Collins Key Quotes

This was the door to both sustenance and sanity. And we were each other's key.

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.

Keys," she repeated, and slowly stepped back. "What do you mean, keys?" "Car keys. As in, give them up. Now." Shane had that look -- hard, and no bullshit. "We don't have time for your drama, Monica. Nobody does.

The War Has Been Declared. Your Ally Been Ensnared. It Is Now Or It Is Never. Break The Code Or Die Forever. Time Is Running Out Running Out Running Out To the Warrior Give My Blade By His Hand Your Fate Is Made But Do Not Forget the Ticking Or the Clicking, Clicking, Clicking While a Rat's Tongue May Be Flicking With Its Feet It Does the Tricking For the Paw and Not the Jaw Makes the Code of Claw Time Is Standing Still Standing Still Standing Still Since the Princess Is the Key To Unlock the Treachery She Cannot Avoid the Matching or the Scratching, Scratching, Scratching When a Secret Plot is Hatching In the Naming Is the Catching What She Saw, It Is the Flaw Of the Code of Claw Time is Turning Back Turning Back Turning Back When the Monster's Blood Is Spilled When the Warrior Has Been Killed You Must Not Ingore the Rapping Or the Tapping, Tapping, Tapping If the Gnawers Find you Napping You Will Rot While They Are Mapping Out the Law of Those Who Gnaw In the Code of Claw

Our romance became a key strategy for our survival in the arena. Only it wasn't just a strategy for Peeta.

I want you to have this. It’s the key to my heart.” He pressed it into my hands. “You have my heart already, you might as well have everything else.” - Collins McGregor in Saving You Saving Me by Kailin Gow.

If Under fell, if Over leaped, If death was life and Death life reaped, Something rises from the gloom, To make the Underland a tomb Hear it scratching down below, Rat of long forgotten snow, Evil cloaked in coat of White, Will the Warrior drain your light? What could turn the Warrior week? What do burning Gnawers seek? Just a barely speaking pup That holds the Land of Under up Die the baby, die his heart Die his most essential part Die the peace that rules the hour, Gnawers have their key to power

Here began countless days of hunting and snaring, fishing and gathering, roaming together through the woods, unloading our thoughts while we filled our game bags. This was the doorway to both sustenance and sanity. And we were each other's key.

All of the creatures were staring fixedly at Boots. She was standing on the back of her loyal cockroach friend, Temp, smack in the middle of the octagon, singing "The Itsy-Bisty Spider" at the top of her lungs. The green spider, to whom the song principially was directed, seemed to be cringing. Boots was somewhat off-key, but Gregor was pretty sure it was the loudness that was making the arachnid hunch down and contract. "She has been going on like this for hours," whispered Nerissa. "Days more like it," said Ripred in disgust. "Next I will sing one for you!" announced Boots, pointing at the bat, who actually flinched.

Our rocky ledge overlooking the valley. Perhaps a little less green than usual, but the blackberry bushes hang heavy with fruit. Here began countless days of hunting and snaring, fishing and gathering, roaming together through the woods, unloading our thoughts while we filled our game bags. This was the doorway to both sustenance and sanity. And we were each other's key.

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. Indeed,

Think of the transformation as a process of buildup followed by breakthrough, broken into three broad stages: disciplined people, disciplined thought, and disciplined action. Within each of these three stages, there are two key concepts, shown in the framework and described below. Wrapping around this entire framework is a concept we came to call the flywheel, which captures the gestalt of the entire process of going from good to great.

One key reason that standpoints of oppressed groups are suppressed is that self-defined standpoints can stimulate resistance.

Jim Collins explores what went wrong in companies that were once darlings of Wall Street but later collapsed.3 He finds that for many, falling into “the undisciplined pursuit of more” was a key reason for failure.

