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James C. Collins

I am completely Socratic.
JAMES C. COLLINS

Completely Emotion Socratic
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
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
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
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
Whether you prevail or fail depends more on what you do to yourself than on what the world does to you.
JAMES C. COLLINS

Failing Prevail World
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
First figure out your partners, then figure out what ideas to pursue. The most important thing isn’t the market you target, the product you develop or the financing, but the founding team.
JAMES C. COLLINS

Ideas Important Product Team
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.
JAMES C. COLLINS

Ironic Lasts 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.
JAMES C. COLLINS

Business Numbers Responsibility
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?
JAMES C. COLLINS

Opportunity People Thinking
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
People are not your most important asset….the right people are.
JAMES C. COLLINS

Good Great Important People
If you have a charismatic cause you don’t need to be a charismatic leader.
JAMES C. COLLINS

Causes Leader Needs
Throw leaders into an extreme environment, and it will separate the stark differences between greatness and mediocrity.
JAMES C. COLLINS

Differences Greatness Leader
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.
JAMES C. COLLINS

Passion Retirement Sweet

Everytime you think of it, the idea in your head seems to get more vivid, filled in with more detail:

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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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