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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.

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.
JAMES C. COLLINS

Leadership Motivation Organization
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

Faith Perseverance Reality
Significant decisions carry risks and inevitably some will oppose it. In these settings, the great legislative leader must be artful in handling uncomfortable decisions, and this requires rigor.
JAMES C. COLLINS

Inevitably REquired Rigor Significant
In a world of constant change, the fundamentals are more important than ever.
JAMES C. COLLINS

Communication Fundamentals Important
Throw leaders into an extreme environment, and it will separate the stark differences between greatness and mediocrity.
JAMES C. COLLINS

Differences Greatness Leader
Great companies foster a productive tension between continuity and change.
JAMES C. COLLINS

Company Continuity Great Tension
It’s what you do before you are in trouble, so that you can be strong when people most need you.
JAMES C. COLLINS

Needs People Strong
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
Discipline is consistency of action.
JAMES C. COLLINS

Action Consistency Discipline
An organization is not truly great, if it cannot be great without you.
JAMES C. COLLINS

Great Organization People Without
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
Mediocrity results first and foremost from management failure, not technological failure.
JAMES C. COLLINS

Firsts Management Mediocrity
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

Humility Leadership Success
By definition, it is not possible to everyone to be above the average.
JAMES C. COLLINS

Average Definitions Good Great
Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions.
JAMES C. COLLINS

Decision Leadership Needs
Our findings do not represent a quick fix, or the next fashion statement in a long string of management fads, or the next buzzword of the day, or a new ‘program’ to introduce. No!
JAMES C. COLLINS

Commitment Fashion Organization

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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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.

Related Topics

Popular Authors

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