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Building Greatness

The continuous process of overcoming good and sustaining great. 

 

Author Jim Collins' business best seller, Good to Great, documents eleven publicly traded companies that made a transition from good performance to at least fifteen years of outperforming the market by a factor of seven. The book is a research validated study of the common elements of those eleven great companies.  On page one of chapter one, Mr. Collins offers this insightful introduction...

 

Good is the enemy of great. And that is one of the reasons that we have so little that becomes great.  We don't have great schools, principally because we have good schools. We don't have great government, principally because we have good government. Few people attain great lives, precisely because it is easy to settle for a good life. The vast majority of companies never become great precisely because they become quite good. - and that is their main problem.

 

Our inherent tendency to settle for good is illustrated below by The Law of Process. This law applies to every process from learning to tie your shoes to building sustained greatness. Those who settle for good have crossed The Bridge of Complacency and Apathy and progressed to a comfort zone where they don't know what they don't know about their potential for improvement.

 

 

Whenever an individual or a business decides that success has been attained, progress stops.

- Thomas J. Watson of IBM

For leaders who have crossed over the one way Bridge of Complacency and Apathy and found it easy to settle for good, we welcome an opportunity to lead you back to The Bridge of Discovery. What is it that you don't know about building greatness in your organization and yourself?  

I invite you to contact us for arrange for an insightful discussion. 

Tom Lemanski

 

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