Leadership |
Good to Great: What’s a Leader to Do? Dr. Bryan Edwards — Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University Leadership—the stuff of legends and a legion of popular books. With so much written on leadership, it is hard for us to know what works and what doesn’t. One common complaint readers have of such literature is that these books always make leadership sound so easy. Unfortunately, people interested in leading others find that the task is much more com- plex than it appears to be. We are partly to blame, as we often go from book to book looking for the quick solution to our problems. This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 continuing education units (CEUs) upon completion of this seminar. Author Jim Collins offers a different perspective on leading organizations—one that does not focus on quick fixes or simple remedies. In his book Good to Great , Collins relates the findings of his research and offers tangible suggestions for leaders who want to take their organizations to greatness. In this seminar, we will explore the Good to Great principles and how you can begin to move your organizations from good to great. After all, being great does not take much more effort than being good, and who doesn’t want to make their organization great?
I. Good to Great basics A. Research process B. Good to Great and comparison companies C. What they did not find D. 7 Good to Great principles
V. The Hedgehog Concept A. 3 circles B. Triumph of understanding over bravado C. The Council VI. A Culture of Discipline A. Freedom (and responsibility) within a framework B. Rinsing your cottage cheese C. A culture, not a tyrant VII. Technology Accelorators A. Technology as an accelerator, not a creator of momentum B. Technology trap VIII. A. The Flywheel and the Doom Loop A. Buildup and breakthrough B. The Flywheel Effect C. The Doom Loop IX. Conclusion
II. Level 5 Leadership A. Management vs. leadership
B. Zone of indifference C. Level 5 characteristics D. Level 5 observations
III. First Who, Then What A. Getting the right people on the bus B. Selecting the right people C. Rigorous, not ruthless
IV. Confront the brutal facts, yet never lose faith A. A climate where the truth is heard B. Conduct autopsies without blame C. The Stockdale Paradox
» KORN FERRY COMPETENCIES
Attracts top talent | Courage | Drives results | Instills trust
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