A Quote by James C. Collins
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.
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An exceptional company is the one that gets all the little details right. And the people out on the front line, they know when things are not going right, and they know when things need to be improved. And if you listen to them, you can soon improve all those niggly things which turns an average company into an exceptional company.
When people ask me what philosophy is, I say philosophy is what you do when
you don't know what the right questions are yet. Once you get the questions
right, then you go answer them, and that's typically not philosophy, that's
one science or another. Anywhere in life where you find that people aren't
quite sure what the right questions to ask are, what they're doing, then,
is philosophy.
When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.
You know you're ready to write a book when you have a feeling that you should do it, no matter what anybody says. It's like falling in love or starting a company. When you're still wondering if you should get married or you're still wondering whether you should start a company that might be not the right person or the right idea. And writing is the same way. When you've locked on to the topic, you'll just write it.
Barrels are very difficult to find. But when you have them, give them lots of equity. Promote them, take them to dinner every week, because they are virtually irreplaceable because they are also very culturally specific. So a barrel at one company may not be a barrel at another company. One of the ways, the definition of a barrel is, they can take an idea from conception and take it all the way to shipping and bring people with them.
I don't know if it's unique to women or not, but I do know that women think that they join a company, and the company will take care of them, as opposed to taking charge.
Treat a dog right and he'll treat you right - he'll keep you company, be your friend, never ask you no questions. Cats is different, but I never held that against them.
In this box are all the words I know… Most of them you will never need, some you will use constantly, but with them you may ask all the questions which have never been answered and answer all the questions which have never been asked. All the great books of the past and all the ones yet to come are made with these words. With them there is no obstacle you cannot overcome. All you must learn to do is use them well and in the right places.
Questions are like gifts - it's the thought behind them that the receiver really feels. We have to know the receiver to give the right gift and to ask the right question. Generic gifts and questions are all right, but personal gifts and questions feel better.
When you work for other people you'll find ... that they do know what's best for them, and for the company. And you should listen to them and be respectful, but they don't know what's best for you.
The biggest challenge in big data today is asking the right questions of data. There are so many questions to ask that you don't have the time to ask them all, so it doesn't even make sense to think about where to start your analysis.
I start with people's growth, my own growth included. I don't start with the company's strategy or products. I start with people's growth because I believe that if the people who are running and participating in a company grow, then the company's growth will in many respects take care of itself.
If I ran the whole place like it was my way or the highway, we would not be as good a company. I'm going to have mistakes - they'll be made on my watch and will embarrass me. But I'll also make sure the company learns from them so it can become a better company.
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.
Incidentally, part of a photographer’s gift should be with people. You can do some wonderful work if you know how to make people understand what you’re doing and feel all right about it, and you can do terrible work if you put them on the defense, which they all are at the beginning. You’ve got to take them off their defensive attitude and make them participate.
I think re-engineering or restructuring or downsizing or rightsizing or whatever you want to call it, it's basically firing, has gone way too far. Employees, as I've talked to them across the country, feel that they are not respected, they are not valued, they are worried about their jobs. They simply feel that the company is no longer loyal to them. Why should they be loyal to the company, they ask me. Why should I go the extra mile? Why should I care?
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