Local Control
In 2001, the book Good to Great by Jim Collins reached the Best Seller List, a position it has continued to enjoy among business books. In it, he identified nineteen firms as “great” as opposed to “good.” In its pages, Collins attempted to answer why some companies make the leap to great and others do not.
In his new book, How the Mighty Fall and Why Some Companies Never Give In (2009), Collins shares his curiosity about the decline of some of the greatest companies. In an article in the May 25, 2009 issue of Business Week, he asks the question, “Might it be possible to detect decline early and reverse course – or even better, might we be able to practice preventative medicine?” He cautions that, “An institution can look strong on the outside but already be sick on the inside, dangerously on the cusp of a precipitous fall.”
Collins notes the dynamics of leadership-team behavior and contrasts those teams on the way down with those on the way up. It is this perspective that a panel of five former successful superintendents who continue to be active in educational leadership were asked to examine from their experiences as to actions they implemented in their quest to lead districts “on the way up.”
How managers interact says a great deal about the health of an organization. In that context an examination of eight paired factors were shared with each of the former superintendents using Collins’ model. While first names are used (John, Luis, Ann, Lon, and Frances), they are not those of the original panelists.
Teams on the Way Down |
Teams on the Way Up |
People shield those in power from unpleasant facts, fearful of penalties and criticism for shining light on the rough realities |
People bring forth grim facts – “Come here and look, man, this is ugly” – to be discussed: leaders never criticize those who bring forth harsh realities |