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An organization is not truly great, if it cannot be great without you.
James C. Collins
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James C. Collins
Age: 66
Born: 1958
Born: January 25
Author
Businessperson
Journalist
Writer
Boulder
Colorado
Organization
Truly
Cannot
Without
Great
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A great company will have many once-in-a-liftetime opportunities.
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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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Get keep right people.
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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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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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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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The only way to remain great is to keep on applying the fundamental principles that made you 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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Managing your problems can only make you good, whereas building your opportunities is the only way to become great.
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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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True leadership has people who follow when they have the freedom not to.
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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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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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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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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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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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The essence of profound insight is simplicity.
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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 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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