Taking time out to read anything these days has been a challenge. Attending two colleges for two different programs completing in the same semester while running a four divisioned production company doesn't allow a lot of time for anything outside of school and work. It took me a whole five weeks to get my schedule into a workable routine, but I got it done.
None books assigned as a required text was by Jim Collins but I think his book From Good to Great should be one. Although I didn't have time to read the actual book, I did, however make the time to read and summarize the monograph.
Here's what I gleamed from this gem:
Good To Great and Social Sectors.
A Monograph to Accompany Good to Great
Differentiating the business sector from the social sector, in most, can be as simple as defining a company’s economic measure. In this monograph, Jim Collins not only accomplishes this separation but also transcends the business thinking principles behind defining a business’ economic measure. He points out five issues or key concepts that a great organization has to build itself on consisting of; defining what exactly makes the organization great; who are the right people to lead it to greatness; how strongly the leaders must mind the organization’s core values while acquiring resources to sustain it; then building the brand of the organization to; therefore and lastly, provide continued greatness over time.
The first concept Collins directs our thinking on is a great organization recognizes superior performance and the impact it makes within its community. He starts by differentiating the business thinking of inputs and output as measurements of success. Money can make any organization good and is part of the business metric. Collins provides clarity in the division of the way inputs and outputs are addressed between business and social sectors. Within the social sector money is not useful as a measurement of greatness and serves only as an input, in fact what is more of a measurement, according to Collins, is the exceptional performance of the organization defined by its core mission being reached (4-5).
Even if the performance of the organization is difficult to measure there is still evidence of the organization’s progress within the confines of its values in doing what it was originally created to do. He takes the delusion of social sectors not being measured like business sectors and calls it “lack of discipline”. He states that this evidence can provide a measure of an organization’s progress towards obtaining its mission. An organization should have consistent accomplishments that show results of their pursuits to do what it was created to do and to be able to ask themselves if they have improved from the evidence of results obtained the last time with the current results (6-9).
Within the confines of the social sector there is little executive power. Unlike in the corporate world where you are hired and get paid to do your job or you get fired if you don’t, a lot of leaders in the social sector must possess leadership skills that attain as well as retain employees with shared interests in meeting the core goals of the organization. This type of leadership is referred to as legislative leadership; consistent with making right choices in accordance with the organization’s mission “for the long-term greatness,” as stated by Collins, which are sometimes made against the popular vote (11). This particular concept is about getting the organization’s goals accomplished with diffused power.
The next concept addressed was of getting the right people to follow the leader of the organization. As presented by Collins in this monograph, this key would be getting building a team of people who had a passion to see something “good” and desired to make it better. Even in the midst of the organization standing in a mediocre stance of accomplishments with good people on board, hiring great people with this desire would eventually weed out those who are not making the effort to push for better. Collins compared the organizations to a bus by saying you must focus on getting the right people to fill up whatever remaining seats are on the bus, get the wrong people; those already in positions of leadership within the organization in the seats of complacency, off the bus in order for the right people desiring to bring the “good” organization to “greatness” to get in those empty seats – preferably the driver seat (13-15).
According to Collins, these “drivers and riders” must have a genetic makeup consisting of self-motivation, self-determined and are, I quote, “productively neurotic”. Volunteer work requires these types of people to make good organizations reach greatness as well as for them to make a lasting impact in the community from which it begins. In comparison, to offering incentives to do the work required to make a great organization would risk having the organization stay in complacency, or even worse, fail (14-15).
Although, serving as a piece to a larger written whole, this monograph to the book Good to Great, has this very tightly entwined concept requiring a serious look at understanding social sectors cannot thrive without economic sustenance. The Hedgehog Concept, as it is affectionately named by Collins, pulls an organization’s passion into what provides the ongoing economic components to keep it above water.
The added implementation of bringing your organization’s, and I paraphrase, “best in the world at it” social service places this concept as a little complicated to grasp, in my opinion. All three of the pieces of this concept must be equally focused on the mission of the organization in their intersecting form of implementation in order to add to the pursuit from going good to great. Social sectors do not have the same economic structures as business sectors due to their various sources of funding and dependence upon business revenues. Thus, the three pieces add force to each other, as simply put by Collins, “no cash flow, no mission,” yet the organization must be able to decline funding that will not lean towards the organization’s purpose (17-23).