Here are a few key guidelines to consider: Spend less than you earn—invest the surplus—avoid debt. Do simply this and you’ll wind up rich. Not just in money. Carrying debt is as appealing as being covered with leeches and has much the same effect. Take out your sharpest knife and start scraping the little bloodsuckers off. If your lifestyle matches—or god forbid exceeds—your income, you are no more than a gilded slave. Avoid fiscally irresponsible people. Never marry one or otherwise give him or her access to your money. Avoid investment advisors. Too many have only their own interests at heart. By the time you know enough to pick a good one, you know enough to handle your finances yourself. It’s your money and no one will care for it better than you. You own the things you own and they in turn own you. Money can buy many things, but nothing more valuable than your freedom. Life choices are not always about the money, but you should always be clear about the financial impact of the choices you make.

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. Indeed,

A key psychology for leading from good to great is the Stockdale Paradox: Retain absolute faith that you can and will prevail in the end, regardless of the difficulties, AND at the same time confront the most brutal facts of your current reality, whatever they might be. UNEXPECTED

It seems like I've only shut my eyes for a few minutes, but when I open them, I flinch at the sight of Haymitch sitting a couple of feet from my bed. Waiting. Possibly for several hours if the clck is right. I think about hollering for a witness, but I'm going to have to face him sooner or later. Haymitch leans forward and dangles something on a thin white wire in front of my nose. It's hard to focus on, but I'm pretty sur what it is. He drops it in to the sheets. "That is your earpiece. I will give you exactly one more chance to wear it. If you remove it from your ear again, I'll have you fitted with this." He holds up some sort of metal headgear that I instantly name the head shackle. "It's alternative audio unit that locks around your skull and under your chin until it's opened with a key. And I'll have the only key. If for some reason you're clever enough to disable it" ---- Haymitch dumps the head shackle on the bed and whips out a tiny silver chip--- "I'll authorize them to surgically implant this transmitter into your ear so that I may speak to you twenty-four hours a day." Haymitch in my head full-time. Horrifying. "I'll keep the earpiece in," I mutter "Excuse me?" He says "I'll keep the earpiece in!" I say loud enough to wake half the hospital. "You sure? Because I'm equally happy with any of the three options," he tells me "I'm sure," I say. I scrunch up the earpiece protectivley in my fist and fling the head shakle back in his face with my free hand, but he catches it easily. Probably was expecting me to throw it. "Anything else?" Haymitch rises to go. "While I was waiting. . . I ate your lunch." My eyes take in the empty stew bowl and tray on my bed table. "I'm going to report you," I mumble into my pillow. "You do that sweetheart." He goes out, safe in the knowledge that I'm not the reporting kind.

opened with a key. And I’ll have the only key. If for some reason you’re clever enough to disable it”— Haymitch dumps

makes me nervous on about five different levels. “Oh, no. He frosted under heavy guard. He’s still under lock and key. But I’ve talked to him,” Haymitch says. “Face-to-face?

When you look out in space, you’re looking back into time. The farther across space you look, the further back in time you see. This means the telescopes and instruments we use to study the cosmos are really time machines.

I can’t stop the redness that floods my cheeks. It’s stupid, of course. Hardly anybody knows me better than Hazelle. Knows the bond I share with Gale. I’m sure plenty of people assumed that we’d eventually get married even if I never gave it any thought. But that was before the Games. Before my fellow tribute, Peeta Mellark, announced he was madly in love with me. Our romance became a key strategy for our survival in the arena. Only it wasn’t just a strategy for Peeta. I’m not sure what it was for me. But I know now it was nothing but painful for Gale. My chest tightens as I think about how, on the Victory Tour, Peeta and I will have to present ourselves as lovers again.

I hope Mr. Hartright will pay me no compliments,' said Miss Fairlie, as we all left the summer-house. 'May I venture to inquire why you express that hope?' I asked. 'Because I shall believe all that you say to me,' she answered, simply. In those few words she unconsciously gave me the key to her whole character; to that generous trust in others which, in her nature, grew innocently out of the sense of her own truth. I only knew it intuitively then. I know it by experience now.

