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Good Company
Featuring an introduction by President Jimmy Carter The Home Depot cofounder and owner of the NFL's Atlanta Falcons and MLS's Atlanta United shares a vision and a roadmap for values-based business. Arthur M. Blank believes that for good companies, purpose and profit can-and should-go hand in hand. And he should know. Together with cofounder Bernie Marcus, Blank built The Home Depot from an idea and a dream to a $50 billion-dollar company, the leading home improvement retailer in the world. And even while opening a new store every 42 hours, they never lost sight of their commitment to care for their people and communities. In fact, in 2001, The Home Depot was voted America's most socially responsible company. Blank left The Home Depot that same year with a burning Could the values and culture that made that company great be replicated? Good Company takes readers inside the story of how he did just that-turning around a struggling NFL team, rebooting a near-bankrupt retail chain, building a brand-new stadium, revitalizing a blighted neighborhood, launching a startup soccer club, and more. "When good companies put the wellbeing of their customers, their associates, and their communities first, financial success will follow," Blank writes. "The entrepreneurs and business leaders of today and tomorrow have an extraordinary to prove that through upholding values we can create value-for the company, for the customer, and for the community."
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Published September 15, 2020
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Displaying 1 - 30 of 54 reviews
May 10, 2021
One of my favorite phrases is that money should be in the car but not in the driver’s seat. If money steers your direction you may get more of it but your values will be in the wrong place. Arthur Blank captures on that idea in his book and further shows how values driven leadership will produce more sustainable results and money. The prerequisite is that you have to take the long view.
Through multiple stories of his experiences Mr. Blank demonstrates how his focus on his core values in his decision making paid dividends in the long run. He also shows where not filling his principles came back to cause problems later. The essence of it all is that doing the right thing does pay off in more ways than financially. In his examples, the big payoff is in the impact these decisions have in the lives of his associates.
Capitalism comes in many flavors. It is not one simple economic theory plaid out every day. Mr. Blank is making an argument that capitalism grounded in service and values grows the whole pot for everybody and provides numerous opportunities. More importantly, this approach to capitalism can allow the room for organizations to take on social justice issues that a money driven company would be too sensitive to approach.
Through multiple stories of his experiences Mr. Blank demonstrates how his focus on his core values in his decision making paid dividends in the long run. He also shows where not filling his principles came back to cause problems later. The essence of it all is that doing the right thing does pay off in more ways than financially. In his examples, the big payoff is in the impact these decisions have in the lives of his associates.
Capitalism comes in many flavors. It is not one simple economic theory plaid out every day. Mr. Blank is making an argument that capitalism grounded in service and values grows the whole pot for everybody and provides numerous opportunities. More importantly, this approach to capitalism can allow the room for organizations to take on social justice issues that a money driven company would be too sensitive to approach.
September 23, 2020
There should be more business men like Arthur Blank. The realization that your customers know best is lost on too many CEO's. His philanthropic deeds are an example to us all. A quick read and somewhat repetitive at times, still some good life lessons (although how he forgave Michael Vick is beyond me).
November 24, 2021
Read Good Company. You will glean the kind of insights that will put you in the good company of good companies.
The Author
Arthur Blank is a keen and successful businessman with a tried and tested philosophy: Purpose and profits need to get married. His book, Good Company shares the outworking of that philosophy in his many business enterprises. Blank writes: "The marriage of purpose and profit . . . informs my 'family of businesses' today, which includes Home Depot, two professional sports teams, Mercedes-Benz Stadium, the largest golf retail chain in the world, his charitable foundation, and three Montana ranches (12).
The Book:
"Purpose and profits can -- and should -- beautifully coexist." Home Depot is proof of that says founder Arthur Blank in his book, Good Company.
Recommendation:
I highly recommend Good Company. It showcases the impact of a values-based organization with implications for folks in both for-profit and non-profit sectors. It is the insight of a business and community leader with five decades of proven experience. We see more successes than failures, but I never got the impression Blank was shouting, "Look at me." His worldview is "once and done" (Epilogue) and "change comes from the inside-out" (c.f. 214). These points are true in many respects, but not ultimately so; still, the wisdom and insights were worth every turn of the page. Good Company is not a MBA education, but it is certainly an education about life, hard work, and how to grow a very good company, one measured by people, profits, and the bottom line.
