The idea that the path from good to great in the social sectors is to become “more like a business” is dead wrong. Great companies make a prosperous society, but not a great society for economic growth and power are the means, not the end, of a great nation. Few businesses excel to greatness. They’re about as only 11 out of 1435 companies—according to my estimates in my previous book “Good to Great”. So, is it unwise to import the practices of business into the social sectors? I shared these thoughts with a gathering of business CEOs, and offended nearly everyone in the room. A hand shot up from a CEO: “Do you have evidence to support your point? He demanded. “Nonprofits are in desperate need of discipline in people, governance, and allocation of resources.” I replied: “Discipline is not a business practice! Most businesses also need discipline. A culture of discipline is not exclusively a principle of business; it is a principle of greatness.” I asked the CEO: “If you had taken a different path in life and become, say, a university president, a nonprofit leader, or a hospital CEO, would you have been any less disciplined in your work? Would you have put less energy into your work?” The CEO considered the question, and replied: “No!”
"Collins stressed the importance of having a strong nonprofit sector, saying, “if we only have great business corporations, and I do believe it’s important that we do, we will merely have a prosperous nation, a prosperous society. We will not have a great one. To truly have a great nation and a great society, we have to have great schools, great police departments, great healthcare.” But, he noted, simply being nonprofit does not make an organization great. 'Greatness,' Collins explained, 'is not a function of circumstances. It is a function, first and foremost, of conscious choice and discipline…It doesn’t matter if you’re a hospital, school district, church, professional sports team, or squadron of fighter jets: everyone has constraints, difficulties, irrationalities, and yet some still do better than others in those same circumstances.'"Bridgespan Group
"This is a good companion booklet to the Good to Great book which I heartily recommend. It demonstrates quite unequivocally that good to great thinking and its component concepts are equally applicable to social services and could serve to revolutionize a program or an organization." The Innovation Journal
"Good to Great and the Social Sectors provides many useful lessons for social enterprises. Its attention to effective leadership, attracting the right people, a disciplined approach to all aspects of the organization, and focusing on being great at one thing all strike me as sound and important." Stanford Social Innovation Review
Social intelligence is defined as the ability to get along well with others while winning their cooperation. Social intelligence is a combination of sensitivity to the needs and interests of others, which is sometimes called your social radar, an attitude of generosity and consideration, and a set of practical skills for
Good enough is no longer good enough because now everything is good enough. Our expectations of quality are unrealistic, and are being met every single day. We don’t just want to be satisfied, we want to be blown away. A few months after the book came out, Seth ran into a
The 8th Habit consists of a two-part solution; “find your voice and inspire others to find theirs.” Finding your voice means to engage in the work that genuinely taps your talents and fuels your passion and discovers your most intimate capabilities. Your voice then becomes a metaphor representing the essence of
Getting Beyond Better sets forth a bold new framework, demonstrating how and why meaningful change actually happens in the world and providing concrete lessons and a practical model for businesses, policymakers, civil society organizations, and individuals who seek to transform our world for good. Roger L. Martin and Skoll Foundation President
The critical distinction is not between profit and nonprofit, but between great and good. Our work should not focus exclusively on business; it should expand to study what separates great from good, whether in business or non-business.
Contrary to the business sector, social sectors do not have rational capital markets that channel resources in to the favor of those who deliver the best results
Those who have the discipline to attract and channel resources directed solely at their Bee Concept, and to reject resources that drive them away from the center of their three circles, can achieve the move from good to great.
This book is not about gloating over the demise of once-mighty enterprises that fell, but about seeing what we can learn and apply to our own situation. By understanding the five stages of decline, leaders can substantially reduce the chances of falling all the way to the bottom, tumbling from iconic
The new question: Ten years after the worldwide bestseller Good to Great, Jim Collins returns to ask: Why do some companies thrive in uncertainty, even chaos, and others do not? In Great by Choice, Collins and his colleague, Morten T. Hansen, enumerate the principles for building a truly great enterprise in