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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.

James C. Collins

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James C. Collins
Age: 66
Born: 1958
Born: January 25
Author
Businessperson
Journalist
Writer
Boulder
Colorado
Disciplined
Mediocrity
Consistent
Greatness
Focus
Inconstancy
Right
Signature
Things
Signatures
Chronic

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By definition, it is not possible to everyone to be above the average.
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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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It occurs to me,Jim,that you spend too much time trying to be interesting. Why don't you invest more time being interested? Collin's advice from John Gardner that he took to heart.
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The x factor of a great leader is humility combined with will.
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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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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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Mediocrity results first and foremost from management failure, not technological failure.
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Genuine confidence is what launches you out of bed in the morning, and through your day with a spring in your step.
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An organization is not truly great, if it cannot be great without you.
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Change your practices without abandoning your core values.
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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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Focusing solely on what you can potentially do better than any other organization is the only path to greatness.
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Get keep right people.
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Start a 'Stop Doing' list. I'll leave it as an existential dilemma on whether to put that task on your To Do list
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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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We are not imprisoned by circumstances, setbacks, mistakes or staggering defeats, we are freed by our choices.
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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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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.
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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. Built to Last is about how you take a company with great results and turn it into an enduring great company of iconic stature.
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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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