Key concepts:
1. Triple bottom line: People, planet, profits (10).
2. Changing culture: Changing and updating the stores' merchandise was an enormous task in and of itself, but changing and updating the stores' cultures proved to be a far greater challenge. It's hard to change a tire when the car is already driving down the road at fifty miles per hour. Arthur Blank on acquiring Bowater Home Centers (52).
3. On speed to scale: There is nothing to be gained by trying to grow faster than you can train your people to understand and live your values. We were expanding too fast (53).
4. On culture: The company culture is like a campfire. The leader must tend to the values (embers) to help keep those values alive in the hearts of the associates (30). Also, see page 164 on his "bottom line" when it comes to adhering to their values.
5. On hiring: What Charles Lazarus said to Arthur Blank shortly after Home Depot went public: "The hardest moments are when you have to look at a person who helped you get to $1 billion and realize that person can't help you get to $10 billion" (60). Overhire. These employees make better decisions and have a capacity to grow with the role."
6. On ambiguity: After buying the Falcons, Blank flew home with the team from one of their games. He spent the time asking their opinions which helped him see the demoralized players wanted to play before a packed-out stadium. About how to fill the stadium, Blank writes, "I didn't yet know how we were going to get there, but we'd figure that out" (65). He was confident because he had listened to the players and in listening determined his primary mandate as a new owner: having a sold-out stadium (65).
7. On listening: Listen to others, but don't assume what worked "there" will work everywhere (75). See also page 157 where Blank discusses the differences between football and futbol and the implications for how they designed the team locker rooms and also how they set up the concession stands to serve beer -- fans have significantly different tastes.
8. Advice to entrepreneurs: Take a long-term approach, but don't bankrupt your company in the short term. Therefore, when raising capital, "Take what you think you need, and double it--this will allow you to make the right choices for the long-term good of the customer, which [will] also happen to be the right decisions for the long-term good of your company" (88).
9. On parenting: On pages 50-51, Blank describes the way his children have caught the "serve our customers" mindset and the road each of them has taken by building a solid business foundation "by starting on the ground floor."
10. On leadership: Leaders see around corners. "Innovation, flexibility, creativity--these are the lifeblood of any successful business. If you don't see around corners, change with the times, and take the risk to try new things, you won't last long" (43).
11. On risk: Ross Perot turned down Arthur Blank and Bernie Marcus when they approached him for an initial $2 million investment for 70% share of Home Depot, which would be worth more than a hundred billion today (94).
12. On adaptation: Blanks intended to prioritize the importance of soccer and the launch of the Atlanta United soccer team by having them play the first game in the new Mercedes-Benz Stadium, but construction setbacks changed that. He writes, "So, we scrambled to adapt. Because that's what you do with a startup. Anyone who's founded a company will tell you that setbacks are the rule, not the exception" (159).
13. On innovation: Innovation means to continually push, to refuse "autopilot." "I always tell our associates: If the car is just driving safely and smoothly down the road, you're not innovating. We want the wheels to wobble--a little. Of course, we don't want the wheels to fall off, but unless you feel as though they might, you're probably taking things too slowly and too safely" (166).
14. Staying connected to customers: Leaders may not be able to "work the line," "but there are always ways for a leader to stay connected to the customer and to the act of service, and in so doing to set an example for associates and communicate that everyone is in it together. These opportunities are priceless and should be sought out whenever possible" (189).
Quotes worth noting :
1. Service: I don't know what your destiny will be. . . . But I know one thing: the only ones among you who will be really happy are those who have sought and found how to serve. Albert Schweitzer
2. Customer loyalty: Customers will never love a company until the employees love it first. Simon Sinek, Leaders Eat Last (New York: Portfolio, 2017, 222).
3. Employee relations: Blank stresses the importance of "putting people first" as a necessary means of providing purpose. To those who feel this is too "touchy-feely, he quotes Annie Dillard: "How we spend our days is, of course, how we spend our lives" (The Writing Life (New York: Harper Perennial, 2013, 32). And then he writes, "If this all seems too touchy-feely, let me assure you that it's damn good business sense." Particularly, it leads to employee retention (57).
4. Relationships: "People will forget what you said, people will forget what you did, but people will never forget how you made them feel." (Maya Angelou, 79).
4. Wisdom: "It is the province of knowledge to speak. And it is the privilege of wisdom to listen." Oliver Wendell Holmes (63).
