Hope all is well on this Saturday morning! More content coming soon and next week there will be a top to bottom video on brand foundation! I will hopefully take all the guess workout out for you on your journey of growth!

Great morning! Just a reminder to introduce yourself and checkout where people are from! We didn't want you to be bored so we will add in more content to the classroom and even add on to the ones already made! Thank y'all for joining!

Look, I don't mean to be annoying or CLICHE' but I definitely want yall apart of this community at a high level! We have people from around the nation in here? Let us know where you are from!

In Good To Great, the central question is simple but demanding: why do some companies make the leap from being merely good to becoming truly great, while others with similar resources, talent, and opportunity never do? The book is built on rigorous research, comparing companies that sustained exceptional performance over time against those that plateaued. What Collins makes clear is that greatness is not the result of a single breakthrough moment. It is the outcome of disciplined leadership, focused decision-making, and a willingness to commit fully to what actually works, even when that path is uncomfortable or unpopular. One of the reasons this book stands out is how it grounds theory in real-world examples. Companies like Walgreens! are highlighted not because they were flashy, but because they were relentlessly focused. Walgreens did not try to beat competitors at everything. Instead, they committed to a very specific idea: becoming the most convenient drugstore, period. They optimized store placement, operations, and customer experience around that singular focus. While others chased broader strategies, Walgreens narrowed theirs. That discipline is what allowed them to quietly outperform competitors who were technically just as capable but far less clear. One of my favorite concepts in the book builds on that same idea of discipline, but from a leadership lens: the “weak general, strong lieutenant” dynamic. In the Bank of America example, leadership structures were intentionally designed to maintain control rather than elevate excellence. Weaker executives were placed at the top, while stronger, more capable leaders were kept just beneath them. These lieutenants had the competence to lead, but not the authority. The system protected power instead of performance, and in doing so, limited how far the organization could go. What ties all of these examples together is a shared truth. Companies do not fail to become great because they lack talent or opportunity. They fail because they avoid hard decisions. They spread focus too thin. They suppress strong leadership. They choose comfort over clarity. Good to Great makes the case that sustained excellence is not accidental. It is built, deliberately, by leaders willing to commit fully to the right people, the right focus, and the right discipline over time.