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Those who build and perpetuate mediocrity...are motivated more by the fear of being left behind.
James C. Collins
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James C. Collins
Age: 66
Born: 1958
Born: January 25
Author
Businessperson
Journalist
Writer
Boulder
Colorado
Behind
Fear
Left
Perpetuate
Mediocrity
Motivated
Marketing
Build
Behinds
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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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Good is the enemy of great. And that's one of the key reasons why we have so little that becomes great.
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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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Change your practices without abandoning your core values.
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I am completely Socratic.
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You can't manufacture passion or motivate people to feel passionate. You can only discover what ignites your passion and the passions of those around you.
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If I'm going really, really fast, I can do a page of finished text a day, on average.
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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.
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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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The essence of profound insight is simplicity.
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How can you succeed by helping others succeed? We succeed at our very best only when we help others succeed.
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Companies that change best over time know first and foremost what should not change.
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Building a visionary company requires one percent vision and 99 percent alignment.
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Those fortunate enough to find or create a practical intersection of the three circles have the basis for a great work life.
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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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I've never found an important decision made by a great organization that was made at a point of unanimity. 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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Just because a company falls doesn't invalidate what we can learn by studying that company when it was at its historical best.
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The people who don't have a great life are the ones who settle for a good one.
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