Good To Great

Question 1

Level 5 leaders are _________?

Answer 1

The highest Level leaders

Question 2

What are the other levels of leaders?

Answer 2

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

Question 3

Level 5 leaders do not exhibit ___________?

Answer 3

Enormous Egos

Question 4

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

Answer 4

Legislative Than Executive

Question 5

Great Leaders assemble their team when?

Answer 5

Before they decide where to go.

Question 6

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

Answer 6

Confronting the Brutal Facts of their current reality.

Question 7

The Hedgehog Concept is what?

Answer 7

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

Question 8

What I culture discipline?

Answer 8

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

Question 9

what do great companies have in common?

Answer 9

Culture of discipline

Question 10

The opposite of culture discipline is what?

Answer 10

Bureaucracy

Question 11

When used right, Technology becomes an ___________ of momentum

Answer 11

Accelerator.

Question 12

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

Answer 12

In one fell swoop (all at once)

Question 13

The “Doom Loop” is marked by what?

Answer 13

Chronic restructuring, fads and management hoopla without disciplined thought.

Question 14

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

Answer 14

Input

Question 15

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

Answer 15

Outputs

Question 16

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

Answer 16

Consistent & Intelligent.

Question 17

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

Answer 17

Success

Question 18

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

Answer 18

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

Question 19

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.

Answer 19

courage and ability

Question 20

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

Answer 20

Wrong people off the bus

Question 21

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

Answer 21

Council

Question 22

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

Answer 22

Personnel Problems

Question 23

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

Answer 23

Performance evaluation

Question 24

What was the most important attribute identified when recruiting applicants?

Answer 24

Integrity

Question 25

One way to Avoid recruitment mistakes is to do what?

Answer 25

Take your time

Question 26

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

Answer 26

Every day working conditions of officers

Question 27

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

Answer 27

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

Question 28

____________ 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.

Answer 28

Effective leadership programs

Question 29

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

Answer 29

Management training

Question 30

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

Answer 30

Kitchen Cabinets or Leadership teams

Question 31

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

Answer 31

CompStat

Question 32

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

Answer 32

Familiar with the data and involved in the analysis.

Question 33

The Chicago experience involved what?

Answer 33

Dubious crime stats

Question 34

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

Answer 34

Truth

Question 35

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

Answer 35

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

Question 36

What is the concept of "short pay?"

Answer 36

The customer pays less that the invoice if not satisfied

Question 37

Short pay acts as what?

Answer 37

An early warning system that forces adjustments quickly

Question 38

What is the "Stockade Paradox?"

Answer 38

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

Question 39

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

Answer 39

Venn Diagram

Question 40

What are the three circles of the Venn Diagram?

Answer 40

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

Question 41

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

Answer 41

A culture of dicipline

Question 42

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

Answer 42

1. Focus on what an organization needs to do | 2. Identify and eliminate things the organization should not do

Question 43

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

Answer 43

Facts

Question 44

Level 5 leaders make disciplined decisions regardless of ______________.

Answer 44

Personal consequences.

Question 45

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

Answer 45

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

Question 46

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

Answer 46

Out-front and visible

Question 47

The "Flywheel Concept" means what?

Answer 47

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

Question 48

The "Doom Loop" refers to what?

Answer 48

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

Question 49

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

Answer 49

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

Question 50

few leaders considered a crises as a ____________.

Answer 50

permanent roadblock to organizational development.

Question 51

_________ toward a crisis is key

Answer 51

Attitude

Question 52

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

Answer 52

Honestly and openly.

Question 53

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

Answer 53

Full Disclosure

Question 54

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

Answer 54

1. credibility is built over time and not during an incident | 2. managing a crisis is just that, managing

Question 55

A crisis is managed through what?

Answer 55

1. preparation 2. Planning 3. Training 4. Execution

Question 56

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

Answer 56

Compassion

Question 57

___________ is the enemy of Great

Answer 57

Good