A visionary company doesn’t simply balance between idealism and profitability: it seeks to be highly idealistic and highly profitable.
JAMES C. COLLINSThe 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.
More James C. Collins Quotes
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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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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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Those who build and perpetuate mediocrity…are motivated more by the fear of being left behind.
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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.
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I can just let my curiosity wander unleashed.
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Get involved in something that you care so much about that you want to make it the greatest it can possibly be, not because of what you will get, but just because it can be done.
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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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A 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.
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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.
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Mediocrity results first and foremost from management failure, not technological failure.
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We are not imprisoned by circumstances, setbacks, mistakes or staggering defeats, we are freed by our choices.
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Great companies foster a productive tension between continuity and change.
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You absolutely must have the discipline not to hire until you find the right people.
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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.
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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.
JAMES C. COLLINS