Posts Tagged ‘Good to Great’

The Wisdom of Good to Great

Monday, April 25th, 2016

I have repeatedly advocated reading Jim Collins’ extraordinary book, Good to Great: Why Some Companies Make the Leap  . . . and Others Don’t, as a must read for hospitality managers, particularly those in standalone operations who suffer from limited resources and no economies of scale.  The book is of special importance to such properties because they have neither the time nor resources to waste on the flavor-of-the-month business strategies to discover the driving formulas of success.

Over the years I have discussed the book’s empirical findings with business leaders and managers from a number of different industries and I find the same level of interest and praise for the work of Collins and his research team.  In yet another effort to stimulate the interest of hospitality managers, I offer the following sampling of quotes from the book.

  • In speaking of  business “coherence,” a term from physics that describes the magnifying effect of one factor upon another, Collins says, “Each piece of the system reinforces the other parts of the system to form an integrated whole that is much more powerful than the sum of its parts.  It is only through consistency over time, through multiple generations, that you get maximum results.”
  • Talking about “core values,” he says, “The point is not what core values you have, but that you have core values at all, that you know what they are, that you build them explicitly into the organization, and that you preserve them over time.”
  • A student once asked Collins why he should try to build a great company; wasn’t success enough?  Collins answer was, “I believe that it is no harder to build something great than to build something good.  It might be statistically more rare to reach greatness, but it does not require more suffering than perpetuating mediocrity.”
  • In discussing the importance of the right people, he offered three simple truths:
  1. “If you begin with ‘who’ rather than ‘what,’ you can more easily adapt to a changing world.”
  2. “If you have the right people on the bus, the problem of how to motivate and manage people largely goes away.”
  3. “If you have the wrong people, it doesn’t matter whether you discover the right direction, you still won’t have a great company.  Great vision without great people is irrelevant.”
  • “In a good-to-great transformation, people are not your most important asset.  The right people are.”
  • “Rigor in a good-to-great company applies first at the top, focused on those who hold the largest burden of responsibility.”
  • “When you know you need to make a people change, act.”
  1. “The moment you feel the need to tightly manage someone, you’ve made a hiring mistake.  The best people don’t need to be tightly managed.  Guided, taught, led – yes. But not tightly managed.”
  2. “Letting the wrong people hang around is unfair to all the right people.”
  3. “If we’re honest with ourselves, the reason we wait too long often has less to do with concern for that person and more to do with our own convenience.”
  • Talking about charismatic leaders, Collins said, “Throughout the study, we found comparison companies where the top leader led with such force or instilled such fear that people worried more about the leader – what he would say, what he would think, what he would do – than they worried about external reality and what it could to do the company.”
  • Avoiding the pitfalls of charismatic leadership, “Yes, leadership is about vision.  But leadership is equally about creating a climate where the truth is heard and the brutal facts are confronted.  There’s a huge difference between the opportunity to ‘have your say’ and the opportunity to be heard.  The good-to-great leaders understood this distinction, creating a culture wherein people had a tremendous opportunity to be heard and, ultimately, for the truth to be heard.”
  • On three intersecting circles of the Hedgehog Concept, “For the comparison companies, the exact same world that had become so simple and clear to the good-to-great companies remained complex and shrouded in the mist.  Why?  For two reasons.  First, the comparison companies never asked the right questions, the questions prompted by the three circles.  Second, they set their goals and strategies more from bravado than from understanding.”
  • Exploring a culture of discipline, “[Georg Rathman] understood that the purpose of bureaucracy is to compensate for incompetence and lack of discipline – a problem that largely goes away if you have the right people in the first place.  Most companies build their bureaucratic rules to manage a small percentage of wrong people on the bus, which in turn drives away the right people on the bus, which then increase the percentage of wrong people on the bus, which increases the need for more bureaucracy to compensate for incompetence and lack of discipline, which then further drives the right people away, and so forth.”
  • Freedom and responsibility within the framework of a highly developed system.  “The good-to-great companies built a consistent system with clear constraints, but they also gave people freedom and responsibility with the framework of that system.  They hired self-disciplined people who didn’t need to be managed, and then managed the system, not the people.”
  •  “Technology alone cannot sustain great results.”
  • “Mediocrity results first and foremost from management failures, not technological failure.”
  • The flywheel effect.  “Good to great comes about by a cumulative process – step by step, action by action, decision by decision, turn by turn of the flywheel – that adds up to sustained and spectacular results.”
  • “Much of the answer to the question of “good to great” lies in the discipline to do whatever it takes to become the best within carefully selected arenas and then to seek continual improvement from there.  It’s really just that simple.”

