True North

True North Plot Summary

Introduction

Leadership is not simply about holding a position of power or climbing the corporate ladder; it is about discovering who you truly are and leading from a place of authenticity. Bill George, former CEO of Medtronic and professor at Harvard Business School, introduces us to the concept of "True North" - the internal compass that guides authentic leaders through the complexities of organizational life and personal challenges. This compass is not something given to us at birth, but rather discovered through self-reflection, life experiences, and often through confronting our most difficult challenges. Through interviews with 125 diverse leaders across various sectors, George unveils a profound truth: authentic leadership emerges not from imitating others or following prescribed paths, but from understanding your own life story and values. The journey to authentic leadership is filled with tests, trials, and triumphs that shape character and purpose. We learn that successful leaders like Howard Schultz of Starbucks, Anne Mulcahy of Xerox, and many others found their effectiveness not by adhering to conventional leadership models, but by staying true to their values, learning from crucible experiences, and ultimately transforming their focus from self-interest to serving a greater purpose.

Chapter 1: Finding Purpose Through Personal Stories

Howard Schultz, the founder of Starbucks, discovered his leadership purpose through a painful childhood experience. When he was just seven years old, his father, a delivery driver, broke his ankle in an accident. Without health insurance or workers' compensation, the family plunged into financial crisis. Schultz witnessed his parents arguing over money and remembered answering phone calls from bill collectors, instructed to say his parents weren't home. This formative experience instilled in Schultz a determination to create a different kind of company. When he founded Starbucks, he made it the first American company to provide health coverage for employees working as few as twenty hours per week. "I wanted to build the kind of company my father never had a chance to work for," Schultz explained, "where you would be valued and respected, no matter where you came from, the color of your skin, or your level of education." Authentic leaders like Schultz don't develop their purpose through management theories or by imitating other successful executives. Instead, they find their inspiration by understanding their own life narratives. Their personal stories provide the fuel for their leadership vision and the values that guide their decisions. For some, like Reatha Clark King who rose from picking cotton in rural Georgia to becoming a corporate board director, the story revolves around overcoming significant obstacles. For others, like Chuck Schwab, who struggled with undiagnosed dyslexia for much of his life, personal challenges provided both motivation and perspective. Schwab transformed his frustration with Wall Street's dismissive treatment of average investors into a mission to democratize investing through his company. Each of these leaders used their personal stories not as excuses, but as catalysts for creating positive change. The most authentic leaders understand that leadership isn't about them—it's about the purpose they serve. They recognize patterns in their life experiences that reveal their deepest values and passions. As Andrea Jung, CEO of Avon Products, discovered, following her compass rather than her clock led her to find fulfillment in empowering women around the world. This transformation from personal narrative to broader purpose is what gives authentic leaders their most powerful motivation.

