A dream is a feeling that sticks - and propels.
It may seem odd to talk about something as soft and fuzzy as "passion" as an integral part of a strategic framework. But throughout the good-to-great companies, passion became a key part of the Hedgehog Concept.
The kind of commitment I find among the best performers across virtually every field is a single-minded passion for what they do, an unwavering desire for excellence in the way they think and the way they work. Genuine confidence is what launches you out of bed in the morning, and through your day with a spring in your step.
You need self-control in an out-of-control world.
Good-to-great companies set their goals and strategies based on understanding; comparison companies set their goals and strategies based on bravado.
It's more important than ever to define yourself in terms of what you stand for rather than what you make, because what you make is going to become outmoded faster than it has at any time in the past. ...hang on to the idea of who you are as a company, and focus not on what you do, but on what you could do. By being really clear about what you stand for and why you exist, you can see what you could do with a much more open mind. You enhance your ability to adapt to change.
Companies that change best over time know first and foremost what should not change.
Greatest danger is not failure, but be successful and not know why.
Good is the enemy of great.
The essence of profound insight is simplicity.
Those who turn good organizations into great organizations are motivated by a deep creative urge and an inner compulsion for sheer unadulterated excellence for its own sake.
A company should limit its growth based on its ability to attract enough of the right people.
In an ironic twist, I now see Good to Great not as a sequel to Built to Last, but more of a prequel. Good to Great is about how to turn a good organization into one that produces sustained great results. Built to Last is about how you take a company with great results and turn it into an enduring great company of iconic stature.
Building a visionary company requires one percent vision and 99 percent alignment.
Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.
Leaders who led their organizations quietly and humbly, were much more effective than flashy, charismatic high profile leaders.
The challenge is not just to build a company that can endure; but to build one that is worthy of enduring.
Discipline should amplify creativity rather than stifle it.
The drive for progress doesn't wait for the external world to say "It's time to change."
Focusing solely on what you can potentially do better than any other organization is the only path to greatness.
All companies have a culture, some companies have discipline, but few companies have a culture of discipline. When you have disciplined people, you don't need hierarchy. When you have disciplined thought, you don't need bureaucracy. When you have disciplined action, you don' t need excessive controls. When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great performance.
People are not your most important asset....the right people are.
You absolutely must have the discipline not to hire until you find the right people.
Dreams make you click, juice you, turn you on, excite the living daylights out of you. You cannot wait to get out of bed to continue pursuing your dream. The kind of dream I'm talking about gives meaning to your life. it is the ultimate motivator.
How can we do better tomorrow than we did today?
Good is the enemy of great. That's why so few things become great.
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.
Start a 'Stop Doing' list. I'll leave it as an existential dilemma on whether to put that task on your To Do list
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.
...the question, Why try for greatness? would seem almost tautological. If you're doing something you care that much about, and you believe in its purpose deeply enough, then it is impossible to imagine not trying to make it great. It's just a given.
We are not imprisoned by circumstances, setbacks, mistakes or staggering defeats, we are freed by our choices.
There is a sense of exhilaration that comes from facing head-on the hard truths and saying, "We will never give up. We will never capitulate. It might take a long time, but we will find a way to prevail."
Good is the enemy of great. And that is one of the key reasons why we have so little that becomes great. We don't have great schools, principally because we have good schools. We don't have great government, principally because we have good government. Few people attain great lives, in large part because it is just so easy to settle for a good life.
Just because a company falls doesn't invalidate what we can learn by studying that company when it was at its historical best.
Be rigorous about your HR decisions. There is a difference between rigorous and ruthless.
It's what you do before you are in trouble, so that you can be strong when people most need you.
Managing your problems can only make you good, whereas building your opportunities is the only way to become great.
Resilency, not perfection, is the signature of greatness.
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.
Genuine confidence is what launches you out of bed in the morning, and through your day with a spring in your step.
By definition, it is not possible to everyone to be above the average.
Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company. It's not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious-but their ambition is first and foremost for the institution, not themselves.
