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Good to Great: Why Some Companies Make the Leap... and Others Don't| Media: | Hardcover | | Author: | Jim Collins | | Publisher: | Collins | | Release date: | 16 October, 2001 | | List price: | $27.50 |
| Our price: | $16.74 that is 39% off! |
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| Good to Great: Why Some Companies Make the Leap... and Others Don't |
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Do you want to be the best permanently? |
In this great book, the author cites 11 companies that have taken the leap from mediocre performance to extraordinary performance. He discusses the various factors each of these companies have in common. eg. the leader, promoted from within, is not ego driven, but genuinely and selflessly cares about the success of the company. With the right people in place, leadership decides what they can be best at in the world, then moves forward in a disciplined manner.
Although I recommend this book wholeheartedly, this is a handbook for extraordinary performance, and should not be confused with optimal performance. Collins believes that it probably takes no more effort to be our best permanently, but it does involve more discipline and focus. Optimal performance cannot be achieved with suboptimal thinking. Optimal performance is created and achieved with an Optimal Thinking culture, as explained in Rosaline Glickman's book, Optimal Thinking: How To Be Your Best Self. |
| Good to Great: Why Some Companies Make the Leap... and Others Don't - Jim Collins |
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Hang with the right crowd |
| Whether applied to your work place or your personal life, the principles in this book will help you clarify your purpose, and help you identify who should have a front row seat in your life, and who you should move to the balcony! |
| Jim Collins - Good to Great: Why Some Companies Make the Leap... and Others Don't |
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Finally: a business book that's great |
So many business books seem fluffy and shallow -- or else they're written so stiffly I can't stay awake.
Collins creates an entertaining narrative as he contrasts pairs of companies: A&P vs. Kroger, Abbott vs Upjohn, and more. Why do some survive and become great while others quietl fade away?
Unlike many authors who share cozy anecdotes, Collins offers solid analytical distinctions. The survivors faced reality, recognized their strengths, got rid of deadwood and provided quiet leadership.
My favorite chapter features the Stockdale paradox. During eight grueling years as a Vietnam POW, Admiral Jim Stockdale determined he would survive and would save as many fellow POWs as
possible. Regardless of anyone's position on war and military, Stockdale demonstrated rare courage and was credited with saving many lives.
When Collins asked, "Who was least likely to survive?" Stockdale said, "That's easy - the optimists." Those who anticipated being home by Christmas were the most discouraged-- most likely to give up on living.
In a world of chirpy coaches urging us to "Think positive," this view seems realistic and refreshing.
I also liked the story of Nucor, a small company that outpaced Bethlehem Steel. While Bethlehem built office tours to accommodate demands for corner offices, Nucor stayed lean and mean. I love the story of a union's attempts to organize Nucor: Management actually had to protect the union organizers from the wrath of the workers!
The book is easy to read and hard to put down. And the lessons learned will remain with readers for a long time.
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