Consider the idea that charisma can be as much a liability as an asset. Your strength of personality can sow the seeds of problems, when people filter the brutal facts from you.
JAMES C. COLLINSYou 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.
More James C. Collins Quotes
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Everytime you think of it, the idea in your head seems to get more vivid, filled in with more detail:
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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 secret to a successful retirement is to find your retirement sweet spot. The sweet spot is where your passions, what you do best, and what people will pay you to do overlap.
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An organization is not truly great, if it cannot be great without you.
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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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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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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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We are not imprisoned by circumstances, setbacks, mistakes or staggering defeats, we are freed by our choices.
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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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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.
JAMES C. COLLINS -
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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The only way to deliver to the people who are achieving is to not burden them with the people who are not achieving.
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In an ironic twist, I now see Good to Great not as a sequel to Built to Last, but more of a prequel. Good to Great is about how to turn a good organization into one that produces sustained great results.
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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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The greatest leaders build organizations that, in the end, don’t need them.
JAMES C. COLLINS