I recently reviewed the book Great by Choice: Uncertainty, Chaos, and Luck–Why Some Thrive Despite Them All by Jim Collins and Morten Hansen. While written about making businesses great, I believe they have perhaps inadvertently written one of the best books on improving oneself. I am taking the next few posts to lay the case of how we can ourselves be Great By Choice.

Mt. Kilamanjaro, Africa. Courtesy of Ramesh Chamala

The first distinguishing factor Collins and Hansen laid out between 10Xer companies and their comparisons is The 20 Mile March. They describe a trek across the continent, San Diego to Maine. They contend the person who walks 20 miles each day, come rain, shine, snow or wind, will beat the person who walks 50 miles on a good day, 5 or 10 when the weather is adverse or perhaps not at all when conditions are worse. The discipline of always trekking 20 miles every day, even if conditions dictate more could be accomplished, delivers high performance in difficult times and holding back in good times. As my mother used to say, “Slow and steady wins the race.”

This principle is first that got me thinking Great By Choice applies to the personal quest as well as business. When I read this, I was in the middle of planning my goals for the new year. I was in the mindset that I should be breaking my goals into smaller chunks. The 20 Mile March made perfect sense. Consistent, small steps are more likely to change habits than big leaps.

Collins and Hansen lay out seven characteristics of a 20 Mile March:

  1. Clear performance markers.
  2. Self-imposed constraints.
  3. Appropriate to the specific enterprise
  4. Largely within the company’s (or person’s) control to achieve.
  5. A proper timeframe – long enough to manage, yet short enough to have teeth.
  6. Imposed by the company (or person) upon itself.
  7. Achieved with high consistency.

What does this look like in a personal life? One of my 20 Mile Marches this year is to read 40 books. I have several books lined up to read and the pile is quite daunting. However, the 20 Mile March is to read something every day. I have a recurring task on my task list for every book I am currently reading. Even if I only read a couple pages, I make sure I read some every day so I can check off the task. I have these recurring tasks for all my goals to keep me moving forward. Each time I check one off, I build confidence that I can accomplish the goal, regardless of how difficult it may seem.

I visited with Ramesh Chamala yesterday who exemplifies the 20 Mile March. He was on my team several years ago. Ramesh mentioned to me then he had a goal to climb the highest peak in every one of the lower 48 states. He started with some of the lower elevation ones, but soon was climbing taller ones. I checked in to see how he is doing on his goal.

He didn’t tell me how many peaks he has climbed, although it is several, instead excitedly telling me about how he broadened his challenge. After climbing the Inca trail to see Machu Picchu, he decided to climb the highest peaks on each of the seven continent. Now that is a formidable challenge! Last year he climbed Mt. Kilamanjaro in Africa. At 19,341 feet (5,895 meters), it is the largest free-standing peak in the world. The ascent took seven days, during which he traveled through five climate zones, rain forest to arctic. The oxygen levels at the top were half those at the bottom and altitude sickness is a real, mortal danger.

I asked him what he thought of the 20 Mile March concept. He replied it is a very valid point. He is training to climb Aconcagua, the highest peak in South America, this December. He used to not going out to train when it is windy and snowy. Now he realizes he has to. Conditions at the top of this 22,841 foot (6,962 meter) peak will not be ideal. He now goes out to train regardless of the weather. His comment “adapt to the conditions and go” is good advice.

He climbed the Grand Canyon rim to rim recently. It is 21 miles, 6000 feet down and 8000 feet back up. His new mantra? “Heaven is 21 miles long and 6000 feet deep.” He explained the real beauty of the Grand Canyon cannot be seen by peaking over the edge as most do. Getting down into the rock formations is the best way. The sunrise, according to Ramesh, is best seen from inside.

Ramesh Chamala conquered Kilamanjaro March 1, 2011

His advice to the rest of us non-climbers?

You can’t give up, shouldn’t give up. I’ve had a lot of problems. Just have to pick up the pieces and move. Lean on others to move on with the journey. Learn from others. There are always going to be obstacles. Like climbing a mountain, you have to keep making the changes.

Whatever challenge we face, attack it with a 20 Mile March. Don’t try to conquer it in one attempt. Regardless of difficulty, change or chaos, just do the routine tasks. Don’t overextend or stop. Keep moving. All the way to the top.

