Reaching an executive position in a company is not a matter of luck. At least, luck alone does not make a Manager. A director of a small or medium-sized business usually has a professional background and solid knowledge that have earned them that position. In any case, learning (and unlearning) is a continuous process that never ends—least of all in management roles.

Within training and development, experience and contact with professionals from different fields play an especially relevant role. Thanks to this, it is possible to find new ways of doing things, discover future trends, and explore unfamiliar areas. With that spirit of seeking new perspectives, today we share a valuable piece of advice for any CEO, Managing Director, or General Manager—though it can also be useful to other executives (CFO, CMO, CTO, CIO…) and employees.

This comes from Bracken Darrell, CEO of Logitech, who once shared it himself on LinkedIn as advice on management and leadership. He recalls having breakfast one morning with Sami Sagol, a month before joining Logitech, the well-known peripherals manufacturer. Sagol, owner and executive of Keter Plastic, is an energetic, active person whose behavior Darrell compared to guru Michael Bloomberg: wise, agile, and effective.

The two executives were friends and respected each other as businessmen, so they met to discuss Darrell’s career move to lead a large corporation. After reviewing the company’s situation in 2012—its problems, opportunities, and challenges—Darrell felt he had already gained more than he expected from his friend’s analysis: plenty of information and perspectives to reflect on. But just as he was leaving the café, he received the best piece of advice of the entire conversation…

Between the table and the door, in just a few seconds, Sami Sagol pointed at him and said:

“Oh, and one more thing… Clean the windows and sweep the floor.”

He didn’t smile. In fact, he was quite serious. He had been kind and reflective during breakfast, showing commitment and empathy; but that last piece of advice sounded like an order, almost like an ultimatum. It wasn’t a joke—but was it a passing thought, or rather the most important message of all, deliberately dramatized as a closing point?

“Clean the windows and sweep the floor.” Darrell smiled and replied, “Absolutely!” almost without thinking, as he left. But the words stuck with him, echoing in his head as he walked away. In his own words, they seemed to grow louder inside him—and they began to take root.

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What did he mean by that?

On one hand, the message meant that he had to own the company. To take responsibility for everything. To do what had to be done. Whatever it was—do it. Sami owned 100% of his company, and he was telling his friend to act as if he owned 100% of Logitech.

On the other hand, it meant that one should not wait to be asked (or ordered) to do something. We must do more than what is requested. Do what needs to be done, not just what is asked. Nobody asks you to pick up a piece of paper from the floor when no one’s looking. Darrell knew no one would ever ask him to clean a window at Logitech. But he should do it if it needed to be done.

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The CEO of Logitech often illustrates this idea with the example of John Sculley (President of PepsiCo before becoming CEO of Apple during a legendary decade in tech history). In a conversation with Andy Pearson (PepsiCo CEO during Sculley’s years), someone asked why Sculley had been a star in business from his early career until becoming a global reference. Was it intelligence, or another skill?

Andy—known at Pepsi as a demanding boss—replied instantly: John Sculley always came back with more than he was asked for. If asked for a report, he delivered a report, a recommendation, and a plan. If asked for an opinion, he provided an opinion, three alternative perspectives, and a deep analysis of his own opinion. That’s what makes good players into stars—and stars into superstars.

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Whether you are a Manager or not: clean the windows and sweep the floor

There’s no doubt that humility is a plus. Being humble does not mean lacking self-confidence. They are not opposites—in fact, the most humble people are often the most self-assured.

Staying humble and willing to do any type of work helps you stay grounded. The higher you climb in business, the easier it is to lose touch with details and the people who know them best. Living in a bubble is extremely dangerous for any company. Humility is essential for long-term success. Many people are humble by nature, but if not, one must revisit one’s own mistakes and relearn humility.

Darrell quotes Sami Sagol whenever he can: Clean the windows, sweep the floor. The Logitech CEO literally picks things up off the floor, cleans the whiteboards where his team develops concepts, and has even cleaned a window himself. He cares deeply about what happens in the company—because he knows it matters; he knows details count.

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Maybe we don’t need this advice, or even a reminder of it. But it’s a reflection of great value for any manager, executive, or committed employee. Own everything. Pay attention to details. And literally—clean the windows, sweep the floor, keep things in order, or pick up the papers if needed. You are in charge of everything in your company, from the floor to the façade.