GOOD TO GREAT/COLLINS 49-53

50 It's not how you compensate your executives, it's which executives you have to compensate in the first place.

Yes, compensation and incentives are important, but for very different reasons in gtg companies. The purpose of a compensation system should not be to get the right behaviors from the wrong people, but to get the right people on the bus in the first place, and to keep them there.

51 Nucor rejected the old adage the people are your most important asset. In a gtg transformation, people are not your most important asset. The right people are.

...dimensions like character, work ethic, basic intelligence, dedication to fulfilling commitments, and values are more ingrained.

52 To be rigorous means consistently applying exacting standards at all times and at all levels, especially in upper management. To be rigorous, not ruthless, means that the best people need not worry about their positions and can concentrate fully on their work.

53 The gtg companies rarely used head-count lopping as a tactic and almost never used it as a primary