...are often "a necessary by-product of adaptive work" (p. 100). Collins (2001) makes a strong case for getting the right people "on the bus" (and the wrong people off the bus). It is critical, for example, to have the right people in leadership positions across the organization....

...and then agree collectively the direction for the company. As Collins puts it, Level Five leaders get the right people on the bus, and the wrong people off the bus, and then figure out where to drive it. The head of an innovative school recruits senior colleagues with...

...example of leadership, Collins learned from interviewing transformed leaders that they, "first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it. They said, in essence, 'Look, I don't really know where we should...

...not first figure out where to drive the bus and then get people to take it there. No, they first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it. . . . If you begin with "who" rather than "what," you can more...

...management and supervisory roles. How do you "manage by walking around" on a virtual team? How do you get the right people "on the bus" and the wrong people "off the bus" in a virtual environment? The art and the science of managing virtual teams will be the focus of the...

...early age and they don't change in any fundamental way. As a result, more emphasis needs to be given to getting the right people on the bus and the wrong people off it, and less emphasis given to trying to change those who are already there. Key Thought Hire people...

...Jim Collins's Good to Great titled "First, Who . . . Then, What" emphasizes the vital importance of getting "the right people on the bus (and the wrong people off the bus)." Collins says that's the first priority, and he documents it well. For instance, he quotes an executive...

...did not first figure out where to drive the bus and then get people to take there. No, they first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it. "18 Collins' domain is principally the corporate world, but his...

...did not first figure out where to drive the bus and then get people to take there. No, they first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it."24 I could probably fill a chapter with quotes denoting the unquestionable...

...not first figure out where to drive the bus and then get people to take it there. No, they/irst got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it" (Jim Collins, Good to Great, p. 41). Once on the bus, effective...