Do yourself a favor and get a copy of this extraordinary book.  Read it, study it, figure out how to go about applying its guidance in your organization.  Properly understood and implemented, you’ll find yourself in the midst of an extraordinary enterprise.

As one leader of a top-tier club said, “Thank you for turning me onto Good to Great – I have been listening to it on my ipod and it is fantastic!”

The book is Good to Great – Why Some Companies Make the Leap . . . and Others Don’t, Harper Business, New York, NY, 2001.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking hospitality managers throughout the country and around the world.

Hospitality Resources International – Management Resources for Hospitality Operators!

Freedom and Responsibility within a Framework

Monday, February 1st, 2016

Throughout my career I have struggled to balance the competing needs for entrepreneurial thinking, innovation, and initiative and the necessities of organization, structure, consistency, and control.  How does one create and sustain a nimble organization that can quickly respond to new technologies, changing member wants and desires, and the competition of the marketplace while maintaining an efficient operation and conscientiously meeting regulatory requirements?

No thinking business person wants to saddle their operation with a bureaucratic mindset, yet efficient operations need systems to function properly and avoid risk, liability, and regulatory problems.  The very word “bureaucracy” carries the negative connotation of inefficiency and stultifying processes where crossing the t’s and dotting the i’s become an organization’s reason for being.

In examining this never ending challenge for businesses, Jim Collins and his research team at Stanford University found that the good to great companies they examined gave people the freedom to do whatever was necessary to succeed within a highly developed system or framework.  Then their people were held strictly accountable for their results.

The analogy that he gave was a commercial airline pilot who works within rigid air traffic control and safety systems on the ground and in the air, but who has the ultimate responsibility for success – that is, the safe delivery of plane and passengers from location to location.  That singular responsibility allows a pilot, at his or her discretion, to remove unruly passengers, abort landings, fly to alternate airports, and take any other action deemed necessary for the safety of the flight.

But essential to bestowing such freedom and responsibility is the necessity of defining the system and clearly identifying constraints.  In the airline industry the Federal Aviation Administration establishes all standards, policies, and procedures for both commercial and private pilots and ensures their ongoing understanding of the system through licensure, certifications, simulator and cockpit training, as well as continual flight and safety bulletins.  To quote from the book:

“The good to great companies build a consistent system with clear constraints, but they also gave people the freedom and responsibility within the framework of that system.  They hired self-disciplined people who didn’t need to be managed, and then managed the system, not the people.”

As a club manager at any level of the organization, you cannot do it all yourself.  Holding the reins tightly creates a bottleneck where all decisions have to come through you, thereby stifling the initiative and creativity of your subordinates.  It also puts a tremendous burden on you to perform, requires you to be on property at all hours, and leads to burnout.

The only way to be truly successful in any complex enterprise is to empower those under you and give them the freedom and responsibility to succeed in their portion of the operation.  But to do this successfully you need to fully develop the framework for their empowerment and a means to hold them accountable.  This means you have to have well-defined organizational values and written standards, policies, and procedures.  Lastly, you need measurable accountabilities for performance.

With these in place you have started on the path to greatness in your enterprise, but it’s only the start – Collins offers much more proven guidance for those willing to invest the time in this well-researched and written, as well as entertaining, book.

The book is Good to Great – Why Some Companies Make the Leap . . . and Others Don’t, Harper Business, New York, NY, 2001.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking hospitality managers throughout the country and around the world.

