Good To Great Quotes

If we all knew how to make that jump from good to great then I think every song would be great.

Improving your process won't move you from good to great design. It'll move you from bad to average.

A company should limit its growth based on its ability to attract enough of the right people.

Go from good to great because good is the enemy of great.

Mediocrity results first and foremost from management failure, not technological failure.

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.

True leadership has people who follow when they have the freedom not to.

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.

Great vision without great people is irrelevant.

Good is the enemy of great. And that's one of the key reasons why we have so little that becomes great.

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.

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.

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.

Not one of the good-to-great companies focused obsessively on growth.

Faith in the endgame helps you live through the months or years of buildup.

Level 5 leaders are a study in duality: modest and willful, humble and fearless.

A culture of discipline is not a principle of business, it is a principle of greatness.

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.

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.

I recommend that the Statue of Liberty be supplemented by a Statue of Responsibility on the west coast.

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.

Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.

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.

Get the right people on the bus, the wrong people off the bus, and the right people in the right seats...

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.

The purpose of bureaucracy is to compensate for incompetence and lack of discipline.

Managing your problems can only make you good, whereas building your opportunities is the only way to become great.

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.

Good-to-great companies set their goals and strategies based on understanding; comparison companies set their goals and strategies based on bravado.

Bad decisions made with good intentions, are still bad decisions.

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.

Consider the idea that charisma can be as much a liability as an asset. Your strength of personality can sow the seeds of problems, when people filter the brutal facts from you.

People are not your most important asset....the right people are.

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.

Don't be afraid to give up the good to go for the 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.

By definition, it is not possible to everyone to be above the average.