What really distinguishes a good organization from a great one is its performance in tough times. Great organizations maintain a growth pattern even when the economy is down, competition is fierce, and the market is slow. Studies of great and not-so-great organizations have allowed us to identify the attributes of the great ones. These attributes revolve mainly around leadership, organizational culture, strategic choices, adaptability, and people attitude. Join us in this truth-revealing workshop to be able to lead your organization along the path of greatness
Course Methodology
This is a course rich with new ideas, concepts, and practical skills. It uses a combination of effective techniques that participants will enjoy and appreciate. The adopted techniques will include the following:
- Short lecturettes
- Case studies
- Team exercises
- Real life stories
- Discussions
- Video films
Course Objectives
By the end of the course, participants will be able to:
- Assess the attributes of greatness within organizations
- Adopt the leadership behaviors of humility and dedication
- Balance strategic choices with people choices
- Face any unpleasant organizational fact with faith of success
- Promote a culture of discipline and technological agility suitable across different employee generations
Introduction
The indicators of a great company
The greatness principles
The enemies of greatness
The choice of greatness
The transformation from good to great – a bamboo syndrome
Case studies of some great companies (and why they aren’t great anymore)
Leadership in great companies
Level 5 leadership pyramid
Humility – the X factor of great leadership
The will beyond your will
Difference between Level 4 and Level 5 Leaders
Finding your leadership WHY
The window and the mirror analogy
The multiplicative impact of great leaders
Some of the best CEOs of the world
Assessing your organization’s leadership
Strategic choices and people choices
Hiring only the right people
The cost of bad hires
The clean-up: how to deal with not-so-great employees
The character and abilities of the ‘right’ people
Hiring for a cultural fit
What comes first: the people or the path
The Google model – recruitment vs. training
Truthful leadership
The courage to face bad news
A culture of integrity and transparency
To whom you should listen and where you should seek information
The faith vs. facts paradox
Data-driven leadership
Demotivating the right people
The three dimensions of great organizations and great people
Passion
Talent
Money
The greatness council
Who are the greatness council members
The role of the greatness council
Discipline and technological agility
The definition of organizational discipline
Balancing discipline with intrapreneurship spirit
The good-to-great matrix of organizational discipline
The disciplined freedom – developing a ‘stop doing’ list
Careful selection of the right technology
Avoiding the technology trap
Target Audience
Senior managers
Middle managers
Section heads
Target Competencies
Leadership
Strategic thinking
Talent management
Adaptability
Organizational culture
