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. COLLINSGenius 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.
More James C. Collins Quotes
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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
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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.
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Mediocrity results first and foremost from management failure, not technological failure.
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Not one of the good-to-great companies focused obsessively on growth.
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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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Those who build and perpetuate mediocrity…are motivated more by the fear of being left behind.
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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.
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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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Great companies foster a productive tension between continuity and change.
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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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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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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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Companies that change best over time know first and foremost what should not change.
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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.
JAMES C. COLLINS






