People are not your most important asset….the right people are.
JAMES C. COLLINSProfit is like oxygen, food, water, and blood for the body; they are not the point of life, but without them, there is no life.
More James C. Collins Quotes
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Those who build and perpetuate mediocrity…are motivated more by the fear of being left behind.
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The greatest leaders build organizations that, in the end, don’t need them.
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Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people.
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The best CEOs in our research display tremendous ambition for their company combined with the stoic will to do whatever it takes, no matter how brutal (within the bounds of the company’s core values), to make the company great.
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In a truly great company profits and cash flow become like blood and water to a healthy body: They are absolutely essential for life but they are not the very point of life
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If you have a charismatic cause you don’t need to be a charismatic leader.
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We are not imprisoned by circumstances, setbacks, mistakes or staggering defeats, we are freed by our choices.
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Everytime you think of it, the idea in your head seems to get more vivid, filled in with more detail:
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…the question, Why try for greatness? would seem almost tautological. If you’re doing something you care that much about, and you believe in its purpose deeply enough, then it is impossible to imagine not trying to make it great. It’s just a given.
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Profit is like oxygen, food, water, and blood for the body; they are not the point of life, but without them, there is no life.
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Throw leaders into an extreme environment, and it will separate the stark differences between greatness and mediocrity.
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The only mistakes you can learn from are the ones you survive.
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If I’m going really, really fast, I can do a page of finished text a day, on average.
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There is a sense of exhilaration that comes from facing head-on the hard truths and saying, “We will never give up. We will never capitulate. It might take a long time, but we will find a way to prevail.”
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In an ironic twist, I now see Good to Great not as a sequel to Built to Last, but more of a prequel. Good to Great is about how to turn a good organization into one that produces sustained great results.
JAMES C. COLLINS