5. Putting people first: "It doesn't matter if you're a for-profit or a nonprofit: putting people first and listening to what they want and need is the key to success" (143).
6. Impact: "A life is not important except in the impact it has on other lives." Jackie Robinson (219).
7. Impact: "I expect to pass through this world but once. Any good, therefore, that I can do, or any kindness that I can show to any fellow creature, let me do it now. Let me not defer nor neglect it, for I shall not pass this way again." Quoted by Molly Blank, his mother. No attribution ( 226).
The Author
Arthur Blank is a keen and successful businessman with a tried and tested philosophy: Purpose and profits need to get married. His book, Good Company shares the outworking of that philosophy in his many business enterprises. Blank writes: "The marriage of purpose and profit . . . informs my 'family of businesses' today, which includes Home Depot, two professional sports teams, Mercedes-Benz Stadium, the largest golf retail chain in the world, his charitable foundation, and three Montana ranches (12).
The Book:
"Purpose and profits can -- and should -- beautifully coexist." Home Depot is proof of that says founder Arthur Blank in his book, Good Company.
This book tells the story of how I set out to do just that--to use the values that built The Home Depot to shape and lead a variety of organizations, including a long-established but struggling National Football League (NFL) team, a brand-new stadium, a startup Major League Soccer team, a near-bankrupt retail chain, a guest ranch, a nonprofit retreat center, and a family foundation (5).What is a "good company?" It is a community, a place where customers are treated like honored guests. Blanks builds his thesis on the word, "company," which means fellowship or companionship (8). He precedes to chronicle the impact of that philosophy in ten highly interesting, personal, and fast-paced chapters.
Recommendation:
I highly recommend Good Company. It showcases the impact of a values-based organization with implications for folks in both for-profit and non-profit sectors. It is the insight of a business and community leader with five decades of proven experience. We see more successes than failures, but I never got the impression Blank was shouting, "Look at me." His worldview is "once and done" (Epilogue) and "change comes from the inside-out" (c.f. 214). These points are true in many respects, but not ultimately so; still, the wisdom and insights were worth every turn of the page. Good Company is not a MBA education, but it is certainly an education about life, hard work, and how to grow a very good company, one measured by people, profits, and the bottom line.
Key concepts:
1. Triple bottom line: People, planet, profits (10).
2. Changing culture: Changing and updating the stores' merchandise was an enormous task in and of itself, but changing and updating the stores' cultures proved to be a far greater challenge. It's hard to change a tire when the car is already driving down the road at fifty miles per hour. Arthur Blank on acquiring Bowater Home Centers (52).
3. On speed to scale: There is nothing to be gained by trying to grow faster than you can train your people to understand and live your values. We were expanding too fast (53).
4. On culture: The company culture is like a campfire. The leader must tend to the values (embers) to help keep those values alive in the hearts of the associates (30). Also, see page 164 on his "bottom line" when it comes to adhering to their values.
5. On hiring: What Charles Lazarus said to Arthur Blank shortly after Home Depot went public: "The hardest moments are when you have to look at a person who helped you get to $1 billion and realize that person can't help you get to $10 billion" (60). Overhire. These employees make better decisions and have a capacity to grow with the role."
6. On ambiguity: After buying the Falcons, Blank flew home with the team from one of their games. He spent the time asking their opinions which helped him see the demoralized players wanted to play before a packed-out stadium. About how to fill the stadium, Blank writes, "I didn't yet know how we were going to get there, but we'd figure that out" (65). He was confident because he had listened to the players and in listening determined his primary mandate as a new owner: having a sold-out stadium (65).
7. On listening: Listen to others, but don't assume what worked "there" will work everywhere (75). See also page 157 where Blank discusses the differences between football and futbol and the implications for how they designed the team locker rooms and also how they set up the concession stands to serve beer -- fans have significantly different tastes.
8. Advice to entrepreneurs: Take a long-term approach, but don't bankrupt your company in the short term. Therefore, when raising capital, "Take what you think you need, and double it--this will allow you to make the right choices for the long-term good of the customer, which [will] also happen to be the right decisions for the long-term good of your company" (88).
9. On parenting: On pages 50-51, Blank describes the way his children have caught the "serve our customers" mindset and the road each of them has taken by building a solid business foundation "by starting on the ground floor."
