of great," is the central idea Collins bases his research on, and he emphasizes that this idea also applies to schools, government, business, and our own personal lives. He says, "It is just so easy to settle for good." "Good," "Mediocrity," "Average," or "Normal" is accomplishing just enough or merely completing a task for completion sake. "Great" is exceeding the task or goal or exceeding the expectation; that kind of dedication and effort requires more time and work making it easy to settle for simply getting it done. I've recommended this book to several people since starting to read just based on this very real concept.

2. In order to support his claims, Collins must use and analyze data. Chapter 1 is dedicated to helping readers understand his research process. He uses charts to visualize some examples, he discusses using stock market data, and he presents a picture of how his team extracted those "good to great" principles from the data. The amount of time they dedicated to analyzing and discussing the data was incredible. He mentioned they had weekly discussions about the data, which I think is key in all fields. He also emphasized a team approach. One of the things I was reminded in this chapter is that it takes time; this team stuck with this research for years. I think it's important for us as educators to continue the data discussions and understand their purpose.

3. Level 5 leadership are those leaders (not necessarily a CEO, but anyone) who possess the "good to great" characteristics and principles. The characteristic that stuck out to me was humility. I've always strived to hold myself to the same expectations that I have of others. I also think it's important to always be reflective and know when "greatness" hasn't been reached yet and what can be done differently.

I apologize for any errors. I blogged from my phone.
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Re: Good to Great: Chapter 1

Post by Klittles on Fri Oct 21, 2016 8:18 am

Mrs.Meredith ,
You hit the nail on the head with the terms humility and reflection. The PLC that we just had on October 14th was on reflexivity, which is going a little deeper than self-reflection but to do an introspection on the reflection. Collins shows  the importance of data and how when properly and effectively used, it can accomplish its purpose, which can then guide our instruction and direction. Anything worth having, requires time and effort. Thank you so much for responding to the blog. You are truly a leader who leads by example.
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