Good to Great: Why Some Companies Make the Leap . . . And Others Don’t, is a business leadership classic ($15.99 for the Kindle edition on Amazon). Jim Collins and his research team examined numerous companies and an enormous amount of data in search of the answer to what they considered “the question – Can a good company become a great company, and if so how?” The goal of this project was to uncover “universal answers that can be applied by any organization.” Although many argue that Collins and his team were wildly successful in this quest, the most obvious criticism of their work is that most of the companies cited as examples in Good to Great are neither good nor great today. However, it can be argued that these companies remained great only as long as they practiced the principles Collins and his team uncovered. Indeed, Collins maintains that none of the original concepts found in Good to Great have been overturned by the subsequent research reflected in his follow-up volumes, How the Mighty Fall, and Great by Choice.
An Unexpected Type of Leader:
Some of the of the most surprising findings of Collins’ research were the characteristics of the most successful leaders. Collins confesses this was “not what we expected.” The very best leaders were what Collins calls “a Level 5 leader – an individual who blends extreme personal humility with intense professional will.” Collins explains, “At the helm of every good-to-great company . . . were self-effacing individuals who displayed the fierce resolve to do whatever needed to be done to make the company great.” Collins describes the Level 5 leader as “a study in duality: modest and willful, humble and fearless.” Although it seems counter-intuitive, Collins insists, “Less charismatic leaders often produce better long-term results.” Indeed, Collins actually discusses the “liability of charisma.”
More People Can Become Level 5 Leaders:
Collins believes there are two categories of people: “those who do not have the seed of Level 5 and those who do.” The “do not have” category consists of ego-driven individuals who “will always be first and foremost about what they can get.” However, Collins believes a larger group has the capability to become Level 5 leaders. While Collins refuses to speculate on the specific steps leading to the development of Level 5 leadership, he suggests “self-reflection, conscious personal development, a mentor, a great teacher, loving parents, a significant life experience, a Level 5 boss, or . . . other factors” may facilitate the development of Level 5 leadership.
Three Essential Disciplines:
Underpinning the six key concepts of the Good to Great paradigm are three broad areas of discipline: “disciplined people, disciplined thought, and disciplined action.” Although the subject of discipline rarely garners the spotlight in discussions of Good to Great, Collins suggests these disciplines may indeed be one key to becoming a Level 5 leader. Collins states, “My best advice, based on the research, is to begin practicing the other good-to-great disciplines . . . practicing the other findings helps you to become Level 5.”
Don’t Ignore Your “Brutal Facts”:
The first way disciplined thought must be applied is in the consideration of the “brutal facts of reality.” Collins explains, “When . . . you start with an honest and diligent effort to determine the truth of the situation, the right decisions often become self-evident . . . one thing is certain: You absolutely cannot make a series of good decisions without first confronting the brutal facts.” Collins insists, “A primary task . . . is to create a culture wherein people have . . . opportunity to be heard and, ultimately, for the truth to be heard.”
An Encouraging Read with an Emphasis on Disciplined Decisions:
I have always found Collins’ concept of Level 5 leadership extremely encouraging. I identify with Alan Wurtzel (a leader profiled in the book) who describes himself as a “plow horse” rather than a show horse. Collins suggests “self-reflection, conscious personal development, (and) a mentor” may aid one’s growth toward becoming a Level 5 leader. However, discipline in daily and long-term decisions, and ongoing practices is one obvious key. Collins states,
Leadership is a pedestrian process . . . decisions must continually be made . . . one of these choices relates to you, your comfort . . . what you personally could gain or how you could avoid conflict. The other choice is about what is best for the cause, the company, the work in hand . . . achieving Level 5 leadership is a process or series of accumulated decisions and . . . day-to-day choices. Encouragingly, making the right choices and becoming a Level 5 leader would appear to be a process that can be learned.
I highly recommend Good To Great. Although it is primarily a business book, it still has a great deal to say to pastors and church leaders. Indeed, one can make an extremely strong case that Jesus Christ is the greatest level 5 leader of all time.