Chapter 2: Crucibles That Shape Leadership Identity

Crucible experiences—intense, often painful challenges that test a person to their core—frequently serve as the forge that shapes authentic leaders. These defining moments force individuals to question their assumptions, examine their values, and ultimately emerge with a clearer sense of who they are and what they stand for. For many leaders, these crucibles provide the catalyst for their transformation from self-focused achievers to purpose-driven leaders. For Novartis CEO Daniel Vasella, childhood was filled with such crucibles. At age eight, he contracted tuberculosis and meningitis, spending a year in a sanatorium where his parents rarely visited. When he was ten, his eighteen-year-old sister died of cancer, and his father passed away three years later. These experiences of illness, isolation, and loss created deep wounds but also instilled in him a profound compassion. Years later, as CEO of a global pharmaceutical company, Vasella's childhood suffering informed his commitment to developing lifesaving drugs and ensuring they reached people in need. Oprah Winfrey's crucible came at age thirty-six during a television interview with a woman who had been sexually abused. The guest's story triggered Winfrey's own unresolved trauma of childhood sexual abuse. "I thought I was going to have a breakdown on television," she recalled. This moment forced her to confront her past and recognize that she wasn't responsible for the abuse she had suffered. This realization transformed not only her personal healing journey but also reshaped her understanding of her mission to empower others, especially women, to take responsibility for their lives. Kevin Sharer, who became CEO of Amgen, faced his crucible at MCI telecommunications where his fast-track career hit a wall. Despite his talent and ambition, he found himself outmaneuvered in the company's hypercompetitive culture. "It was grinding me down," he recalled of this painful period. The experience humbled him and taught him the importance of patience, collaboration, and authentic relationships. Rather than rushing to impose his vision at his next company, Amgen, he spent seven years learning the business from the ground up before assuming the CEO role. For many leaders, illness or the death of a loved one serves as a profound crucible. Marilyn Carlson Nelson, CEO of Carlson Companies, recalled how losing her nineteen-year-old daughter Juliet in a car accident transformed her perspective: "I discovered how valuable every day is and how valuable each person is." This tragedy led her to commit to making whatever time she had left meaningful and to using every tool at her disposal to make life better for people. These crucible experiences, while deeply painful, ultimately enable authentic leaders to develop greater empathy, resilience, and clarity about what truly matters. The ability to emerge from these trials with new wisdom and purpose marks the difference between those who merely occupy leadership positions and those who truly lead with authenticity and impact.

Chapter 3: The Transformation from 'I' to 'We'

The journey to authentic leadership requires a fundamental shift in orientation—a transformation from "I" to "We." Early in their careers, many successful individuals focus primarily on personal achievement. Their accomplishments in school, sports, and initial jobs reinforce the belief that leadership is about individual excellence and getting others to follow. However, authentic leaders describe a pivotal realization: true leadership isn't about personal heroics but about empowering others to achieve collective goals. Jaime Irick, a graduate of West Point and rising star at General Electric, articulated this transformation: "You have to realize that it's not about you. We spend our early years trying to be the best. To get into West Point or General Electric, you have to be the best. That is defined by what you can do on your own. When you become a leader, your challenge is to inspire others, develop them, and create change through them." This shift often occurs through crucible experiences that shatter the illusion of the leader as hero. For Doug Baker Jr., now CEO of Ecolab, a 360-degree feedback process delivered unexpected criticism about his leadership approach. "I got a major dose of criticism I didn't expect," he recalled. Rather than becoming defensive, Baker used this feedback to transform his understanding of leadership. When his division later faced the potential loss of a major account that would devastate his employees, he found himself motivated not by personal advancement but by responsibility to his team. For Steve Rothschild, the transformation came after leaving his executive position at General Mills. After a period of reflection, he founded Twin Cities RISE!, an organization dedicated to helping unemployed adults develop skills for sustainable employment. "The nature of the problem shifted from building a business to building lives," he explained, discovering greater fulfillment in this purpose-driven leadership than in his previous corporate success. Perhaps the most dramatic example of this transformation comes from Nelson Mandela. During his twenty-seven years in prison, Mandela evolved from a revolutionary fighter to a unifying leader committed to reconciliation. Upon his release, rather than seeking retribution against his oppressors, he focused on healing his divided nation. "I stand here before you not as a prophet but as a humble servant of you, the people," he told the crowds. His transformation from individual resistance to collective healing represents the ultimate shift from "I" to "We." This transformation doesn't mean abandoning personal ambition or diminishing individual capabilities. Rather, it reorients these assets toward a greater purpose. Leaders who make this shift discover that their greatest satisfaction and most significant accomplishments come not from personal glory but from creating environments where many can succeed and contribute to something meaningful.