10. On leadership: Leaders see around corners. "Innovation, flexibility, creativity--these are the lifeblood of any successful business. If you don't see around corners, change with the times, and take the risk to try new things, you won't last long" (43).
11. On risk: Ross Perot turned down Arthur Blank and Bernie Marcus when they approached him for an initial $2 million investment for 70% share of Home Depot, which would be worth more than a hundred billion today (94).
12. On adaptation: Blanks intended to prioritize the importance of soccer and the launch of the Atlanta United soccer team by having them play the first game in the new Mercedes-Benz Stadium, but construction setbacks changed that. He writes, "So, we scrambled to adapt. Because that's what you do with a startup. Anyone who's founded a company will tell you that setbacks are the rule, not the exception" (159).
13. On innovation: Innovation means to continually push, to refuse "autopilot." "I always tell our associates: If the car is just driving safely and smoothly down the road, you're not innovating. We want the wheels to wobble--a little. Of course, we don't want the wheels to fall off, but unless you feel as though they might, you're probably taking things too slowly and too safely" (166).
14. Staying connected to customers: Leaders may not be able to "work the line," "but there are always ways for a leader to stay connected to the customer and to the act of service, and in so doing to set an example for associates and communicate that everyone is in it together. These opportunities are priceless and should be sought out whenever possible" (189).
Quotes worth noting :
1. Service: I don't know what your destiny will be. . . . But I know one thing: the only ones among you who will be really happy are those who have sought and found how to serve. Albert Schweitzer
2. Customer loyalty: Customers will never love a company until the employees love it first. Simon Sinek, Leaders Eat Last (New York: Portfolio, 2017, 222).
3. Employee relations: Blank stresses the importance of "putting people first" as a necessary means of providing purpose. To those who feel this is too "touchy-feely, he quotes Annie Dillard: "How we spend our days is, of course, how we spend our lives" (The Writing Life (New York: Harper Perennial, 2013, 32). And then he writes, "If this all seems too touchy-feely, let me assure you that it's damn good business sense." Particularly, it leads to employee retention (57).
4. Relationships: "People will forget what you said, people will forget what you did, but people will never forget how you made them feel." (Maya Angelou, 79).
4. Wisdom: "It is the province of knowledge to speak. And it is the privilege of wisdom to listen." Oliver Wendell Holmes (63).
5. Putting people first: "It doesn't matter if you're a for-profit or a nonprofit: putting people first and listening to what they want and need is the key to success" (143).
6. Impact: "A life is not important except in the impact it has on other lives." Jackie Robinson (219).
7. Impact: "I expect to pass through this world but once. Any good, therefore, that I can do, or any kindness that I can show to any fellow creature, let me do it now. Let me not defer nor neglect it, for I shall not pass this way again." Quoted by Molly Blank, his mother. No attribution ( 226).
April 17, 2025
nonfiction but literally such a page turner? i loved being in the world of workers’ rights and reasonably priced stadium food <3
February 1, 2021
I enjoyed reading this for a variety of reasons. First, Arthur Blank was one of the founders of the company I currently work for. It was good to learn more about him. Secondly, he is one of the more liberal and progressive of my company's founders, but yet people who don't work at The Home Depot focus all their efforts on Bernie Marcus and thereby want to boycott The Home Depot, forgetting all about Arthur Blank. Third, I honestly have zero interest in football and never really gave a single thought on sports management or Arthur Blank's role as owner of the Atlanta Falcons or even Atlanta United, so it was nice to learn more about it. Fourth, I do like Atlanta United, so it was exceptionally nice to learn more about it as I do believe it was one of the best things for Atlanta. Fifth, Arthur Blank is not from Atlanta and yet loves his adopted home of Atlanta and wants to see it succeed, very much like myself. I could relate very much to that sentiment. Sixth, it was nice to read more about some of the Atlanta efforts in the book from the stance of economic empowerment; it hit close to home. And finally, all of this together gave me a sense of positive energy as I start the new year working for a company I've been pleasantly surprised with this past year. I highly admire Arthur and am proud to work for the company he started. The book was an easy read and had a lot of good points about how to run business the right way (responsible capitalism), even if sometimes it was a bit more idealistic than realistic. His heart is definitely in the right place, and clearly he's successful, so it does work.