Hospitality Resources International – Management Resources for Hospitality Operators!

 


 

The Book Every Hospitality Manager Should Read

Monday, January 4th, 2016

Once in a great while a book comes along that is so timely, relevant, and important that it should be read by all business leaders.  One such book is Jim Collins’ Good to Great – Why Some Companies Make the Leap . . . and Others Don’t.  This book, first published in 2001, became a massive best-seller (selling over 4 million copies), has been translated in 35 languages, and continues to sell briskly to business leaders around the world.  What makes the book so unique is that its findings are based on solid research, analysis, and empirical findings, not management theory and anecdotal evidence.

The book examines what 11 Fortune 500 companies did that made them so successful on a sustained basis compared to similar competitors (the comparison companies).  The insights gained from this book are just as applicable to enterprises of any size and any industry.  Stressing this point, Collins says, “We believe that almost any organization can substantially improve its stature and performance, perhaps even become great, if it conscientiously applies the framework of ideas we’ve uncovered.”

In the process of the good-to-great research, the author and his research team from Stanford University’s graduate business school, identified seven primary concepts that were identified 100% of the time in the good-to-great companies, but less than 30% of the time in the comparison companies.  These seven concepts are:

1.   Level 5 Leadership.  “Every good-to-great company had Level 5 Leadership during the pivotal transition years.  ‘Level 5’ refers to a five-level hierarchy of executive capabilities, with Level 5 at the top.  Level 5 leaders embody a paradoxical mix of personal humility and professional will.  They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves.  They are fanatically driven, infected with an incurable need to produce sustained results.  They display workmanlike diligence – more plow horse than show horse.”

2.   First Who . . . Then What.  “The good-to-great leaders began the transformation by first getting the right people on the bus (and the wrong people off the bus) and then figured out where to drive it.  The key point is that ‘who’ questions come before ‘what’ decisions – before vision, before strategy, before organization structure, before tactics.  First who, then what – as a rigorous discipline, consistently applied.”

3.   Confront the Brutal Facts (Yet Never Lose Faith).  “All good-to-great companies began the process of finding a path to greatness by confronting the brutal facts or their current reality.  When you start with an honest and diligent effort to determine the truth of your situation, the right decisions often become self-evident.  It is impossible to make good decisions without infusing the entire process with an honest confrontation of the brutal facts.  A key psychology for leading from good to great is the Stockdale Paradox:  Retain absolute faith that you can and will prevail in the end, regardless of the difficulties, AND at the same time confront the most brutal facts of your current reality, whatever they might be.”

4.   The Hedgehog Concept (Simplicity with the Three Circles).  “To go from good to great requires a deep understanding of three intersecting circles translated into a simple, crystalline concept (the Hedgehog Concept).  The key is to understand what your organization can be the best in the world at, and equally important what it cannot be the best at – not what it ‘wants’ to be the best at.  The Hedgehog Concept is not a goal, strategy, or intention; it is an understanding.”

5.   A Culture of Discipline.  “Sustained results depend upon building a culture full of self-disciplined people who take disciplined action, fanatically consistent with the three circles.  A culture of discipline involves a duality. On the one hand, it requires people who adhere to a consistent system; yet, on the other hand, it gives people freedom and responsibility within the framework of that system.  A culture of discipline is not just about action.  It is about getting disciplined people who engage in disciplined thought and who then take disciplined action.”

6.   Technology Accelerators.  “Good to great companies avoid technology fads and bandwagons, yet they become pioneers in the application of carefully selected technologies.  The key question about any technology is:  Does the technology fit directly with your Hedgehog Concept?  If yes, then you need to become a pioneer in the application of that technology.  If no, then you can settle for parity or ignore it entirely.  The good-to-great companies used technology as an accelerator of momentum, not a creator of it.”

