Quotes About Strategy

Just being an entrepreneur, without having multiple sources of income, without first taking care of the risks, is suicide. G)

Next time you are in a negotiation, don't forget to relax your face.

In chess there's a saying: "Only the good players are lucky.

There were plenty of other times when I was working too hard, dealing with people I didn't like, getting my creativity crushed over and over, and so on. When you are in those situations, you need to plot out your exit strategy.

If one side says, "We can only go as low as $36,000 on this car," you can say, "I can't go higher than $30,000. How am I supposed to come up with the $36,000?" And just see what they say. Ask "open-ended questions" starting with "how" or "what." Ask a lot of them. Be prepared in advance with your "how" questions.

If too many things have to happen in order to bring about the situation you want, then back out of it and try again later.

Nobody wants to feel powerless. If the negotiation is not going your way you can say to them, 'Sounds like there's nothing you can do.' "This will make them feel powerless. They will say 'no' to that and now they will try to do something for you to prove they are not powerless.

So, if a company is buying lots of smaller companies, they need a vision that explains why bigger is better.

Always make sure your list is bigger than theirs so you can give up the nickels in exchange for the dimes.

Just being an entrepreneur, without having multiple sources of income, without first taking care of the risks, is suicide.

The entire workforce can be divided into the people who have an evil plan and the people who don't and that division, I suspect, is very similar to the rich employee mindset, versus the poor employee mindset.

Our people have functioned in this country for nearly a century as political weapons, the trump card up the enemies' sleeve; anything promised Negroes at election time is also a threat leveled at the opposition; in the struggle for mastery the Negro is the pawn.

while you can buy your way to growth, you absolutely cannot buy your way to greatness.

The good-to-great companies made a habit of putting their best people on their best opportunities, not their biggest problems. The comparison companies had a penchant for doing just the opposite, failing to grasp the fact that managing your problems can only make you good, whereas building your opportunities is the only way to become great. There is an important

Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people. The management team

You absolutely cannot make a series of good decisions without first confronting the brutal facts. The good-to-great companies operated

innovation without discipline leads to disaster.

You absolutely cannot make a series of good decisions without first confronting the brutal facts. The good-to-great companies operated in accordance with this principle, and the comparison companies generally did not.

Larger-than-life, celebrity leaders who ride in from the outside are negatively correlated with taking a company from good to great. Ten of eleven good-to-great CEOs came from inside the company, whereas the comparison companies tried outside CEOs six times more often.

The good-to-great companies displayed two distinctive forms of disciplined thought. The first, and the topic of this chapter, is that they infused the entire process with the brutal facts of reality. (The second, which we will discuss in the next chapter, is that they developed a simple, yet deeply insightful, frame of reference for all decisions.) When

The idea that leading in a "fast world" always requires "fast decisions" and "fast action"—and that we should embrace an overall ethos of "Fast! Fast! Fast!"—is a good way to get killed. 10X leaders figure out when to go fast, and when not to.

Hewlett Packard Chairman Built Company by Design, Calculator by Chance.

accomplish the organization's mission.

This rare ability to manage continuity and change—requiring a consciously practiced discipline—is closely linked to the ability to develop a vision.