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to do a whole lot <strong>of</strong> it. I’ve known a lot<strong>of</strong> leaders <strong>of</strong> corporations who arehighly <strong>in</strong>trospective and who reallyhave to make themselves work to dothe public stuff.”Mills po<strong>in</strong>ts to Lou Gerstner, the legendarychairman <strong>of</strong> IBM. “He went toschool here,” he says. “I don’t knowhow he’d characterize himself. He hasto give big speeches, and he does, andhe looks calm. But my sense is that he’sdramatically more <strong>com</strong>fortable <strong>in</strong> smallgroups. Many <strong>of</strong> these guys are, actually.Not all <strong>of</strong> them. But an awful lot <strong>of</strong>them.”Indeed, accord<strong>in</strong>g to a famous studyby the <strong>in</strong>fluential management theoristJim Coll<strong>in</strong>s, many <strong>of</strong> the best-perform<strong>in</strong>g<strong>com</strong>panies <strong>of</strong> the late twentiethcentury were run by what he calls“Level 5 Leaders.” <strong>The</strong>se exceptionalCEOs were known not for their flash or166/929

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