(am Tee eset tS taGain deoper understanding ofthe ideas prsented in the books "But to Last and "Good to Great’ by using these escussion guide questons Lovel § Leadership Which is harder to cutvat wth yours: hum or wa? "Level 5s bout ambition fst and foremeet about th cause, the company, the work-—not youret—combined with the wie make good on thst atic, then how can 2ach of us as individual lear fo ake actions Consistont wih being Love 5? ‘Think of @ Level 5 you ave known, How dé he ox she become Level $? What can we lem fom that person? Wy do 6 few Level 5¢ get chosen for top spat in our rgantzations? What canbe done to change this? First Who How might you tel someone iathe ight person onthe bus? How might you tel someone is simply in he wrong seat a dnc fom being te wrong person on he bus ently? “Think ofa case wher you had deus. but your ergantzaton hired anyway. What was the outcome? Wy did the organization hire anyway, and what do you lear fom the station? compensation isnot he primary diver forthe right people onthe bus, then what are the primary elements in {geting and keeping the right pocpe on the bus? What role does compensation pay? Confront the Brutal Facts Which sie ofthe Stoke Paradox harder for you: unwavering fh or contort the brutal facts? Why? Think of wo envionment hat you have been n. The fst being an environment tha id nat content he brutal facts and where peopl (and thet) were nct heard. The second being an eavirenment that did conto the brutal facts and where people had tremendous opportu tobe heard. What accounts forthe dfecence between te two environments? hat does the conast each abext how fo construct an envi wheze the wah is hears? Do you have any red fag mechasismsin you Me o organization? What ideas do you have fr new ones? In leading a tearm, what is your questons to statement ato?SER Eee ey Hedgehog Concept (the Throe Circles) How long, on average, iit tke the good o-greatcompanis to carly thelchedgehog concept? What Impleatons does this have about feng your own pedgehog concept? ‘Are you engaged in work tha fis your own thee cles what you are passionate about, what you are {genetical encoded fc, what you can get paid or? Do you need to change? Which oles Raresto get rghit? wy? Which is more impetnt for an organization: the goa to be the best at somethin, of ealitic understanding of ‘wat you can and cannt) be te best at? ‘Can each sub-unit and each person havea hedgehog concept? How is the nedgebog concept erent fora nonprofit ogantaton? Culture of Discipline \nsing your extage chess s mpocant, how do you tell "which’ cottage cheese e wot sing? In oer words, digent tention o deta cessor, how do we decde whch tals are important, and which are teat? Think of two people: One being someone wha ony $86 his or har ob as "ob" andthe other who understands {hat he orshe has a responsi. How doos this ference pay tse tin the work? What shoul wa ok | ‘erin locating such people? class distinctions ar deeply sive, then why do cxganzation persist in creating an executive clas that ‘separates Asa rom those who So the real work? you ran the whole show, what woud you remove io reduce those clase distinctions? 1p you have stop doing ist? Wat do you put on your to doing lt? Technology Accelerators technology cannot make or beak a company’s vel f greatness, but ony serves as an accleatr of sreiness or dame already in progress, then why dc everyone fallin love win technokogy for technology ake during the 199087 ‘Why is thee so mich hype and fear about new technologies, and what can you dot view new technologies wih objective equanimity?