Student Affairs Professional Development Conference– October 16, 2008 Good To Great … a discussion of Jim Collins book Disciplined People – Level 5 leadership, First Who, Then What Disciplined Thought – Brutal Facts, Hedgehog Concept Discipline Action – Culture of Discipline, The Flywheel

Experiment: Change Your Look 1. Please pair up face each other 2. Select an observer 3. Observers: study your partner closely because the partner will be making a few changes 4. Observers: turn your back (or close your eyes) 5. Change Agent: make five changes to their physical appearance (30 seconds) 6. Face each other again 7. Observer: identify as many changes as possible. (30 seconds)

The Good to Great Paradox “Good is the enemy of Great” We don’t have great schools, because we have good schools We don’t have great government, because we have good government We don’t have great organizations, because we have good organizations

The Researchers asked… What transforms good companies (organizations) into great ones? What distinguishes great companies from good companies? To find out… Conducted a massive 5 year research project to identify what it takes for an organization to sustain Greatness

The Good to Great Framework Three Stages – each with two principles Stage 1: Disciplined People –Level 5 Leadership – a study in duality Modest yet willful, Shy yet fearless Ambitious for the organization, but not for themselves Personal humility, professional will This is not about being nice or soft – this type of leader makes sure the right decision is made, no matter how difficult that decision may be –First Who, then what Right people on the bus, wrong people off the bus Greatness flows from having the right people, in the right seat Find people who are passionate about their work Create an environment where people do not have jobs, they have responsibilities

The Good to Great Framework continued… Stage 2: Disciplined Thought –Confront brutal facts, Stockdale Principle Retain unwavering faith that you can & will prevail, regardless of the difficulties, and at the same time have the discipline to confront the most brutal facts of your current reality, whatever they might be. –The Hedgehog Concept Greatness comes about by a series of good decisions consistent with a simple, coherent concept Understanding three intersecting circles –What you can be best at –Passionate about –What drives your resource engine

The Good to Great Framework continued… Stage 3: Disciplined Action –Culture of Discipline – rinse that cottage cheese Disciplined people engaging in disciplined thought and who take disciplined action Operating in a framework of responsibilities – not jobs This is the cornerstone of a culture that creates greatness –The Flywheel No – single defining action, grand program, killer innovation, solitary lucky break or miracle moment – can build greatness Instead greatness is built relentlessly pushing a giant heavy flywheel, one purposeful direction, continuously building momentum until breakthrough occurs

Apollo 13 – a Good to Great discussion.\GoodtoGreat\Apollo13cut.mov

Apollo 13 A Good to Great Case Study Group Exercises / Discussion

Case Study #1- First who, Then what… Were the right people on the bus, and in the right seat? Do you think the NASA staff members were self- motivated and self-disciplined? Were they compulsively driven to do their best- for the organization? Now – when you think of Student Affairs Do our people exhibit these traits? Do we rinse the cottage cheese? Are we rigorous in getting the Right person on the bus and in the right seat? Using the concepts of Good to Great, how can you make Student Affairs a Great Organization?

Case Study #2- Brutal Facts Was there a culture to be heard? Did the team exhibit traits of honest confronta- tion of the brutal facts? Did they engage in dialogue and debate, without coercion and finger pointing? Now – when you think of Student Affairs What are our Brutal Facts? How successful are we at confronting those brutal facts? Can we approve? Using the concepts of Good to Great, how can you make Student Affairs a Great Organization?

Case Study #3- Level 5 Leadership Does Gene Kranz (Ed Harris) exhibit level 5 leadership traits? If so, how? Did he follow the Stockdale Principle of: Retaining the faith that you will prevail in the end regardless of the difficulties, AND at the same time confront the most brutal facts of the current reality? Did he lead by asking questions and listening? Did he refrain from placing blame on others? If the situation turned bad, would he and his team accept responsibility – would they not make excuses? Now think of your unit or Student Affairs – how would your team perform under crisis circumstances? Using the concepts of Good to Great, how can you make Student Affairs a Great Organization?