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Promotional Exam > Good To Great > Flashcards

Good To Great Flashcards

1
Q

Level 5 leaders are _________?

A

The highest Level leaders

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2
Q

What are the other levels of leaders?

A
  1. highly capable
  2. contributing team member
  3. competent manager
  4. effective leader
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3
Q

Level 5 leaders do not exhibit ___________?

A

Enormous Egos

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4
Q

Level 5 Leaders in Policing may involve a greater degree of __________ types of skills rather than _________.

A

Legislative Than Executive

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5
Q

Great Leaders assemble their team when?

A

Before they decide where to go.

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6
Q

Good to Great companies begin finding a path to greatness by doing what?

A

Confronting the Brutal Facts of their current reality.

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7
Q

The Hedgehog Concept is what?

A

Understanding what the company can do better than anyone else. seeing what is essential and ignoring the rest.

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8
Q

What I culture discipline?

A

Showing extreme diligence and intensity in their thoughts and actions, always focusing on implementing the companies hedgehog concept.

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9
Q

what do great companies have in common?

A

Culture of discipline

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10
Q

The opposite of culture discipline is what?

A

Bureaucracy

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11
Q

When used right, Technology becomes an ___________ of momentum

A

Accelerator.

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12
Q

No matter how dramatic the end result, the good to great transformation never happened _________?

A

In one fell swoop (all at once)

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13
Q

The “Doom Loop” is marked by what?

A

Chronic restructuring, fads and management hoopla without disciplined thought.

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14
Q

in social sectors, money in only an ________ and not a measure of greatness

A

Input

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15
Q

when the Cleveland Orchestra aimed to become the top orchestra, they focused on the __________.

A

Outputs

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16
Q

all indicators are flawed, what matters is not finding the perfect indicator, but settling upon a _________ and ____________ method of assessing your output results.

A

Consistent & Intelligent.

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17
Q

Level 5 leaders set their successors up for even greater _________, while level 4 leaders do not

A

Success

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18
Q

A less formal means of developing leaders occurs when organizational heads encourage their command staff to __________, __________, ____________.

A

Think on their own
Ask questions
Challenge the boss in a constructive way.

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19
Q

The Boss does not need to have all the good ideas if the boss has the ______________ & __________ to select team members who can and will voice ideas.

A

courage and ability

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20
Q

Picking the right people and getting the ____________, are critical factors for success in both public and private sectors.

A

Wrong people off the bus

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21
Q

Leaders should create a ___________ to develop an organization’s Hedgehog concept.

A

Council

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22
Q

By Whatever means possible __________ have to be confronted in an organization that aspires to greatness

A

Personnel Problems

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23
Q

The _______ remains an ineffective tool in the police manager’s tool box

A

Performance evaluation

24
Q

What was the most important attribute identified when recruiting applicants?

A

Integrity

25
Q

One way to Avoid recruitment mistakes is to do what?

A

Take your time

26
Q

If you do not address ___________ you miss an ideal opportunity to have an impact on your agency

A

Every day working conditions of officers

27
Q

On e alternative to moving people off the buss is to what?

A

Help them become more effective as the organization moves in a new direction

28
Q

____________ can provide a critical means of developing managers and leaders for organization that do not have the luxury of being able to provide their own training.

A

Effective leadership programs

29
Q

_____________ can be a tool for level 5 managers to develop a strong management team

A

Management training

30
Q

When a leader cannot move people in and out of an organization, it can be helpful to develop ________ or ________ of people who are supportive of the organization’s new direction

A

Kitchen Cabinets or Leadership teams

31
Q

A good example of a “confronting the brutal facts” type program in policing is

A

CompStat

32
Q

It is not enough for data to be made readily available. managers need to be ______________.

A

Familiar with the data and involved in the analysis.

33
Q

The Chicago experience involved what?

A

Dubious crime stats

34
Q

GTG companies strive to make a climate in which __________ is heard and valued.

A

Truth

35
Q

Collins offers 4 suggestions for climate of truth, they are;

A
  1. lead with questions, not answers
  2. engage in dialogue not coercion
  3. conduct autopsies of mistakes with out placing blame.
36
Q

What is the concept of “short pay?”

A

The customer pays less that the invoice if not satisfied

37
Q

Short pay acts as what?

A

An early warning system that forces adjustments quickly

38
Q

What is the “Stockade Paradox?”

A

Confronting the brutal facts and having the faith to stay on the right track.

39
Q

The Hedgehog concept evolves from finding the overlap of three circles of what diagram?

A

Venn Diagram

40
Q

What are the three circles of the Venn Diagram?

A
  1. what can you be the best at?
  2. what are you deeply passionate about?
  3. What drives your economic engine?
41
Q

The ability of an organization to function like a focused hedgehog depends on the existence of

A

A culture of dicipline

42
Q

Discipline in an organization has 2 purposes. What are they?

A
  1. Focus on what an organization needs to do

2. Identify and eliminate things the organization should not do

43
Q

A culture of discipline requires that a leader take a long hard look at _________ about the organization and then act on them.

A

Facts

44
Q

Level 5 leaders make disciplined decisions regardless of ______________.

A

Personal consequences.

45
Q

What were the 3 areas in which technology helped the Chicago Police Department?

A
  1. more productivity
  2. better management and accountability
  3. stronger partnerships
46
Q

During the first years a level 5 leader must be what?

A

Out-front and visible

47
Q

The “Flywheel Concept” means what?

A

The relentless, steady push towards a goal which produces momentum.

48
Q

The “Doom Loop” refers to what?

A

The tendency of organizations to run in one direction and then turn off to go into a different direction.

49
Q

Crises are a distraction, but they force the hedgehog leader to do what?

A

come up for air and tend to the matters outside the burrow.

50
Q

few leaders considered a crises as a ____________.

A

permanent roadblock to organizational development.

51
Q

_________ toward a crisis is key

A

Attitude

52
Q

Crisis that involve fault of the agency should be dealt with how?

A

Honestly and openly.

53
Q

During a crisis, __________ is a way in which organizations face the Brutal reality.

A

Full Disclosure

54
Q

When maintaining credibility during a crisis there are 2 things to remember. what are they?

A
  1. credibility is built over time and not during an incident

2. managing a crisis is just that, managing

55
Q

A crisis is managed through what?

A
  1. preparation
  2. Planning
  3. Training
  4. Execution
56
Q

in the 21st Century, _____________ is the response of a disciplined police culture

A

Compassion

57
Q

___________ is the enemy of Great

A

Good

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