By definition, it is not possible to everyone to be above the average.
JAMES C. COLLINSThe 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.
More James C. Collins Quotes
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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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Great companies foster a productive tension between continuity and change.
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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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In a world of constant change, the fundamentals are more important than ever.
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Companies that change best over time know first and foremost what should not change.
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The only acceptable goals are measurable,” but that’s actually an undisciplined statement. Lots of goals-beauty, quality, life change, love-are worthy but not quantifiable. But you do have to be able to tell if you’re making progress.
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We learned that a former prisoner of war had more to teach us about what it takes to find a path to greatness than most books on corporate strategy.
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If I were running a company today, I would have one priority above all others: to acquire as many of the best people as I could. I’d put off everything else to fill my bus. Because things are going to come back. My flywheel is going to start to turn.
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Those who build and perpetuate mediocrity…are motivated more by the fear of being left behind.
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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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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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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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I’ve never found an important decision made by a great organization that was made at a point of unanimity.
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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.
JAMES C. COLLINS