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Humble people with iron will
The level 5 finding
Companies that moved from mediocrity to outstanding performance lasting at least 15 years had what the research called level 5 leaders. Their direct comparisons, in the same industry with the same opportunities and resources, had level 4 leaders. Many of the level 5 leaders were uncharismatic, self-effacing, and shy.
The test of ambition
The test is the truth of your ambition. Is it really about what you're trying to get done and contribute, or in the end about you, how you look, and how people think of you? A level 5 leader may be even more ambitious than most people, but the burning, relentless ambition is aimed at the company, a purpose larger than the leader, or an idea that is durable.
Purpose and builders
That purpose can be as simple as giving people the freedom to fly around the country inexpensively and reliably, which was Southwest Airlines. The greatest company builders often started out as entrepreneurs and grew into the ability, and the supposed difference between an entrepreneur and a company builder is a matter of choice.
How did Collins find the level 5 leaders?
For Good to Great, published in 2001, Collins's team screened 1,435 companies and found 11 that made a sustained leap relative to the market. When they examined the leaders of those 11, they noticed a pattern of modest, quiet people. Collins has said his team did not expect the finding and argued against it before accepting the evidence.
How did Southwest Airlines get started?
Herb Kelleher and Rollin King founded the airline in 1967, and it began flying in 1971 between Dallas, Houston, and San Antonio. Rival airlines fought its launch in court for years before it ever took off. Kelleher later became its chief executive and led the company for decades.
Who was Darwin Smith?
Darwin Smith ran the paper company Kimberly-Clark from 1971 to 1991. He was described in Good to Great as a shy, plain-spoken man who wore ordinary glasses and came from a modest background. He sold the company's paper mills to focus it on consumer products such as Kleenex, and its shares outperformed the market for the next two decades.
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