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Creating a pocket of greatness.

Latest Clips

 

How do you do "Stop Doing?"

 

The Flywheel.

 

Getting your core values right.


Money is a commodity; talent is not.


The Level 5 evolution.


The moment you begin to think of yourself as great, you've lost it.

 

Aligning your organization with its vision.


What about companies that stumble?

 

You don't need to be big to be great.

 

Good to Great and the Social Sectors

 

The solution is not to be more like a business.

 

If we only have great companies, we will merely have a prosperous society - not a great one.

 

The importance of distinguishing inputs from outputs.


The fundamental inputs to create superior performance.


A hypothesis: executive and legislative leadership.


Lack of resources is no excuse for lack of rigor.

 

The social sectors' compelling advantage: the desperate craving for meaning in our lives.

 

Funding: time-telling vs. clock-building.

 

Harnessing the Flywheel.


Greatness is a matter of conscious choice and discipline.

 

The Three Circles and the resource engine.

 

A conversation with a church leader about the resource engine.

 

Archived Audio

 

Getting the right people in the right seats over time.

 

Dialogue and debate, not consensus.


Autopsies without blame.


Getting people off the bus.


GE and the process hedgehog.

 

Even the great make hiring mistakes.


How companies go from good to great to irrelevant.

 

Getting back to values, and other lessons from IBM.


What about luck?


Building vision—the physics and engineering principles of building great companies.


Do you suffer the Curse of Competence?*


Revolution at Egg...*


The essence of Level 5 as demonstrated by Abraham Lincoln.


Thinking about your economic denominator.


Can a hedgehog be a program?


Are the great companies from the research great places to work? It depends.

 

First Who, the Hedgehog Concept, and your personal trajectory.

 

Managing expectations before breakthrough.


The power of the comparison analysis.


Trying to motivate people is a waste of time.


Work-life balance and the Level 5 leader.

 

Being charismatic and wrong is a bad combination.


Getting the right people on the bus - and the wrong people off the bus - in a family business.

 

The 10 greatest CEOs.


The pursuit of greatness is a journey that never ends.


The Stockdale Paradox.


Why Built to Last is the wrong title.


The role of strategic planning as a mechanism for disciplined thought.


Good is the enemy of great.


Audio from the Labs

 

Level 5 Leadership

The inverse relationship of leadership and power.
Page 2 (Sidebar)
I am a recovering leadership atheist.
Page 3 (Sidebar)
A funny thing happens around Level 5 leaders.
Page 4 (Sidebar)
Is Level 5 learnable?
Page 4 (Sidebar)
 

First Who then What

The wrong people can't be motivated to do the right thing.
Page 1 (Sidebar)
“First Who” is not just a business concept.
Page 2 (Sidebar)
The five key things to consider when looking for the right people.
Page 2
Why you can’t get a yellow shirt.
Page 3 (Sidebar)
The bell curve v. the double hump.
Page 3 (Sidebar)
 

Confront the Brutal Facts

The way you confront the brutal facts can mean the difference between good and great.
Page 1
Building mechanisms drives progress.
Page 3
 

The Hedgehog Concept

Can you be a Level 5 Leader without a Hedgehog Concept?
Consider the contrast between two presidents.
Page 1 (Sidebar)

How to find your personal Hedgehog Concept?
Page 2 (Sidebar)
Can my Hedgehog Concept help provide satisfaction with my
current work?

Page 2 (Sidebar)
How to find your company’s three circles.
Page 2 (Sidebar)
What is important about a personal council or board of directors?*
Page 3 (Sidebar)
The Council as a mechanism to understand the inflection points
of change.

Page 3 (Sidebar)
 

Building Vision

The DNA of enduring greatness lies in the “AND.”
Page 1 (Sidebar)
It really matters that you have core values. It really doesn’t matter what they are!
Page 2 (Sidebar)
How can you tell if you have a good BHAG?
Page 3 (Sidebar)
The story of Starbucks’ journey to find its BHAG.
Page 4 (Sidebar)

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Laboratory illustrations: Jon Keegan