I once had the opportunity to play golf with four NFL quarterbacks: Drew Brees, Carson Palmer, Chase Daniel and Drew Stanton. It was part of a high school fundraising auction that included a dozen lucky bidders. I don’t play golf often, and when I found out I’d won a spot, I actually had to be talked into going. As it turned out, the atmosphere was relaxed and the day was a lot of fun. (For the golfers out there — we played scramble.)

We took turns as designated cart drivers. With Drew Brees trustfully sitting beside me, my low-bar objective was clear: don’t tip over and end up on the evening news. Beyond that, I was fascinated by the inside perspective these quarterbacks shared. Their world has all the drama, politics and pressure you’d find in any high-stakes profession. Some dismiss their role as trivial — just a game, after all, and look at those astronomical salaries. But I see it as one of the purest forms of leadership. Out of the millions of kids who grow up dreaming of playing quarterback in the NFL, only 32 start each week. And if they don’t perform — or can’t get their teams to perform — they’re out.

Drew Brees (who has since retired) is a Super Bowl MVP who holds about as many collegiate and NFL records as it takes me shots to get through a round of golf (in other words, a lot). But what stood out most wasn’t the accolades — it was how naturally he gave credit to others: staff, receivers, offensive linemen. And when things didn’t go as hoped, he took responsibility. That’s what Professor Jim Collins describes as “Level 5” leadership.

Jim Collins and his team identified five levels of leadership in the book Good to Great. Though over two decades old, it remains one of the most influential business books of all time. The top two levels of leaders are both effective. A level 4 leader catalyzes commitment to a vision and rallies support to achieve high performance. Level 5 leaders go further — they possess the rare combination of humility and a ferocious will for the organization to be remarkable. Their focus is on leaving the organization stronger than they found it, capable of sustaining success long after they’ve moved on.

So, how do you lead an organization strong enough to thrive into the future — especially one that puts customers at the center? It starts with leadership mindset and behavior. Here are four key priorities:

1. Look beyond today’s customer expectations
2. Empower each person to reach their potential
3. Build strong but simple systems
4. Lead with humility

Read more about each of these four key priorities in the rest of this article at ICMI.