Quotes About Vision

first who... then what" start-up.

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.

Level 5 leaders confront the brutal facts before they set vision and strategy, and they create a climate where the truth is heard. Failure to confront the brutal facts is a precursor to catastrophic decline, always.

vision is composed of three basic parts: core values and beliefs, purpose, and mission.

Yes, leadership is about vision. But leadership is equally about creating a climate where the truth is heard and the brutal facts confronted. There's a huge difference between the opportunity to "have your say" and the opportunity to be heard. The good-to-great leaders understood this distinction, creating a culture wherein people had a tremendous opportunity to be heard and, ultimately, for the truth to be heard.

The function of leadership—the number one responsibility of a leader—is to catalyze a clear and shared vision for the company and to secure commitment to and vigorous pursuit of that vision. As we discussed earlier, this is a universal requirement of leadership, and no matter what your style, you must perform this function.

Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company. It's not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious—but their ambition is first and foremost for the institution, not themselves.

Having a great idea or being a charismatic visionary leader is "time telling"; building a company that can prosper far beyond the presence of any single leader and through multiple product life cycles is "clock building.

The task before you is not to be a single charismatic individual with vision. The task is to build an organization with vision. Individuals die; great companies can live for centuries.

First Who . . . Then What. We expected that good-to-great leaders would begin by setting a new vision and strategy. We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats—and then they figured out where to drive it. The old adage "People are your most important asset" turns out to be wrong. People are not your most important asset. The right people are.

Miller's comment leads to a very important point: Strategy is impossible without first setting a vision.

Most companies (we believe that most organizations do indeed lack clarity of vision) let crises, firefights, and tactical decisions drive the company. We refer to this as "tactics-driving strategy." Vision should drive strategy and strategy, in turn, should drive tactics, not the other way around.

The executives who ignited the transformations from good to great did not first figure out where to drive the bus and then get people to take it there. No, they first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it.

In Chapter 8, "Innovation," we stress the importance of decentralization and autonomy. The problem, of course, is how to unleash individual creativity and, at the same time, move in a unified direction. Vision is the link. If all people in the company have a guiding star on which to sight (a common vision), they can be dispersed in hundreds of independent little boats, rowing in the same direction.

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.

Patience is important for a man, vital for a leader

Success was never accidental, he would say; it was always the result of a vision and hard work. Dad

IN THE MIND'S EYE, a fractal is a way of seeing infinity.

Uncertainty is not an indication of poor leadership; it underscores the need for leadership.

There's definitely a Leos Carax universe that he has created in his films; we've done something similar with our music and lyrics. He's a pretty uncompromising filmmaker and we feel the same way.

A film maker is a very intelligent man. Do not underestimate him.

There is always an underlying spirit of invention at Nike - we love to create something that has never before existed. And not just new for the sake of new - it has to be better.

By ignoring tomorrow, we undermine today.

Film directing is really undermined if you attempt to do it by committee because there has to be a single vision as to how to tell a story. It's like if you were at a campfire, and everyone is taking turns to give one sentence in telling a horror story. It would be a mess - it's not going to make sense.