Chapter 4: Building Self-Awareness and Moral Compass

At the center of authentic leadership lies a profound level of self-awareness—the ability to understand one's strengths, weaknesses, values, and impact on others. When the Stanford Graduate School of Business Advisory Council was asked to recommend the most important capability for leaders to develop, their answer was nearly unanimous: self-awareness. This critical capacity enables leaders to make conscious choices rather than reacting from unconscious patterns or external pressures. David Pottruck, former CEO of Charles Schwab, embarked on one of the most courageous journeys to self-awareness among the leaders interviewed. Early in his career at Schwab, Pottruck was shocked when his boss gave him a low rating on trustworthiness, saying, "Dave, your colleagues do not trust you." Though initially defensive, Pottruck recognized the truth in this feedback and committed to change. "I'm Dave Pottruck, and I have some broken leadership skills," he told his colleagues. "I'm going to try to be a different person. I need your help." Developing self-awareness isn't easy. It requires facing uncomfortable truths and vulnerabilities. Tad Piper, former chairman of Piper Jaffray, demonstrated this when his firm faced a crisis after a bond fund manager's risky investments led to significant losses and lawsuits. Rather than hiding his uncertainties, Piper gathered his leaders and their spouses and openly shared his fears. "I've learned the power of being vulnerable," he reflected. "Most leaders are afraid to be vulnerable. They think, 'I'm supposed to be strong and have all the answers.'" By acknowledging his humanity, Piper strengthened trust within his organization. Self-awareness also enables leaders to identify and act upon their moral compass—the internal guidance system based on their deepest values. After witnessing the Watergate scandal unfold as a young White House aide, David Gergen made transparency a core principle of his leadership. Jon Huntsman, founder of Huntsman Corporation, repeatedly faced situations that tested his values—from refusing unethical requests from Nixon's White House to rejecting bankruptcy as an option for his company despite enormous financial pressure. In each case, his moral compass provided clarity in complex situations. The development of self-awareness and a moral compass isn't a one-time achievement but a continuous process. Randy Komisar, a Silicon Valley executive and entrepreneur, uses meditation to maintain his self-awareness. Others engage in regular reflection, seek honest feedback, or participate in support groups where they can speak candidly about their challenges. These practices help leaders stay grounded in their authentic selves even as they navigate the complexities and pressures of leadership. Leaders who lack self-awareness often derail their careers and damage their organizations. They may become imposters who rise through political manipulation rather than authentic leadership, rationalizers who blame others for failures, glory seekers driven by external validation, loners who refuse help, or shooting stars who move too quickly to learn from their experiences. By contrast, leaders who cultivate self-awareness and follow their moral compass build the foundation for sustainable, authentic leadership.

Chapter 5: Discovering Passions and Motivations

Authentic leaders are driven by deep passions that connect to their life stories and core values. These intrinsic motivations—the desire for personal growth, helping others develop, or making a difference in the world—provide sustainable energy for leadership in ways that extrinsic motivations like money, power, or status cannot. The journey to authentic leadership involves discovering these passions and aligning them with one's capabilities to find a leadership "sweet spot." Chuck Schwab's passion for democratizing investing emerged from his childhood experiences during the post-Depression era, when his family struggled financially. Later, his frustration with how Wall Street treated average investors fueled his mission to create a company where people could invest without "the interference of some hotshot broker." His passion wasn't simply about building a successful business but about changing the fundamental relationship between financial institutions and everyday Americans. Many leaders describe moments when they recognized the emptiness of pursuing only extrinsic rewards. Ann Fudge, who became CEO of Young & Rubicam, took the lowest-paying job offer after business school because she was passionate about the work. "You can't make career decisions just based on money," she explained. Howard Schultz left a high-paying sales job at Xerox to pursue his vision for Starbucks, despite carrying college loans. "If I stayed at Xerox two more years," he reflected, "I knew I would be locked in." The most effective leaders find alignment between their motivations and their strongest capabilities—what psychologist Mihaly Csikszentmihalyi summarizes as "Find out what you are good at and what you like to do." Donna Dubinsky, who co-founded Palm and later Handspring, spent a year of reflection in Paris to understand her strengths and limitations. She recognized she wasn't an innovative product visionary like Steve Jobs but excelled at building teams and organizational processes. This insight led her to partner with Jeff Hawkins, a talented product developer, creating a complementary leadership team. Leaders who try to suppress their intrinsic motivations in favor of external rewards often find themselves unfulfilled and ineffective. Bob Fisher, chairman of Gap Inc., initially found satisfaction in growing the company's men's clothing business but eventually realized "just selling another shirt was not turning me on." Through fly fishing weekends, he discovered a passion for environmental conservation that ultimately led him to spearhead Gap's corporate social responsibility initiatives, finding deeper meaning in his leadership. The pressure to conform to external expectations of success is particularly strong for young leaders. McKinsey consultant Alice Woodwark observed, "If you're just chasing the rabbit around the course, you're not running toward anything meaningful." Many leaders advised emerging leaders to beware of getting caught up in social, peer, or parental expectations and instead to follow their authentic motivations. As Jean-Pierre Rosso, former CEO of Case-New Holland, put it: "I always focused on being happy in what I was doing. If I was motivated and did my job well, I knew the money would follow."