For more fortunate readers, it reminded them that “the action of the clytoris in women is like that of a penis to man,” and the key to “brifk and vigorous” enjoyments—especially with “cares and thoughts of business drowned in a glafs of rofy wine.

The light from the next closest star, called Proxima Centauri, shows us how it looked just over four years ago. The light from a galaxy that lies 65 million light-years away left that galaxy when the dinosaurs were facing extinction. The most distant objects and events existed when the universe itself was only a few hundred thousand years old. Astronomers see them as they were more than 13 billion years ago. When you look out in space, you’re looking back into time.

The charged particles energize molecules of gas in our upper atmosphere, called the ionosphere. This causes them to glow. That glow is called the aurora. If it appears over the north pole, it’s called the aurora borealis; over the south pole it is called the aurora australis. Most of the time it glows white or green. However, if the solar storm is fairly energetic, more and different gases are energized and we can see reds and purples in spectacular auroral displays.

David Maxwell, like Darwin Smith and Colman Mockler, exemplified a key trait of Level 5 leaders: ambition first and foremost for the company and concern for its success rather than for one’s own riches and personal renown. Level 5 leaders want to see the company even more successful in the next generation, comfortable with the idea that most people won’t even know that the roots of that success trace back to their efforts. As one Level 5 leader said, “I want to look out from my porch at one of the great companies in the world someday and be able to say, ‘I used to work there.

When he interviewed Stockdale, Collins asked him, “Who didn’t make it out?” Stockdale replied, “Oh, that’s easy. The optimists.” Stockdale explained that the optimists would believe they’d be out by Christmas, and Christmas would come and go. Then they would believe they’d be out by Easter, and that date would come and go. And the years would tick by like that. He explained to Collins, “They died of a broken heart.” Stockdale told Collins, “This is a very important lesson. You must never confuse faith that you will prevail in the end—which you can never afford to lose—with the discipline to confront the most brutal facts of your current reality, whatever they might be.” We named this third key learning gritty faith and gritty facts, and today we all work to take responsibility for both dreaming and reality-checking those dreams with facts. When stress is high, we can still find ourselves slipping into some of these patterns, especially failing to communicate all of these pieces and to maintain connective tissue. What’s powerful about doing this work is that we now recognize it very quickly and we can name it. Once that happens, we know what rumble needs to happen and why. At the end of the meeting, I apologized for offloading my emotions on them. And, of equal importance, I made a commitment to make good on that apology by

Central Park It’s hard to describe how that day in the park was altered when I stopped to read an official sign I came across near the great carousel, my lips moving silently like the lips of Saint Ambrose. As the carousel turned in the background, all pinions and mirrors and the heads of horses rising to the steam-blown notes of a calliope, I was learning how the huge thing was first designed to be powered by a blind mule, as it turned out, strapped to the oar of a wheel in an earthen room directly below the merry turning of the carousel. The sky did not darken with this news nor did a general silence fall on the strollers or the ball players on the green fields. No one even paused to look my way, though I must have looked terrible as I stood there filling with sympathy not so much for the harnessed beast tediously making its rounds, but instead for the blind mule within me always circling in the dark— the mule who makes me turn when my name is called or causes me to nod with a wooden gaze or sit doing nothing on a bench in the shape of a swan. Somewhere, there must still be a door to that underground room, the lock rusted shut, the iron key misplaced, last year’s leaves piled up against the sill, and inside, a trace of straw on the floor, a whiff of manure, and maybe a forgotten bit or a bridle hanging from a hook in the dark. Poor blind beast, I sang softly as I left the park, poor blind me, poor blind earth turning blindly on its side.