Collins refers to “greatness” as being built through branding of the organization in the final concept. He guides our understanding of compounding momentum without slowing down as the method to achieve branding. This method is demonstrated through the workings of the turns of a flywheel. The “drivers and riders” enlisted in the earlier concepts would also assign members to direct with intelligence repeatedly towards the organization’s mission, never going off the set path. A better result attracts better sources of funding as well as great volunteers resembling the “productive neurotics” before mentioned. The evidence of your organization’s purpose must be greater by measurable evidence with every year of service provided (24-26).
When people can see this evidence, it won’t be a question of how does the organization acquire inputs but of how to control the influx of inputs and filter anything that will not fit into the process outlined in these key concepts of the organizations pursuit from good to greatness. As stated by Collins, “Success breeds support…” This is not too different from the thinking contained within the executive leaders of business sectors. The exception here for the social sector, as Collins points out, is the commitment factor. A successful organization in the social sector will create the branding the organization will need to solidify its foundation in its process towards greatness.
In conclusion, the five concepts, as explained by Collins, each focus on the organization’s core mission and purpose of existence. Without this focus, greatness will not be achieved. Everything presented by the organization has to keep interested individuals asking themselves, “What can I do to help?” From the outside, onlookers must be able to see evidence of the organization’s purpose in action either by seeking the great leaders, inspiring the volunteers, the smiles of those in the community receiving the services as well as providing the services and the lasting effect of that organization’s existence. All the way to the point of the onlooker understanding and imagining what could be if the organization did not exist—what can be done make sure that never becomes a reality draws the heart of supporters and thus leads an organization to go from good to great and remain there.
Works Cited
Collins, Jim. Good to Great and the Social Sectors. A Monograph to Accompany Good to Great. New York: Collins, 2005.
Saturday, February 28, 2009
Brad Fregger - Creator of Computer Solitair and Author - Class Guest 2/02/09
You know you got it good when your professor is cool with the man that created computer solitaire. lol. On this particular Monday night, I was ready like a groupie with sharpie brand new for Mr. Brad Fregger's autograph.
I took plenty of notes but one thing that stood out in my mind was his take on being a maverick. He said you listen then you chose what you wanna take in or not take in.
In old adage about assumptions, he shared that really you can't do anything without making assumptions. If you wait till you know all the answers you won't make the decisions. Where do you go if you DON'T assume?
For example, I had to have assumed youth would be interested in participating in providing blankets to people who sleep on the streets and sidewalks as well as under the bridges of our city. In making this assumption, I created P4P's Fall 2008 Blanket Drive as a new There IS H.O.P.E. (Help Our People Elevate) in Hip Hip event. My first decision came from an assumption.
Fregger shared that an EFFECTIVE leader says "What assumptions were made?" Then he said assumptions are broken down in three stages:
1) Well that's an assumption we HAVE to make...
2) Making same assumptions past 5-10 years - time to make a change in assumptions...
3) Why would you make that assumption?
Managers judge people all the time, we make assumptions in order to make decisions. Effective leaders communicate clearly where you stand and what's expected.
My favorites:
The power of negotiations is doing what you NEED to do to get what you want.
An effective leader treats everybody the same because you never know where the answer is going to come from.
Elitists make promotions based on false presumptions. Most come from royal lineage - they are put into power but they have no skills to lead at all. Elitism SUCKS!
An effective leader gets the JOB DONE!
By no means am I perfect as a leader but:
I took plenty of notes but one thing that stood out in my mind was his take on being a maverick. He said you listen then you chose what you wanna take in or not take in.
In old adage about assumptions, he shared that really you can't do anything without making assumptions. If you wait till you know all the answers you won't make the decisions. Where do you go if you DON'T assume?
For example, I had to have assumed youth would be interested in participating in providing blankets to people who sleep on the streets and sidewalks as well as under the bridges of our city. In making this assumption, I created P4P's Fall 2008 Blanket Drive as a new There IS H.O.P.E. (Help Our People Elevate) in Hip Hip event. My first decision came from an assumption.
Fregger shared that an EFFECTIVE leader says "What assumptions were made?" Then he said assumptions are broken down in three stages:
1) Well that's an assumption we HAVE to make...
2) Making same assumptions past 5-10 years - time to make a change in assumptions...
3) Why would you make that assumption?
Managers judge people all the time, we make assumptions in order to make decisions. Effective leaders communicate clearly where you stand and what's expected.
My favorites:
The power of negotiations is doing what you NEED to do to get what you want.
An effective leader treats everybody the same because you never know where the answer is going to come from.