Chapter 6: Creating a Support Network

The journey to authentic leadership cannot be traveled alone. Even the most self-reliant leaders need support to stay grounded, receive honest feedback, and maintain perspective during difficult times. Building a strong support network—comprised of intimate relationships, mentors, friends, and supportive peer groups—is essential for developing and sustaining authentic leadership. At the foundation of this network is having at least one person with whom you can be completely vulnerable. For most leaders, this person is their spouse or partner. Paula Rosput Reynolds, CEO of Safeco, emphasized the importance of unconditional love: "When you go home at the end of the day and your employees think you're a jerk, or something has gone so wrong it seems hopeless, you've got to have somebody who says, 'I love you unconditionally.'" This kind of relationship provides a safe harbor where leaders can be their true selves, without pretense or performance. Mentors play a crucial role in developing authentic leaders by providing guidance, feedback, and perspective. However, the most valuable mentoring relationships are two-way streets where both parties learn and grow. Bill Campbell, former CEO of Intuit and renowned Silicon Valley mentor known as "Coach Campbell," demonstrated this approach by mentoring executives like Randy Komisar, Donna Dubinsky, and Bruce Chizen. These relationships were characterized by mutual learning and vulnerability. As Komisar observed, "Bill brings tremendous knowledge and experience to the table. He does not give you a fish but teaches you how to fish." Close friendships provide another essential form of support. DaVita CEO Kent Thiry compares these relationships to redwood trees: "Redwood trees are the tallest, strongest, longest-living tree in the forest. How do you get a tall, strong, long-lived redwood tree? It takes time." Thiry systematically maintains his friendships, even tracking his interactions to ensure he's investing in these vital relationships. Richard Tait, founder of Cranium, discovered the value of such friendships during a dark period after leaving Microsoft: "I was so depressed that I spent my days in the basement in my jammies." His friend Bruno visited regularly, giving him confidence until he eventually conceived the idea for his successful board game company. Many leaders also benefit from participation in personal support groups—peers who meet regularly to discuss life's challenges and share wisdom. Warren Bennis has been part of a men's group that has met weekly for over thirty years, engaging in what they call "honest conversations" about important life issues. Tad Piper participates in three such groups, including an Alcoholics Anonymous group that helps him stay sober and grounded: "These are just a group of nice, hard-working people who are trying to stay sober, lead good lives, and work with each other about being open, honest, and vulnerable." Professional support networks, both within and outside one's organization, provide additional perspective and guidance. Some leaders create what they call a "personal board of directors"—trusted advisers who can offer counsel during difficult decisions. The key is building these support structures before crises hit, ensuring that trusted relationships are in place when they're most needed.

