Good to Great and the Social Sectors: A Monograph to Accompany Good to Great
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Jim Collins Answers the Social Sector with a Monograph to Accompany Good to Great. 30-50% of those who bought Good to Great work in the Social Sector.
- This monograph is a response to questions raised by readers in the social sector. It is not a new book.
- Jim Collins wants to avoid any confusion about the monograph being a book by limiting its distribution to online retailers.
- Based on interviews and workshops with over 100 social sector leaders.
- The difference between successful organizations is not between the business and the social sector, the difference is between good organizations and great ones.
tangible results-when they can reel the flywheel begi nning to build speed- that's when most peopl e line up to throw their sho ulders against th e wheel and push. This is the power of the flywheel. Success breed s support and commitment, wh ich breeds even greater success, which breeds more support and commitment-round and around the flywhee l goes. People like to support winners! In the business sector. the flywheel works exceptionally well. Deliver superio r financia l resul ts. and the
changes come . In the meantime, what arc yo u going to do /l OW ? This is where the Stockda le Parad ox comes into play: You must retain faith that you can prevail to greatness in the end, while retaining the discipline to con front the brut al facts of yo ur cur ren t reality. What can yo u do today to create a pocket of greatness, despite the brutal facts of your environment? • SYSTEMIC GAP; What you cannot control UNIT RESULTS: What you must achieve - - -- ../. . Good to Great In
in Athletic s Disclosu re Website; sec http://ope.ed .gov/ athl et ics. S Aut hor int erview wit h To m Morris. Helgesen . Sclly'vlhe Pyramid and the web," New lork Times. ~:Iay 27. 1990. F13. Author interviewwith Frances Hesselbcin, conducted when composing the foreword to Hessclbcin 0 11 Leadership, (Sa n Fra nc isco : Iosscy-Bass Pub lishers) , 1001. Jam es MacGrego r Burn s. Lcodcrsllip. (New York: Harpe r & Row, 1978 ), pp 9-18. Au thor interview wit h Roger Briggs. 10 Aut ho r co rres
iffer en t fro m business. I ori ginally int ended this text to be a new cha p ter in futur e ed itions o f Gaad to Great. But upo n reflectio n , I co ncl uded th at it wo uld be inapp ro pri ate to force my read ers to bu y a seco nd copy o f the boo k just to get access to th is piece-and so we decided to crea te th is indep end ent m on ograph. That said, while this monograph can certainly be read as a stand -alo ne piece, I've written it to go hand-i n-han d with the boo k, and th e greatest
important, you can build a pocket of greatness without executive power, in the middle of an orga niza tio n. If Roger Briggs can lead his m inibu s from good to great within the constraints of the public scho ol system, you can do it nearly anywhere. Second, you start by focusing on the First Who pr inciple-do whatever you can to get the right people on the bu s, the wro ng peop le off the bu s, and the right peop le in to the right scats. Tenu re po ses one set of challenges, volunteers and