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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.
James C. Collins
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James C. Collins
Age: 66
Born: 1958
Born: January 25
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Colorado
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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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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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True leadership has people who follow when they have the freedom not to.
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Companies that change best over time know first and foremost what should not change.
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A great company will have many once-in-a-liftetime opportunities.
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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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In a world of constant change, the fundamentals are more important than ever.
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Good is the enemy of great.. The vast majority of good companies remain just that - good, but not 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 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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If you have a charismatic cause you don't need to be a charismatic leader.
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The signature of mediocrity is chronic inconsistency.
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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 greatest leaders build organizations that, in the end, don't need them.
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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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Mediocrity results first and foremost from management failure, not technological failure.
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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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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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Building a visionary company requires one percent vision and 99 percent alignment.
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