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First who then what - Coggle Diagram
First who then what
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Rigorous, not ruthless
To be ruthless means hacking and cutting, especially in difficult times, orwantonly firing people without any thoughtful consideration
To be rigorous means consistently applying exacting standards at all times and at all levels,especially in upper management.
How to Be Rigorous
Practical Discipline #2: When you know you need to make a people change,act.
Practical Discipline #3: Put your best people on your biggest opportunities,not your biggest problems.
Practical Discipline #1: When in doubt, don’t hire—keep looking.
To be rigorous, not ruthless, means that thebest people need not worry about their positions and can concentrate fully ontheir work.
“First who” is a very simple idea to grasp, and a very difficult idea to do—and most don’t do it well. It’s easy to talk about paying attention to peopledecisions, but very few executive have good discipline to held off on developing a strategy untill he got the right people in place.
You don't need a genius with a thousand helpers. It's more an army of good soldiers who can help implement your great ideas.
It's who you pay, not how much you pay them
The author found that no systematic pattern linking executive compensation to theprocess of going from good to great. The evidence simply does not
support the idea that the specific structure of executive compensationacts as a key lever in taking a company from good to great.
The only significant difference the author found was that the good-to-great executives received slightly less total cashcompensation ten years after the transition than their counterparts at the still-mediocre comparison companies!
Yes, compensation and incentives are important, but for very differentreasons in good-to-great companies.
Nucor rejected the old adage that people are your most important asset.In a good-to-great transformation, people are not your most importantasset. The right people are.
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