January 2, 2021
Love Arthur Blank SO much. So glad I read this to know his story, more about him, and watch what is still to come from this smart, dedicated, and generous man. And what a story it is. From a very interesting childhood, through a great education, his career takes off in a most unexpected way. For me at least. He certainly deserves to live a life of rest and leisure, enjoying the spoils of creating a great company (even though Home Depot fired him!), but no, he is spending his retirement years giving, creating, building, and securing a better future for the city of Atlanta and countless people. I loved this story. Very well written, too!
October 22, 2023
Self congratulory
December 26, 2025
Arthur Blank’s Good Company is one of the most inspiring business books I’ve read this year. Blank doesn’t just teach leadership—he embodies it. Throughout the book, he insists that “When good companies put the wellbeing of their customers, their associates, and their communities first, financial success will follow,” showing that values and profits aren’t opposed but deeply connected.
What makes this book special is how Blank puts people at the center of every decision. As he says, “As leaders, we’re always setting an example through our actions… and one of the most important examples a leader can set is that of being willing to serve.”
That servant‑leadership mindset is what drove The Home Depot from a startup to a corporate giant and shaped his work with the Atlanta Falcons and Atlanta United—where he focused on filling the stadium and building community, not just checking profit boxes.
Blank also reminds leaders to “listen to your customers… pay attention to the specifics,” understanding that real insight comes from hearing people’s voices, not just metrics.
And he emphasizes the long view: “You’ve got to make decisions for the long, long haul—seven generations yet unborn,” showing that lasting success means caring not only about today’s numbers, but about future impact.
Compared to many corporate cultures today, where profit often comes first, Blank’s approach feels radically humane. It makes you think: what if our cities, companies, and leaders cared more about people than revenue? What if places like Las Vegas prioritized community and fairness over every nickel and dime?
Good Company shows that living and leading with values doesn’t weaken business—it strengthens it.
This is one of the top business books I’ve read this year (alongside Shoe Dog), and I highly recommend it to anyone who wants to lead with integrity and build something that genuinely benefits others.
What makes this book special is how Blank puts people at the center of every decision. As he says, “As leaders, we’re always setting an example through our actions… and one of the most important examples a leader can set is that of being willing to serve.”
That servant‑leadership mindset is what drove The Home Depot from a startup to a corporate giant and shaped his work with the Atlanta Falcons and Atlanta United—where he focused on filling the stadium and building community, not just checking profit boxes.
Blank also reminds leaders to “listen to your customers… pay attention to the specifics,” understanding that real insight comes from hearing people’s voices, not just metrics.
And he emphasizes the long view: “You’ve got to make decisions for the long, long haul—seven generations yet unborn,” showing that lasting success means caring not only about today’s numbers, but about future impact.
Compared to many corporate cultures today, where profit often comes first, Blank’s approach feels radically humane. It makes you think: what if our cities, companies, and leaders cared more about people than revenue? What if places like Las Vegas prioritized community and fairness over every nickel and dime?
Good Company shows that living and leading with values doesn’t weaken business—it strengthens it.
This is one of the top business books I’ve read this year (alongside Shoe Dog), and I highly recommend it to anyone who wants to lead with integrity and build something that genuinely benefits others.
July 1, 2025
This actually wasn't so bad. Frankly, I was not excited to read this book. I got an ARC of this from my job, blindly not knowing what it was really about. Right now I'm going through all the ARCs I've accumulated over time. This is an ARC from 2020. Anyways, going in, I wasn't excited to read this book because it's nonfiction and talks about business. As a reader of fictional worlds, I would have donated or given it someone else instead of reading it. As a writer, I feel like it's important to read anything and everything, even if you don't like it or are disinterested.
Surprisingly, I actually liked this book. I'm not a huge fan of Home Depot, or even the NFL. I don't even like most sports. However, I'm starting to be more interested in creating businesses and working for yourself. This book taught me that for a business to succeed, you have to always put other people first. Creating and having meaningful relationships with anyone you work with is the core of this book. I also liked reading about how he created a billion dollar company from nothing. Reading this makes me feel like anything is possible just as long as you work hard, listen to what others have to say with an open mind, and innovate constantly.
Overall, pretty good. It inspires me to make something from nothing too.
