I wrote my article about Colman Mockler, the CEO of Gillette, which mainly makes razors and other things, but mainly razors. I found no early or background information from his childhood to his life before Gillette.modest and willful, humble and fearless. Colman Mockler, CEO of Gillette from 1975 to 1991, was all of these things. During Mockler's tenure, Gillette faced three attacks that threatened to wipe out the company's opportunities for greatness. Two attacks occurred as hostile takeover bids by Revlon, which had a reputation for breaking companies apart. The third attack came from Coniston Partners, an investment group that bought 5.9% of Gillette shares and launched an alternative battle to take control of the board, hoping that Gillette would sell the company to the highest bidder and pocket a quick profit on his shares. Given a short-term stock profit of $2.3 billion on 116 million shares, most executives would have capitulated, pocketing millions by flipping their shares and cashing in on generous golden parachutes. He focused on a limited number of promising markets, particularly high-volume, repeat-purchase consumer items, selling off Ziegler's less successful acquisitions, pumping money into promising companies compatible with existing manufacturing or distribution capabilities. Colman Mockler did not capitulate, choosing instead to fight for Gillette's future greatness, even though he himself would pocket a substantial sum on his shares. A quiet and reserved man, always courteous, Mockler had the reputation of a kind, almost noble, gentleman. Yet those who had mistaken Mockler's reserved nature for weakness ultimately found themselves defeated. In the fight for replacements, Gillette's senior executives contacted thousands of individual investors - person by person, phone call by phone call - and won the battle. Colman Mockler exemplifies a key characteristic of Level 5 leaders: ambition for the company first and concern for its success rather than one's personal wealth and fame. (Characteristics and style. In association with 7 styles of level 5 leader operating style, Mockler uses 5 out of 7. First who, then what, The Stockdale Paradox, A Culture of Discipline, The Flywheel and The Hedgehog Concept put in act individual investors to help them when the proxy battle realized the The problem of selling the company's shares would not help the company either in the long or short term and found a solution to its problem with the help of its employees.