Good to Great (Jim Collins)
Problem
Accepting good performance prevents greater success.
Action
Keep improving even when current results seem strong.
Outcome
Performance improves over time.
Chapter: Good Is the Enemy of Great
Problem
Personal ego weakens long-term leadership.
Action
Put the organization's success ahead of personal recognition.
Outcome
The organization becomes stronger over time.
Chapter: Level 5 Leadership
Problem
The wrong team can cause good plans to fail.
Action
Build the right team before making major strategic decisions.
Outcome
The organization adapts and executes more effectively.
Chapter: First Who… Then What
Problem
Ignoring reality leads to poor decisions.
Action
Examine the facts honestly while keeping faith in long-term success.
Outcome
Decisions become more effective.
Chapter: Confront the Brutal Facts (Yet Never Lose Faith)
Problem
Too many priorities weaken results.
Action
Concentrate on work where your strengths, passion, and economic engine align.
Outcome
Effort produces stronger long-term results.
Chapter: The Hedgehog Concept (Simplicity within the Three Circles)
Problem
Inconsistent behavior reduces performance.
Action
Follow clear routines that support important goals every day.
Outcome
Execution becomes more reliable.
Chapter: A Culture of Discipline
Problem
Technology becomes a distraction without a clear purpose.
Action
Adopt technology only when it supports your core strategy.
Outcome
Technology increases your existing strengths.
Chapter: Technology Accelerators
Problem
Frequent changes in direction slow progress.
Action
Repeat effective actions patiently over time.
Outcome
Steady momentum produces lasting success.
Chapter: The Flywheel and the Doom Loop
Problem
Success fades when proven principles are abandoned.
Action
Keep the core practices that made the organization successful.
Outcome
The organization remains strong over time.
Chapter: From Good to Great to Built to Last