GOOD TO GREAT IN THE SOCIAL SECTORS

WHEN YOU COMPARE GREAT COMPANIES WITH GOOD ONES, MANY WIDELY PRACTICED BUSINESS NORMS TURN OUT TO CORRELATE WITH MEDIOCRITY

NEED FOR GREATER DISCIPLINE DISCIPLINED PLANNING DISCIPLINED PEOPLE DISCIPLINED GOVERNANCE DISCIPLINED ALLOCATION OF

RESOURCES

A CULTURE OF DISCIPLINE IS NOT A PRINCIPLE OF BUSINESS, IT IS A PRINCIPLE OF GREATNESS

WE NEED TO EMBRACE A “LANGUAGE OF GREATNESS”

FIVE ISSUES WITH GREATNESS IN SOCIAL SECTORS DEFINING “GREAT”: CALIBRATING SUCCESS

WITHOUT BUSINESS METRICS LEVEL FIVE LEADERSHIP: GETTING THINGS

DONE WITHIN A DIFFUSE POWER STRUCTURE FIRST WHO: GETTING THE RIGHT PEOPLE ON

THE BUS WITHIN SOCIAL SECTOR CONSTRAINTS THE HEDGEHOG CONCEPT: RETHINKING THE

ECONOMIC ENGINE WITHOUT A PROFIT MARGIN TURNING THE FLYWHEEL: BUILDING MOMENTUM

BY BUILDING THE BRAND

INPUTS VERSUS OUTPUTS IN THE SOCIAL SECTORS, MONEY IS

ONLY AN INPUT, NOT A MEASURE OF GREATNESS

A GREAT ORGANIZATION IS ONE THAT DELIVERS SUPERIOR PERFORMANCE AND MAKES A DISTINCTIVE IMPACT OVER A LONG PERIOD OF TIME

FOR SOCIAL SECTORS, PERFORMANCE IS ASSESSED RELATIVE TO MISSION

KEY REFLECTIONS HOW EFFECTIVELY DO WE DELIVER ON

OUR MISSION AND MAKE A DISTINCTIVE IMPACT, RELATIVE TO OUR RESOURCES?

THE BASIC IDEA IS STILL THE SAME: SEPARATE INPUTS FROM OUTPUTS AND HOLD YOURSELF ACCOUNTABLE FOR PROGRESS IN OUTPUTS, EVEN IF THOSE OUTPUTS DEFY MEASUREMENT

THREE ELEMENTS OF GREATNESS SUPERIOR PERFORMANCE DISTINCTIVE IMPACT LASTING ENDURANCE

ELEMENTS OF VISION COMMUNITIES LEADER INITIATED SHARED AND SUPPORTED INSPIRING COMPREHENSIVE AND DETAILED

EVIDENCES IT DOESN’T REALLY MATTER WHETHER

YOU CAN QUANTIFY YOUR RESULTS. WHAT MATTERS IS THAT YOU RIGOROUSLY ASSEMBLE EVIDENCE TO TRACK YOUR PROGRESS

INPUTS OF GREATNESS DISCIPLINED PEOPLE DISCIPLINED THOUGHT DISCIPLINED ACTION BUILDING GREATNESS TO LAST

OUTPUTS OF GREATNESS DELIVER SUPERIOR PERFORMANCE:

RESULTS AND EFFICIENCY IN DELIVERING THE MISSION

MAKE A DISTINCT IMPACT: IRREPLACEABLE BY ANY OTHER INSTITUTION

ACHIEVE LASTING ENDURANCE: RESPONDS TO ANY INTERNAL OR EXTERNAL INFLUENCE IN A POSITIVE MANNER

COLLECTIVE SELF-EFFICACY NO MATTER HOW MUCH YOU HAVE

ACHIEVED, YOU WILL ALWAYS BE MERELY GOOD RELATIVE TO WHAT YOU HAVE BECOME. GREATNESS IS AN INHERENTLY DYNAMIC PROCESS, NOT AN END POINT. THE MOMENT YOU THINK OF YOURSELF AS GREAT, YOUR SLIDE TOWARD MEDIOCRITY WILL ALREADY BEGUN

EMPOWERMENT GREAT COMPANIES INCLUDE INDIVIDUALS

THAT THINK OF THEMSELVES AS CAPABLE INDIVIDUALS WHO CAN TAKE CONTROL OF THEIR OWN LIVES. THIS CONCEPT IS NOT FORCED, BUT RATHER SUPPORTED BY PROVIDING THE INTER-DEPENDENT COUNCILS IN THE ORGANIZATION THE OPPORTUNITY TO MAKE CHANGES AT THEIR OWN DISCRETION. MOST WILL DO SO.

