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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.

James C. Collins

The only way to deliver to the people who are achieving is to not burden them with the people who are not achieving.
JAMES C. COLLINS

Achieve People Way
You not only want to win a gold medal at the Olympics, you not only can see yourself standing there on the podium, but you can also feel the goose bumps as your national anthem is played; the tears are in your eyes. (That’s how real a dream can be and should be)
JAMES C. COLLINS

Anthem Olympic Played Podium Standing
It may seem odd to talk about something as soft and fuzzy as “passion” as an integral part of a strategic framework. But throughout the good-to-great companies, passion became a key part of the Hedgehog Concept.
JAMES C. COLLINS

Business Keys Passion
In a world of constant change, the fundamentals are more important than ever.
JAMES C. COLLINS

Communication Fundamentals Important
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.
JAMES C. COLLINS

Blood Oxygen Water
An organization is not truly great, if it cannot be great without you.
JAMES C. COLLINS

Great Organization People Without
Creativity dies in an indisciplined environment.
JAMES C. COLLINS

Creativity Dies Environment
Throw leaders into an extreme environment, and it will separate the stark differences between greatness and mediocrity.
JAMES C. COLLINS

Differences Greatness Leader
Change your practices without abandoning your core values.
JAMES C. COLLINS

Core Practice Values
The challenge is not just to build a company that can endure; but to build one that is worthy of enduring.
JAMES C. COLLINS

Challenges Endure Entrepreneurs
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.
JAMES C. COLLINS

Letting Go Mean Pain
Everytime you think of it, the idea in your head seems to get more vivid, filled in with more detail:
JAMES C. COLLINS

Every Time Filled Seems Think
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

Change Extreme Stimulating Visionary
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.
JAMES C. COLLINS

Business Company Great Markets People Technology
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.
JAMES C. COLLINS

Book Corporate Greatness Strategy War
I’ve never found an important decision made by a great organization that was made at a point of unanimity.
JAMES C. COLLINS

Decision Leadership Organization

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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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.

Related Topics

Popular Authors

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