Great By Choice Personal Improvement Series

Great By Choice: Personal Success In Reach
Great By Choice: The 20 Mile March
Great By Choice: Fire Bullets, Then Cannonballs
Great By Choice: Leading Above the Death Line
Great By Choice: SMaC

Great By Choice: Return On Luck

 

Yesterday, I reviewed Jim Collins and Morten T. Hansen’s best selling business book, Great by Choice: Uncertainty, Chaos, and Luck–Why Some Thrive Despite Them All. This has instantly become my favorite business book of all. It teaches how business leaders can choose to make their company or organization into something great and outperform all the measures over ten fold.

Not only does it explain the methods whereby large companies can choose to thrive, it is directly applicable on a smaller level. Much smaller. I believe Collins and Hansen have hit on perhaps what may become the most overlooked self-help book yet. The principles he demonstrates that propell Southwest Airlines to great heights amid one of the most turbulent industries can just as easily be applied to the rest of us in our own constantly mutating worlds.

I want to be great. But what if I wasn’t born great? Can I become great? Can I make a choice to be great? Apparently, I can. Collins defines “Great” as a company that beats the industry average by at least 10 times or “10Xers”. By applying that standard to myself, the question is “can I be at least ten times more ______ than the rest of humanity” (Fill in the blank with whatever the dream may be). Can I be ten times more successful than the average blogger? How about the average woodworker? Of course, life isn’t necessarily about being “better” than others, but we all feel a call to be the best we can be. Every one of the methods Collins and Hansen posit for business are directly applicable on a personal level. I believe following the simple steps can propel us to be more than ten times more successful than we ever thought we could be.

Over the next few days, I want to take apart the key points in Great by Choice and discuss how they apply to the individual life. I believe them to be key to success. Since reading the book in December, I have tried to pull them into my life and test their applicability. So far, they work.

Collins and Hansen begin the book with the burning question Why do some companies thrive in uncertainty, even chaos, and others do not? I have asked a similar question of myself for years. Why do some people thrive in uncertainty, even chaos, and others, me!, do not? I have watched other people at work, whose skills are (in my opinion) no better than my own, thrive and be promoted well beyond my level, while I languish several levels below.

I have never liked change all that much. I certainly don’t thrive in chaos. My tendency, instead, is to shut down, sit in a corner and wait until the battle calms down. As a manager, I have had to learn to not run to that way of thinking, but attack it head on. I have had success in leading teams through some hurricane-level changes. However, it still isn’t my comfort zone and my wife can attest to my not handling it as well at home as I do at work.

Collins and Morten talk about 10Xers this way:

Clear-eyed and stoic, 10Xers accept, without complaint, that they face forces beyond their control, that they cannot accurately predict events, and that nothing is certain; yet they utterly reject the idea that luck, chaos, or any other external factor will determine whether they succeed of fail.

Yes, I want to be a 10Xer. Can you imagine having that read at your funeral? I’d sit up in my coffin, pump my fist in the air and yell, “Yeah!!!” That ought to get the party started.

The authors continue by listing three core behaviors that set 10Xers apart from less successful leaders.

  1. Fanatic discipline. Extreme consistency of action, values, goal, performance standards and methods.
  2. Empirical creativity. When faced with uncertainty, 10Xers rely upon direct observation, practical experimentation  and direct engagement with evidence. Their bold, creative moves come from a sound empirical base.
  3. Productive paranoia. They stay  hypervigilant, attuned to threats and changes, especially when all is well. They assume conditions will turn against them and channel that fear and worry to action, preparing, develop contingency plans and margins of safety.

I know I have some level of these traits. When I drive down the freeway, I actually look for escape routes from traffic, even when I am the only car on the road for miles. It paid off one winter when traffic abruptly stopped on an icy freeway for a wreck ahead and I looked in the rearview mirror to see if the people behind me were able to stop. To my horror, I saw an empty car carrier semi moving too fast, flip over and slide sideways down the freeway toward us. I knew exactly where I needed to go to get out of the way. I believe in productive paranoia!

These behaviors can be practiced and learned. Every day they can be employed, starting with little victories and building to mighty achievements. I am on a quest to lose twenty more pounds. I can have the fanatical discipline that resulted in losing thirty pounds last year. I can practice empirical creativity on little problems around the house, like how to get my sprinkler system fixed and the landscaping my wife wants completed. Now that I have moved to a busier freeway system, I always practice productive paranoia. I think taking that skill an applying it to my home finances could yield some good results for staying on budget when unexpected expenses appear. Over time, these behaviors can each become a strength.

