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Change your practices without abandoning your core values.

James C. Collins

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James C. Collins
Age: 66
Born: 1958
Born: January 25
Author
Businessperson
Journalist
Writer
Boulder
Colorado
Without
Abandoning
Practices
Core
Practice
Values
Change

More quotes by James C. Collins

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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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In a world of constant change, the fundamentals are more important than ever.
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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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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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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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How can you succeed by helping others succeed? We succeed at our very best only when we help others succeed.
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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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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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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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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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A great company will have many once-in-a-liftetime opportunities.
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If you have a charismatic cause you don't need to be a charismatic leader.
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Those who build and perpetuate mediocrity...are motivated more by the fear of being left behind.
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You must maintain unwavering faith that you can and will prevail in the end, regardless of the difficulties, AND at the same time, have the discipline to confront the most brutal facts of your current reality, whatever they might be.
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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.
James C. Collins
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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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Level 5 leaders are a study in duality: modest and willful, humble and fearless.
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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 took Einstein ten years of groping through the fog to get the theory of special relativity, and he was a bright guy.
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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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