Great by Choice Quotes

“We don’t choose study questions. They choose us. Sometimes one of the questions just grabs us around the throat and growls, “I'm not going to release my grip and let you breathe until you answer me!””

Describing how the research question emerged from personal angst.

Vivid metaphor conveys the passionate, almost obsessive drive behind genuine inquiry.

“They don’t merely react; they create. They don’t merely survive; they prevail. They don’t merely succeed; they thrive.”

Describing the performance of 10X companies.

Rhythmic, escalating progression powerfully contrasts mere survival with exceptional achievement.

“You prepare with intensity, all the time, so that when conditions turn against you, you can draw from a deep reservoir of strength.”

The author describes Roald Amundsen's philosophy of relentless preparation.

This line distills the essence of fanatic discipline into a memorable, actionable principle that resonates with anyone facing uncertainty.

“Discipline, in essence, is consistency of action—consistency with values, consistency with long-term goals, consistency with performance standards, consistency of method, consistency over time.”

The author defines what discipline truly means for 10X leaders.

It provides a clear, multi-dimensional definition of discipline that goes beyond mere rule-following, making it a powerful guide for leaders.

“In an uncertain and unforgiving environment, following the madness of crowds is a good way to get killed.”

The author explains why 10Xers reject herd behavior.

It's a stark, memorable warning that resonates in both business and life, urging independent thinking over blind conformity.

“John Brown doesn’t want to hear excuses. Markets bad? Currency exchange rates are hurting results? Doesn't matter.”

Described as the attitude of John Brown, CEO of Stryker, from Investor's Business Daily.

It exemplifies the relentless accountability and refusal to accept external excuses that defines the 20 Mile March discipline.

“There is no excuse, not regulatory problems, not competitive difficulties, not natural disaster, for failing to do so.”

Peter Lewis, CEO of Progressive Insurance, in 1972, articulating the company's commitment to a profitable combined ratio.

It underscores the uncompromising standard that 10X companies hold themselves to, regardless of circumstances.

“The 20 Mile March imposes order amidst disorder, consistency amidst swirling inconsistency.”

The author's summary of the principle's effect.

It is a memorable and concise encapsulation of how disciplined consistency creates stability in chaos.

“Pioneering innovation is good for society but statistically lethal for the individual pioneer!”

From the research findings of Tellis and Golder, cited in the chapter.

This line is startling and memorable, upending the common belief that being first to market is the key to success.

“What people don’t understand is that Herb has the crazy creativity of the Irishman and the relentless discipline of the Prussian. You just don't get that combination very often.”

A longtime friend of Herb Kelleher of Southwest Airlines describing his character.

It vividly captures the essential blend of creativity and discipline that distinguishes 10X leaders.

“First, you fire bullets to figure out what'll work. Then once you have empirical confidence based on the bullets, you concentrate your resources and fire a cannonball.”

The chapter's explanation of the 'fire bullets, then cannonballs' principle, illustrated by Amgen's early strategy.

This is the core actionable insight of the chapter, offering a clear and practical method for innovation and resource allocation.

“Good process doesn't guarantee good outcomes, and bad process doesn’t guarantee bad outcomes, but good outcomes with bad process—firing uncalibrated cannonballs that just happen to succeed—reinforces bad process and can lead to firing more uncalibrated cannonballs.”

The author reflects on the dangers of achieving success through flawed decision-making, following the story of PSA's uncalibrated cannonballs.

This line warns against letting lucky outcomes validate dangerous habits, a counterintuitive insight that challenges the common belief that success justifies the method.

“The only mistakes you can learn from are the ones you survive.”

From the author's analysis of the mindset of 10X leaders after describing their approach to preparation.

This line underscores the high-stakes nature of leadership and reinforces that survival is a prerequisite for learning and growth.

“The disruption itself does not determine your category. You do.”

Concluding the discussion on how companies respond to calamitous events like 9/11.

Empowers readers with the idea that their own actions and choices define their outcome, not external chaos.

“You can attack us, but you cannot beat us; you can try to destroy our freedom, but you'll only make us stronger; you can inflict horror, but you cannot make us terrified. We will fly!”

Herb Kelleher describing how Southwest Airlines responded to the September 11 attacks, choked with emotion.

An inspiring rallying cry that captures resilience and defiant determination in the face of tragedy.

“The key question turns out not to be, “Should we be fast to act or slow?” but “How much time before our risk profile changes?””

From the analysis of time-based risk and decision speed in the 10X research.

Provides a practical framework for making decisions under uncertainty, shifting focus from speed to the timing relative to changing risk.

“A SMaC recipe is a set of durable operating practices that create a replicable and consistent success formula.”

Definition of SMaC recipe as introduced by the authors.

It provides a clear, concise definition of the central concept of the chapter, making it easy to remember and apply.

“The signature of mediocrity is not an unwillingness to change; the signature of mediocrity is chronic inconsistency.”

Conclusion of the chapter contrasting 10X companies with comparison companies.

This challenges conventional wisdom that change is always good, highlighting that consistency with discipline is the true driver of excellence.

“The more unforgiving your world, the more SMaC you need to be.”

Discussion of how 10Xers exert control in turbulent environments.

A memorable, actionable insight that directly ties the concept of SMaC to the book's premise of thriving in uncertainty.

“Far more difficult than implementing change is figuring out what works, understanding why it works, grasping when to change, and knowing when not to.”

After analyzing why PSA failed while Southwest succeeded after deregulation.

It captures the core tension between discipline and creativity, emphasizing that wisdom about when not to change is harder and more valuable than mere change itself.

“Luck clearly played a role in Daly’s survival, but luck didn’t save Daly in the end. People did.”

After describing how Daly's friend Billy Shot rescued him, the author reflects on the role of luck.

It distills the core message that human connections and actions outweigh random fortune, inspiring readers to invest in relationships.

“The critical question is not “Are you lucky?” but “Do you get a high return on luck?””

At the end of the luck analysis, the author poses the key question for leaders.

It reframes luck as something to be leveraged, empowering readers to focus on what they can control.

“Daly made a plan to live, what he later described as a decision to live.”

After Daly's decision to focus on survival during his ordeal.

It highlights the power of deliberate choice in the face of adversity, showing that mindset can overcome luck.

“People luck—the luck of finding the right mentor, partner, teammate, leader, friend—is one of the most important.”

Opening paragraph of the chapter, discussing how people build organizations.

It reminds readers that the most valuable luck comes from the people we meet, emphasizing that relationships and teams are foundational to success.