Elitists make promotions based on false presumptions. Most come from royal lineage - they are put into power but they have no skills to lead at all. Elitism SUCKS!
An effective leader gets the JOB DONE!
By no means am I perfect as a leader but:
Notes from Class Monday, January 26th NMGT Spring St. Eds
As a follow up to turning in our leadership analysis papers, we were asked a few questions that made me think further into my paper.
What did you consider in preparing this analysis?
One thing I had to consider was the true meaning of a leader in my eyes. The eyes of a woman living in the hip hop culture. How a leader's actions are directly affecting me today, thus causing me to consider writing a paper on him.
I've always been a fan of David Banner since I first heard his production work back in like 1997 or 1998 on a DJ Screw cassette mixtape.
What insights did yo gleam as a result?
The differences between a manager and a leader was profound as I compared sensible acts performed by Crump in leadership with those with more "lights, coverage and cameras". I saw how many of those high profiled "leaders" who were simply managers given a high paid position and lofty title, failed miserably at even good manager tasks.
I saw who I needed to become on the inside in order to carry out my own tasks at hand. I saw more so WHAT I needed to become for myself - since integrity has absolutely nothing todo with other people but more with who you are when you are with yourself.
People are so cynical of hip hop. My life in hip hop will display the possibilities in my culture so often overlooked by the masses.
What did you consider in preparing this analysis?
One thing I had to consider was the true meaning of a leader in my eyes. The eyes of a woman living in the hip hop culture. How a leader's actions are directly affecting me today, thus causing me to consider writing a paper on him.
I've always been a fan of David Banner since I first heard his production work back in like 1997 or 1998 on a DJ Screw cassette mixtape.
What insights did yo gleam as a result?
The differences between a manager and a leader was profound as I compared sensible acts performed by Crump in leadership with those with more "lights, coverage and cameras". I saw how many of those high profiled "leaders" who were simply managers given a high paid position and lofty title, failed miserably at even good manager tasks.
I saw who I needed to become on the inside in order to carry out my own tasks at hand. I saw more so WHAT I needed to become for myself - since integrity has absolutely nothing todo with other people but more with who you are when you are with yourself.
People are so cynical of hip hop. My life in hip hop will display the possibilities in my culture so often overlooked by the masses.
Leadership Analysis on Mr. Levell Crump
Music Executive and Philanthropist Levell Crump
A leader without any followers is just somebody doing something nobody is interested in helping them with. In stating the aforementioned, you could define a leader as someone who provides instructions then watch other people carry the tasks out. Truly there has to be more to a leader than being able to delegate duties. A leader has to have the bigger picture in mind while providing instructions. Sharing this big picture and instilling in those who are being given the responsibility to bring the picture into reality a sense of ownership is a skill a leader must possess. Levell Crump also known in the music industry as David Banner, showed these qualities when he helped raised millions of dollars to help his state of Mississippi in rebuilding his own and other’s lives as hurricane Katrina victims. (Ricci)
A leader is no better or more important than those that are under his or her leadership. Crump has demonstrated this while being very hands on in providing aid to those most affected by hurricane Katrina. During his National Black Caucus of the Mississippi State Legislature Visionary Award acceptance speech before 200 high school students, Crump asks those in commercial media who criticize his word usage in his music, “…where were you after Hurricane Katrina when I was handing out boxes? Where were you when I was passing out my own personal shoes? When I went to the coast the day after Katrina struck I was standing next to dead children floating in the water. Where were you?” (Knight)
There is more to say about a leader’s “fruit” than what commercial media portrays. Crump was not the only industry recognized entertainer who literally gave the shirt off his back to help rebuild cities destroyed by Katrina. Major networks broadcasted the aid provided by Brad Pitt, the actor who plays the Tyler Duncan character in the movie “Fight Club”, which happens to be, rated “R” for disturbing and graphic depiction of violent anti-social behavior, sexuality, and language closely relative to what Crump, the former President of Southern University’s Student Government Association, writes in his lyrics. (IMDb.com, Inc.) As a leader, Crump recognizes the hypocrisy but maintains his stance on his career choices as a means to being able to provide help during times of natural disasters as astronomical as hurricane Katrina. This demonstrated coolness is a valuable “fruit” a leader must have built into his or her heart’s core so as to not distract them from what is really important – meeting the goals of their vision.