Characteristics of the Council 1. The council exists as a device to gain understanding about important issues facing the organization. 2. The Council is assembled and used by the leading executive and usually consists of five to twelve people. 3. Each Council member has the ability to argue and debate in search of understanding, not from the egoistic need to win a point or protect a parochial interest. 4. Each Council member retains the respect of every other Council member, without exception. 5. Council members come from a range of perspectives, but each member has deep knowledge about some aspect of the organization and/or the environment in which it operates. 6. The Council includes key members of the management team but is not limited to members of the management team, nor is every executive automatically a member. 7. The Council is a standing body, not an ad hoc committee assembled for a specific project. 8. The Council meets periodically, as much as once a week or as infrequently as once per quarter. 9. The Council does not seek consensus, recognizing that consensus decisions are often at odds with intelligent decisions. The responsibility for the final decision remains with the leading executive. 10. The Council is an informal body, not listed on any formal organization chart or in any formal documents. 11. The Council can have a range of possible names, usually quite innocuous. In the good-to-great companies, they had benign names like Long-Range Profit Improvement Committee, Corporate Products Committee, Strategic Thinking Group, and Executive Council.

The second point is that, in the key industries we have studied, the state failed as an economic developer. It failed first as a subsidizer of industrial growth. Vanderbilt showed this in his triumph over the Edward Collins' fleet and the Pacific Mail Steamship Company in the 1850s. James J. Hill showed this forty years later when his privately built Great Northern outdistanced the subsidized Northern Pacific and Union Pacific. The state next failed in the role of an entrepreneur when it tried to build and operate an armor plant in competition with Charles Schwab and Bethlehem Steel. The state also seems to have failed as an active regulator of trade. The evidence in this study is far from conclusive; but we can see problems with the Interstate Commerce Commission and the Sherman Anti-trust Act, both of which were used against the efficient Hill and Rockefeller.

Haymitch leans forward and dangles something on a thin white wire in front of my nose. It’s hard to focus on, but I’m pretty sure what it is. He drops it to the sheets. “That is your earpiece. I will give you exactly one more chance to wear it. If you remove it from your ear again, I’ll have you fitted with this.” He holds up some sort of metal headgear that I instantly name the head shackle. “It’s an alternative audio unit that locks around your skull and under your chin until it’s opened with a key. And I’ll have the only key. If for some reason you’re clever enough to disable it”— Haymitch dumps the head shackle on the bed and whips out a tiny silver chip —“I’ll authorize them to surgically implant this transmitter into your ear so that I may speak to you twenty-four hours a day.” Haymitch in my head full-time. Horrifying. “I’ll keep the earpiece in,” I mutter. “Excuse me?” he says. “I’ll keep the earpiece in!” I say, loud enough to wake up half the hospital. “You sure? Because I’m equally happy with any of the three options,” he tells me. “I’m sure,” I say. I scrunch up the earpiece wire protectively in my fist and fling the head shackle back in his face with my free hand, but he catches it easily. Probably was expecting me to throw it. “Anything else?” Haymitch rises to go. “While I was waiting . . . I ate your lunch.” My eyes take in the empty stew bowl and tray on my bed table. “I’m going to report you,” I mumble into my pillow. “You do that, sweetheart.” He goes out, safe in the knowledge that I’m not the reporting kind.

All apostolic ministry in some sense involves this return to the founding message as well as purpose. The missional task that follows is to reinterpret it radically into various contexts. To use the words of leadership gurus Jim Collins and Jerry Porras, the key to dynamic entrepreneurialism is to “preserve the core and stimulate progress.”15 Thus, there is both a continuity and a discontinuity in the revitalization process, involving both a conservative dimension and a radical one. Radical traditionalism involves a rediscovery of the founder’s vision, but it must be matched with spectacular innovations that are as yet undreamed of.16 As such, it is the apostolic intrapreneur’s (the Petrine apostle) basic method of renewal.

We all know now that the 747 became the flagship jumbo jet of the airline industry, but the decision looks much different from the perspective of the late 1960s. Yet—and this is the key point—Boeing was willing to make the bold move in the face of the risks. As in Boeing’s case, the risks do not always come without pain.

