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he wanted to avoid simplistic answers.

But when he analyzed what the

highest-performing companies had in

common, the nature of their CEOs

jumped out at him. Every single one of

them was led by an unassuming man like

Darwin Smith. Those who worked with

these leaders tended to describe them

with the following words: quiet,

humble, modest, reserved, shy,

gracious, mild-mannered, self-effacing,

understated.

The lesson, says Collins, is clear. We

don’t need giant personalities to transform

companies. We need leaders who

build not their own egos but the institutions

they run.

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