You’re all invited to my funeral in a few decades to see how I have succeeded. Be prepared for a little surprise, though. You have been warned.

Great By Choice Personal Improvement Series

Great By Choice: Personal Success In Reach
Great By Choice: The 20 Mile March
Great By Choice: Fire Bullets, Then Cannonballs
Great By Choice: Leading Above the Death Line
Great By Choice: SMaC

Great By Choice: Return On Luck

 


Great by Choice: Uncertainty, Chaos, and Luck–Why Some Thrive Despite Them All by Jim Collins and Morten T. Hansen 

Since bursting on the business book scene with Built to Last: Successful Habits of Visionary Companies, Jim Collins has been a fixture at the top of the business best seller list. His research-based approach to explaining success has struck a chord in the management corridors. I first became aware of Collins after being assigned to read Good to Great: Why Some Companies Make the Leap… and Others Don’t by my boss. We were attempting to turn a corner with our small company and he hoped this would give us the insight we needed to be successful.

I remember watching a presentation by Collins explain the methodology of sorting through the data to find the companies to study. He explained they first looked for a question that really interested him. I can understand the theory. Without a really good question to sustain him and his team of researchers, they wouldn’t have the interest to spend several years seeking the answer. And he found a really good puzzle this time. I think this is perhaps his best work.

The latest research undertaking was centered around the question: Why do some companies thrive in uncertainty , even chaos, and others do not? He and his team began by looking for enterprises who outperformed their industry averages by at least 10 times. Dubbed the “10Xers”, they looked into what caused them to be successful when other, very similar organizations in the same environment, did not. From there, they dug into the lessons they can learn and found similar stories to describe the behavior.

He begins be relating the story of the race to the South Pole by Amundsen and Scott. If you are unfamiliar with this story, the analogy alone is worth the read. Amundsen trained for the mission to the South Pole by living with eskimos, experimenting in eating sources of meat available in the Antarctic, learning to travel in snow with dog sleds and other similar preparations. Scott, on the other hand, decided to use ponies without checking see how they would hold up in the harsh conditions (they don’t), investing in new, untested technology – motor sledges (the engines cracked within days) and packing lightly on the supplies (1 ton / 17 men compared to Amundsen’s 3 tons / 5 men). Amundsen reach the pole first and returned safely with his men before winter set back in. Scott’s team, reduced to pulling their sleds by hand, reached the pole over a month later. The entire team died, starving to death two miles from their supply cache.

Powerful stories like this are employed throughout the book, each graphically emphasizing the traits of the 10Xer companies. Those traits include:

  • The 20 Mile March
  • Fire Bullets, Then Cannonballs
  • Leading above the Death Line
  • SMaC (Specific, Methodical, and Consistent), and
  • Return on Luck

Each lesson is something that a company leadership has control over. They can replicate the results of these hyper-successful companies, if they choose. That is the key point: Companies can choose to be great. Yes, there is some luck involved, but Collins proves it isn’t a matter of getting a lucky break, but what one DOES with any luck, good or bad.

I can’t possibly do this book justice in the few words of this review. I recommend reading this book more highly than any other book to date. The lessons he teaches are profound and simple. Every step is in reach. I believe this book to be one of the most useful of all the business books I have read. It is applicable to many cases beyond business as well. He discusses other applications to nonbusiness organizations as well. This book should be on a list to be reviewed annually by every leader of an organization. It should be discussed in staff meetings and the concepts implemented everywhere. If you only buy one book on changing an organization, make it this one.

Editor’s note: Come back tomorrow for an additional discussion on Great By Choice. There is much more to be learned from this book than a lesson in business. Much more. While I read Great By Choice in December, I immediately loaned the book to my brother so he could read it for his business. He just now returned it after putting it to some good use in planning his business’ next steps.  

Great By Choice Personal Improvement Series

Great By Choice: Personal Success In Reach
Great By Choice: The 20 Mile March
Great By Choice: Fire Bullets, Then Cannonballs
Great By Choice: Leading Above the Death Line
Great By Choice: SMaC
Great By Choice: Return On Luck

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