The challenge is not just to build a company that can endure; but to build one that is worthy of enduring.

If I'm going really, really fast, I can do a page of finished text a day, on average.

You must ask, "What do we mean by great results?" Your goals don't have to be quantifiable, but they do have to be describable. Some leaders try to insist, "The only acceptable goals are measurable," but that's actually an undisciplined statement. Lots of goals-beauty, quality, life change, love-are worthy but not quantifiable. But you do have to be able to tell if you're making progress.

A visionary company doesn't simply balance between idealism and profitability: it seeks to be highly idealistic and highly profitable.

Don't take care of your career. Take care of your people. They will take care of your career.

Indeed, the real question is not, "Why greatness?" but "What work makes you feel compelled to try to create greatness?" if you have to ask the question, "Why should we try to make it great? Isn't success enough?" then you're probably int he wrong line of work.

Get keep right people.