7.   The Flywheel and the Doom Loop.  “Sustainable transformations follow a predictable pattern of buildup and breakthrough.  Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but with persistent pushing in a consistent direction over a long period of time, the flywheel builds momentum, eventually hitting a point of breakthrough.  The comparison companies followed a different pattern, the doom loop.  Rather than accumulating momentum – turn by turn of the flywheel – they tried to skip buildup and jump immediately to breakthrough.  Then, with disappointing results, they’d lurch back and forth, failing to maintain consistent direction.”

Stressing the importance of these primary concepts, Collins says his book is not about the economy, nor is it about the companies identified as good to great, “It is about one thing:  the timeless principles of good to great.  It’s about how you take a good organization and turn it into one that produces sustained great results.”

The research produced insights that run counter to conventional wisdom, but again these are based on empirical evidence.  Examples include:

  • “Level 5 leaders display a compelling modesty, are self-effacing and understated.  In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company.”
  • “The comparison companies frequently followed the ‘genius with a thousand helpers’ model – a genius leader who sets a vision and then enlists a crew of highly capable ‘helpers’ to make the vision happen.  This model fails when the genius departs.”
  • “Whether someone is the ‘right person’ has more to do with character traits and innate capabilities than with specific knowledge, background, or skills.”
  • “Spending time and energy trying to ‘motivate’ people is a waste of effort.  The real question is not, ‘How do we motivate our people?’  If you have the right people, they will be self-motivated.  They key is to not de-motivate them.  One of the primary ways to de-motivate people is to ignore the brutal facts of reality.”
  • “The good-to-great companies are more like hedgehogs – simple, dowdy creatures that know ‘one big thing’ and stick to it.  The comparison companies are more like foxes – crafty, cunning creatures that know many things yet lack consistency.”
  • “You absolutely do not need to be in a great industry to produce sustained great results.  No matter how bad the industry, every good-to-great company figured out how to produce truly superior results.”
  • “The good-to-great leaders spent essentially no energy trying to ‘create alignment,’ ‘motivate the troops,’ or ‘manage change.’  Under the right conditions, the problems of commitment, alignment, motivation, and change largely take care of themselves.  Alignment principally follows from results and momentum, not the other way around.”

I cannot recommend this book enough!  If you are trying to lead a hospitality organization to quality and service, even greatness, do yourself a favor and read this book.  It’s an interesting, informative, thought-provoking, and enjoyable read.  Get your entire management team to read it, confront the brutal facts of your operation, and then set a course to greatness.

The book is Good to Great – Why Some Companies Make the Leap . . . and Others Don’t, Harper Business, New York, NY, 2001.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking hospitality managers throughout the country and around the world.

Hospitality Resources International – Management Resources for Hospitality Operators!

 

Good to Great: Freedom and Responsibility within a Framework

Monday, September 7th, 2015

Throughout my career I have struggled to balance the competing needs for entrepreneurial thinking, innovation, and initiative and the necessities of organization, structure, consistency, and control.  How does one create and sustain a nimble organization that can quickly respond to new technologies, changing member wants and desires, and the competition of the marketplace while maintaining an efficient operation and conscientiously meeting regulatory requirements?

No thinking business person wants to saddle their operation with a bureaucratic mindset, yet efficient operations need systems to function properly and avoid risk, liability, and regulatory problems.  The very word “bureaucracy” carries the negative connotation of inefficiency and stultifying processes where crossing the t’s and dotting the i’s become an organization’s reason for being.

In examining this never ending challenge for businesses, Jim Collins and his research team at Stanford University found that the good to great companies they examined gave people the freedom to do whatever was necessary to succeed within a highly developed system or framework.  Then their people were held strictly accountable for their results.

The analogy that he gave was a commercial airline pilot who works within rigid air traffic control and safety systems on the ground and in the air, but who has the ultimate responsibility for success – that is, the safe delivery of plane and passengers from location to location.  That singular responsibility allows a pilot, at his or her discretion, to remove unruly passengers, abort landings, fly to alternate airports, and take any other action deemed necessary for the safety of the flight.

