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Mediocrity results first and foremost from management failure, not technological failure.

James C. Collins

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James C. Collins
Age: 66
Born: 1958
Born: January 25
Author
Businessperson
Journalist
Writer
Boulder
Colorado
Management
Failure
Results
Firsts
First
Foremost
Mediocrity
Technological

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Smart people instinctively understand the dangers of entrusting our future to self-serving leaders who use our institutions, whether in the corporate or social sectors, to advance their own interests.
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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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True leadership has people who follow when they have the freedom not to.
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The critical question is not whether you'll have luck, but what you do with the luck that you get.
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Building a visionary company requires one percent vision and 99 percent alignment.
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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 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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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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A great company will have many once-in-a-liftetime opportunities.
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The signature of mediocrity is not an unwillingness to change. The signature of mediocrity is inconsistency.
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We 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.
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We are not imprisoned by circumstances, setbacks, mistakes or staggering defeats, we are freed by our choices.
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An organization is not truly great, if it cannot be great without you.
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Discipline should amplify creativity rather than stifle it.
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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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I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results.
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The essence of profound insight is simplicity.
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Level 5 leaders are a study in duality: modest and willful, humble and fearless.
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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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