Hubert Joly

I owe a huge debt of gratitude to quite a few individuals who have played a major role in making this book a reality.

I am incredibly grateful to:

• The many sources of inspiration I have had over several decades. Several of my McKinsey clients, such as Jean-Marie Descarpentries and Yves Lesage, have taught me fundamental principles of leadership. Father Samuel has been a constant spiritual guide and source of inspiration and wisdom to me for over three decades now. Marilyn Carlson Nelson showed me how it is possible to lead with love. Russ Fradin, a partner of mine at McKinsey who was later the lead independent director at Best Buy, has generously shared his wisdom with me over the years. Marshall Goldsmith has had a huge impact on my life in general and on my ability to open up to feedback and get better in particular. Eric Pliner later helped me learn more about effective team leadership. Jim Citrin of Spencer Stuart not only helped me get the CEO job at Best Buy but has also been a regular source of intelligence and wisdom about leadership and growth. Ralph Lauren has been a role model for me, showing me how you can build a business around the dream of a better life. Bill George has been a mentor, a thought partner, and a role model for more than 10 years now; he has also shared invaluable feedback at various stages of the development of this book, and penned its foreword. More broadly, many great CEOs as well as business and nonprofit leaders I have gotten to know over the years have been wonderful sources of inspiration for me about how to lead from a place of purpose and humanity. A good number of them have generously provided kind words of endorsement for this book too.
• The entire Best Buy team. I have learned so much from my friends and colleagues at Best Buy, starting with the company’s founder, Dick Schulze, and long-time CEO Brad Anderson, whom I first got to know as a board member at Carlson; all the Best Buy executives and leaders mentioned in the book, especially my wonderful successor Corie Barry, who may be one of the foremost CEOs in the world today; every member of the Blue Shirt Nation I have had the chance to work with and learn from (you have given me so much!); and last but not least, each director of the company, especially my friend Hatim Tyabji, who was non-executive chairman when I joined.
• The team at HEC Paris with whom I have partnered around the Joly Family endowed Chair in Purposeful Leadership. Thank you, Peter Todd and Professor Durand, for believing in these ideas and using them to help reshape business education.
• My new colleagues at Harvard Business School for welcoming me as a professor and giving me the opportunity to help prepare the next generation to become great leaders and tackle the challenges the world is facing.
• Caroline Lambert, my writing partner, who has been a delight to work with and made it all happen. If writing a book is not hard, writing a good book is extremely difficult. To the extent this one is good, much of the credit goes to Caroline.
• Rafe Sagalyn, my agent, who kept pushing us to sharpen the “arc of the book,” encouraged us persistently to “show, not tell,” and ultimately introduced us to the wonderful team at HBR Press.
• The team at HBR Press, especially Scott Berinato, our amazing editor, with whom Caroline and I had the pleasure of collaborating throughout the project. His guidance and support along the way have been invaluable. Scott, we loved every one of our working sessions with you.
• My wonderful assistants Shelley Plunkett, Marcia Sandberg, and Ysadora Clarin, who have supported me with grace and effectiveness before, during, and after this project.

And I am especially grateful to my parents, who have taught me the importance of hard work and decency, to my children for their love, their ideas, and their encouragement, and to Hortense for her miraculous support and partnership.