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The main point is first get the right people on the bus (and wrong people off the bus) before you figure out where to drive it. The second key point is the degree of sheer rigor in people decisions in order to take a company from Good to Great.

James C. Collins

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

Ascribing Guest Personal Preparations Success Yet
The only mistakes you can learn from are the ones you survive.
JAMES C. COLLINS

Learn Mistakes Survive
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.
JAMES C. COLLINS

Leadership Motivation Organization
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.
JAMES C. COLLINS

Financial Midst Opportunity
Consider the idea that charisma can be as much a liability as an asset. Your strength of personality can sow the seeds of problems, when people filter the brutal facts from you.
JAMES C. COLLINS

Ideas Liability People Personality
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.
JAMES C. COLLINS

Inevitably REquired Rigor Significant
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.
JAMES C. COLLINS

Business Mistake People
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

Business Keys Passion
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.
JAMES C. COLLINS

Done Involved Involves Possibly Something
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.
JAMES C. COLLINS

Keys Reason Why Vision
The challenge is not just to build a company that can endure; but to build one that is worthy of enduring.
JAMES C. COLLINS

Challenges Endure Entrepreneurs
A visionary company doesn’t simply balance between idealism and profitability: it seeks to be highly idealistic and highly profitable.
JAMES C. COLLINS

Balance Change Vision
Not all time in life is equal. How many opportunities do you get to talk about what your life is going to add up to with people thinking about the same question?
JAMES C. COLLINS

Opportunity People Thinking
The purpose of bureaucracy is to compensate for incompetence and lack of discipline.
JAMES C. COLLINS

Business Discipline Purpose
You absolutely must have the discipline not to hire until you find the right people.
JAMES C. COLLINS

Discipline People Right Until
A great company will have many once-in-a-liftetime opportunities.
JAMES C. COLLINS

Business Company Great Opportunity

The main point is first get the right people on the bus (and wrong people off the bus) before you figure out where to drive it. The second key point is the degree of sheer rigor in people decisions in order to take a company from Good to Great.

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The main point is first get the right people on the bus (and wrong people off the bus) before you figure out where to drive it. The second key point is the degree of sheer rigor in people decisions in order to take a company from Good to Great.

Related Topics

Popular Authors

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