Surprisingly, I actually liked this book. I'm not a huge fan of Home Depot, or even the NFL. I don't even like most sports. However, I'm starting to be more interested in creating businesses and working for yourself. This book taught me that for a business to succeed, you have to always put other people first. Creating and having meaningful relationships with anyone you work with is the core of this book. I also liked reading about how he created a billion dollar company from nothing. Reading this makes me feel like anything is possible just as long as you work hard, listen to what others have to say with an open mind, and innovate constantly.
Overall, pretty good. It inspires me to make something from nothing too.
January 17, 2021
A short, cheerful account of how Blank built Home Depot into a company with B-Corp values before B-Corps were a thing. The storytelling isn’t as engaging as Phil Knight’s “Shoe Dog” or Iger’s “Ride of a Lifetime” but many of the management lessons he lays out transcend all three books:
1. Distribute leadership to your teams and let them make their own decisions. If you can’t do this you’ve hired the wrong people.
2. Treat your best employees like they are free agents. They are.
3. You aren’t smarter than customers/subordinates. Solicit advice often and consider it with intellectual honestly.
4. Decision making should be transparent. Good news should travel fast but bad news needs to travel faster.
There are a few things in the book that come across as Pollyanna-ish... “we went to South America to find soccer talent and now everyone does that”. Ok, right. However, Blank is clearly one of Americas most successful entrepreneurs and managers so his story is worth understanding.
1. Distribute leadership to your teams and let them make their own decisions. If you can’t do this you’ve hired the wrong people.
2. Treat your best employees like they are free agents. They are.
3. You aren’t smarter than customers/subordinates. Solicit advice often and consider it with intellectual honestly.
4. Decision making should be transparent. Good news should travel fast but bad news needs to travel faster.
There are a few things in the book that come across as Pollyanna-ish... “we went to South America to find soccer talent and now everyone does that”. Ok, right. However, Blank is clearly one of Americas most successful entrepreneurs and managers so his story is worth understanding.
This entire review has been hidden because of spoilers.
February 16, 2021
I became a season ticket holder for the Atlanta Falcons when Mr. Blank purchased the team and promised to put fans in the stands. I've always admired his determination, but never knew the underlying passion that Mr. Blank has for his businesses.
I really enjoyed this book, though as a retiree, I don't think I was really the intended audience. Every entry, middle and upper level manager should read this. The morality, ethics and values that Art Blank promotes in his organizations could change the entire corporate structure is truly embraced by corporate America. People and service are the core items that Mr. Blank has focused on in all of his diverse enterprises. His values are reflected in the entire organization and supported by all of the associates. We are all familiar with the attitude and service oriented people at Home Depot, and as I read the book, I realized that same attitude is shown by the ticket takers, vendors and ushers at Mercedes Benz Stadium. Something is being done right in these companies.
I really enjoyed this book, though as a retiree, I don't think I was really the intended audience. Every entry, middle and upper level manager should read this. The morality, ethics and values that Art Blank promotes in his organizations could change the entire corporate structure is truly embraced by corporate America. People and service are the core items that Mr. Blank has focused on in all of his diverse enterprises. His values are reflected in the entire organization and supported by all of the associates. We are all familiar with the attitude and service oriented people at Home Depot, and as I read the book, I realized that same attitude is shown by the ticket takers, vendors and ushers at Mercedes Benz Stadium. Something is being done right in these companies.
January 23, 2024
It is not uncommon growing up in America a capitalist wealthy society to not think those who are running large corporations are selfish and main contributors to the poor aspect of society. In this book Arthur Blanks seeks to challenge this assumption and share his insights on value based capitalism. This type of capitalism support the wealth creation potential we have in America and marries with it the social good that can come from access to resources to contribute to positive change. Arthur shares his value based journey that led to creation of big successful businesses like Home Depot and would carry into changing lives through community impact. He shares why this type of capitalism is important in our life long journey of being part of an ever changing society. I did not know prior to this book the upbringing of Mr. Brooks, but I have witnessed his impact specifically in sports with the two teams he owns in Atlanta. Learning in this book how they came to fruition and impact it had on him and the community makes the well worth the read.
November 2, 2020
Home Depot is a great company that enjoys tremendous commercial success. What's even more amazing is that the co-founder of Home Depot Arthur Blank was able to apply the same principles to other industries and still enjoyed similar successes.
