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

Good is the enemy of great. And that's one of the key reasons why we have so little that becomes great.

Some managers are uncomfotable with expressing emotion about their dreams, but it's the passion and emotion that will attract and motivate others.

No matter what. Wherever your mind wanders, it seems to turn up at the same Field of Dreams. It's the vision you wake up with in the morning, and it's the last thing you picture before you fall asleep. Everytime you think of it, the idea in your head seems to get more vivid, filled in with more detail: You not only want to win a gold medal at the Olympics, you not only can see yourself standing there on the podium, but you can also feel the goose bumps as your national anthem is played; the tears are in your eyes. (That's how real a dream can be and should be)

If you have a charismatic cause you don't need to be a charismatic leader.

It may seem odd to talk about something as soft and fuzzy as "passion" as an integral part of a strategic framework. But throughout the good-to-great companies, passion became a key part of the Hedgehog Concept.

Leaders who led their organizations quietly and humbly, were much more effective than flashy, charismatic high profile leaders.