Reference no: EM133447879

What The next factor that Collins identifies as part of the Good to Great process is the nature of the leadership team. Collins and his team expected that the leadership team would set a new vision and strategy for the company and then get people committed and aligned to the new direction. But that is not what happened at all. Specifically, Collins advances the concept that the process of securing high-quality, high-talent individuals with Level 5 leadership abilities must be undertaken before an overarching strategy can be developed. With the right people in the right positions, Collins contends many of the management problems that plague companies and sap valuable resources will automatically dissipate. As such, he argues, firms seeking to make the Good to Great transition may find it worthwhile to expend extra energy and time on personnel searches and decision-making (Collins, 2001). Here's another of the phrases that have lived on since this book was written. Collins recommended that to get the right people on the bus and the wrong people off the bus, and then get the right people in the rights seats on the bus. If you begin with who rather than what, you can more easily adapt to a changing world. Put your best people on your biggest opportunities, not your biggest problems. Collins underscores the importance of maintaining rigorousness in all personnel decisions. He also recommends that hiring should be delayed until an absolutely suitable candidate has been identified. Hewing to both of these guidelines, Collins claims, will likely save time, effort, and resources in the long term. With the right people in the right positions, Collins argues, executives need not waste time managing or motivating but will be able to simply guide and lead. Why is this important?

How could the chapter 3 Biblical reading relate to Collins' recommendations about people? For example, if your followers align with the guidance to love one another, would they be more likely to work together well?