"Caring for customers, treating associates with respect, being inclusive, fostering innovation, giving back to the community, leading by example—these are the attitudes that differentiate the businesses that thrive over the long term, and even more so in today’s challenging climate. They’re equally important in other sectors too—in education, politics, nonprofits, and more."
"What makes a good company, regardless of the industry in which it operates, is its ability to facilitate human connection. "
A transaction is momentary; a relationship is for life.
"Caring for customers, treating associates with respect, being inclusive, fostering innovation, giving back to the community, leading by example—these are the attitudes that differentiate the businesses that thrive over the long term, and even more so in today’s challenging climate. They’re equally important in other sectors too—in education, politics, nonprofits, and more."
"What makes a good company, regardless of the industry in which it operates, is its ability to facilitate human connection. "
A transaction is momentary; a relationship is for life.
December 24, 2021
Picked this book up solely based on the cover and a desire to learn more about Home Depot’s founding story, and retail more generally.
What I got was so much more than that. The book brings to life lessons of treating employees, customers, and community stakeholders with respect and empathy. It takes examples from Home Depot, the Falcons, Atlanta’s football stadium, and Montana ranches, and brings in the complexity of life - competition, fitting the mold, betrayal, etc. With each conflict or under optimized feature, Arthur Blank makes it his mission to find a solution that works for everyone. This book is a sweet blend of memoir, strategy, and ethics.
The only reason it wasn’t 5 stars is that I wish it was richer in detail and longer. However, that’s a tall ask since Blank is not a professional writer, instead is very matter of fact and that’s something to appreciate.
What I got was so much more than that. The book brings to life lessons of treating employees, customers, and community stakeholders with respect and empathy. It takes examples from Home Depot, the Falcons, Atlanta’s football stadium, and Montana ranches, and brings in the complexity of life - competition, fitting the mold, betrayal, etc. With each conflict or under optimized feature, Arthur Blank makes it his mission to find a solution that works for everyone. This book is a sweet blend of memoir, strategy, and ethics.
The only reason it wasn’t 5 stars is that I wish it was richer in detail and longer. However, that’s a tall ask since Blank is not a professional writer, instead is very matter of fact and that’s something to appreciate.
January 7, 2021
As a current associate for an Arthur Blank company, I think this is such an important read for people in the workforce. It is so important to understand that the reason some companies are successful is because they value the human beings they serve as well as the human beings they hire to serve. The balance is important. AB shares his experiences with a refreshing amount of honesty and reflection on his past, present and future leadership decisions. No, my experience at my job is not perfect, but the core values AB created are engrained in everything that teams looks for when hiring, and the interactions I have with my peers every day, and it has seriously created one of the healthiest and most diverse work cultures I have ever experienced.
September 12, 2021
I read /Good Company/, by Arthur Blank:
https://www.thefalcoholic.com/2020/9/...
Blank's previous book, with Bernie Marcus, his co-founder, was way better (Built from Scratch: How a Couple of Regular Guys Grew The Home Depot from Nothing to $30 Billion). Some of this book was pretty boring, but not so boring I have to call Arthur Blank Mr. Blankety-Blank.
Overall, I enjoyed /Good Company/. The best parts were about Mr. Blank's purchases and ownership of sports teams after what happened in the previous story made him a billionaire.
https://www.thefalcoholic.com/2020/9/...
Blank's previous book, with Bernie Marcus, his co-founder, was way better (Built from Scratch: How a Couple of Regular Guys Grew The Home Depot from Nothing to $30 Billion). Some of this book was pretty boring, but not so boring I have to call Arthur Blank Mr. Blankety-Blank.
Overall, I enjoyed /Good Company/. The best parts were about Mr. Blank's purchases and ownership of sports teams after what happened in the previous story made him a billionaire.
February 18, 2022
A must read if you are in the business world! I read this one quick, because I wanted to finish it before I heard him speak on campus this week. If you are in a supervisory position you should read this book. This is what true servant leadership is all about. Mr. Blank wants to always do what is best for his organization, and the people his organizations serve. Great life lessons throughout the book!
The Blank Family Foundation is helping so many people, to know he grew up poor in Queens NY to now being a billionaire and giving most of his money away, makes me smile so big.
READ IT!
The Blank Family Foundation is helping so many people, to know he grew up poor in Queens NY to now being a billionaire and giving most of his money away, makes me smile so big.
READ IT!
Read
August 8, 2022Enjoyed the book; very impressive businesses built by Blank after his HD career.
