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JIM COLLINS
Jim's Seven Questions: Learning from Young Leaders
Question #1: What Cause Do You Serve With Level 5 Ambition?

In 2012 and 2013, Jim had the honor to serve as the Class of 1951 Chair for the Study of Leadership at the United States Military Academy at West Point. He came away from the experience inspired by the young women and men he had met, and learned from. In 2015, he consolidated his reflections into a talk for the Global Leadership Summit, organized into seven questions. While its message speaks to leaders of all ages, Jim developed the talk with those under age 35 very much in mind.

Transcript
Personal Hedgehog Concept
MULTIMEDIA BY TOPIC

What is Great?

Level 5 Leadership

First Who, Then What

Hedgehog Concept

BHAG

The Flywheel

20 Mile March

All Concepts

Social Sectors

ALL VIDEO/AUDIO
video
The Map In-depth Teaching Moment
New
 22:45
Transcript
20 Mile March
 1:13
Transcript
BHAG
 0:54
Transcript
Burgelman's Law and Southwest Airlines
 1:21
Transcript
Clock Building, Not Time Telling
 1:22
Transcript
Confront the Brutal Facts (Stockdale Paradox)
 0:41
Transcript
Creativity Is Natural, Discipline Is Not
 1:13
Transcript
Discipline and Bureaucracy
 0:51
Transcript
Fire Bullets then Cannonballs
 1:35
Transcript
First Who, Then What
 1:10
Transcript
Five Stages of Decline
 0:26
Transcript
Flywheel
 1:06
Transcript
Genius of the AND
 1:14
Transcript
Hedgehog Concept
 1:20
Transcript
Return on Bad Luck
 1:07
Transcript
Level 5 Leadership
 1:23
Transcript
One Giant Lesson from the Research
 1:37
Transcript
Preserve the Core/Stimulate Progress
 0:48
Transcript
Productive Paranoia
 0:38
Transcript
Return on Luck
 1:52
Transcript
What is a Great Enterprise?
 2:46
Transcript
Audio
The 10 Greatest CEOs | 10:37
Aligning Your Organization with Its Vision | 02:46
Are the Great Companies from the Research Great Places to Work? It Depends | 03:58
Autopsies without Blame | 01:56
Being Charismatic and Wrong Is a Bad Combination | 03:01
The Bell Curve V. the Double Hump | 00:52
Building Mechanisms Drives Progress | 04:55
Building Vision — the Physics and Engineering Principles of Building Great Companies | 03:34
Can a Hedgehog Be a Program? | 03:40
Can My Hedgehog Concept Help Provide Satisfaction with My Current Work? | 01:19
Can You Be a Level 5 Leader without a Hedgehog Concept? | 02:54
A Conversation with a Church Leader About the Resource Engine | 01:58
The Council as a Mechanism to Understand the Inflection Points of Change | 03:45
Creating a Pocket of Greatness | 02:31
"Dialogue and Debate, Not Consensus" | 02:47
The DNA of Enduring Greatness Lies in the "AND" | 04:15
Do You Suffer the Curse of Competence?* | 04:05
The Essence of Level 5 as Demonstrated by Abraham Lincoln | 02:11
Even the Great Make Hiring Mistakes | 01:15
"First Who" Is Not Just a Business Concept | 02:34
"First Who, the Hedgehog Concept, and Your Personal Trajectory" | 02:58
The Five Key Things to Consider When Looking for the Right People | 05:22
The Fundamental Inputs to Create Superior Performance | 00:35
Funding: Time-Telling Vs. Clock-Building | 01:51
A Funny Thing Happens Around Level 5 Leaders | 01:03
GE and the Process Hedgehog | 03:11
"Getting Back to Values, and Other Lessons from IBM" | 03:50
Getting People Off the Bus | 01:56
Getting the Right People in the Right Seats over Time | 03:36
Getting the Right People on the Bus - And the Wrong People Off the Bus - In a Family Business | 04:08
Getting Your Core Values Right | 02:50
Good Is the Enemy of Great | 01:07
Greatness Is a Matter of Conscious Choice and Discipline | 00:58
Harnessing the Flywheel | 00:40
How Companies Go from Good to Great to Irrelevant | 02:04
How Do You Do "Stop Doing?" | 02:31
How to Find Your Company's Three Circles | 03:35
How to Find Your Personal Hedgehog Concept | 02:15
A Hypothesis: Executive and Legislative Leadership | 01:07
I Am a Recovering Leadership Atheist | 02:46
"If We Only Have Great Companies, We Will Merely Have a Prosperous Society - Not a Great One" | 00:35
The Importance of Distinguishing Inputs from Outputs | 00:50
The Inverse Relationship of Leadership and Power | 03:12
Is Level 5 Learnable? | 04:41
It Really Matters that You Have Core Values. It Really Doesn't Matter What They Are! | 03:22
Lack of Resources Is No Excuse for Lack of Rigor | 01:24
The Level 5 Evolution | 04:03
Managing Expectations Before Breakthrough | 02:36
"The Moment You Begin to Think of Yourself as Great, You've Lost It" | 01:00
Money Is a Commodity; Talent Is Not | 00:22
The Path to the Book Good to Great Began with a Question | 03:06
The Power of the Comparison Analysis | 01:10
The Pursuit of Greatness Is a Journey that Never Ends | 02:28
Revolution at Egg...* | 00:47
The Role of Strategic Planning as a Mechanism for Disciplined Thought | 02:55
The Social Sectors' Compelling Advantage: The Desperate Craving for Meaning in Our Lives | 00:42
The Solution Is Not to Be More Like a Business | 00:35
The Stockdale Paradox | 02:35
The Story of Starbucks' Journey to Find its BHAG | 02:18
Thinking About Your Economic Denominator | 03:32
The Three Circles and the Resource Engine | 00:40
Trying to Motivate People is a Waste of Time | 00:58
The Way You Confront the Brutal Facts Can Mean the Difference Between Good and Great | 02:07
You Don't Need to Be Big to Be Great | 00:23
What About Companies that Stumble? | 04:01
What About Luck? | 03:49
What Is Important About a Personal Council or Board of Directors?* | 01:54
Why Built to Last Is the Wrong Title | 01:25
Why You Can't Get a Yellow Shirt | 02:06
Work-Life Balance and the Level 5 Leader | 01:53
The Wrong People Can't Be Motivated to Do the Right Thing | 03:16