Eric Jacobson On Management And Leadership

  About a decade ago, Inc. magazine featured a compelling article about  author and leadership expert Jim Collins , who has studied leadership for more than 30 years and penned multiple best-selling books. I still remember the lessons learned from that article. Two of the most powerful takeaways from the article for me are  Collin’s definition of a great company : “To be great, a company has to make a distinctive impact. I define that by a test:  If your company disappeared, would it leave a gaping hole that could not easily be filled by another enterprise on the planet? Now, that doesn’t mean the company has to be big…just that if it went away, people would feel a gaping hole, and no one could easily come in and fill it.” The second takeaway is the list of 12 questions that Collins says leaders much grapple with if they truly want to excel .  Three of those 12 are these, the first two I tend to think don’t get asked often enough: How can we  increase...

Author and leadership expert  Jim Collins  defines  Level 5 leaders  as those who: Pursue goals with the ferocity of lions while displaying the humility of lambs . According to Collins, who has studied leadership for 25 years, this level of leader is a rare breed. This is a leader who: bestows credit generously  shoulders blame responsibility  puts organization before self

Author and leadership expert  Jim Collins  defines  Level 5 leaders  as those who: Pursue goals with the ferocity of lions while displaying the humility of lambs . According to Collins, who has studied leadership for 25 years, this level of leader is a rare breed. This is a leader who: bestows credit generously  shoulders blame responsibility  puts organization before self

Earlier this year brought Jim Collin’s monograph to his iconic bestseller,  Good to Great  book. Titled,  Turning the Flywheel , Collins explains why some companies build momentum and some don’t. Eighteen years after writing  Good to Great , Collins delves deep into the flywheel approach and how successful flywheels grow through four key stages – Through: Disciplined People Disciplined Thought Disciplined Action Building to Last “One you get your flywheel right, you want to renew and extend that flywheel for years to decades – decision upon decision, action upon action, turn by turn – each loop adding to the cumulative effect,” explains Collins. One good flywheel example is Amazon’s, discovered in 2001: lower prices led to more customer visits, which increased sales volume, which attracted more third-party sellers, which boosted efficiency . “Look closely at any truly sustained great enterprise and you’ll likely find a flywheel at work, thoug...

Author and leadership expert  Jim Collins  defines  Level 5 leaders  as those who: Pursue goals with the ferocity of lions while displaying the humility of lambs . According to Collins, who has studied leadership for more than 25 years, this level of leader is a rare breed. This is a leader who: Bestows credit generously  Shoulders blame responsibility  Puts organization before self

Earlier this year brought Jim Collin’s monograph to his iconic bestseller,  Good to Great  book. Titled,  Turning the Flywheel , Collins explains why some companies build momentum and some don’t. Eighteen years after writing  Good to Great , Collins delves deep into the flywheel approach and how successful flywheels grow through four key stages – Through: Disciplined People Disciplined Thought Disciplined Action Building to Last “One you get your flywheel right, you want to renew and extend that flywheel for years to decades – decision upon decision, action upon action, turn by turn – each loop adding to the cumulative effect,” explains Collins. One good flywheel example is Amazon’s, discovered in 2001: lower prices led to more customer visits, which increased sales volume, which attracted more third-party sellers, which boosted efficiency . “Look closely at any truly sustained great enterprise and you’ll likely find a flywheel at work, thoug...

February 26 brings Jim Collin’s monograph to his iconic bestseller, Good to Great book. Titled, Turning the Flywheel , Collins explains why some companies build momentum and some don’t. Eighteen years after writing Good to Great , Collins delves deep into the flywheel approach and how successful flywheels grow through four key stages – Through: Disciplined People Disciplined Thought Disciplined Action Building to Last “One you get your flywheel right, you want to renew and extend that flywheel for years to decades – decision upon decision, action upon action, turn by turn – each loop adding to the cumulative effect,” explains Collins. One good flywheel example is Amazon’s, discovered in 2001: lower prices led to more customer visits, which increased sales volume, which attracted more third-party sellers, which boosted efficiency . “Look closely at any truly sustained great enterprise and you’ll likely find a flywheel at work, though it might be hard...

Author and leadership expert Jim Collins defines  Level 5 leaders  as those who: Pursue goals with the ferocity of lions while displaying the humility of lambs . According to Collins, who has studied leadership for more than 25 years, this level of leader is a rare breed. This is a leader who: bestows credit generously  shoulders blame responsibility  puts organization before self

If you haven't read,  Good To Great ,  by Jim Collins, do so. Near the top of virtually every list you'll see of the best leadership books, you'll find  Good To Great . The book, five years in the making, and published in 2001, addresses the all-important question of:  Can a good company become a great company, and if so, how? Some of the lessons from the book are : "Leadership is equally about creating a climate where the truth is heard and the brutal facts confronted." "Leading from good to great does not mean coming up with the answers and then motivating everyone to follow your messianic vision. It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the questions that will lead to the best possible insights." "Good-to-great companies use technology as an accelerator of momentum, not a creator of it." "Engage in dialogue and debate." Good...

From  John Blakey 's book,  The Trusted Executive , here are these four tips from Jim Collins for  how to be a humble leader : Demonstrate a compelling modesty, shunning public adulation and never be boastful. Act with quiet, calm determination and motivate others through inspired standards, not inspiring charisma. Channel ambition into the company, not the self, and set up successors for even more greatness in the next generation. Look in the mirror, not out of the window, when apportioning responsibility for poor performance.

