What makes greatness? Ah, but what kills it?

| May 10, 2012

The world’s leading CEO’s have endless theories, opinions, examples and ideas on what led to their greatness. A few of our favorites include:

Richard Branson (c/o Wikipedia)

Richard Branson, Virgin: He relies on his ability to get the best from individuals by creating challenging environments—“Virgin staff are not mere hired hands. They are not managerial pawns in some gigantic chess game. They are entrepreneurs in their own right.” *

Bill Gates, Microsoft founder: “It’s staying focused and prioritizing” while leveraging technology to stay organized. “Paper isn’t a big part of my life.” **

Andy Grove, Intel: “It’s touching people’s brains as well as their hearts, the source of their innate drive—and to do this You must distill complex thoughts into phrases that cross great distances and mean the same thing to people with varied experiences. Think Churchill, Roosevelt, Kennedy.” **

Michael Dell, Dell Computers: “Why have I survived all these years? One, I’m having fun. Two, I think I’ve always approached my job by asking what the company needs to be successful…. And that means I have to change.” **

Above are all good thoughts for achieving greatness. However, do be aware of the following concepts that could hinder your journey to success. [From a Forbes’s article: “The Six Enemies of Greatness (and Happiness)”]

  • Availability
  • Ignorance
  • Committees
  • Comfort
  • Momentum
  • Passivity

Read on here to be a visionary and dreamer rather than a pencil pusher weeping in regrets.

From: “Business the Richard Branson Way.” By Des Dearlove.
From: “Secrets of Greatness” by the editors of FORTUNE.

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Category: Entrepreneur, Leadership, Operational Excellence, Organizational Structure & Design, Strategy

About Jacqui Buchanan: View author profile.

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