1.
Talha Mohammad Sifatullah

2.
Good is the
enemy of
great
Level 5
leadership
First who
then what
Confront the
brutal facts
The
hedgehog
concept
A culture of
discipline
Technology
accelerators
The flywheel
and the doom
loop

3.
The good to great companies did not focus
principally on what to do to become great; they
focused equally on what not to do and what to stop
doing.

4.
 Highly capable individual
 Contributing team member
 Competent manager
 Effective leader
 Level 5 executive

5.
Personal humility
 Demonstrates a compelling
modesty, shunning public
adulation; never boastful.
 Acts with quiet, calm
determination; relies principally
on inspired standards, not
inspiring charisma, to motivate.
 Channels ambition into the
company, not the self; sets up
successors for even greater
success in the next generation.
 Looks out the window, not in the
mirror, to apportion credit for
the success of the company—to
other people, external factors,
and good luck.
 Creates superb results, a clear
catalyst in the transition from
good to great.
 Demonstrates an unwavering
resolve to do whatever must
be done to produce the best
long-term results, no matter
how difficult.
 Sets the standard of building
an enduring great company;
will settle for nothing less.
 Looks in the mirror, not out
the window, to apportion
responsibility for poor results,
never blaming other people,
external factors, or bad luck.
Professional will

6.
 The right people don’t need to be tightly managed
or fired up.
 Great vision without great people is irrelevant.”

7.
 When in doubt don’t hire, keep looking.
 When you know you need to make a people
change, act.
 Put your best people on your biggest
opportunities, not on your biggest problems.

8.
“You absolutely cannot make a series of good decisions
without first confronting the brutal facts.”

9.
 Lead with questions, not answers.
 Engage in dialogue and debate, not coercion.
 Conduct autopsies, without blame.
 Build “red flag” mechanisms.

10.
 Retain faith that you
will prevail in the end,
regardless of the
difficulties.
 AND at the same time
confront the most
brutal facts of your
current reality,
whatever they might
be.

11.
“Precisely, the Hedgehog concept is a simple, crystalline
concept that flows from deep understanding about the
intersection of the three circles.”

12.
 What are you the best in the world at?
 What drives your economic engine?
 What are you deeply passionate about?

13.
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.

14.
 How are we going to finance what we are going to do?
 What is our single denominator?
 Cash flow per local church offerings.
 We create healthy churches, we create healthy cash flow.
 People and money flow to VISION!

15.
“We should only do those things that we can get
passionate about.”

16.
1. Build a culture around the idea of freedom and
responsibility, within a framework.
2. Fill the culture with self-disciplined people who are willing
to go to extreme lengths to fulfill their responsibilities.
3. Don’t confuse a culture of discipline with a tyrannical
disciplinarian system.
4. Create a “Stop doing list” and systematically unplug
anything extraneous.

17.
 Central point is, when used right, technology becomes an accelerator of
momentum, not a creator of it.
 Avoid technology fads and bandwagons, become pioneers in the application of
carefully selected technologies.
 Respond to technology change with thoughtfulness and creativity, driven by
compulsion to turn unrealized potential into results.
 “Crawl, Walk, Run” can be a very effective approach even during times of rapid
and radical technological change

18.
“Step by step, action by action, decision by decision, turn
by turn of the flywheel – that adds up to sustained and
spectacular results.”

19.
 Misguided use of acquisitions—making deals for the sake
of making deals.
 “When the going gets tough, we go shopping!”
 G2G companies did acquisitions after the Hedgehog Concept and
after the flywheel had significant momentum.
 Acquisitions are accelerators not creators of flywheel momentum.
 Leaders who stop the flywheel—leaders who step in, stop
an already spinning flywheel, and throw the organization
in entirely different direction.

20.
 Good-to-great transformations never happened in
one fell swoop
 With persistent pushing . . .
 In a consistent direction . . .
 Over a long period of time

21.
 Good-to-great companies think differently
 Good-to-great companies only use an idea if it fits
within their Hedgehog Concept and then become a
pioneer in the application of that idea
 Idea is only an accelerator of momentum, not a creator
of momentum