Chapter 7: Empowering Others to Lead

The ultimate measure of authentic leadership is not what leaders accomplish themselves but what they enable others to achieve. The most effective leaders create environments where people throughout the organization feel empowered to take initiative, make decisions, and lead in their own authentic ways. This empowerment approach transforms organizations from dependent hierarchies into networks of engaged, committed individuals united by a shared purpose. Anne Mulcahy demonstrated this empowering leadership during Xerox's darkest hours. When she unexpectedly became CEO in 2000, the company faced potential bankruptcy with $18 billion in debt, plummeting revenues, and an SEC investigation. Rather than trying to solve these overwhelming problems herself, Mulcahy focused on building a team committed to saving the company they loved. She met personally with the top one hundred executives, asking for their commitment during the difficult road ahead. "I get things done by identifying with the people in the company and by trusting them," she explained. Despite the intense pressure to meet quarterly numbers, Mulcahy made time to visit customers with field salespeople, telling her sales force, "I will go anywhere, anytime, to save a Xerox customer." This approach contrasted sharply with her predecessor, who rarely left headquarters. By showing up, engaging directly with employees and customers, and sharing both the challenges and the vision, Mulcahy empowered her organization to stage one of the most remarkable corporate turnarounds in recent history. Marilyn Carlson Nelson transformed her father's company from a command-and-control culture to an empowering environment. Her father, Curtis Carlson, had built a successful travel and hospitality conglomerate through demanding, top-down leadership. When Nelson became CEO, she implemented a collaborative approach, believing that "collective wisdom has great value when it comes from solid thinking." She sought employees with three characteristics: character, competence, and caring, especially valuing those who had "a servant's heart." True empowerment is built on a foundation of mutual respect. Leaders earn respect by treating others as equals, being good listeners, learning from people at all levels, and sharing their own stories and vulnerabilities. Howard Schultz makes a practice of visiting Starbucks stores and engaging directly with employees. During one such visit, a store manager recognized him despite his casual attire and shared emotionally how Starbucks stock had changed her family's life. Such authentic connections create environments where employees feel valued and motivated. Empowering leaders challenge and stretch their people rather than simply being supportive. Jack Welch was known for asking challenging questions that pushed GE leaders to set higher standards. Martha Goldberg Aronson recalls a boss who encouraged her to take on stretch assignments while assuring her, "When you feel like the limb is going to crack and you're going to come crashing down, that's when I'll be there to catch you." This combination of challenge and support enables people to grow beyond what they thought possible. The most empowering condition occurs when an entire organization aligns around a shared purpose and values. At Medtronic, this alignment happens annually when employees gather to hear from patients whose lives have been restored by the company's products. Through these emotional connections, employees understand how their work contributes to the company's mission of "restoring people to full life and health." This clarity of purpose enables authentic leaders to delegate responsibility while maintaining a coherent direction, creating organizations where leadership flourishes at every level.

Summary

The journey to authentic leadership is not a destination but a lifelong process of self-discovery, growth, and service. Through the stories and insights of 125 diverse leaders, we've seen that authentic leadership emerges not from following prescribed formulas or imitating others, but from understanding our life stories, confronting our crucibles, clarifying our values, and aligning our actions with our deepest passions. The transformation from self-focused achievement to purpose-driven leadership—from "I" to "We"—marks the essential shift that enables leaders to empower others and create lasting impact. The core message that emerges is both challenging and hopeful: anyone can develop as an authentic leader, regardless of background or position, but doing so requires courage, self-awareness, and commitment to continuous growth. The leaders who make the greatest difference are those who remain true to themselves while adapting to changing circumstances, who build support networks that keep them grounded, who integrate all aspects of their lives, and who find fulfillment not in personal glory but in empowering others around shared purpose. As Theodore Roosevelt reminds us, the credit belongs not to critics on the sidelines but to those "in the arena" who dare greatly and spend themselves in worthy causes—even when that means having their faces "marred by dust and sweat and blood." For those willing to undertake this journey, leadership becomes not just a role but a deeply fulfilling way of living that creates value for all stakeholders and leaves a meaningful legacy for generations to come.

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Bill George

Librarian Note: There is more than one author by this name in the Goodreads database.

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