Made 2 notably bad hiring decisions: Bobby Petrino coaching the Falcons and Bob Nardelli running HD after losing out on the top job at GE. (Blank’s first choice was Jamie Dimon! Who couldn’t walk away from 15 yrs in finance) Nardelli gets withering criticism for his relentless cost cutting and centralization. Rival CEO told Blank they threw a party when Nardelli got hired because they knew he would destroy the culture, which was the one thing they couldn’t replicate.
Made 2 notably bad hiring decisions: Bobby Petrino coaching the Falcons and Bob Nardelli running HD after losing out on the top job at GE. (Blank’s first choice was Jamie Dimon! Who couldn’t walk away from 15 yrs in finance) Nardelli gets withering criticism for his relentless cost cutting and centralization. Rival CEO told Blank they threw a party when Nardelli got hired because they knew he would destroy the culture, which was the one thing they couldn’t replicate.
November 29, 2020
Arthur Blank is one of the founders of Home Depot. He is also the owner of the Atlanta Falcons, Atlanta's MLS Soccer team, PGA Tour Superstores, and a guest ranch in Montana. What do they all have in common? They are all successful businesses with a customer centric focus as well as a reputation for taking care of their employees. He also has an active foundation in the community where the teams play. An inspiring read of how you can put people first and still be successful.
May 3, 2021
Caught the tail-end of an interview where he was discussing this book & thought it was more of a memoir of what he has done since leaving Home Depot rather than a business principles book but it was not bad despite my mistake. Quite repetitive in that each chapter has him reiterating how he has stuck to his core values in this business venture or that, but it is a fast, readable book with some interesting information
March 9, 2024
For almost 20 years, I worked for a large vendor of Home Depot. I began back in the early days of the “Bernie and Arthur” era, then the “just Arthur” time, then the “Nardelli period” fiasco, and again “back to Arthur” time.
I grabbed this book at a yard sale, and enjoyed every moment of reading it. It brought many good and bad flashbacks to mind with Arthur’s many stories. What a quality man steering multiple quality businesses can do!
I grabbed this book at a yard sale, and enjoyed every moment of reading it. It brought many good and bad flashbacks to mind with Arthur’s many stories. What a quality man steering multiple quality businesses can do!
October 7, 2020
A book with great leadership and management ideas to make the organization outstanding. I liked it a lot! I had not heard about Arthur before and don’t follow the USA football nor soccer. Therefore in some places, it was more complicated to pay attention and that’s why I gave 4 stars.
Really liked his leadership principles and the stories around Home Depot. 2inch story was great as well😎
Really liked his leadership principles and the stories around Home Depot. 2inch story was great as well😎
May 22, 2025
Arthur Blank seems more genuine when it comes to value-based leadership than most (e.g. Howard Schultz). But this was still an underwhelming half-memoir, half-platitudes, with a not so subtle attempt to maintain an image of being progressive and in touch with normal folk. Was hoping for something a bit more authentic but probably shouldn’t be surprised that it wasn’t.
October 20, 2020
Short read. Lots of great info on Blank's career and management style.
The idea of empowering associates since they are most closely interacting with your customers is spot on! Hopefully this is the future of business management.
The idea of empowering associates since they are most closely interacting with your customers is spot on! Hopefully this is the future of business management.
March 24, 2021
Included some very good anecdotes from THD, the Falcons, Atlanta United, the stadium, and more that fleshed out the primary thesis: that values-based businesses can impact their communities for good AND be profitable. Better than expected.
March 28, 2023
While I thought this book went into too much detail about some things on philanthropy, I thought that it included many valuable life and business lessons. On the whole, it was well written and I think the content would appeal to a broad range of audiences.
November 3, 2024
Inspiring. What especially struck me is Arthur Blank’s prioritization of employees and customers alongside, rather than less than, shareholders. This is not just good for humanity but has also been good for business.
March 14, 2025
Amazing book about being a leader, manager, associate and just plain old human being. So many insights and nuggets to take forward. It will remain on my shelf to read again. Amazing man, leading many diverse organizations all doing great things on every level.
October 7, 2020
Arthur is such an inspirational guy- he always remembers to treat people with respect, and that’s a huge part of his business success
October 24, 2020
Humane capitalism defined and refined. Many of our business leaders should read and embrace these principles.
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