An organization is not truly great, if it cannot be great without you.
JAMES C. COLLINSA visionary company doesn’t simply balance between preserving a tightly held core ideology and stimulating vigorous change and movement; it does both to an extreme.
More James C. Collins Quotes
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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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A great company will have many once-in-a-liftetime opportunities.
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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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Companies that change best over time know first and foremost what should not change.
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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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…the question, Why try for greatness? would seem almost tautological. If you’re doing something you care that much about, and you believe in its purpose deeply enough, then it is impossible to imagine not trying to make it great. It’s just a given.
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The challenge is not just to build a company that can endure; but to build one that is worthy of enduring.
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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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I’ve never found an important decision made by a great organization that was made at a point of unanimity.
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Level 5 leaders are differentiated from other levels of leaders in that they have a wonderful blend of personal humility combined with extraordinary professional will.
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Change your practices without abandoning your core values.
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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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People are not your most important asset….the right people are.
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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.
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Yet at the same time they display a remarkable humility about themselves, ascribing much of their own success to luck, discipline and preparation rather than personal genius.
JAMES C. COLLINS