But essential to bestowing such freedom and responsibility is the necessity of defining the system and clearly identifying constraints.  In the airline industry the Federal Aviation Administration establishes all standards, policies, and procedures for both commercial and private pilots and ensures their ongoing understanding of the system through licensure, certifications, simulator and cockpit training, as well as continual flight and safety bulletins.  To quote from the book:

“The good to great companies build a consistent system with clear constraints, but they also gave people the freedom and responsibility within the framework of that system.  They hired self-disciplined people who didn’t need to be managed, and then managed the system, not the people.”

As a club manager at any level of the organization, you cannot do it all yourself.  Holding the reins tightly creates a bottleneck where all decisions have to come through you, thereby stifling the initiative and creativity of your subordinates.  It also puts a tremendous burden on you to perform, requires you to be on property at all hours, and leads to burnout.

The only way to be truly successful in any complex enterprise is to empower those under you and give them the freedom and responsibility to succeed in their portion of the operation.  But to do this successfully you need to fully develop the framework for their empowerment and a means to hold them accountable.  This means you have to have well-defined organizational values and written standards, policies, and procedures.  Lastly, you need measurable accountabilities for performance.

With these in place you have started on the path to greatness in your enterprise, but it’s only the start – Collins offers much more proven guidance for those willing to invest the time in this well-researched and written, as well as entertaining, book.

The book is Good to Great – Why Some Companies Make the Leap . . . and Others Don’t, Harper Business, New York, NY, 2001.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking hospitality managers throughout the country and around the world.

Hospitality Resources International – Management Resources for Hospitality Operators!

Freedom and Responsibility within a Framework

Monday, April 27th, 2015

Throughout my career I have struggled to balance the competing needs for entrepreneurial thinking, innovation, and initiative and the necessities of organization, structure, consistency, and control.  How does one create and sustain a nimble organization that can quickly respond to new technologies, changing member wants and desires, and the competition of the marketplace while maintaining an efficient operation and conscientiously meeting regulatory requirements?

No thinking business person wants to saddle their operation with a bureaucratic mindset, yet efficient operations need systems to function properly and avoid risk, liability, and regulatory problems.  The very word “bureaucracy” carries the negative connotation of inefficiency and stultifying processes where crossing the t’s and dotting the i’s become an organization’s reason for being.

In examining this never ending challenge for businesses, Jim Collins and his research team at Stanford University found that the good to great companies they examined gave people the freedom to do whatever was necessary to succeed within a highly developed system or framework.  Then their people were held strictly accountable for their results.

The analogy that he gave was a commercial airline pilot who works within rigid air traffic control and safety systems on the ground and in the air, but who has the ultimate responsibility for success – that is, the safe delivery of plane and passengers from location to location.  That singular responsibility allows a pilot, at his or her discretion, to remove unruly passengers, abort landings, fly to alternate airports, and take any other action deemed necessary for the safety of the flight.

But essential to bestowing such freedom and responsibility is the necessity of defining the system and clearly identifying constraints.  In the airline industry the Federal Aviation Administration establishes all standards, policies, and procedures for both commercial and private pilots and ensures their ongoing understanding of the system through licensure, certifications, simulator and cockpit training, as well as continual flight and safety bulletins.  To quote from the book:

“The good to great companies build a consistent system with clear constraints, but they also gave people the freedom and responsibility within the framework of that system.  They hired self-disciplined people who didn’t need to be managed, and then managed the system, not the people.”

As a club manager at any level of the organization, you cannot do it all yourself.  Holding the reins tightly creates a bottleneck where all decisions have to come through you, thereby stifling the initiative and creativity of your subordinates.  It also puts a tremendous burden on you to perform, requires you to be on property at all hours, and leads to burnout.

The only way to be truly successful in any complex enterprise is to empower those under you and give them the freedom and responsibility to succeed in their portion of the operation.  But to do this successfully you need to fully develop the framework for their empowerment and a means to hold them accountable.  This means you have to have well-defined organizational values and written standards, policies, and procedures.  Lastly, you need measurable accountabilities for performance.

With these in place you have started on the path to greatness in your enterprise, but it’s only the start – Collins offers much more proven guidance for those willing to invest the time in this well-researched and written, as well as entertaining, book.

