Good to Great and the Social Sectors: A Monograph to Accompany Good to Great
Jim Collins
Language: English
Pages: 35
ISBN: 0977326403
Format: PDF / Kindle (mobi) / ePub
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.
Entrepreneurship: A Very Short Introduction (Very Short Introductions)
UnProfessional: How a 26-year-old University Dropout Became a Self-made Millionaire
Core Management for HR Students and Practitioners (2nd Edition)
Than so me ot her Division I schools. Should we therefore rank Stanfo rd as "less great"? Following the logic of the business magazine, that's what we might conclude- and our GOOD TO GREAT AND THE SOCIAL SECTORS 5 concl usion would be absurd. Stanfo rd won th e Nation al Association of CollegiaIe Directo rs of Ath letics Cup for best overall perfor mance for lO consecutive years, beating out all other majo r schools, while delivering at hlete gradu ation rates above 80%.4 To say. "Stanford.
Leaders are not less decisive tha n busine ss leaders as a general rule; they only appear that way to those who fail to grasp th e comp lex govern ance and diffuse power str uct ures common to social sectors. Frances Hesselbein was just as decisive as nearly any corporate CEO, but she faced a governance and power structure tha t rend ered executive-style leadership impracti cal. Thi s is why some busines s execu tives fail when they move into th e social secto rs. One co rpo rate CEO tu rned.
Lack of resources another, but the fact remains: greatness flows first and foremo st from having the right people in th e key seats, not the o the r way aro und. Third , Br iggs acco m plished all thi s with the use of ea rly-assessme nt mechanism s. rigoro usly employed. GOOD TO GREAT AND THE SOCIAL SECTORS 15 In the soci al sectors, wh ere getting the wrong people off the bus can be more difficult than in a business, early assessment mechan isms turn out to be more important than hiring.
Passion - Understanding what your organization stands for (its core values) and why it exist s (Its mi ssion or core purpose). Circle 2: Best at - Understanding what your organization can un iquely contrib ute to t he people It touches, better I han any other organization on the planet. Circle 3 : Resource Engine - Understandi ng what best drives your resource engine, broken into three parts: l ime, money, and brand. What you are dee ply passionate about What you can What drives be best in.
And local do nors o n a person al level with hom eless people makes absolute sense." The Center built its economic engin e around individ uals who give five or ten thousand dollars a year consistently, and who personally co n- nect to the Center's mission. As of 1004, less than 10% of the Center's reso urce en gin e came fro m gove rn me n t- no t because go vernmen t fundi ng was unavailable, but because such fund ing largely did not fit with the o ther two circles of the Center's Hedgehog Co.