You absolutely must have the discipline not to hire until you find the right people.
JAMES C. COLLINSThe only acceptable goals are measurable,” but that’s actually an undisciplined statement. Lots of goals-beauty, quality, life change, love-are worthy but not quantifiable. But you do have to be able to tell if you’re making progress.
More James C. Collins Quotes
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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 only acceptable goals are measurable,” but that’s actually an undisciplined statement. Lots of goals-beauty, quality, life change, love-are worthy but not quantifiable. But you do have to be able to tell if you’re making progress.
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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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The only mistakes you can learn from are the ones you survive.
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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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First figure out your partners, then figure out what ideas to pursue. The most important thing isn’t the market you target, the product you develop or the financing, but the founding team.
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You must maintain unwavering faith that you can and will prevail in the end, regardless of the difficulties, AND at the same time, have the discipline to confront the most brutal facts of your current reality, whatever they might be.
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People are not your most important asset….the right people are.
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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 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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Discipline is consistency of action.
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Profit is like oxygen, food, water, and blood for the body; they are not the point of life, but without them, there is no life.
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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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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.
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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