调查初期，研究者并未预期到高管品德和公司表现会有如此紧密的关联：“当我发现相关度如此之高时，被深深震惊了。”基尔说道。除了在财务表现上胜过自我中心的CEO外，大师级CEO在战略思想、集中度、责任感上也表现更优秀，其管理团队也表现出高素质。

Do leaders who need to work>

那些品德有待提高的高管意识到自己的人品和公司业绩之间的关联了吗？多数情况下，答案是否定的。当自我中心CEO被要求给自己的4项品德打分时，他们自评的分数比员工评分高得多。而大师级CEO的自评分数反而略低于员工给他们的高分，从另一侧面反映出了他们的谦虚和优秀品德。但基尔指出，通过了解同事和身边亲人对自己的客观评价，高管能够提高对自我的认知。但前提是，他们必须能听得进去这些评价，而那些品德缺陷最严重的人很难听取别人的意见。

How can such leaders get past their denial and overcome their character deficits? Seeking guidance from trusted mentors and advisers helps a great deal, Kiel says. He discovered that firsthand early in his own career. After earning a PhD in psychology, he built two large clinical practices and briefly served as the CEO of a publicly held company. Back then, he says, he was more like the self-focused CEOs than the virtuosos: “While I never engaged in any illegal behavior, I’m sure many of my colleagues in those days felt that I was more than willing to throw them under the bus if it meant success for me.” As Kiel reached middle age, though, he began to feel a sense of moral and spiritual emptiness—and he knew he needed to change. It was a long, difficult process. After all, he was trying to undo deeply ingrained habits. But with practice and counsel he succeeded, and he was inspired to help other business leaders do the same.

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