The Leadership Paradox: Ferocious Will Meets Humble Resolve

„Am I willing to put the organization’s success above my own ego?“ From working with many leaders over the years, I’ve found that this question can help anyone aiming to be a better leader can make the difference.

When I came across Jim Collins‘ concept of Level 5 Leadership, I was excited. Collins‘ research, detailed in his book Good to Great, reveals that great companies are led by what he terms „Level 5 Leaders.“ These leaders are not the loud, charismatic figures we often imagine, like Steve Jobs or Elon Musk; instead, they embody a unique blend of intense professional will and personal humility. For instance, Tim Cook of Apple followed Steve Jobs and quietly but effectively led the company to new heights with his collaborative and humble approach. Another example is Satya Nadella of Microsoft, whose understated yet decisive leadership style has revitalized the company, focusing on empathy and a growth mindset.

Let’s look at this unique mix that makes them stand out and helps their organizations succeed long-term.

Level 5 leaders are characterized by their modesty and determination. They possess an almost shy demeanor yet are fearlessly committed to their company’s success. This combination of traits—modesty, shyness, willfulness, and fearlessness—creates a leadership style that is both humble and resolute.

Collins describes Level 5 leaders as individuals who channel their ego away from themselves and into the larger goal of building a great company. They stay committed to long-term goals, and not just the next financial quarter, even if it means making tough choices that don’t help their own reputation right away.

Five years of research on companies that went from good to great back up the Level 5 leadership model. This research highlights that the presence of Level 5 leaders was a key differentiator in these successful transformations. These leaders show how humility and strong will can take organizations to new levels of lasting success.

Collins uses clear comparisons to illustrate this mindset. He talks about leaders who, when facing success, look out the window to attribute it to others, but when facing challenges, look in the mirror to take the blame themselves. This view builds a culture of responsibility and shared success in the organization.

In practice, Level 5 leaders can be found in various industries, and independent of company size, quietly driving their companies to greatness. For instance, consider a CEO who, despite personal accolades, consistently credits their team for the company’s achievements. These leaders build a space where everyone feels valued and motivated to help the organization succeed.

One real-world example is the leadership transition at General Electric under Jack Welch. Welch’s successor, Jeffrey Immelt, faced significant challenges but focused on building a disciplined culture and long-term strategy, showcasing the principles of Level 5 leadership. Another example is Darwin Smith of Kimberly-Clark, who transformed the company into a leading consumer paper products business by selling its mills and investing in consumer brands, all while maintaining a low profile and attributing success to his team. Similarly, Colman Mockler of Gillette led the company through multiple takeover attempts and significant growth by focusing on the long-term health of the organization rather than his own personal gain.

These leaders exemplify how humility combined with fierce resolve can propel organizations to new heights of sustained success.