“The leaders of good-to-great companies did not focus first on creating a vision or over-arching goal. Instead, they made sure to first get the best, brightest, and hardest-working people on board, while removing those that weren’t performing.” — Eighty Twenty Publishing Copy Share Image
“The leaders of good-to-great companies did not first focus on creating a vision or over-arching goal. Instead, they made sure to first get the best, brightest, and hardest-working people on board, while removing those that don’t perform. Once they had… — Eighty Twenty Publishing Copy Share Image
“The leaders of good-to-great companies did not focus first on creating a vision or over-arching goal. Instead, they made sure to first get the… — Eighty Twenty Publishing Copy Share Image
“Greatness is a feat few companies manage to either attain or sustain, largely because it is easy to settle for being “good enough”. However,… — Eighty Twenty Publishing Copy Share Image
“the outsized egos and self-serving nature of the “control set” executives contributed to the deaths of their own companies.” — Eighty Twenty Publishing Copy Share Image
“The leaders of good-to-great companies did not first focus on creating a vision or over-arching goal. Instead, they made sure to first get the… — Eighty Twenty Publishing Copy Share Image
“Good leadership is not just about creating a vision, but also about creating a culture where people speak the truth and face the honest… — Eighty Twenty Publishing Copy Share Image
“When good results happen, Level 5 Leaders credit good luck. When results are disappointing, Level 5 Leaders blame only themselves and take responsibility.” — Eighty Twenty Publishing Copy Share Image
“The good-to-great companies insisted on confronting the reality of their situations, no matter how unpleasant, and adjusting their strategies to address them. Only by… — Eighty Twenty Publishing Copy Share Image
