Superior leaders how to do the first one is "?

Gateway building word: excellent leaders manage employee management operations management, led by the company from good to those to the excellence of policy makers is often not the first to determine the destination and then put it to there; they will start to recruit the right people, then go to the company set a new vision and strategy

A good company can become a great company?

In this survey research projects before you begin, we thought it would have found a company from good to excellence is the first step for the company set a new direction, new vision and strategy, and then find the right people, then towards this new direction.

We found that sometimes the contrary. Those who led the company from good to excellence for executives, are often not the first to determine the destination and then put it into there, they will let the right people on the bus (inappropriate nature please get off) before deciding where to go.

Why is the "first person"

These leaders understand the 3 easy justified. 1, if you are from the "selection" and not "doing things" beginning, it is easier to adapt to the fast-changing world. If you get on the train mostly because the car going, the car has been out for 10 miles, you need to change direction, you will go from here? is this your trouble may be larger. But what if the car is because someone is in the car, the situation is different, change direction much easier: "Hey, I get on the train because of certain people in the car; if we need to change direction in the search for greater success, preferably please follow me. "2, if you have the right people in the car, then how to motivate and manage their is no longer a problem. Right one is tight management is not required or encouraged, they will inherently driven and self adjustment to achieve the greatest success. 3, if the car sat was not appropriate for people, regardless of whether you are looking for on the right direction are irrelevant, because you can't have the most outstanding of the company. A vision without great people, it is also useless.

A case study in Fargo. From 1983 onwards, the Bank started up to 15 years of good management, but to achieve this change of it goes back to the early 1970s, was CEO of Dick · Kuli started to establish an industry's most outstanding management team. Kuli had foreseen, deregulation, the entire banking sector will experience a cataclysm. As for the changes will appear in which he is not interested. Therefore, he and the Board of Directors President Ernie · Arbuckle is busy developing the strategic decision to deal with change, but rather to focus on an endless stream of injection of fresh blood to the company. No matter when and where to find the outstanding talent, they all employ them, often did not have specific workplace arrangements in mind. He said: "this is how you build the future. Even if I'm not smart enough to see upcoming changes, but they can be. And they can be flexible to deal with those things. ”

Cooley was prescient. No one can foresee the banking deregulation, when all the upheaval brought about by. As it turns out, when a change occurs, does not have a bank than Fargo handle better. At that time, the banking sector of the stock is generally lower than the market 59%, while stocks of Fargo speed is 3 times larger disk. In 1983, when Karl · Reichardt serves as CEO, he put all the achievements of the Bank are attributed to him, but most of these people are the original Kuli soldiers.

Bank of America go is another route. When Dick · Kuli are systematically recruited he could find talent, Bank of America is "weak to follow will be strong soldier" mode. This makes American Bank formed a completely different environment in Fargo. Wells Fargo employees enjoy equal status, in order to find the best answer, often argue bitterly; while at the same time, the Bank of America's "incompetent General" would stay there and wait for the parent indicates. A retired CEO of Bank of America, before the 1970s senior managers were described as the "hopscotch", they are trained to know only the subservient to their superiors. The mid-1980s, the Bank losses reach $ 1 billion. In 1973 to 1998, the great leap in Fargo implementation, the Inter-American Bank stock returns also keep up with the pace of the common market.