Questionnaire

Introduction

An overview of the framework of concepts and a preview of what's to

come in the rest of the book. (See the diagram below.) Think of the transformation
as a process of build-up followed by breakthrough, broken into three broad stages:
discipline people, disciplined thought, and disciplined action. Within each of these
three stages, there are two key concepts, shown in the framework and described
below. Wrapping around this entire framework is a concept we came to call the
flywheel, which captures the gestalt of the entire process of going from good to
great.
Training manual is one key to enhance someone’s ability
especially their skills, and knowledge that is greatly help to
you to improve themself. This manual is designed to
emphasize what have you read and understand in the book
of Good to GREAT by Jim Collins. After you read, you need
a deep comprehension and understanding to answer this
manual. Make sure that every questionnaire will leave an
answer to prove that you gain knowledge.

Objectives:
• To develop guidelines for working efficiently as a group.
• To participate other trainees in the discussions.
• Participants should understand the importance of clear
communications, targeting their messages and listening
and asking questions.
Team Leader’s Role
It is important that you are familiar with all of the material in
this application series. We highly recommend that you review
each lesson and prepare well for the session.
The team leader should emphasize that each participant
takes down notes and participate in group discussion to
make sure that they gain benefits from the course.

You should be:

• Provide answer to every question.
• Should follow the guidelines.
• Free to accommodate suggestions from participants.
• Give some motivational thoughts to all co-participants.
• Listen to you facilitator.
Being ready will somewhat good for the being participant.
Preparedness is one key to do a good flow of training.
Participation in training is significant because it will give you
clear instruction to do every activity given by your
facilitator. We recommend using the function of management
which are: Planning, Organizing, Controlling, Leading
 Chapter 1

Jim Collins

Good to Great

“You can accomplish anything in life, provided that

you do not
Mind who gets the credit.”
-Harry S. Truman
 Fill in the Blank:

Success Right People

Poor
Lead Hard Vision

1. You cannot accomplish your task if you do not work ____.

2. With the help of the __________ we can accomplish great things.

3. As leader you need to _______ and do the right thing.

4. Leader doesn’t seek _________ for his/her own glory.

He found that these leaders have humility, and they don't seek success for their
own glory; rather, success is necessary so that the team and organization can
thrive. They share credit for success, and they're the first to accept blame for
mistakes. Collins also says that they're often shy, but fearless when it comes to
making decisions, especially ones that most other people consider risky.

Level 5 Leaders also possess qualities found in four other levels of leadership that
Collins identified. Although you don't have to pass sequentially through each
individual level before you become a Level 5 Leader, you must have the skills and
capabilities found in each level of the hierarchy.
What makes a LEADER a LEADER?

A leader is not always the person who _______first.

A leader is not always the person who _______first.

A leader is not always the person who _______ first.

A leader is the person who always _______ first.

How to Become a Level 5 Leader

It takes time and effort to become a Level 5 Leader.

But the good news is that it can be done, especially if
you have the passion to try.

Again, it's important to realize that you don't have to

progress through each level in turn in order to get to
Level But you do need the capabilities found in each
level in order to achieve Level 5 status.
Develop Humility

Level 5 Leaders are humble people. So, learn

why humility is important, and make sure that you
understand – at a deep, emotional level – why
arrogance is so destructive. Then ensure that you
behave in a humble way – for example, whenever your
team has success, make sure that credit goes to
them for their hard work.

Conversely, as a leader, you need to take

responsibility for your team's efforts, even when
things go wrong.
Questions:
1.Why it is that Level 5 leadership is important?
_____________________________________________________________________________________________
___

2. How will you improve your leadership skill?

_____________________________________________________________________________________________
___

3. How can I become good at great?

_____________________________________________________________________________________________
___
4. Why arrogance is so destructive?
_____________________________________________________________________________________________
___

5. What kind of Leader are you?

_____________________________________________________________________________________________
___
CHAPTER 2

There are going to be times when we can't wait for somebody.

Now, you're either on the bus or off the bus.

