Quotessence
Home / Quotes / Quote by James C. Collins

Quote by James C. Collins

“If I were running a company today, I would have one priority above all others: to acquire as many of the best people as I could. I'd put off everything else to fill my bus. Because things are going to come back. My flywheel is going to start to turn. And the single biggest constraint on the success of my organization is the ability to get and to hang on to enough of the right people.”

Quote by James C. Collins

Author

James C. Collins
James C. Collins

James C. Collins was an American author known for his works in the fields of business management and organizational leadership. His writings delve into the key factors of corporate success and how individuals and teams can achieve excellence. more

You May Also Like

“Our attitude has always been that if you hire good people and provide good wages and good jobs and more than that - if you provide careers - that good things will happen to your company. I think we can say that that has been proved by the quality of people that we have and how they have built our organization.”

“Everyone must concede that there is in existence something wiser than himself. Now there is a challenge, there is a challenge which few even investigate. We're going to do that now. Let's see what we're talking about. All troubled people, which is all people, must if they are going to be delivered from themselves, must make the concession that there is a force, an entity, a power that is higher than their own present nature.”

“People are not "things" to be manipulated, labeled, boxed, bought, and sold. Above all else, they are not "human resources." They are entire human beings, containing the whole of the evolving universe, limitless until we start limiting them. We must examine the concept of leading and following with new eyes. We must examine the concept of superior and subordinate with increasing skepticism. We must examine the concept of management and labor with new beliefs. And we must examine the nature of organizations that demand such distinctions with an entirely different consciousness.”

“Many companies operate from more of a command-and-control environment - they decide what's going to happen at headquarters and have the organization execute. That doesn't work here because it's the community of users who really have control. So we enable, not direct. We think of our customers as people, not wallets. And that has implications for how we run the company. We partner with our customers and let them take the company where they think it's best utilized.”