Good To Great And The Social Sectors: A Monograph to Accompany Good to Great

Circle 1: Passion - Understanding what your organization stands for (its core values) and why it exists (its mission or core purpose). Circle 2: Best at - Understanding what your organization can uniquely contribute to the people it touches, better than any other organization on the planet. Circle 3: Resource Engine - Understanding what best drives

What can you do today to create a pocket of greatness, despite the brutal facts of your environment?

Get out of their way, and let them build a clock!

Yet a finding from our research is instructive: the key variable is not how (or how much) you pay, but who you have on the bus. The comparison companies in our research—those that failed to become great—placed greater emphasis on using incentives to “motivate” otherwise unmotivated or undisciplined people. The great companies, in contrast, focused

the social sectors do not have rational capital markets that channel resources to those who deliver the best results.

whatever you can to get the right people on the bus, the wrong people off the bus, and the right people into the right seats.

the practice of leadership is not the same as the exercise of power.

economic engine.

driven to do the best they can because it is simply part of their DNA.

Third, the number-one resource for a great social sector organization is having enough of the right people willing to commit