As the adage goes, “good” can be an enemy of “great”: it can stop us from striving for more. It keeps us satisfied and content with something that is above average but not outstanding. In

Technology and technology-driven change has virtually nothing to do with igniting a transformation from good to great

She honestly believed they’d meet in the afterlife, that he’d walk up to her in heaven or purgatory or some damn place and demand his golf clubs, a Tom Collins, and the car keys.

Being willing and able to adapt quickly to changes has been proven many times to be a key quality in success. Willing Change

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.

What makes for a key seat? Any seat meeting any one of the following three conditions qualifies as key: The person in that seat has the power to make significant people decisions. Failure in the seat could expose the entire enterprise to significant risk or potential catastrophe. Success in the seat would have a significantly outsized impact on the company’s success.

Two key questions can help. First, if it were a hiring decision (rather than a “should this person get off the bus?” decision), would you hire the person again? Second, if the person came to tell you that he or she is leaving to pursue an exciting new opportunity, would you feel terribly disappointed or secretly relieved?

Spending time and energy trying to “motivate” people is a waste of effort. The real question is not, “How do we motivate our people?” If you have the right people, they will be self-motivated. The key is to not de-motivate them. One of the primary ways to de-motivate people is to ignore the brutal facts of reality.

• The key point of this chapter is not just the idea of getting the right people on the team. The key point is that “who” questions come before “what” decisions—before vision, before strategy, before organization structure, before tactics. First who, then what—as a rigorous discipline, consistently applied.

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

First, at the top levels of your organization, you absolutely must have the discipline not to hire until you find the right people. The single most harmful step you can take in a journey from good to great is to put the wrong people in key positions. Second, widen your definition of “right people” to focus more on the character attributes of the person and less on specialized knowledge. People can learn skills and acquire knowledge, but

Stockdale told Collins, “This is a very important lesson. You must never confuse faith that you will prevail in the end—which you can never afford to lose—with the discipline to confront the most brutal facts of your current reality, whatever they might be.” We named this third key learning gritty faith and gritty facts, and today we all work to take responsibility for both dreaming and reality-checking those dreams with facts.

Galaxies are huge collections of stars, gas, dust, and dark matter all bound together by gravity.

But if we are to speak of the Bible at all, it is important to respect its integrity and not reduce it to instrumental use in the service of either traditional dogma or modern ideology.

The most effective investment strategy is a highly undiversified portfolio when you are right. As facetious as that sounds, that’s essentially the approach the good-to-great companies took. “Being right” means getting the Hedgehog Concept; “highly undiversified” means investing fully in those things that fit squarely within the three circles and getting rid of everything else. Of course, the key here is the little caveat, “When you are right.” But how do you know when you’re right? In studying the companies, we learned that “being right” just isn’t that hard if you have all the pieces in place.

The master stroke for this campaign was a concerted effort to rebrand the debate as one about the “death tax.” Frank Luntz, a political operative on the repeal payroll, later revealed that this rebranding “kindled voter resentment in a way that ‘inheritance tax’ and ‘estate tax’ [did] not.” To control the ownership narrative, the repeal campaign relied on personal stories that activated people’s fears. That’s why Thigpen was not alone testifying on the panel. With him were Bill McNutt, owner of Collin Street Bakery in Corsicana, Texas; Jim Turner, a rancher in Florida; and Robert Lange, a farmer from Malvern, Pennsylvania. Each expressed concern that their family businesses would need to be sold to pay estate taxes. The key for pro-repeal lobbyists was that nearly 40 percent of Americans mistakenly believed they were in the top 1 percent, or soon would be, and thus were potentially subject to the tax. Thanks to the lobbying campaign, Thigpen’s story went viral. Luntz and his hired associates transformed a tax that affected fewer than two out of every hundred Americans into a seemingly populist cause. As one commentator notes, “Thigpen’s story was repeated over and over again, and its racial undertones implied that the tax disproportionately impacts Black families. The only problem? It was a complete lie.

