Good to be Great

Bo Burlingham, an editor of Inc. magazine wrote a book called "Small Giants - Companies that chose to be Great Instead of Big". The interesting aspect is that these companies that Bo refers to in his book chose to build and stay at an optimum size that suited them and the market they are in.

Simply put, these owners and leaders chose to be great instead of big! Whilst some of these companies are small , most are hugely profitable and are great places to work.

There are a number of interesting similarities between these companies:

1. The founders recognise the range of choices available - In most cases they rejected the standard options. They innovated new possibilities and resisted forces that would have them comply with popular beliefs. In every case they carefully chose their market and how many, and what type of customers to take on.

2. They overcame pressure to take the normal growth path - Rather than growth just for the sake of it, they decided to control growth every step of the way. They often rejected investors and 'money partners'. Most importantly they worked to build the type of community they want to live in, but inside their own companies.

3. They cultivate exceptional business relationships - Like Jay Abraham's concept of 'Pre-eminence', these leaders developed partnerships with employees, customers and suppliers. By working together in a type of committed partnership, they create a sense of community and common purpose among the entire supply chain. Whilst difficult to do, they achieve a genuine mutual concern for each other's success.

4. They create intimate workplaces - Simply put, they treat employees as human beings and address their needs. In return they earn loyalty and superior performance. Herb Kelleher of Southwest Airlines calls this "employees who feel cared for in the totality of their lives" - treating people with respect, dignity, kindness, and generosity. They have a better life for having been part of this company.

5. They implement a new age corporate structure - They develop innovative management systems as well as educational programs that teach 'the company way'. They teach about service as well as leadership. They choose to reject archaic 'Command and Control' management processes in favour of more innovative, 21st century methods.

6. The leaders keep a passion for their business - They have a passion for their products and what they do in the market. They are not so much professional managers, but more so they create and maintain deep emotional attachments to their business, and especially to their people - the employees, customers and suppliers.

These companies have no special products or services, nor were they necessarily founded in a boom time. The owners / founders are not really gifted nor have specialised education or knowledge.

They did however two things really well

• Develop and nurture their greatest asset being their people.
• They defined and executed strategy that caused them to move forward in a controlled way that maximised profitability