We are not imprisoned by circumstances, setbacks, mistakes or staggering defeats, we are freed by our choices.
JAMES C. COLLINSPeople are not your most important asset….the right people are.
More James C. Collins Quotes
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Bad decisions made with good intentions, are still bad decisions.
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The challenge is not just to build a company that can endure; but to build one that is worthy of enduring.
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If you have more than three priorities then you don’t have any.
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Those who build and perpetuate mediocrity…are motivated more by the fear of being left behind.
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Not every financial company toppled during the 2008 crisis, and some seized the opportunity to take advantage of weaker competitors in the midst of the tumult.
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Discipline is consistency of action.
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No matter what. Wherever your mind wanders, it seems to turn up at the same Field of Dreams. It’s the vision you wake up with in the morning, and it’s the last thing you picture before you fall asleep.
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Not one of the good-to-great companies focused obsessively on growth.
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People are not your most important asset….the right people are.
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It’s what you do before you are in trouble, so that you can be strong when people most need you.
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Those who turn good organizations into great organizations are motivated by a deep creative urge and an inner compulsion for sheer unadulterated excellence for its own sake.
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We must reject the idea… Well-intentioned, but dead wrong… That the primary path to greatness in the social sectors is to become “more like a business.” Most businesses… Like most of anything else in life… Fall somewhere between mediocre and good.
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Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions.
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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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The main point is first get the right people on the bus (and wrong people off the bus) before you figure out where to drive it. The second key point is the degree of sheer rigor in people decisions in order to take a company from Good to Great.
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In a world of constant change, the fundamentals are more important than ever.
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Get involved in something that you care so much about that you want to make it the greatest it can possibly be, not because of what you will get, but just because it can be done.
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Significant decisions carry risks and inevitably some will oppose it. In these settings, the great legislative leader must be artful in handling uncomfortable decisions, and this requires rigor.
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If you have a charismatic cause you don’t need to be a charismatic leader.
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First figure out your partners, then figure out what ideas to pursue. The most important thing isn’t the market you target, the product you develop or the financing, but the founding team.
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The greatest leaders build organizations that, in the end, don’t need them.
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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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Genius of AND. Embrace both extremes on a number of dimensions at the same time. Instead of choosing a OR B, figure out how to have A AND B-purpose AND profit, continuity AND change, freedom AND responsibility, etc.
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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 inner experience of fallure is totally different than failure. Going to fallure means 100% commitment – you leave nothing in reserve, no mental or physical resource untapped, you never give yourself a psychological out.
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Whether you prevail or fail depends more on what you do to yourself than on what the world does to you.
JAMES C. COLLINS