In the successful organization, no detail is too small to escape close attention.
I think, as an owner, you really want to do the team right, the fans right, and the community right and build a winning organization.
Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence.
I really believe that the single hardest thing in business is building a company that does repeatable innovation... and just has this ongoing culture of excellence as it grows.
Nobody wants to be in a mediocre organization. You don't have the same energy flowing through.
The organizations that will truly excel in the future will be the organizations that discover how to tap people's commitment and capacity to learn at all levels in an organization.
Our leadership [in Microsoft ] has that - "hey, we are the best in certain ways," and so we get the best people. That any kind of positive dynamic is quite good, so I love what's going on there, it's fun.
If we [Microsoft Corporation] weren't still hiring great people and pushing ahead at full speed, it would be easy to fall behind and become a mediocre company. Fear should guide you, but it should be latent. I have some latent fear. I consider failure on a regular basis.
The Heat run a first-class organization. They have one of the best organizations in all of sports.
Work without joy is drudgery. Drudgery does not produce champions, nor does it produce great organizations.
You can create value with breakthrough innovation, incremental refinement, or complex coordination. Great companies often do two of these. The very best companies do all three.
Great companies in the way they work, start with great leaders.
The only reason to be in business is to be great.
The Spurs, obviously - you look at an organization like that and say that's what you want to be consistent, because they've become consistent. That's what you start striving for night in and night out.
Those who turn good organizations into great organizations are motivated by a deep creative urge and an inner compulsion for sheer unadulterated excellence for its own sake.
If becoming a high performing organization is the destination, leadership is the engine.
Training programs shouldn't be designed to deliver competence; they must be dedicated to producing excellence. Serious organizations don't aspire to be comfortably above average.
The Malcolm Baldrige National Quality Award, which highlights customer satisfaction, workforce empowerment, and increased productivity, has come to symbolize America's commitment to excellence.
