Trae > Trae's Quotes

“A Culture of Discipline. 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. Technology”
― James C. Collins, Good to Great: Why Some Companies Make the Leap...and Others Don't

“Yes, the world is changing, and will continue to do so. But that does not mean we should stop the search for timeless principles. Think of it this way: While the practices of engineering continually evolve and change, the laws of physics remain relatively fixed. I like to think of our work as a search for timeless principles—”
― James C. Collins, Good to Great: Why Some Companies Make the Leap...and Others Don't

“Level 5 leaders look out the window to apportion credit to factors outside themselves when things go well (and if they cannot find a specific person or event to give credit to, they credit good luck). At the same time, they look in the mirror to apportion responsibility, never blaming bad luck when things go poorly. The”
― James C. Collins, Good to Great: Why Some Companies Make the Leap...and Others Don't

“You can accomplish anything in life, provided that you do not mind who gets the credit. —”
― James C. Collins, Good to Great: Why Some Companies Make the Leap...and Others Don't

“Instead of wondering when your next vacation is, maybe you should set up a life you don't need to escape from.”
― Seth Godin

“Change almost never fails because it's too early. It almost always fails because it's too late.”
― Seth Godin

“Letting the wrong people hang around is unfair to all the right people, as they inevitably find themselves compensating for the inadequacies of the wrong people. Worse, it can drive away the best people. Strong performers are intrinsically motivated by performance, and when they see their efforts impeded by carrying extra weight, they eventually become frustrated. Waiting”
― James C. Collins, Good to Great: Why Some Companies Make the Leap...and Others Don't

“Put your best people on your biggest opportunities, not your biggest problems. In”
― James C. Collins, Good to Great: Why Some Companies Make the Leap...and Others Don't

“If you create a place where the best people always have a seat on the bus, they’re more likely to support changes in direction. For”
― James C. Collins, Good to Great: Why Some Companies Make the Leap...and Others Don't

“A company should limit its growth based on its ability to attract enough of the right people.) 2.”
― James C. Collins, Good to Great: Why Some Companies Make the Leap...and Others Don't

“When you turn over rocks and look at all the squiggly things underneath, you can either put the rock down, or you can say, ‘My job is to turn over rocks and look at the squiggly things,’ even if what you see can scare the hell out of you.”25”
― James C. Collins, Good to Great: Why Some Companies Make the Leap...and Others Don't

“Pitney’s first management meeting of the new year typically consisted of about fifteen minutes discussing the previous year (almost always superb results) and two hours talking about the “scary squiggly things” that might impede future results.28 Pitney Bowes sales meetings were quite different from the “aren’t we great” rah-rah sales conferences typical at most companies: The entire management team would lay itself open to searing questions and challenges from salespeople who dealt directly with customers.29”
― James C. Collins, Good to Great: Why Some Companies Make the Leap...and Others Don't

“The moment a leader allows himself to become the primary reality people worry about, rather than reality being the primary reality, you have a recipe for mediocrity, or worse. This is one of the key reasons why less charismatic leaders often produce better long-term results than their more charismatic counterparts.”
― James C. Collins, Good to Great: Why Some Companies Make the Leap...and Others Don't

“the purpose of bureaucracy is to compensate for incompetence and lack of discipline—a problem that largely goes away if you have the right people in the first place.”
― James C. Collins, Good to Great: Why Some Companies Make the Leap...and Others Don't