-- KEN KESEY,
The Electric Kool-Aid Acid Test
Instruction: Choose the best answer and write the word to
the space provided.

a.)Success c.) Planning d.) Ethics

b.)Talents d.) Strategy

___________ – It is the direction and scope of organization over

the long term
___________ – Examines questions of moral right and wrong
arising in the context of business.
__________– is skill that someone has to do something very well
that people usually like and that is difficult.
__________ – having a positive impact on others.

___________ – is a process the process of thinking the activities

required to achieve a Desired goal.
The good-to-great leaders understood three simple
truths, he says:

If you begin with “who,” rather than “what,” you

can more easily adapt to a changing world.

If you have the right people on the bus, the

problem of how to motivate and manage people largely
goes away. The right people don’t need to be tightly
managed or fired up: They will be self-motivated by the
inner drive to produce the best results and to be part
of creating something great.

If you have the wrong people, it doesn’t matter

whether you discover the right direction; you still won’t
have a great company. “Great vision without great
people is irrelevant.”
Instructions: Choose the answer and write in the space provided.

1. Good to Great leader begin by the first getting the __________ on the bus
and the wrong people off the bus.
a.) Wrong people b.) People c.) Right people

2. They did not rely on _____________________ as a primary strategy for

improving performance.
a.)Termination b. Layoffs and Restructuring c. Resigned

3. Put your best people on your best ________________.

a.)Company b. Organization c. Opportunities

4. ____________ without great people is irrelevant.”

a.)Great Vision b. Right Mission c. Goals
5. If you begin with “________,” rather than “______,” you can more easily
adapt to a changing world.
a.)First … Second b. Who … What c. Me … You
LEVEL of MANAGEMENT TEAM
 First Who, Then What get the right people on the
bus is a concept developed in the book Good to
Great. Those who build great organizations make sure
they have the right people on the bus and the right
people in the key seats before they figure out where to
drive the bus. They always think first about who and
then about what. When facing chaos and uncertainty,
and you cannot possibly predict what's coming around
the corner, your best "strategy" is to have a busload of
people who can adapt to and perform brilliantly no
matter. what comes next. Great vision without great
people is irrelevant.
Questions:

1. As HR practitioner, How do you know you have a right people on the

bus?
_______________________________________________________________________________________________________
______________________________________________________________________________________
2. What does mean of “First who then what”?
_______________________________________________________________________________________________________
______________________________________________________________________________________
3. Give statements about the 5 level of hierarchy.
_______________________________________________________________________________________________________
______________________________________________________________________________________
CHAPTER 3

There is no worse mistake in public leadership than to hold out

false hopes soon to be swept away.
-WINSTON S. CHURCHILL
The Hinge of Fate1
Fill in the blank:
(with correct answer)

1. _____are better than dreams.

2. Lead with_______, not answers.
3. Engage in dialogue and debate, not_________.
4. _________it is about creating a climate where
the truth is heard and the brutal facts
confronted.
5. Conduct_________, without blame.
 How do you create a climate
where the truth is heard?
We offer four basic practices:
1. Lead with question not answers.
2. Engage in dialogue and debate, not coercion.

3. Conduct autopsies, without blame.

4. Build "red flag" mechanisms
Questions:
1. Is there evidence that the good-to-great companies had more or better information than the
comparison companies?
________________________________________________________________________________________________________________________________________
____________________________________________________________________________________________________________________
2. What will you do if you have the right people on the bus?
________________________________________________________________________________________________________________________________________
____________________________________________________________________________________________________________________
3. What are the four basic practices to create a climate where the truth is heard?
________________________________________________________________________________________________________________________________________
____________________________________________________________________________________________________________________
4. Why do we need to engage in dialogue and debate, not in coercion ?
________________________________________________________________________________________________________________________________________
____________________________________________________________________________________________________________________
5. How can you conduct autopsies, without blame?
________________________________________________________________________________________________________________________________________
____________________________________________________________________________________________________________________
 Chapter 4

Are you a hedgehog or a fox?