The book is Good to Great – Why Some Companies Make the Leap . . . and Others Don’t, Harper Business, New York, NY, 2001.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking hospitality managers throughout the country and around the world.

Hospitality Resources International – Management Resources for Hospitality Operators!

 

If I were to recommend only one business book, this would be the one!

Monday, February 17th, 2014

Good to Great, Why Some Companies Make the Leap … and Others Don’t is a book that resulted from a study done by Professor Jim Collins and a group of graduate students at Stanford University’s Business School. The study aimed to discover what highly successful publicly traded companies did that enabled them to outperform their competitors and sustain those superior results over time. What makes the book so compelling is that its findings are based upon empirical evidence, unlike so many other management books that are based upon theory.

Summarizing the book’s seven major principles:

“Level 5 Leadership: Every good-to-great company had Level 5 Leadership during the pivotal transition years. “Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. They are fanatically driven, infected with an incurable need to produce sustained results. They display workmanlike diligence – more plow horse than show horse.”

“First Who, Then What:  The good-to-great leaders began the transformation by first getting the right people on the bus (and the wrong people off the bus) and then figured out where to drive it. The key point is that ‘who’ questions come before “what” decisions – before vision, before strategy, before organization structure, before tactics. First who, then what – as a rigorous discipline, consistently applied.”

“Confront the Brutal Facts: “All good-to-great companies began the process of finding a path to greatness by confronting the brutal facts or their current reality. When you start with an honest and diligent effort to determine the truth of your situation, the right decisions often become self-evident. It is impossible to make good decisions without infusing the entire process with an honest confrontation of the brutal facts. A key psychology for leading from good to great is the Stockdale Paradox: Retain absolute faith that you can and will prevail in the end, regardless of the difficulties, AND at the same time confront the most brutal facts of your current reality, whatever they might be.”

“Hedgehog Concept: To go from good to great requires a deep understanding of three intersecting circles representing “What you are deeply passionate about,” “What you can be the best in the world at,” and “What drives your economic engine,” translated into a simple, crystalline concept:

  • The key is to understand what your organization can be the best in the world at, and equally important what it cannot be the best at – not what it “wants” to be the best at.
  • The Hedgehog Concept is not a goal, strategy, or intention; it is an understanding.”

“Culture of Discipline: Sustained results depend upon building a culture full of self-disciplined people who take disciplined action, fanatically consistent with the three circles. A culture of discipline involves a duality. On the one hand, it requires people who adhere to a consistent system; yet, on the other hand, it gives people freedom and responsibility within the framework of that system. A culture of discipline is not just about action. It is about getting disciplined people who engage in disciplined thought and who then take disciplined action.”

“Technology Accelerators: Good to great companies avoid technology fads and bandwagons, yet they become pioneers in the application of carefully selected technologies. The key question about any technology is ‘Does the technology fit directly with your Hedgehog Concept?’ If yes, then you need to become a pioneer in the application of that technology. If no, then you can settle for parity or ignore it entirely. The good-to-great companies used technology as an accelerator of momentum, not a creator of it.”

“The Flywheel and Doom Loop: Sustainable transformations follow a predictable pattern of buildup and breakthrough. Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but with persistent pushing in a consistent direction over a long period of time, the flywheel builds momentum, eventually hitting a point of breakthrough. The comparison companies followed a different pattern, the doom loop. Rather than accumulating momentum – turn by turn of the flywheel – they tried to skip buildup and jump immediately to breakthrough. Then, with disappointing results, they’d lurch back and forth, failing to maintain consistent direction.”

Good to Great is the most interesting and compelling business book of all the many that I’ve read.  It presents a model for any company or organization that aspires to success.  If I were to recommend only one business book to others, this would be the one!

The book is:  Good to Great, Why Some Companies Make the Leap … and Others Don’t, Jim Collins, HarperCollins, New York, 2001

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the club industry and its challenges. From time to time, we will feature guest bloggers — those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking club managers throughout the country and around the world.

Club Resources International – Management Resources for Clubs!