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.
JAMES C. COLLINSIf I were running a company today, I would have one priority above all others: to acquire as many of the best people as I could. I’d put off everything else to fill my bus. Because things are going to come back. My flywheel is going to start to turn.
More James C. Collins Quotes
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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.
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The greatest leaders build organizations that, in the end, don’t need them.
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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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Built to Last is about how you take a company with great results and turn it into an enduring great company of iconic stature.
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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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If I’m going really, really fast, I can do a page of finished text a day, on average.
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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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The purpose of bureaucracy is to compensate for incompetence and lack of discipline.
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Companies that change best over time know first and foremost what should not change.
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It occurs to me,Jim,that you spend too much time trying to be interesting. Why don’t you invest more time being interested?” Collin’s advice from John Gardner that he took to heart.
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I am completely Socratic.
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Not one of the good-to-great companies focused obsessively on growth.
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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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Everytime you think of it, the idea in your head seems to get more vivid, filled in with more detail:
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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