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Growth! is not a Hedgehog Concept. Rather, if you have the right Hedgehog Concept and make decisions relentlessly consistent with it, you will create such momentum that your main problem will not be how to grow, but how not to grow too fast.

James C. Collins

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James C. Collins
Age: 66
Born: 1958
Born: January 25
Author
Businessperson
Journalist
Writer
Boulder
Colorado
Right
Growth
Relentlessly
Make
Grow
Momentum
Create
Consistent
Decision
Concept
Grows
Main
Rather
Decisions
Business
Fast
Hedgehog
Problem
Concepts
Hedgehogs

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Managing your problems can only make you good, whereas building your opportunities is the only way to become great.
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Indeed, the real question is not, Why greatness? but What work makes you feel compelled to try to create greatness? if you have to ask the question, Why should we try to make it great? Isn't success enough? then you're probably int he wrong line of work.
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The x factor of a great leader is humility combined with will.
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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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Level 5 leaders are a study in duality: modest and willful, humble and fearless.
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A great company will have many once-in-a-liftetime opportunities.
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True leadership has people who follow when they have the freedom not to.
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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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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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In determing the right people, the good-to-great companies placed greater weight on character attributes than on specific educational background, practical skills, specialized knowledge, or work experience.
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It's what you do before you are in trouble, so that you can be strong when people most need you.
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It is more important to know who you are than where you are going, for where you are going will change as the world around you changes.
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In a world of constant change, the fundamentals are more important than ever.
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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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Don't take care of your career. Take care of your people. They will take care of your career.
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The most effective leaders of companies in transition are the quiet, unassuming people whose inner wiring is such that the worst circumstances bring out their best. They're unflappable, they're ready to die if they have to. But you can trust that, when bad things are happening, they will become clearheaded and focused.
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The only way to deliver to the people who are achieving is to not burden them with the people who are not achieving.
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Discipline should amplify creativity rather than stifle it.
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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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