So if this book was read in English, the best variant to describe my impressions is English too. But again it will be something like a half-summary of the book.
The decision to read "Good to great" as Home reading at my English classes was as sudden as downloading the book two years ago. Sometimes (maybe even quite often...) I didn't understand vocabulary. It's not an easy reading, but it's a good preparation for future game theory in English. So what about summary?
1. First who, then what. It's about putting the right people on the bus. It's important because if you have right people, you can choose another way if it needs. Also you will have less "plastic people" who agree with every CEO's word. But one more question is how to identify that right people
2. Be the Level 5 leader. If you don't fire people which doesn't suit your company, you waste not only your time but also their time. Everybody has his own way and the power is in letting people go. Also don't hire when you're in doubt, act more and put your best people on your bes opportunities, not problems. Give them chance to rise. Great CEOs also perfectly manage their own life
3. Confront the Brutal facts. Create a climate where the truth is said and heard (conferences, surveys, etc.) Ask questions, debate, don't blame, turn information into information that can't be ignored (red flag mechanisms). Stockdale paradox:
Retain faith that you will prevail at the end, regardless of the difficulties, confront the most brutal facts of your current reality, whatever they might be
And also don't cheat yourself
4. Make culture of discipline. Give people freedom and responsibility within the framework of the system. Just hire self-disciplined people who don't need to be managed and then manage the system, not the people. System should be designed around the Hedgehog concept (what you can do better than anyone in the world, what drives your economic engine and what you are passionate about). Start a "stop-doing list".
5. The flywheel. Breakthrough is just one more step in a long chain of steps. From inside it's organic development process. It's always combination of things
6. Built to last. No matter what core values are.
Get involved in something that you care so much about that you want to make it the greatest it can possibly be, not because of what you will get, but just because it can be done
And of course you should know why exactly you're great.
So the book was quite hard, but very interesting. I hope it will help me to read in English more and to survive after a whole semester of english-language classes. But also it's exactly one of fundamentals in management.