LEADERSHIP POWER SOURCES POWER OF INCLUSION POWER OF LANGUAGE POWER OF SHARED INTERESTS POWER OF COALITION

LEADERSHIP SKILL TYPES EXECUTIVE: THE INDIVIDUAL LEADER

HAS ENOUGH CONCENTRATED POWER TO SIMPLY MAKE THE RIGHT DECISION

LEGISLATIVE: RELIES MORE UPON PERSUASION, POLITICAL CURRENCY, AND SHARED INTERESTS TO CREATE THE CONDITIONS FOR THE RIGHT DECISIONS TO HAPPEN

LEVEL FIVE LEADERSHIP LEVEL FIVE LEADERS ARE AMBITIOUS FIRST AND

FOREMOST FOR THE CAUSE, NOT THEMSELVES. THEY WILL DO WHATEVER IT TAKES TO DO GOOD

ON THAT AMBITION. LEVEL FIVE LEADERSHIP IS NOT ABOUT BEING SOFT

OR NICE OR PURELY INCLUSIVE. THE WHOLE POINT IS TO MAKE SURE THE RIGHT DECISIONS HAPPEN—NO MATTER HOW DIFFICULT—FOR THE LONG-TERM GREATNESS OF THE INSTITUTION AND THE ACHIEVEMENT OF ITS MISSION, INDEPENDENT OF CONSENSUS OR POPULARITY

LEVEL ONE LEADERSHIP LEADER MAKES PRODUCTIVE

CONTRIBUTIONS THROUGH TALENT, KNOWLEDGE, SKILLS, AND GOOD WORK HABITS

LEVEL TWO LEADERSHIP LEADER CONTRIBUTES INDIVIDUAL

CAPABILITIES TO THE ACHIEVEMENT OF GROUP OBJECTIVES, AND WORKS EFFECTIVELY WITH OTHERS IN A GROUP SETTING

LEVEL THREE LEADERSHIP LEADER ORGANIZES PEOPLE AND

RESOURCES TOWARD THE EFFECTIVE AND EFFICIENT PURSUIT OF PREDETERMINED OBJECTIVES

LEVEL FOUR LEADERSHIP LEADER CATALYZES COMMITMENT TO

AND VIGOROUS PURSUIT OF A CLEAR AND COMPELLING VISION, STIMULATING HIGHER PERFORMANCE STANDARDS

LEVEL FIVE LEADERSHIP BUILDS ENDURING GREATNESS

THROUGH A PARADOXICAL BLEND OF PERSONAL HUMILITY AND PROFESSIONAL WILL

DEALING WITH SOCIAL SECTOR CONSTRAINTS CREATE POCKETS OF GREATNESS INCORPORATE EARLY ASSESSMENT

MECHANISMS FOR GETTING THE WRONG PEOPLE OFF THE BUS

FOCUS OF GETTING AND HANGING ON TO THE RIGHT PEOPLE, THOSE WHO ARE SELF-MOTIVATED AND SELF-DISCIPLINED

FUNDAMENTAL POINTS THE MORE SELECTIVE THE PROCESS FOR

HIRING, THE MORE ATTRACTIVE THE POSITION BECOMES

SOCIAL SECTORS HAVE ONE COMPELLING ADVANTAGE: DESPERATE CRAVING FOR MEANING IN OUR LIVES

THE NUMBER ONE RESOURCE FOR A GREAT SOCIAL SECTOR ORGANIZATION IS HAVING ENOUGH OF THE RIGHT PEOPLE WILLING TO COMMIT THEMSELVES TO MISSION

HEDGEHOG CONCEPT IN THE SOCIAL SECTORS WHAT ARE YOU DEEPLY PASSIONATE ABOUT?

UNDERSTANDING WHAT YOUR ORGANIZATION STANDS FOR (CORE VALUES) AND WHY IT EXISTS (MISSION OR CORE PURPOSE)

WHAT CAN YOU BE BEST IN THE WORLD AT? UNDERSTANDING WHAT YOUR ORGANIZATION CAN UNIQUELY CONTRIBUTE TO THE PEOPLE IT TOUCHES BETTER THAN OTHER ORGANIZATIONS

WHAT DRIVES YOUR RESOURCE ENGINE? UNDERSTANDING WHAT BEST DRIVES YOUR RESOURCE ENGINE: TIME, MONEY, AND BRAND

Hedgehog ConceptWhat You

Are DeeplyPassionate

About

What Drives Your

Resource Engine

What YouCan Be

The BestIn The

World At

A GREAT SOCIAL SECTOR ORGANIZATION MUST HAVE THE DISCIPLINE TO SAY NO TO RESOURCES THAT DRIVE IT AWAY FROM THE MIDDLE OF ITS THREE CIRCLES OF THE HEDGEHOG CONCEPT. THE ORGANIZATION MUST ATTRACT AND CHANNEL RESOURCES DIRECTED AT THE CENTER OF THE THREE CIRCLES.

TURNING THE FLYWHEEL BUILDING MOMENTUM BY BUILDING

THE BRAND SUCCESS BREEDS SUPPORT AND

COMMITMENT, WHICH BREEDS EVEN GREATER SUCCESS, WHICH BREEDS MORE SUPPORT AND COMMITMENT----ROUND AND AROUND THE FLYWHEEL GOES

ORGANIZATIONS BECOMING INSTITUTIONS