Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company. It's not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious-but their ambition is first and foremost for the institution, not themselves.

The main point is first get the right people on the bus (and wrong people off the bus) before you figure out where to drive it. The second key point is the degree of sheer rigor in people decisions in order to take a company from Good to Great.

The most effective leaders of companies in transition are the quiet, unassuming people whose inner wiring is such that the worst circumstances bring out their best. They're unflappable, they're ready to die if they have to. But you can trust that, when bad things are happening, they will become clearheaded and focused.

Focusing solely on what you can potentially do better than any other organization is the only path to greatness.

Some managers are uncomfotable with expressing emotion about their dreams, but it's the passion and emotion that will attract and motivate others.

It occurs to me,Jim,that you spend too much time trying to be interesting. Why don't you invest more time being interested?" Collin's advice from John Gardner that he took to heart.

Those fortunate enough to find or create a practical intersection of the three circles have the basis for a great work life.