1. Good to Great – Chapter 2

2.  LEVEL 5 - Executive  LEVEL 4 - Effective Leader  LEVEL 3 - Competent Manager  LEVEL 2 - Contributing Team Member  LEVEL 1 - Highly Capable Individual

3.  Level 5 leaders worked to produce a scenario where the next CEO would have continued success/greatness  Level 5 leaders were found to be very modest and understated  Level 5 leaders want results and do whatever needs to be done to make the company great  Level 5 leaders displayed a diligence to get the job done, more of a “plow horse than show horse”  Level 5 leaders attributed company success to factors beyond themselves

4. LEVEL 5 LEADERS  HUMILITY  AMBITION FOR THE COMPANY  MODEST  DOES WHAT MUST BE DONE  TAKES THE GOOD WITH THE BAD LESSER LEADERS  IN IT FOR THE GLORY  SETS UP SUCCESSOR FOR FAILURE  FAIL TO MAKE THE DIFFICULT DECISIONS  BLAME OTHERS FOR POOR RESULTS

5.  Boards of Directors often make the mistake of choosing leaders with a personal agenda “celebrity leaders”  “Celebrity Leaders” are generally not associated with going for good to great  The vast majority (10 out of 11) of good to great leaders were promoted from within  Level 5 leaders often attribute a great deal of their success to luck

6.  Collins and his team found no specific “to do” list of factors leading to becoming a Level 5 Leader  Concentrate of what research tells us a Level 5 Leader does  Practice the other Good to Great disciplines  There is no guarantee if you do everything you will achieve Level 5