If I were running a company today, I would have one priority above all others: to acquire as many of the best people as I could. I'd put off everything else to fill my bus. Because things are going to come back. My flywheel is going to start to turn. And the single biggest constraint on the success of my organization is the ability to get and to hang on to enough of the right people.
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.
Level 5 leaders are a study in duality: modest and willful, humble and fearless.
Our findings do not represent a quick fix, or the next fashion statement in a long string of management fads, or the next buzzword of the day, or a new 'program' to introduce. No! The only way to make any company visionary is through a long-term commitment to an eternal process of building the organization to preserve the core and stimulate progress.
In the end, it is impossible to have a great life unless it is a meaningful life. And it is very difficult to have a meaningful life without meaningful work. Perhaps, then you might gain that great tranquility that comes from knowing that you've had a hand in creating something of intrinsic excellence that makes a contribution. Indeed, you might even gain that deepest of all satisfactions: knowing that your short time on this earth has been well spent, and that it mattered.
Bad decisions made with good intentions, are still bad decisions.
We must reject the idea... Well-intentioned, but dead wrong... That the primary path to greatness in the social sectors is to become "more like a business." Most businesses... Like most of anything else in life... Fall somewhere between mediocre and good.
The only way to remain great is to keep on applying the fundamental principles that made you great.
The greatest leaders build organizations that, in the end, don't need them.
The people who don't have a great life are the ones who settle for a good one.
Those fortunate enough to find or create a practical intersection of the three circles have the basis for a great work life.
If you have a charismatic cause you don't need to be a charismatic leader.
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.
The signature of mediocrity is chronic inconstancy. The signature of greatness is a disciplined and consistent focus on the right things.
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.
Great companies foster a productive tension between continuity and change.
For no matter what we achieve, if we don't spend the vast majority of our time with people we love and respect, we cannot possibly have a great life. But if we spend the vast majority of our time with people we love and respect - people we really enjoy being on the bus with and who will never disappoint us - then we will almost certainly have a great life, no matter where the bus goes. The people we interviewed from the good-to-great companies clearly loved what they did, largely because they loved who they did it with.
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.
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.
The x factor of a great leader is humility combined with will.
Those who build and perpetuate mediocrity...are motivated more by the fear of being left behind.
How can you succeed by helping others succeed? We succeed at our very best only when we help others succeed.
Get the right people on the bus, the wrong people off the bus, and the right people in the right seats...
In a world of constant change, the fundamentals are more important than ever.
The difference between a good leader and a great leader is humility.
If you have more than three priorities then you don't have any.
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.
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.
Perhaps your quest to be part of building something great will not fall in your business life. But find it somewhere. If not in corporate life, then perhaps in making your church great. If not there, then perhaps a nonprofit, or a community organization, or a class you teach. Get involved in something that you care so much about that you want to make it the greatest it can possibly be, not because of what you will get, but just because it can be done.
The critical question is not whether you'll have luck, but what you do with the luck that you get.
It took Einstein ten years of groping through the fog to get the theory of special relativity, and he was a bright guy.
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.
The only way to deliver to the people who are achieving is to not burden them with the people who are not achieving.
"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.
Creative leadership impact increases in your 50's. When I turn 50 I want to say, "Nice start!"
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
That good is the enemy of great is not just a business problem. It is a human problem.
The signature of mediocrity is not an unwillingness to change. The signature of mediocrity is inconsistency.
Level 5 leaders are differentiated from other levels of leaders in that they have a wonderful blend of personal humility combined with extraordinary professional will. Understand that they are very ambitious; but their ambition, first and foremost, is for the company's success. They realize that the most important step they must make to become a Level 5 leader is to subjugate their ego to the company's performance. When asked for interviews, these leaders will agree only if it's about the company and not about them.
The signature of mediocrity is chronic inconsistency.
Profit is like oxygen, food, water, and blood for the body; they are not the point of life, but without them, there is no life.
People need BHAGs - big hairy audacious goals.
Discipline is consistency of action.
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.