Near the top of virtually every list you'll see of the best leadership books, you'll find,  Good To Great , by Jim Collins . The book, five years in the making, and published in 2001, addresses the all-important question of: Can a good company become a great company, and if so, how? Some of the lessons from the book are: "Leadership is equally about creating a climate where the truth is heard and the brutal facts confronted." "Leading from good to great does not mean coming up with the answers and then motivating everyone to follow your messianic vision.  It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the questions that will lead to the best possible insights." "Good-to-great companies use technology as an accelerator of momentum, not a creator of it." "Engage in dialogue and debate." Good-to-great companies are those who have the ability to get and kee...

If you haven't read,  Good To Great ,  by Jim Collins, do so. Near the top of virtually every list you'll see of the best leadership books, you'll find  Good To Great . The book, five years in the making, and published in 2001, addresses the all-important question of:  Can a good company become a great company, and if so, how? Some of the lessons from the book are : "Leadership is equally about creating a climate where the truth is heard and the brutal facts confronted." "Leading from good to great does not mean coming up with the answers and then motivating everyone to follow your messianic vision. It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the questions that will lead to the best possible insights." "Good-to-great companies use technology as an accelerator of momentum, not a creator of it." "Engage in dialogue and debate." Good-to-great comp...

Near the top of virtually every list you'll see of the best leadership books, you'll find  Good To Great , by Jim Collins. The book, five years in the making, and published in 2001, addresses the all-important question of:  Can a good company become a great company, and if so, how? Some of the lessons from the book are : "Leadership is equally about creating a climate where the truth is heard and the brutal facts confronted." "Leading from good to great does not mean coming up with the answers and then motivating everyone to follow your messianic vision. It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the questions that will lead to the best possible insights." "Good-to-great companies use technology as an accelerator of momentum, not a creator of it." "Engage in dialogue and debate." Good-to-great companies are those who have the ability to get and keep ...

Two years ago,  Inc.  magazine’s June issue featured a compelling article about  author and leadership expert Jim Collins , who has studied leadership for 25 years and penned four best-selling books. I like to periodically remind myself of that all-important article. Two of the most powerful takeaways from the article for me are  Collin’s definition of a great company : “To be great, a company has to make a distinctive impact. I define that by a test:  If your company disappeared, would it leave a gaping hole that could not easily be filled by another enterprise on the planet? Now, that doesn’t mean the company has to be big…just that if it went away, people would feel a gaping hole, and no one could easily come in and fill it.” The second takeaway is the list of 12 questions that Collins says leaders much grapple with if they truly want to excel .  Three of those 12 are these, the first two I tend to think don’t get asked often enough: How can...

Author and leadership expert Jim Collins defines  Level 5 leaders  as those who: Pursue goals with the ferocity of lions while displaying the humility of lambs . According to Collins, who has studied leadership for 25 years, this level of leader is a rare breed. This is a leader who: bestows credit generously  shoulders blame responsibility  puts organization before self

Near the top of virtually every list you'll see of the best leadership books, you'll find  Good To Great , by Jim Collins. The book, five years in the making, and published in 2001, addresses the all-important question of:  Can a good company become a great company, and if so, how? Some of the lessons from the book are : "Leadership is equally about creating a climate where the truth is heard and the brutal facts confronted." "Leading from good to great does not mean coming up with the answers and then motivating everyone to follow your messianic vision. It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the questions that will lead to the best possible insights." "Good-to-great companies use technology as an accelerator of momentum, not a creator of it." "Engage in dialogue and debate." Good-to-great companies are those who have the ability to get and kee...

Near the top of virtually every list you'll see of the best leadership books, you'll find  Good To Great , by Jim Collins. The book, five years in the making, and published in 2001, addresses the all-important question of:  Can a good company become a great company, and if so, how? Some of the lessons from the book are : "Leadership is equally about creating a climate where the truth is heard and the brutal facts confronted." "Leading from good to great does not mean coming up with the answers and then motivating everyone to follow your messianic vision. It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the questions that will lead to the best possible insights." "Good-to-great companies use technology as an accelerator of momentum, not a creator of it." "Engage in dialogue and debate." Good-to-great companies are those who have the ability to get and keep...

Author and leadership expert Jim Collins defines Level 5 leaders as those who: Pursue goals with the ferocity of lions while displaying the humility of lambs . According to Collins, who has studied leadership for 25 years, this level of leader is a rare breed. This is a leader who:  bestows credit generously  shoulders blame responsibility  puts organization before self

Inc. magazine’s June 2012 issue featured a compelling article about author and leadership expert Jim Collins , who has studied leadership for 25 years and penned four best-selling books. Two of the most powerful takeaways from the article for me are Collin’s definition of a great company : “To be great, a company has to make a distinctive impact. I define that by a test:  If your company disappeared, would it leave a gaping hole that could not easily be filled by another enterprise on the planet? Now, that doesn’t mean the company has to be big…just that if it went away, people would feel a gaping hole, and no one could easily come in and fill it.” The second takeaway is the list of 12 questions that Collins says leaders much grapple with if they truly want to excel .  Three of those 12 are these, the first two I tend to think don’t get asked often enough: How can we increase our return on luck ?  What could kill us, and how can we protect our flanks ?  ...

Inc. magazine’s June 2012 issue features a compelling article about author and leadership expert Jim Collins , who has studied leadership for 25 years and penned four best-selling books. Two of the most powerful takeaways from the article for me are Collin’s definition of a great company : “To be great, a company has to make a distinctive impact. I define that by a test:  If your company disappeared, would it leave a gaping hole that could not easily be filled by another enterprise on the planet? Now, that doesn’t mean the company has to be big…just that if it went away, people would feel a gaping hole, and no one could easily come in and fill it.” The second takeaway is the list of 12 questions that Collins says leaders much grapple with if they truly want to excel .  Three of those 12 are these, the first two I tend to think don’t get asked often enough: How can we increase our return on luck ?  What could kill us, and how can we protect our flanks ?  ...