The third circle of the Hedgehog Concept shifts from being an economic engine to a resource engine. The critical question is not “How much money do we make?” but “How can we develop a sustainable resource engine

What can you do today to create a pocket of greatness, despite the brutal facts of your environment?

Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.

Third, the number-one resource for a great social sector organization is having enough of the right people willing to commit

Get out of their way, and let them build a clock!

True leadership only exists if people follow when they have the freedom not to.

the social sectors do not have rational capital markets that channel resources to those who deliver the best results.

Yet the wide variation in economic structures in the social sectors increases the importance of the hedgehog principle—the inherent complexity requires deeper, more penetrating insight and rigorous clarity than in your average business entity. You begin with passion, then you refine passion with a rigorous assessment of what you can best contribute

Now, consider a question: What if the people at Southwest had said, “Hey, we can’t do anything great until we fix the systemic constraints facing the airline industry”? I’ve conducted a large number of Socratic teaching sessions in the social sectors, and I’ve encountered an interesting dynamic: people often obsess on systemic constraints.