You absolutely must have the discipline not to hire until you find the right people.
JAMES C. COLLINSIt’s what you do before you are in trouble, so that you can be strong when people most need you.
More James C. Collins Quotes
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In a truly great company profits and cash flow become like blood and water to a healthy body: They are absolutely essential for life but they are not the very point of life
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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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To have a Welch-caliber C.E.O. is impressive.To have a century of Welch-Caliber C.E.O.’s all grown from the inside – well, that is one key reason why G.E. is a visionary company.
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Creative leadership impact increases in your 50’s. When I turn 50 I want to say, “Nice start!”
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In a world of constant change, the fundamentals are more important than ever.
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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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Everytime you think of it, the idea in your head seems to get more vivid, filled in with more detail:
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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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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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We learned that a former prisoner of war had more to teach us about what it takes to find a path to greatness than most books on corporate strategy.
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If 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.
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Throw leaders into an extreme environment, and it will separate the stark differences between greatness and mediocrity.
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We must reject the idea… Well-intentioned, but dead wrong… That the primary path to greatness in the social sectors is to become “more like a business.” Most businesses… Like most of anything else in life… Fall somewhere between mediocre and good.
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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.
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Great companies foster a productive tension between continuity and change.
JAMES C. COLLINS