Crump, as a philanthropist demonstrates as well that a caring attitude is a deeply embedded characteristic in a leader. Team members are not always in the mood to follow the leader. A caring attitude will pull dedication to the forefront of those being lead to bring about the same productivity level as they would have if they were having a fantastic day. Across the nation, many African-American communities were in disarray with our government for its follow-up in providing aid to the lowest economically situated cities hit hardest by Katrina to the point where former President Bush admitted our government’s failure. (Longley) As a music producer of platinum hits, meaning Crump has created songs that have sold over a million copies; he could have easily sent a team of people to do what he, as a leader, envisioned what needed to be done. Crump’s caring attitude pulled his dedication to his neighborhood and those closer to the coast where Katrina made the most damage.
Crump flew to the Gulf Coast the day after Katrina hit, cancelling all shows, interviews, music store visits and maybe even other important meetings regularly done by music executives in his position amidst the releasing of an internationally distributed product, namely his latest album, which was something even the leader of the United States at the time, former President George W. Bush, cannot claim to have done. During the second class lecture in St. Edwards University’s spring 2009 Non-Profit Management course with Barry Silverberg, students were presented with a presentation containing an excerpt from Warren Bennis’s book “On Becoming A Leader” displaying the differences between managers and leaders by stating, “The manager does things right; the leader does the right thing”. (Bennis)
It is a good thing for leaders in the hip hop music community to consist of successful executives like Crump. His philanthropist influence reaches far past how much his hits are played on commercial radio. Crump states that artists should, “…get some knowledge into your head about the business…” (Knight) Not many music industry leaders are making that clear to young people watching hip hop entertainers becoming financially independent. Crump’s maintaining of a 3.98 GPA throughout high school to then earning of a degree from Southern University in Baton Rouge with only a year’s worth of credits to complete before obtaining his doctorates, his talk is backed up by his walk, clearly evident in every way he demonstrates his leadership capabilities. (Ricci)
In conclusion, a leader must understand those whom he or she has chosen to be a part of the team. Knowing the capabilities and assigning tasks accordingly brings about the needed work to reach the leader’s goals. From being founder of Heal the Hood, the charitable organization recognized by the National Black Caucus, that helped displaced victims of hurricane Katrina, to being a platinum selling musician, Crump personifies having the understanding of building a team that works well in reaching the goals he visualizes as evident when he testified before Congress during a hearing on African American Media Stereotypes. (National Cable Satellite Corporation) Crump is only one of many who could have been chosen as leaders to be analyzed in this piece. Crump, unlike the others considered, has the amazing capability to remain true to himself, his faults, his defeats and his losses. He has shared his weaknesses more openly with the world than he has his strengths and that made him a true leader worth analyzing.
Works Cited
Bennis, Warren. "On Becoming A Leader (pg.45) as cited in --." Namus, Burt. Visionary Leadership, Creating A Compelling Sense of Direction For Your Organization. San Francisco: Jossey-Bass Publishers, 1992. 10-11.
IMDb.com, Inc. Fight Club (1999). 1999. 27 January 2008
Knight, Kandis. Interview: David Banner. 18 July 2007. 27 January 2008.
Longley, Robert. Bush Acknowledges Government's Katrina Failures. 26 August 2006. 28 January 2008.
National Cable Satellite Corporation. C-SPAN Video Library - African American Media Stereotypes Congressional Hearing. 25 September 2007. 28 January 2009.
Ricci, Peter. www.rappagesmagazine.com. November 2007. 27 January 2009.
A leader without any followers is just somebody doing something nobody is interested in helping them with. In stating the aforementioned, you could define a leader as someone who provides instructions then watch other people carry the tasks out. Truly there has to be more to a leader than being able to delegate duties. A leader has to have the bigger picture in mind while providing instructions. Sharing this big picture and instilling in those who are being given the responsibility to bring the picture into reality a sense of ownership is a skill a leader must possess. Levell Crump also known in the music industry as David Banner, showed these qualities when he helped raised millions of dollars to help his state of Mississippi in rebuilding his own and other’s lives as hurricane Katrina victims. (Ricci)
A leader is no better or more important than those that are under his or her leadership. Crump has demonstrated this while being very hands on in providing aid to those most affected by hurricane Katrina. During his National Black Caucus of the Mississippi State Legislature Visionary Award acceptance speech before 200 high school students, Crump asks those in commercial media who criticize his word usage in his music, “…where were you after Hurricane Katrina when I was handing out boxes? Where were you when I was passing out my own personal shoes? When I went to the coast the day after Katrina struck I was standing next to dead children floating in the water. Where were you?” (Knight)
There is more to say about a leader’s “fruit” than what commercial media portrays. Crump was not the only industry recognized entertainer who literally gave the shirt off his back to help rebuild cities destroyed by Katrina. Major networks broadcasted the aid provided by Brad Pitt, the actor who plays the Tyler Duncan character in the movie “Fight Club”, which happens to be, rated “R” for disturbing and graphic depiction of violent anti-social behavior, sexuality, and language closely relative to what Crump, the former President of Southern University’s Student Government Association, writes in his lyrics. (IMDb.com, Inc.) As a leader, Crump recognizes the hypocrisy but maintains his stance on his career choices as a means to being able to provide help during times of natural disasters as astronomical as hurricane Katrina. This demonstrated coolness is a valuable “fruit” a leader must have built into his or her heart’s core so as to not distract them from what is really important – meeting the goals of their vision.
