Shared with the NUS Entrepreneurship Society By Prof Tom Kosnik of Stanford University

1. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Best Practices of
Entrepreneurial Leaders:
Workshop for
NUS Entrepreneurship Society
Presented by Tom Kosnik
Fenwick and West Consulting Professor,
Stanford Technology Ventures Program Department of
Management Science and Engineering, Stanford University
International Advisor, NUS Entrepreneurship Centre

2. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Agenda
• The Leadership Challenge
• Five practices and ten commitments of leadership
• Leadership practices from Built To Last
• Leadership tools from Good to Great
• Illustrate examples using Lord of the Rings
• Apply the models to your own leadership development

3. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
The Leadership Challenge
The Leadership practices from
The Leadership Challenge
are based on over 30 years of
research on what followers
admire in real world leaders

4. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
The five practices and ten commitments of leadership
The Five Practices
of Leadership
The Ten Commitments of Leadership
Model the Way Find your voice by clarifying your personal values.
Set the example by aligning actions with shared values.
Inspire a Shared
Vision
Envision the future by imagining ennobling possibilities.
Enlist others in a common vision by appealing to shared
aspirations.
Challenge the
Process
Search for… innovative ways to change, grow, & improve.
Experiment & take risks via small wins & learning from mistakes.
Enable Others to
Act
Foster collaboration via cooperative goals & building trust.
Strengthen others by sharing power & discretion.
Encourage the
Heart
Recognize contributions by showing appreciation for…excellence.
Celebrate values and victories via a spirit of community.
Source: Kouzes, James and Barry Posner. (2002) The Leadership Challenge, Jossey Bass, San Francisco, CA, p. 72

5. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Real examples of the five practices of leadership
The Five
Practices of
Leadership
Model the
Way
Inspire a
Shared
Vision
Challenge the
Process
Enable
Others to Act
Encourage
the Heart
How well do you think these entrepreneurial leaders perform?
Source: Kouzes, James and Barry Posner. (2002) The Leadership Challenge, Jossey Bass, San Francisco, CA, p. 72

6. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Leadership Practices from Built to Last
Practices from the book Built To Last
enabled entrepreneurial leaders to
create companies that endure even
after the leaders are gone.
Adapted from Jim Collins, Built To Last, (1994)

7. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Leadership Practices from Built to Last
• Be a clock builder, not a time teller
• Build your company around a core ideology
• Build a cult-like culture
• Home grow your management
• Set Big, Hairy Audacious Goals (BHAGs)
• Try a lot of things and keep what works (experiment)
• Embrace the “genius of the and”
Adapted from Jim Collins, Built To Last, (1994)

8. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Leadership Tools from Good to Grea!
Tools from the book Good to Great
will enable an entrepreneurial
leadership team to take their
company to the next level of
greatness.

9. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Good to Great Study

10. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Good to Great Examples

11. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Inside the Black Box
What’s inside
the
BLACK BOX?Good Results
Great Results

12. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Flywheel
Good to Great
Buildup…
Breakthrough…
Disciplined People Disciplined ActionDisciplined Thought
Level 5
Leadership
First who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators

13. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Good to Great
Buildup…
Breakthrough…
Disciplined People Disciplined ActionDisciplined Thought
Level 5
Leadership
First who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators

14. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Level 5 Leadership
• Humility and fierce resolve
• Driven by the commitment to make the company great
• When things go well, give credit to others
• When things go badly, take full responsibility themselves

15. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Level 5 Hierarchy
Level 5 Executive
Effective Leader
Competent Manager
Contributing Team Member
Highly Capable Individual
Level 2
Level 3
Level 1
Level 4
Level 5

16. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Exercise: Identify Types of Leaders You Know
Level 5 Executive
Effective Leader
Competent Manager
Contributing Team Member
Highly Capable Individual
Level 2
Level 3
Level 1
Level 4
Level 5

17. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Good to Great
Buildup…
Breakthrough…
Disciplined People Disciplined ActionDisciplined Thought
Level 5
Leadership
First who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators

18. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
First Who, Then What:
Get the Right People on the Bus –
Then the team decides where and how to go

19. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Exercise: Who’s on Your Bus?
Name Role in Movie Job Title Name of Person
Gandalf Wizard
Lord Eldar Elf King
Aragon Future King
Legolas Elf
Gimli Dwarf
Boromir Men Race
Frodo Hobbit
Sam Hobbit
Merry Hobbit
Pippin Hobbit

20. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Good to Great
Buildup…
Breakthrough…
Disciplined People Disciplined ActionDisciplined Thought
Level 5
Leadership
First who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators

21. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
All organizations face adversity
IT
Leader
Our
company
culture
Market
environment
CustomersPeers
Team
Manager
• Budget shortfalls
• Loss of key people
• Technology failures
• Unexpected delays
• Quality problems
• Natural disasters
• Economic crises
• Wars
• Power Failures

22. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Confront the Brutal Facts
Create a climate where the truth is heard:
1. Lead with questions, not answers.
2. Engage in dialogue and debate, not coercion.
3. Conduct autopsies, without blame.
4. Build red flag mechanisms so data can’t be ignored.

23. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Good to Great
Buildup…
Breakthrough…
Disciplined People Disciplined ActionDisciplined Thought
Level 5
Leadership
First who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators

24. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Hedgehog Concept
What you are
Deeply
Passionate About
What Drives
your
Economic
Engine
What you can
Be the Best
In the World At

25. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Exercise: Discuss:
What is your Hedgehog Concept?
What you are
Deeply
Passionate About
What Drives
your
Economic
Engine
What you can
Be the Best
In the World At

26. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Good to Great
Buildup…
Breakthrough…
Disciplined People Disciplined ActionDisciplined Thought
Level 5
Leadership
First who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators

27. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Culture of Discipline:
How to Implement your Hedgehog Concept
The Council
Ask Questions,
Guided By the Three Circles
Dialogue And Debate,
Guided By
The Three Circles
Autopsies and Analysis,
Guided By
The Three Circes
Executive Decisions
Guided By the Three Circles

28. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Good to Great
Buildup…
Breakthrough…
Disciplined People Disciplined ActionDisciplined Thought
Level 5
Leadership
First who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators

29. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Using a portfolio of technologies to
communicate across your organization
E-mail
Voice Mail
Materials via Web site
Newsgroup Discussions
Web Site Suggestion Box
Groupware for Documents
Download videos via WWW
Library Reserve Books
Digital Video Sessions
Digital Audio Sessions
Facebook
Linkedin
E-mail
Voice Mail
Wikis
Newsgroup Discussions
Web Site Suggestion Box
Groupware for Documents
Download videos via WWW
Blackboard
Whiteboard
Flip Charts
Scribe Notes
Digital Recorder
Video Camera
Feedback Surveys
Skype
Wireless Phone
Webcast
Audio Teleconference
Video Teleconference
Electronic White Board
Real-time Newsgroup
Live Multi-point Broadcast
Time
Different
(Asynch)
Same
(Synch)
Place DifferentSame
* Adapted from O’Hara-Devereaux and Johansen
(1994), Global Work.

30. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Exercise: What technologies are the most
effective for teams you know?
Different time
Same place
Different Time
Different Place
Same Time
Same Place
Time
Different
(Asynch)
Same
(Synch)
Place DifferentSame
* Adapted from O’Hara-Devereaux and Johansen
(1994), Global Work.
Same Time
Different Place

31. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Flywheel Builds
Momentum
Steps Forward,
Consistent with
Hedgehog
Concept
Accumulation of
Visible Results
People Line Up,
Energized by
Results
The Flywheel Effect

32. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Flywheel
Good to Great
Buildup…
Breakthrough…
Disciplined People Disciplined ActionDisciplined Thought
Level 5
Leadership
First who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators

33. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Summary and Next Steps
• You can use the tools that we showed you today to
develop your own entrepreneurial leadership skills
• Read The Leadership Challenge, Built to Last, Good to
Great
• Watch DVDs of popular movies with your team mates
• Pick the scenes in the movies that illustrate the leadership
practices in the books
• Apply the tools and practices in leadership situations you
face in NES, in class projects, and on the job
• Watch real world leaders around you – good and bad – and
use the tools and practices to assess their performance.

34. Leadership Best PracticesAdapted from Jim Collins (2001)
Good to Great, Harper Business, New York,
Thank You to my Global Development Team
Name Contact School
Jenny Chew sci00464@nus.edu.sg National University of Singapore
Ming Gu minggu@stanford.edu Stanford University
Jia Li isc10875@nus.edu.sg National University of Singapore
Shifeng Li isc10555@nus.edu.sg National University of Singapore
Rhea Ruixue Liu Rhea.liu@stanford.edu Stanford University
Jennifer Xiaoshu Shao sxsshao@stanford.edu Stanford University
Si Shen sishen@stanford.edu Stanford University
Gabriel Kaiyang Wang eng10975@nus.edu.sg National University of Singapore
Ryan Wong isc10870@nus.edu.sg National University of Singapore
Chie Ping Yip eng02381@nus.edu.sg National University of Singapore