Everytime you think of it, the idea in your head seems to get more vivid, filled in with more detail:
JAMES C. COLLINSIn 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
More James C. Collins Quotes
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The greatest leaders build organizations that, in the end, don’t need them.
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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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Companies that change best over time know first and foremost what should not change.
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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 world of constant change, the fundamentals are more important than ever.
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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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If I’m going really, really fast, I can do a page of finished text a day, on average.
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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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Throw leaders into an extreme environment, and it will separate the stark differences between greatness and mediocrity.
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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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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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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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The moment you feel the need to tightly manage someone, you’ve made a hiring mistake. The best people don’t need to be managed. Guided, taught, led-yes. But not tightly managed.
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A visionary company doesn’t simply balance between idealism and profitability: it seeks to be highly idealistic and highly profitable.
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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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