Speaker: When I think about great leaders and why, and I tend to brainstorm the list, then I kind of come back and say well what’s the pattern here? When I see a pattern then that causes me to think of people that maybe I didn’t think of the first time. So in boiling all that down, the pattern to me is, there are two characteristics: one characteristic is what are the results, what change did they accomplish, what is the impact that they had as a leader? So you see a before and a during and an after; what were the results? And the second factor is how; how did they do it? Did they do it in a way that built a sustaining living breathing growing organism, one way or the other, where it is Dr. King or an industrial leader or whatever, but did they leave something in their wake that wasn’t dependent on their personal presence? We are all shaped by our individual experiences, our families, where we grew up, and all these things, so that effects our values in terms of the how part of that, what you see as being important, but, for me personally one of the terrific business leaders that really scores high as I mentioned is Dave Kerns, he was the CEO at Xerox corporation for a number of years where I worked. I had the opportunity to work closely with him and we worked through some very difficult times, and the thing that impressed me, not only the results, but the how about working with Dave was that he was a combination of being thoughtful and visionary and at the same time he was charismatic enough that he could enlist loads of people and involve them, and yet had just a genuine human interest in people as individuals. I was . . . very quick anecdote and I will finish here, but I was with him in his office discussing a really serious strategy topic when I was Vice President at Xerox, long after we had won the Baldridge Award, again, serious topic, and his assistant rang in and said “oh I have so and so on the phone for you”, he said excuse me I have to take this call, I started to pick up my things, he said oh no, please stay right there. So he was in this real serious discussion, one on one with me, picked up the phone, and he said to the fellow, I don’t remember his name, we will say it was Charlie. He said “Charlie, I just wanted to call you, we never had the opportunity to talk together, I know you work out on the plant floor in one of our manufacturing plants, but I was in the White House last week, and while I was there there was this young Marine guard who was there . . .” he was there for a business roundtable meeting, Kerns was, and he said “. . . this fellow came up and he said, I just have to tell you sir my Dad works at Xerox corporation and he’s really proud of what he works in”, or whatever. And Dave said to this dad “I just wanted to tell you that you’ve got this great really fine looking son, I was really impressed with him, a lot of poise, neat man, and I just wanted to tell you that”. The whole conversation was maybe 30 seconds, and then he hung up the phone and came back, but that says something about his ability to reach out to people and you could see that in all that he did, in terms of caring and at the same time being a tough minded business leader who led Xerox through some very difficult times and was very effective at it. So anyway, the characteristics are more important than the leader but that’s a small anecdote to illustrate this balance that they have had.