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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
Work
Skills
Background
Good
Company
Practicals
People
Greater
Practical
Knowledge
Backgrounds
Experience
Specific
Character
Educational
Specialized
Right
Companies
Placed
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The essence of profound insight is simplicity.
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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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If you have a charismatic cause you don't need to be a charismatic leader.
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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 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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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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Mediocrity results first and foremost from management failure, not technological failure.
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I've never found an important decision made by a great organization that was made at a point of unanimity. Significant decisions carry risks and inevitably some will oppose it. In these settings, the great legislative leader must be artful in handling uncomfortable decisions, and this requires rigor.
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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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To have a Welch-caliber C.E.O. is impressive.To have a century of Welch-Caliber C.E.O.'s all grown from the inside - well, that is one key reason why G.E. is a visionary company.
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The only way to remain great is to keep on applying the fundamental principles that made you great.
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The greatest leaders build organizations that, in the end, don't need them.
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The inner experience of fallure is totally different than failure. Going to fallure means 100% commitment - you leave nothing in reserve, no mental or physical resource untapped, you never give yourself a psychological out. Failure means making a decision to let go, to be less than 100% committed, when confronted by fear, pain and uncertainty.
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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 great company will have many once-in-a-liftetime opportunities.
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Building a visionary company requires one percent vision and 99 percent alignment.
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The signature of mediocrity is chronic inconsistency.
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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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Change your practices without abandoning your core values.
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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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