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. COLLINSLevel 5 leaders are differentiated from other levels of leaders in that they have a wonderful blend of personal humility combined with extraordinary professional will.
More James C. Collins Quotes
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An organization is not truly great, if it cannot be great without you.
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Creativity dies in an indisciplined environment.
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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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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)
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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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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.
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Bad decisions made with good intentions, are still bad decisions.
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Discipline is consistency of action.
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People are not your most important asset….the right people are.
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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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There is a sense of exhilaration that comes from facing head-on the hard truths and saying, “We will never give up. We will never capitulate. It might take a long time, but we will find a way to prevail.”
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The only way to make any company visionary is through a long-term commitment to an eternal process of building the organization to preserve the core and stimulate progress.
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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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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!
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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.
JAMES C. COLLINS