In a culture that so often rewards the proud — a world quick to admire and applaud the prideful, a world eager to bestow the label “great” on these same individuals — humility occasionally attracts some surprising attention.

Take, for example, the bestselling book Good to Great. Since 2001, this leadership manual from Jim Collins has become one of the most popular and influential in the business world. I rarely meet a leader who hasn’t read it. The book is driven by this question: Can a good company become a great company, and if so, how? To find the answer, Collins and a team of researchers spent five years studying eleven corporations that had made the leap from being merely good companies to being great ones.

Later, I had the chance to hear Jim Collins speak on this topic to an audience of pastors and business leaders. In his presentation, Collins identified two specific character qualities shared by the CEOs of these good-to-great companies.

The first was no surprise: These men and women possessed incredible professional will — they were driven, willing to endure anything to make their company a success.

But the second trait these leaders had in common wasn’t something the researchers expected to find: These driven leaders were self-effacing and modest. They consistently pointed to the contribution of others and didn’t like drawing attention to themselves. “The good-to-great leaders never wanted to become larger-than-life heroes,” Collins writes. “They never aspired to be put on a pedestal or become unreachable icons. They were seemingly ordinary people quietly producing extraordinary results.”

When Collins interviewed people who worked for these leaders, he says they “continually used words like quiet, humble, modest, reserved, shy, gracious, mild-mannered, self-effacing, understated, did not believe his own clippings; and so forth” to describe them.¹