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Good vs. Great

Good Organizations (Complacent) Great Organizations (Continually Dissatisfied)
Questions: periodically question status quo to make improvements Questions: continually question status quo to make improvements
Mission: set generic missions to meet explicit needs of customers; seek to meet and keep boundaries Mission: set grand missions to meet explicit and implicit wants and needs of customers, constantly create more room for growth
Goals: periodically set goals that stretch past records Goals: continually push the limits of the envelope
Standards: analyze and improve substandard departments; employees find importance in what they do to maintain high performance levels and protect their position Standards: analyze and improve best-performing departments; employees analyze the process of what created their successes and use this to raise the bar even further
Resources: mostly promote from within to build morale and loyalty Resources: balance hiring from within and from external sources to bring in fresh ideas
Empower: assign the implementation of an idea to individuals other than the creator; aggressively solve problems Empower: encourage generators of ideas to take their own initiative; aggressively look for new opportunities
Skills: stick with core competencies of each individual; employees seek to fit in with the group Skills: examine unassociated connections for new synergistic alliances; develop skills to determine how to be different
Plan: create template strategic action plans that provide a roadmap to the future, and adjust as needed to stay on course Plan: use strategic action plans as a loose framework, which is continually fine-tuned

Good Organizations (Complacent) Great Organizations (Continually Dissatisfied)
Attitude: employees confident in abilities: “if it’s not broke, don’t fix it.” Attitude: employees continually test themselves: “If it’s easy, it’s not worth doing because everyone else can do it too.”
Influence: play by the rules Influence: change the game and make new rules
Test: minimize risk for maximum benefit Test: enter the test aggressively with prudent risk
Creative Tinkering: believe the system is important; conform to structure Creative Tinkering: believe that individuals are important; seek originality; constantly seek to create ideas and ways to implement them
Results: have no consistent measure for results Results: fanatically measure results that matter
Rewards: work to develop all low-performing employees; offer inconsistent rewards Rewards: abundantly and consistently reward the most productive, creative employees
Learning: learn from mistakes Learning: seek continuous learning; share lessons with other employees or team members
Inner Wealth: employees are satisfied when they’ve reached goals Inner Wealth: employees find joy in the entire process of achieving



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