Upon recommendation from my Academic Liasion, I decided to go ahead and read the book, Good to Great by Jim Collins. I figured it couldn't hurt to read the book, even though initially I was thinking I wasn't really in the place to make a change at the MET; but then I remembered a lesson that I learned last year in College Unbound. Anyone can make a change, be a leader - it is not just the person at the top of the hierarcy. So with that, I began to read and become engaged in my "Little Red Book", as it has become affectionately known.
So what makes a company good? Great? So-so? How do those companies differ from one another? In what ways are they the same? How do you even begin determining those factors? In this book, they used a systematic approach, of compiling data, and comparing and contrasting that data, looking for patterns and relationships throughout all of it. Some of the surprising information that I found was the "First Who...Then What" concept. With this concept, the research showed that contrary to the expected, good-great leaders got the right people in line, wrong people out of line and the right people in the right spots. Then they would figure out what the vision was. I would have expected that a good-to-great leader would have came in with a vision and then picked the people that they would need to fulfill that vision.
The first chapter was very informative of the research process behind the book. It was interesting but I look forward to getting more in depth in the coming chapters.
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