Dale Stinton Executive Vice President & CEO

Transcription

1 Dale Stinton Executive Vice President & CEO 1

2 NAR Senior Vice Presidents Mark Lesswing, Senior Vice President & Chief Technology Officer David Lereah, Senior Vice President & Chief Economist Janet Branton, Senior Vice President, AE/Leadership, International & Specialties Frank Sibley, Senior Vice President, Communications Doug Hinderer, Senior Vice President, Human Resources & Office Services Jerry Giovaniello, Senior Vice President, Government Affairs and Chief Lobbyist Bob Goldberg, Senior Vice President, Marketing & Business Development andpresident & CEO, REALTORS Information Network Laurie Janik, Senior Vice President and General Counsel

3 Connecting the Dots to go from What holds us back?

4 Good is the Enemy of Great Because we are so good, we don t always think to make our companies great. Jim Collins book, Good to Great, identifies six key traits of a successful leadership framework.

5 Key Traits 1 First Choose Who Then What 2 Confront the Brutal Facts (but don t lose faith) 3 The Hedgehog Concept (simplicity with Focus)

6 Key Traits 4 A Culture of Discipline 5 Technology Accelerators 6 The Right Leadership

7 1. First Chose Who Then What a) Highly successful leaders begin the association s transformation by getting the right people on the team.

8 1. First Chose Who Then What b) Having the right people largely eliminates problems with motivation and management.

9 1. First Chose Who Then What c) Having the right people allows the association to adapt and change easily.

10 1. First Chose Who Then What d) People aren t the association s greatest asset; the right people are.

11 2. Confront the brutal facts (but don t lose faith!) a) Good decisions are impossible if the association hasn t honestly confronted these brutal facts.

12 2. Confront the brutal facts (but don t lose faith!) b) Let your people be heard and ultimately the truth will be heard, and

13 2. Confront the brutal facts (but don t lose faith!) c) Retain absolute faith that you can and will prevail in the end.

14 3. The Hedgehog Concept a) Are you a hedgehog or a fox? Hedgehogs simplify a complex world into a single organizing idea, basic principle or concept that unifies and guides everything. Foxes pursue many ends simultaneously no unifying vision.

15 Historic Hedgehogs Freud The Unconscious Darwin Natural Selection Marx Class Struggle Einstein Relativity (e=mc 2 ) Adam Smith The Invisible Hand

16 b)the Hedgehog Concept Unabiding Passion

17 b)the Hedgehog Concept Unabiding Passion Be the best or don t be Understand what pays the bills

18 4. A Culture of Discipline a) Build a culture around the idea of freedom and responsibility, within a framework. b) Fill that culture with selfdisciplined people who are willing to go to extreme lengths to fulfill their responsibilities.

19 4. A Culture of Discipline c) Don t confuse a culture of discipline with a tyrannical disciplinarian. d) Adhere with great consistency to the Hedgehog Concept. Stay focused.

20 4. A Culture of Discipline e) Hire self-disciplined people who don t need to be managed, then manage the system, not the people.

21 4. A Culture of Discipline f) Good to great associations follow a simple rule: anything that does not fit within our, we will not do. Disciplined People Disciplined Thought Disciplined Action

22 5. Technology Accelerators a) The real question is how do good to great associations think differently about technology?

23 5. Technology Accelerators b) Success results from applying carefully selected technologies.

24 5. Technology Accelerators c) When used correctly, technology becomes an accelerator of momentum, not a creator of it.

25 Good to Great Leaders 6. Great Leaders a) Are ambitious for the association and its members, not for themselves.

26 Good to Great Leaders 6. Great Leaders b) Set-up their successor for greater success than their own (a worthy legacy in and of itself).

27 Good to Great Leaders 6. Great Leaders c) Are Results-driven.

28 Good to Great Leaders 6. Great Leaders d) Share the credit for successes, assume the responsibility for failures.

29 Connect the Dots from Buildup to Breakthrough! Good to great associations have no names for transformations. The transformation feels like an organic development process from inside the association.

30 If you have to ask the question Why should we try to make it great? Isn t good, good enough? then you re probably in the wrong line of work.

31 Get involved in something anything that you care so much about that you want to make it the greatest it can possibly be, not because of what you ll get, but just because it can be done.

32 Good to Great Jim Collins Harper Business Publishers