The next day, Trump toured Fauci’s lab, the NIH Vaccine Research Center, as part of the White House effort to showcase the president’s determination to speed up the creation of a vaccine. Fauci again reminded Trump that getting a vaccine in a year was wildly optimistic. At the end of the tour, Fauci and Azar drove with the president across Wisconsin Avenue from the NIH campus to the helipad at Walter Reed National Military Medical Center, where Marine One awaited to fly Trump back to the White House. “So how’s Francis Collins doing?” the president asked Azar, referring to the NIH director they had just said goodbye to. “He’s really helped us on the fetal tissue ban,” Azar said. He referred to Trump’s 2019 decision to dramatically cut government funding at NIH and elsewhere for medical research that relied on tissues of aborted fetuses. This was a move to please antiabortion conservatives, a key part of the president’s political base. Collins didn’t agree with the policy, Azar told Trump, but was “being very professional in implementing it.” Azar was surprised when Trump asked, “Is that fetal tissue issue going to slow down the vaccine and therapies?” When he learned the answer was yes, the president said he wanted them to reverse the ban, but that never happened.

Good is the enemy of great. And that is one of the key reasons why we have so little that becomes great. —Jim Collins, Good to Great

but she had wished for a different outcome so many times she’d almost rewritten the truth in her mind.

There are four key principles to keep in mind when setting company strategy. The strategy must descend directly from your vision. Remember, it’s impossible to set strategy unless you have a crystal clear idea of what you’re trying to do in the first place. Vision first, then strategy! The strategy must leverage off the strengths and unique capabilities of your company. Do what you’re good at. The strategy must be realistic. It must therefore take into account internal constraints and external factors. Confront reality, even if reality is unpleasant. Strategy should be set with the participation of those who are going to be on the line to make it happen.

Our research supported what we came to call “Packard’s Law” (named in admiration after HP’s co-founder): No company can consistently grow faster than its ability to get enough of the right people and still become a great company. If a company consistently grows faster than its ability to get enough of the right people, it will not simply stagnate, it will fall. The number one metric to track isn’t revenue or profit or return on capital or cash flow; the number one metric is the percentage of key seats on the bus that are filled with right people for those seats. Everything depends on having the right people.

In our research for Great by Choice, Morten Hansen and I systematically analyzed why some start-ups become the 10x winners in highly turbulent, chaotic, and disruptive industries, and why others don’t. One of our key findings is that the winners exercise prodigious amounts of productive paranoia. Our research showed that they carried a much higher cash-to-assets ratio than less successful companies as a disciplined habit from early in their development. (Think of a conservative balance sheet as one element of the twenty-five squadrons.)

In our research for Great by Choice, Morten Hansen and I systematically analyzed why some start-ups become the 10x winners in highly turbulent, chaotic, and disruptive industries, and why others don’t. One of our key findings is that the winners exercise prodigious amounts of productive paranoia. Our research showed that they carried a much higher cash-to-assets ratio than less successful companies as a disciplined habit from early in their development. (Think of a conservative balance sheet as one element of the twenty-five squadrons.) They worried obsessively about unexpected events that could destroy them, and they built buffers so they could survive external shocks. They also shunned uncalibrated risks that could leave them exposed to calamity.

Kenneth Atchity, president of Atchity Entertainment International, observed that there is a vital difference between managing time and managing work: work is infinite; time is finite. Work expands to fill whatever time is allotted to it. To be productive, therefore, you must manage your time, not your work. The key question to ask yourself is not “What am I going to do?” but “How am I going to spend my time?

In the early phases of an organization, a company’s vision comes directly from its early leaders; it is very much their personal vision. To become great, however, a company must progress past excessive dependence on one or a few key individuals. The vision must become shared as a community, and become identified primarily with the organization, rather than with certain individuals running the organization. The vision must actually transcend the founders.

