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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
Author
Businessperson
Journalist
Writer
Boulder
Colorado
People
Greater
Practical
Knowledge
Backgrounds
Experience
Specific
Character
Educational
Specialized
Right
Companies
Placed
Great
Weight
Attributes
Work
Skills
Background
Good
Company
Practicals

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True leadership has people who follow when they have the freedom not to.
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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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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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Most people will look back and realize they did not have a great life because it's just so easy to settle for a good life.
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Those who build and perpetuate mediocrity...are motivated more by the fear of being left behind.
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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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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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Change your practices without abandoning your core values.
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If I'm going really, really fast, I can do a page of finished text a day, on average.
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Building a visionary company requires one percent vision and 99 percent alignment.
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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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Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.
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Genius of AND. Embrace both extremes on a number of dimensions at the same time. Instead of choosing a OR B, figure out how to have A AND B-purpose AND profit, continuity AND change, freedom AND responsibility, etc.
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The greatest leaders build organizations that, in the end, don't need them.
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A great company will have many once-in-a-liftetime opportunities.
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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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How can you succeed by helping others succeed? We succeed at our very best only when we help others succeed.
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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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Good-to-great companies set their goals and strategies based on understanding comparison companies set their goals and strategies based on bravado.
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