Grover feels that the most successful people are always competing with themselves rather than focusing on others. Each challenge is an opportunity to hone their competitive skills, regardless of how important other people perceive the event to be. For instance, Michael Jordan always played his best, no matter how seemingly inconsequential the game. Even in a team sport, Grover feels that Jordan “looked for no one” and was on a different competitive level than the other players (121). Cleaners try to raise others to their level if it benefits them, as Jordan did with his teammates, but only care about the results. As competitors and individuals, all people have natural strengths and weaknesses. Some people choose to focus on their weaknesses and make excuses, while Cleaners will do their best to compensate for whatever weaknesses they may have.

Cleaners can be good leaders if they remember the effect they have on others. While hyper-competitive Cleaners want everyone to operate on their level all the time, most people need validation and support to do that, and Cleaners should try to give them that if it helps them improve their performance. Grover concludes by sharing that Cleaners should always show up and work hard, setting a good example for everyone else and moving the group forward.

Grover’s acknowledgement that leadership requires strong communication skills and empathy suggests that being highly successful is not only about being determined and forceful but also about recognizing what other people are experiencing and what they need to succeed. This argument reflects overall trends in leadership philosophy throughout the 2010s, including increased prioritization of emotional intelligence and the rise of “servant” leadership, as articulated in books like Simon Sinek’s Leaders Eat Last (2014). However, Grover does not fully embrace this ideal, instead framing it as subsidiary to the pursuit of individual excellence.

Chapter Lessons

• Compete at your highest level all the time.
• Work hard to compensate for your weaknesses.
• Use validation and motivation to inspire others and raise everyone’s results.

Reflection Questions

• Are you accustomed to taking the lead or being more passive?
• What are your weaknesses? How could you compensate for them?
• Who might appreciate your validation? How could you show this to them?