Jim Collins’s leadership tips on how to frame your life for success
Hello and welcome to Modern CEO ! I’m Stephanie Mehta, CEO and chief content officer of Mansueto Ventures. Each week this newsletter explores inclusive approaches to leadership drawn from conversations with executives and entrepreneurs, and from the pages of Inc. and Fast Company . If you received this newsletter from a friend, you can sign up to get it yourself every Monday morning. Jim Collins, coauthor of Built to Last and author of Good to Great , didn’t set out to write another management book. His new work, What to Make of a Life: Cliffs, Fog, Fire and the Self-Knowledge Imperative , is a deeply researched meditation on how individuals navigate life’s transitions, from a wide range of human endeavors including arts, sports, media, and politics. But in researching and writing What to Make of a Life , a process that took 12 years, Collins found himself returning to—and evolving—one of his most famous concepts. Good to Great introduced the “First Who, Then What” principle, the notion that executives who led the most remarkable corporate transformations didn’t start with a vision or a strategy. They started with people. “The executives who ignited the transformations from good to great did not first figure out where to drive the bus and then get people to take it there,” he wrote. “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.” Collins’s What to Make of a Life
Jim Collins’s Leadership Tips on How to Frame Your Life for Success
In the world of leadership and personal development, Jim Collins is a name that resonates with those seeking to understand what drives remarkable transformations. Known for his groundbreaking works like *Built to Last* and *Good to Great*, Collins has once again delved into the intricacies of human potential with his latest book, *What to Make of a Life: Cliffs, Fog, Fire and the Self-Knowledge Imperative*. This 12-year research project, which began as an exploration of individual transitions across various fields such as arts, sports, media, and politics, has led Collins to revisit and evolve one of his most famous concepts: the “First Who, Then What” principle.
In *Good to Great*, Collins introduced the idea that successful corporate transformations were not initiated with a vision or strategy. Instead, they began with people. The executives who spearheaded these transformations did not first determine the destination and then gather a team to follow them there. Rather, they ensured they had the right people on board—and the wrong ones off—before figuring out the direction. This principle underscored the importance of assembling a capable team as the foundation for any great achievement.
However, Collins’s research for *What to Make of a Life* has revealed that people are not the only critical factor. The role they play is equally important. As Collins explains in an interview with Modern CEO, “You need the right people on the bus, but what I really came to see through this study is that it’s much more about the seats.” This new perspective suggests that the impact of individuals is determined not just by their presence but by their position and influence within a group or organization.
To further illuminate this concept, Collins introduces a new term: “encodings.” Encodings refer to the constellation of capabilities that reside within each of us, including our skills, values, and experiences. When an individual’s encodings are aligned in a way that maximizes their potential, they are said to be “in frame.” Being in frame means that one’s capabilities are being utilized effectively, allowing for optimal performance and contribution.
Collins uses the example of astronaut John Glenn to illustrate the concept of being in frame. During Glenn’s time as an astronaut, he was in frame—his encodings were aligned to excel in his role. This alignment allowed him to navigate the challenges of space exploration with confidence and success. Similarly, Collins argues that individuals can achieve their fullest potential when their encodings are in sync with the demands of their current situation.
For many, the journey to being in frame involves self-reflection and a deep understanding of one’s own capabilities. Collins emphasizes the importance of self-knowledge in this process. By examining our encodings and identifying how they can be best utilized, we can position ourselves in ways that maximize our impact. This may involve stepping into new roles, refining our skills, or even reevaluating our priorities and values.
In addition to encodings, Collins also highlights the significance of navigating life’s transitions with clarity and resilience. His book explores the concept of “cliffs,” “fog,” and “fire”—metaphors for the challenges and obstacles we encounter along the way. Cliffs represent the steep learning curves and significant hurdles we face, while fog symbolizes the uncertainty and ambiguity that often accompany change. Fire, in turn, signifies the passion and determination required to overcome these obstacles.
Ultimately, Collins’s research suggests that the path to success—both personal and professional—is not about following a predetermined formula but about understanding one’s own capabilities and positioning them in the most effective way possible. By focusing on encodings and navigating life’s transitions with purpose, individuals can frame their lives in a way that leads to meaningful achievements and fulfillment.
As we continue to explore the intricacies of leadership and personal growth, Collins’s insights serve as a valuable guide for those seeking to harness their full potential. By prioritizing self-knowledge and aligning our capabilities with our goals, we can transform our lives and make a lasting impact on the world around us.
