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The signature of mediocrity is not an unwillingness to change. The signature of mediocrity is inconsistency.

James C. Collins

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James C. Collins
Age: 66
Born: 1958
Born: January 25
Author
Businessperson
Journalist
Writer
Boulder
Colorado
Mediocrity
Change
Unwillingness
Inconsistency
Signature
Signatures

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In 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
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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 essence of profound insight is simplicity.
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Discipline should amplify creativity rather than stifle it.
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By definition, it is not possible to everyone to be above the average.
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The signature of mediocrity is chronic inconstancy. The signature of greatness is a disciplined and consistent focus on the right things.
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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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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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An organization is not truly great, if it cannot be great without you.
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If we allow the celebrity rock-star model of leadership to triumph, we will see the decline of corporations and institutions of all types. The twentieth century was a century of greatness, but we face the very real prospect that the next century will see very few enduring great institutions.
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Comparison, a great teacher once told me, is the cardinal sin of modern life. It traps us in a game that we can't win. Once we define ourselves in terms of others, we lose the freedom to shape our own lives.
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A visionary company doesn't simply balance between idealism and profitability: it seeks to be highly idealistic and highly profitable. 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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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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If you have a charismatic cause you don't need to be a charismatic leader.
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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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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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The people who don't have a great life are the ones who settle for a good one.
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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 critical question is not whether you'll have luck, but what you do with the luck that you get.
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Focusing solely on what you can potentially do better than any other organization is the only path to greatness.
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