You absolutely must have the discipline not to hire until you find the right people.
JAMES C. COLLINSWe 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.
More James C. Collins Quotes
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People are not your most important asset….the right people are.
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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.
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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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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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Discipline is consistency of action.
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Not one of the good-to-great companies focused obsessively on growth.
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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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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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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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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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Great companies foster a productive tension between continuity and change.
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In a world of constant change, the fundamentals are more important than ever.
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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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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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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