Good is the enemy of great. That's why so few things become great.
Companies that change best over time know first and foremost what should not change.
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.
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.
The x factor of a great leader is humility combined with will.
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.
That good is the enemy of great is not just a business problem. It is a human problem.
How can you succeed by helping others succeed? We succeed at our very best only when we help others succeed.
Start a 'Stop Doing' list. I'll leave it as an existential dilemma on whether to put that task on your To Do list
By definition, it is not possible to everyone to be above the average.
"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.
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.
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.
A company should limit its growth based on its ability to attract enough of the right people.
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.
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.
Good-to-great companies set their goals and strategies based on understanding; comparison companies set their goals and strategies based on bravado.
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 challenge is not just to build a company that can endure; but to build one that is worthy of enduring.
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.
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?
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.
Mediocrity results first and foremost from management failure, not technological failure.
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.
You need self-control in an out-of-control world.
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