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.
For, in the end, it is impossible to have a great life unless it is a meaningful life. And it is very difficult to have a meaningful life without meaningful work.
No matter what. Wherever your mind wanders, it seems to turn up at the same Field of Dreams. It's the vision you wake up with in the morning, and it's the last thing you picture before you fall asleep. Everytime you think of it, the idea in your head seems to get more vivid, filled in with more detail: You not only want to win a gold medal at the Olympics, you not only can see yourself standing there on the podium, but you can also feel the goose bumps as your national anthem is played; the tears are in your eyes. (That's how real a dream can be and should be)
We learned that a former prisoner of war had more to teach us about what it takes to find a path to greatness than most books on corporate strategy.
Don't take care of your career. Take care of your people. They will take care of your career.
An organization is not truly great, if it cannot be great without you.
You must ask, "What do we mean by great results?" Your goals don't have to be quantifiable, but they do have to be describable. Some leaders try to insist, "The only acceptable goals are measurable," but that's actually an undisciplined statement. Lots of goals-beauty, quality, life change, love-are worthy but not quantifiable. But you do have to be able to tell if you're making progress.
Don't be interesting - be interested.
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.
A great company will have many once-in-a-liftetime opportunities.
Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people.
Not every financial company toppled during the 2008 crisis, and some seized the opportunity to take advantage of weaker competitors in the midst of the tumult.
Faith in the endgame helps you live through the months or years of buildup.
True leadership has people who follow when they have the freedom not to.
Comparison, a great teacher once told me, is the cardinal sin of modern life. It traps us in a game that we can't win. Once we define ourselves in terms of others, we lose the freedom to shape our own lives.
Look, I don't really know where we should take this bus. But I know this much: If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then we'll figure out how to take it someplace great.
A culture of discipline is not a principle of business, it is a principle of greatness.
Whether you prevail or fail depends more on what you do to yourself than on what the world does to you.
Smart people instinctively understand the dangers of entrusting our future to self-serving leaders who use our institutions, whether in the corporate or social sectors, to advance their own interests.
Good is the enemy of great.. The vast majority of good companies remain just that - good, but not great.
The start of the New Year is a perfect time to start a stop doing list and to make this the cornerstone of your New Year resolutions, be it for your company, your family or yourself. It also is a perfect time to clarify your three circles, mirroring at a personal level the three questions... 1) What are you deeply passionate about? 2) What are you are genetically encoded for - what activities do you feel just "made to do"? 3) What makes economic sense - what can you make a living at?
Change your practices without abandoning your core values.
Not one of the good-to-great companies focused obsessively on growth.
Creativity dies in an indisciplined environment.
Great vision without great people is irrelevant.
The main point is first get the right people on the bus (and wrong people off the bus) before you figure out where to drive it. The second key point is the degree of sheer rigor in people decisions in order to take a company from Good to Great.
Mediocrity results first and foremost from management failure, not technological failure.
Not all time in life is equal. How many opportunities do you get to talk about what your life is going to add up to with people thinking about the same question?
Good is the enemy of great. And that's one of the key reasons why we have so little that becomes great.
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.
If your company disappeared, would it leave a gaping hole that could not easily be filled by any other enterprise on the planet?
Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions.
I don't know where we should take this company, but I do know that if I start with the right people, ask them the right questions, and engage them in vigorous debate, we will find a way to make this company great.
I am completely Socratic.
Recruit entrepreneurial leaders and give them freedom to determine the best path to achieving their objectives. On the other hand, individuals must commit fully to the system you use and be held rigorously accountable for their objectives. You give them freedom, but freedom within a framework.
The only mistakes you can learn from are the ones you survive.
The purpose of bureaucracy is to compensate for incompetence and lack of discipline.
If we only have great companies, we will merely have a prosperous society, not a great one. Economic growth and power are the means, not the definition, of a great nation.
The moment you feel the need to tightly manage someone, you've made a hiring mistake. The best people don't need to be managed. Guided, taught, led-yes. But not tightly managed.
