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
JAMES C. COLLINSIt’s what you do before you are in trouble, so that you can be strong when people most need you.
More James C. Collins Quotes
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Creative leadership impact increases in your 50’s. When I turn 50 I want to say, “Nice start!”
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Level 5 leaders are differentiated from other levels of leaders in that they have a wonderful blend of personal humility combined with extraordinary professional will.
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I can just let my curiosity wander unleashed.
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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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Not all time in life is equal. How many opportunities do you get to talk about what your life is going to add up to with people thinking about the same question?
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Those who build and perpetuate mediocrity…are motivated more by the fear of being left behind.
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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 are not imprisoned by circumstances, setbacks, mistakes or staggering defeats, we are freed by our choices.
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The only way to make any company visionary is through a long-term commitment to an eternal process of building the organization to preserve the core and stimulate progress.
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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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You must maintain unwavering faith that you can and will prevail in the end, regardless of the difficulties, AND at the same time, have the discipline to confront the most brutal facts of your current reality, whatever they might be.
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It occurs to me,Jim,that you spend too much time trying to be interesting. Why don’t you invest more time being interested?” Collin’s advice from John Gardner that he took to heart.
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Our findings do not represent a quick fix, or the next fashion statement in a long string of management fads, or the next buzzword of the day, or a new ‘program’ to introduce. No!
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A visionary company doesn’t simply balance between preserving a tightly held core ideology and stimulating vigorous change and movement; it does both to an extreme.
JAMES C. COLLINS