Crump, as a philanthropist demonstrates as well that a caring attitude is a deeply embedded characteristic in a leader. Team members are not always in the mood to follow the leader. A caring attitude will pull dedication to the forefront of those being lead to bring about the same productivity level as they would have if they were having a fantastic day. Across the nation, many African-American communities were in disarray with our government for its follow-up in providing aid to the lowest economically situated cities hit hardest by Katrina to the point where former President Bush admitted our government’s failure. (Longley) As a music producer of platinum hits, meaning Crump has created songs that have sold over a million copies; he could have easily sent a team of people to do what he, as a leader, envisioned what needed to be done. Crump’s caring attitude pulled his dedication to his neighborhood and those closer to the coast where Katrina made the most damage.
Crump flew to the Gulf Coast the day after Katrina hit, cancelling all shows, interviews, music store visits and maybe even other important meetings regularly done by music executives in his position amidst the releasing of an internationally distributed product, namely his latest album, which was something even the leader of the United States at the time, former President George W. Bush, cannot claim to have done. During the second class lecture in St. Edwards University’s spring 2009 Non-Profit Management course with Barry Silverberg, students were presented with a presentation containing an excerpt from Warren Bennis’s book “On Becoming A Leader” displaying the differences between managers and leaders by stating, “The manager does things right; the leader does the right thing”. (Bennis)
It is a good thing for leaders in the hip hop music community to consist of successful executives like Crump. His philanthropist influence reaches far past how much his hits are played on commercial radio. Crump states that artists should, “…get some knowledge into your head about the business…” (Knight) Not many music industry leaders are making that clear to young people watching hip hop entertainers becoming financially independent. Crump’s maintaining of a 3.98 GPA throughout high school to then earning of a degree from Southern University in Baton Rouge with only a year’s worth of credits to complete before obtaining his doctorates, his talk is backed up by his walk, clearly evident in every way he demonstrates his leadership capabilities. (Ricci)
In conclusion, a leader must understand those whom he or she has chosen to be a part of the team. Knowing the capabilities and assigning tasks accordingly brings about the needed work to reach the leader’s goals. From being founder of Heal the Hood, the charitable organization recognized by the National Black Caucus, that helped displaced victims of hurricane Katrina, to being a platinum selling musician, Crump personifies having the understanding of building a team that works well in reaching the goals he visualizes as evident when he testified before Congress during a hearing on African American Media Stereotypes. (National Cable Satellite Corporation) Crump is only one of many who could have been chosen as leaders to be analyzed in this piece. Crump, unlike the others considered, has the amazing capability to remain true to himself, his faults, his defeats and his losses. He has shared his weaknesses more openly with the world than he has his strengths and that made him a true leader worth analyzing.
Works Cited
Bennis, Warren. "On Becoming A Leader (pg.45) as cited in --." Namus, Burt. Visionary Leadership, Creating A Compelling Sense of Direction For Your Organization. San Francisco: Jossey-Bass Publishers, 1992. 10-11.
IMDb.com, Inc. Fight Club (1999). 1999. 27 January 2008
Knight, Kandis. Interview: David Banner. 18 July 2007. 27 January 2008
Longley, Robert. Bush Acknowledges Government's Katrina Failures. 26 August 2006. 28 January 2008
National Cable Satellite Corporation. C-SPAN Video Library - African American Media Stereotypes Congressional Hearing. 25 September 2007. 28 January 2009
Ricci, Peter. www.rappagesmagazine.com. November 2007. 27 January 2009
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