Development of level 5 leaders

The discussion here is about the contents of the book "Good to Great by Jim Collins".

Development of level 5 leaders.

Various level in leadership is explained in this diagram. The level 5 leader is the one who can lead his organization to become great and remain great.

Level 5 leader builds enduring greatness through a paradoxical blend of personal humility and professional will.

According to the book: "Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company. It's not that Level 5 leaders have no ego or seld-interest. Indeed, they are incredibly ambitious - but their ambition is first and foremost for the institution, not themselves."

                                           

Level 5 leaders are a study in duality: modest and willful, humble and fearless.

HUMILITY +  WILL = LEVEL 5

Key trait of Level 5 leaders: ambition first and foremost for the company and concern for its success rather than for one's own riches and personal renown. Level 5 leaders want to see the company even more successful in the next generation, comfortable with the idea that most people won't even know that the roots of that success trace back to their efforts. As one Level 5 leader said, "I want to look out from my porch at one of the great companies in the world someday and be able to say, 'I used to work there.' "

         

Summary: The Two Sides of Level 5 Leadership

Professional Will	Personal Humility
Creates superb results, a clear catalyst in the transition from good to great.	Demonstrates a compelling modesty, shunning public adulation; never boastful.
Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult.	Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate.
Sets the standard of building an enduring great company; will settle for nothing less.	Channels ambition into the company, not the self; sets up successors for even greater success in the next generation.
Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors, or bad luck.	Looks out the window, not in the mirror, to apportion credit for the success of the company - to other people, external factors, and good luck.