To be effective, a vision must fulfill two key criteria: it must be clear (well understood) and shared by all the key people in the organization.

High Key Stupid, Low Key Genius

There are many reasons people suffer from depression and anxiety. One of them is a lack of organization and simplicity in life. A key way of demonstrating this deficiency is the arrangement of your home. Your lack of productivity and heightened stress can be triggered because of the negative vibe of your home.

My computer had been equipped with a slightly different program which M.I.T. called Colossus IIA; it was aptly named. I felt flea-sized in its presence, and punched the computer keys with a good deal of reverence, as I availed myself of the services of this giant. That is, until it and I started to disagree and it refused to give me the answers I sought. Then I lost my temper. Flash an “operator error” light at me, will you, you stupid goddamned computer, and I would sputter and stammer until the soothing voice of Tom Wilson14 or one of the other instructors came over the earphones and unctuously explained how I had offended their precocious brat.

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The fear of the Lord is the beginning of wisdom, and I want to release daily wisdom that will make you successful. I want to heal you and bring you to a place where you can live to enjoy the blessings from Me. Heaven is a treasure box of blessings, and I want to give you the keys.

Too soon the cab was drawing up outside her parents' house. She paid the driver and let herself in quietly with her own key. Before stepping into the sitting room, she stood in the hallway for a moment like a diver slowly surfacing, carefully acclimatizing herself to a different atmospheric pressure.

That night, I went to the dance at McLaurrin. It was pretty amazing. The girls put their hands on our shoulders, and we put our hands on their hips, and we rocked slowly to Phil Collins's 'A Groovy Kind of Love,' each couple like a pair of metronomes with giant baby heads.

I tried to explain [to my parents] that HarperCollins was the publisher of Uncle Tom's Cabin, the most popular book of the nineteenth century, a book that started a war, according to President Lincoln. Would my book start a war? Fingers crossed!

No company, no matter how great, is immune to the potential doom loop of misaligned incentives and the wrong people in key seats on the bus. The doom loop begins when you get some of the wrong people on the bus who behave contrary to your company’s core values and degrade the culture. Some of these people then become powerful enough to install incentives that are misaligned with the core values. This reinforces the behavior of the wrong people and drives away the right people. The culture becomes increasingly dominated by the wrong people and increasingly inhospitable to the right people. More of the right people get off the bus, and the proportion of wrong people increases to a critical mass. And then one day, you wake up to the horrifying realization that the culture you’ve carefully cultivated has been destroyed.

But such compensation mechanisms work only so long as they align with a company’s values and help accomplish the fundamental function of compensation. And what is that fundamental function? In building a truly great organization, the primary purpose of a compensation system, however structured, is to make sure that you’re able to attract and retain the right people—self-motivated and self-disciplined people who embrace your core values—not to try to “motivate” the wrong people. It all goes back to the “first who” principle: get the right people on the bus, the wrong people off the bus, and the right people in the key seats.

Creating alignment, which is a key part of our ongoing work to help companies transform themselves into visionary companies, requires two key processes: 1) developing new alignments to preserve the core and stimulate progress, and 2) eliminating misalignments—those that drive the company away from the core ideology and those that impede progress toward the envisioned future.

The “Moon” your eyes see is 1.28 seconds old. The Sun is 8.3 light-minutes away—you see the Sun as it was 8.3 minutes ago.

Jim Collins describes his own version of Virtuoso leadership in what he calls the Level 5 leader, someone who “builds enduring greatness through a paradoxical blend of personal humility and professional will.”2 Collins tells us that, while he believes many individuals with the potential to be Level 5 leaders exist in our world, they’re difficult to spot because their humility prevents them from taking credit for the positive results of their superb leadership. He says, “Our research exposed Level 5 as a key component inside the black box of what it takes to shift a company from good to great.