 In his famous essay "The Hedgehog and the Fox," Isaiah Berlin divided
the world into hedgehogs and foxes, based upon an ancient Greek parable. "The
fox knows many things, but the hedgehog knows one big thing. The fox is a
cunning creature, able to devise a myriad of complex strategies for sneak attacks
upon the hedgehog. Day in and day out, the fox circles around the hedgehog's den,
waiting for the perfect moment to pounce. Fast, sleek, beautiful, fleet of foot, and
crafty-the fox looks like the sure winner.

The hedgehog, on the other hand, is a dowdier creature, looking like a

genetic mix-up between a porcupine and a small armadillo. He waddles along, going
about his simple day, searching for lunch and taking care of his home. The fox
waits in cunning silence at the juncture in the trail. The hedgehog, minding his own
business, wanders right into the path of the fox. "Aha, I've got you now!" thinks
the fox. He leaps out, bounding across the ground, lightning fast. The little
hedgehog, sensing danger, looks up and thinks, "Here we go again. Will he ever
learn?" Rolling up into a perfect little ball, the hedgehog becomes a sphere of
sharp spikes, pointing outward in all directions. The fox, bounding toward his prey,
sees the hedgehog defense and calls off the attack. Retreating back to the forest,
the fox begins to calculate a new line of attack. Each day, some version of this
battle between the hedgehog and the fox takes place, and despite the greater
cunning of the fox, the hedgehog always wins.
Questions:

1. The fox is a ___________, able to devise a myriad of

complex strategies for sneak attacks upon the
hedgehog.
2. The fox ____________but the hedgehog knows___________.
3. What are the skills of the hedgehog??
_______________________________________________________
_____________________________
4. Why the hedgehog always wins in the battle between the fox??
_______________________________________________________
_____________________________

5. What do you want to be?? A hedgehog or a fox? And why?

_______________________________________________________
_____________________________
The Hedgehog Concept
What Is the Hedgehog Concept?
The Hedgehog Concept is based on an ancient Greek parable that
states, "The fox knows many things, but the hedgehog knows one big
thing."
In the parable, the fox uses many strategies to try to catch the
hedgehog. It sneaks, pounces, races, and plays dead. And yet, every
time, it walks away defeated, its tender nose pricked by spines. The
fox never learns that the hedgehog knows how to do one big thing
perfectly: defend itself.
Philosopher Isaiah Berlin took this parable and applied it to the
modern world in his 1953 essay, "The Hedgehog and the Fox."
Berlin divided people into two groups: foxes and hedgehogs.
He argued that the foxes pursue many goals and interests at the
same time. As a result, their thinking is scattered and unfocused, and
ultimately they achieve very little. Hedgehogs, however, simplify the
world and focus on a single, overarching vision, which they then
achieve.
Business researcher and consultant, Jim Collins, developed the idea in
his classic 2001 book, "Good to Great." Collins argued that
organizations will more likely succeed if they can identify the one
thing that they do best – their "Hedgehog Concept. "When an
organization has identified its Hedgehog Concept, its leaders should
devote all of their energy and resources to pursuing it. Collins argues
that when the going gets tough, it's the organizations that focus on
what they're good at that survive and thrive.
The essence of the Hedgehog concept is to help an organization obtain
piercing clarity about how to produce the best long-term result.

What you can be the best in the world at- This discerning standard goes
far beyond core competence. Just because you possess a core competence
doesn't necessarily mean you can be the best in the world at it.
What drives your economic engine? All the good-to-great companies
attained piercing insight into how to most effectively generate and robust
cash flow and profitability.
What you are deeply passionate about. The good-to-great companies
focused on those activities that ignited their passion. The idea here is not
to stimulate passion but to discover what makes you passionate.
NOTE:
A Hedgehog Concept is not a goal to be the best, a strategy to be
the best, an intention to be the best, a plan to be the best. It is an
understanding of what you can be the best at.
FOR BETTER UNDERSTANDING:
ANSWER THE FOLLOWING:

1. What are the characteristics of the fox?

2. What are the characteristics of the hedgehog?
3. For you, what you can be the best in the world at??
4. For you, what drives your economic engine?
5. What you are deeply passionate about?
6. For you as an individual? Do you want to apply the concept of
hedgehog in your life?
 Chapter 5

