A colleague of mine attended a conference in Birmingham yesterday and was today explaining some of the ideas that were covered by the speakers, one of whom was Sir Clive Woodward. I was listening intently to his explanation, but began to experience a strange sort of word based déjà vu, a split second later and my colleague uttered three simple words that allowed me to reconcile the sense of déjà vu, whilst simultaneously filling me with feelings of “holy crap” and “not this shit again”. Those words were “good to great”. I have a distinct dislike for this book and most of the reasons why are captured excellently in this post by Rob May, suffice to say though that my main objection stems from my feeling that the advice within it can mainly be categorized as blindingly obvious and/or ambiguous beyond all belief. It enables managers to console themselves with the fact that they are on the road from good to great, despite them actually being in a state of moonwalking on a treadmill… next to the road to nowhere. It looks spectacular, but there really isn’t much progress being made and if one of the principles does get some traction, it won’t lead anywhere good.
As for Rob May’s comment about slimy weasels, I’m not even touching that one. <insert evil laugh here>