Striving for excellence means never being satisfied—always doing things to keep improving, even if it means changing everything we do. It means we ne… - Don Soderquist

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Striving for excellence means never being satisfied—always doing things to keep improving, even if it means changing everything we do. It means we never feel that we have arrived. We don't believe our press clippings. We don't get complacent and pat ourselves on the backs. We talk about what we could have done better. We believe that we can achieve extraordinary results when we strive for excellence in all we do.

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About Don Soderquist

Donald G. Soderquist (January 29, 1934 – July 21, 2016) was an American businessman known for his work as chief operating officer and senior vice chairman of Wal-Mart Stores, Inc. “When was the last time you set your mind to wandering beyond today to imagine a brighter tomorrow? Let your mind go, dream a little, and you might just discover that anything is possible.” –Don Soderquist “The Wal-Mart Way: The Inside Story of the Success of the World's Largest Company, Thomas Nelson, April 2005, p. 107.  Quotes from: Don Soderquist “The Wal-Mart Way: The Inside Story of the Success of the World's Largest Company, Thomas Nelson, ISBN 0785261192. (2005) Don Soderquist “Live Learn Lead to Make a Difference, Thomas Nelson, ISBN 1404101497. (2006, 2014)

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Additional quotes by Don Soderquist

I was—and am—deeply concerned about the deterioration in ethical standards in our country; the blurring of right and wrong; the dilution of the biblically-based values that made our nation great. It was apparent to me that significant moral erosion was taking place rapidly in every corner of our modern culture—education, politics, sports, entertainment, churches and families.

Vision is the beginning point of any great endeavor. Vision is a picture of how we would like tomorrow to look—or, put another way, how we would like ourselves to look tomorrow. Every good leadership book identifies vision as an essential characteristic of a leader, and every good leader has learned his or her responsibility to create and communicate a vision. But the danger is that talk of a vision has become so prevalent—maybe even so commonplace—that many leaders take the process and discipline out of vision-casting for granted.

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