We are not imprisoned by circumstances, setbacks, mistakes or staggering defeats, we are freed by our choices.
JAMES C. COLLINSIn 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
More James C. Collins Quotes
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I can just let my curiosity wander unleashed.
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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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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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Those who build and perpetuate mediocrity…are motivated more by the fear of being left behind.
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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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People are not your most important asset….the right people are.
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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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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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Mediocrity results first and foremost from management failure, not technological failure.
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The challenge is not just to build a company that can endure; but to build one that is worthy of enduring.
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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.
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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.
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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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I’ve never found an important decision made by a great organization that was made at a point of unanimity.
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Change your practices without abandoning your core values.
JAMES C. COLLINS