Freedom is only part of the story and half the truth … That is why
I recommend that the Statue of Liberty on the East Coast be
supplanted by a Statue of Responsibility on the West Coast

VIKTOR E. FRANKL,
Man's Search for
Meaning1
Fill in the Blank:

1. A ______________with an ethic of entrepreneurship-you get a

magical alchemy of superior performance and sustained results.
2. The good to great companies built a consistent system with clear
constraints, but they also gave people _________and
_________________within the framework of that system.
3. ____________is a discipline to decide which arenas should be
fully funded and which should not be funded at all.
4. ___________is a somewhat unwieldy topic to discuss, less prone
to clean frameworks.
5.______________was the idea of aligning worker interests with
management and shareholder interests through an egalitarian meritocracy
largely devoid of class distinctions.
Build a culture full of people who take disciplined action within the three
circles, fanatically consistent with the Hedgehog Concept. More precisely,
this means the following:
1. Build a culture around the idea of freedom and responsibility, within a
framework.
2. Fill that culture with self-disciplined people who are willing to go to
extreme lengths to fulfill their responsibilities. They will "rinse their
Cottage cheese."
3. Don't confuse a culture of discipline with a tyrannical disciplinarian.
4. Adhere with great consistency to the Hedgehog Concept, exercising an
almost religious focus on the intersection of the three circles. Equally
important, create a "stop doing list" and systematically unplug anything
extraneous.
Questions:

1. What are the Good to Great Matrix of creative discipline?

_______________________________________________________________
2. How can you discipline yourself?
_______________________________________________________________

3. Why do you need to discipline yourself?

_______________________________________________________________

4. If you given a chance to choose between “stop doing lists” and “to do” list? Why would it be? Explain.
_______________________________________________________________

5. Why it is important to good to great companies have a culture of disciplined?

_______________________________________________________________
 Chapter 6

In every Good to Great case it was never

just technology, but “The pioneering
application of carefully selected
technologies”

“Technology – induced change is nothing

new. The real question is not, what is
the role of technology? Rather the real
question is, how do good to great
organizations think differently about
technology?”
Drugstore.com VS. Walgreens

Drugstore.com opened an internet pharmacy

for people to order their prescriptions online
and have them mailed to them. Walgreens
stock price dropped 40% when Drugstore.com
challenged Walgreens. Walgreens was very
quiet and simply said, “We’re a crawl, walk, run
Company.”Drugstore.com did the opposite ran
first, then walked, and crawled last as their
value dropped and debt grew. Walgreens
ended up prospering during the “.com” craze
with their well-planned strategy.
Good VS. Great
 Great companies (Hedgehogs) find ways to use new
technology for advancing their business before anybody else,
and make sure it will work with extensive research.

For Example: Kroger used barcode scanners for speedier

checkout and more efficient inventory. Later, Wal-Mart would use
JIT Inventory to keep inventory costs low.

 Good companies (Foxes) implement new technologies after

they have been successfully used by someone else.

For Example: Everybody else soon followed Kroger and their

barcode scanners. Later, some followed Wal-Mart’s JIT inventory
system, but many have not yet adopted this strategy.
When used right, technology becomes an ACCELERATOR of
momentum, not a creator of it. The good-to-great companies never
began their transitions with pioneering technology, for the simple
reason that you cannot make use of technology until you know which
technologies are relevant.

Relevant technologies are those that link directly to the three

intersecting circles of the Hedgehog Concept.
Fill in the blanks:

1. ____________– induced change is nothing new.

2. ____________find ways to use new technology
for advancing their business before anybody else,
and make sure it will work with extensive research.
3. ____________implement new technologies after
they have been successfully used by someone else.
4. Great companies are ________and good
companies’ are________.
5. Good to great companies see technology as a
_________, not a creator, of _________
Part II.

1. What happened to the drugstore.com??

2. What happened to the Walgreens?
3. Why hedgehog concept is relevant to
technology?
4. What is the purpose of technology in the
company?
5. Do you think without technology or the
hedgehog concept, can we create a great
companies??
Thank you!!