grp 1 level 5 leadership

8/9/2019 Grp 1 Level 5 Leadership

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Level 5 Leadership

The Triumph of Humility and FierceResolve


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The Future of Work

Characteristic 20th Century Org 21st Century Org

Focus Internal External

Style Structured Flexible

Source of Strength Stability Change

Structure Self-Sufficiency Interdependencies

Resources Physical assets Information

Operations Vertical integration Virtual integration

Products Mass production Mass customisation

Reach Domestic Global

Financials Quarterly Real-timeInventories Months Hours

Workers Employees Employees and freeagents

Leadership Dogmatic Inspirational

Motivation To compete To build


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James M. Kouzes & Barry Z. Posner.

1993. Credibility: How leaders gain

and lose it, why people demand it.

San Francisco: Jossey-Bass.


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Ambitious

Establishes Strong Relationships

Consistently High Performance

Team Building and Leadership Skills

Intelligence

Willingness to Take Risks

Able toAdapt Problem-Solver

*Centre for Creative Leadership

What Defines Success in an Executive?*What Defines Success in an Executive?*


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Problems with Interpersonal Relationships

Failure to meet Business Objectives

Inability to Build and Lead a Team

What DefinesFailure in an Executive?*What DefinesFailure in an Executive?*

*Centre for Creative Leadership


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Comparison Companies

Copyright Jim Collins, All Rights Reserved

Comparison Companies Gallup50

Copyright Jim Collins, All Rights Reserved

What does the Research Say?What does the Research Say?

Good to Great Companies

1

2

3

4

6

7

8

T-1

Transition Point T+1

Ratio of Cumulative Stock Returns

to General Market

Good toGreat

0

2

4

6

8

10

12

14

16

18

Built to Last Companies

Ratio of Cumulative Stock Returns

to General Market

Builtto Last

S& 500 (less Gallup50)

Gallup50 vs S& 500

Avg. Closing Stock rice

( 9 = 00)

Gallup50


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Good...to Great: Key Drivers

Hedgehog Concept:

Simple but

comprehensive

understanding

Culture of

Discipline:

Disciplined

people, thoughts

and action

Flywheel:

Continuous buildup

Brutal Facts +

Absolute Faith:

All the time

Technology

Accelerator

People first,

Strategy second

Level 5 leadership

Good to Great

companies


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The Hierarchy

Level 5:

Executive

Level :

Effective Leader

Stimulates group,Catalyzes commitment

Level : Competent manager

Organizes people and

resources towards the

effective pursuit of objectives

Level : Contributing team memberContributes to the achievement of group

Objectives. Works effectively in a group setting

Level : Highly capable individual

Makes productive contributions through talent,

knowledge, skills and good work habits


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Level 5 Leadership

Myth: Egocentric, larger than life,charismatic leadersmake a companygreat

Reality: Level 5 leadership = Genuine Personal humility

+ Intense professional will

Full fledged Level 5: Capabilitiesofall lower levels +Own special characteristics

Are a study in duality: They are modest and willful,shyand fearless. They act with quiet,calm anddetermination.

Rely principallyon inspired standards, not inspiringcharisma, to motivate.


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Level 5 Leadership cont.

Routinelyselected superb (often Level 5)successors: Left a company that would be greatwithout them

Can level 5 be developed ? ..............

A necessary but notsufficientcondition for a good

togreat transformation

Few Examples: Darwin Smith, CEO Kimberly ClarkColman Mockler, CEO Gillette


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Level 5 Leadership cont.


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Ad

ifferent Perspective

Relating LevelsofLeadership

ToOrganizational Structure


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Transformational Leadership

Organizational Structure

Level one, anunempowered

environment,positions the leaderabove andseparate from the

workgroup.


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At level two The leader movesfrom

above the workers to

the center of the unit,but a clear distinctionstill exists betweenwhat the leader doesand what people in theworkunit do.

The leader iscentral tomostcommunicationwithin the group andchannelscommunication fromupper management tothe group.


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At level three, The leader begins toshift

decision-making authorityforbasic tasks to membersof thegroup or the workgroup as a

whole. Some members might begin to

take on responsibilitiesbelonging traditionally to theleader.

The leader also encouragescommunication,cooperation,

and teamwork amonggroupmembers whenever possible.

However. the leader still iscentral to the group, especiallyas the initiator of the transitionto empowerment.


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At level 4 No longer central to decision

making, the leader becomes apartner togroup members in levelfour.

The links between group membersmight become even stronger.

They might depend on eachotheras much ason the leader forinformation,help on decisions,and support.

Their scope ofempowermenthaswidened.

Notonly dogroup membersmake decisions abouthow they dotheir jobs, but they also assumemanyof the responsibilities anddecisionsformerlyheld by theleader.


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At level five,

Group members are self-directed.. The leader's

primary role is tocoach,counsel, and support them.

Group members takeresponsibilityfor and makedecisions about tasks andjobs, including most

responsibilities thathad beentheir leader's.

The leader still providesdirection and acts as aresource,often tacklingissuesoutside the group.


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First Who.Then What

This means:

Level 5+

Management Team

(Good to GreatCompanies)

AGenius with a

Thousand Helpers

(ComparisonCompanies)

Level 5 Leader Level 4 Leader

First Who

Get the right peopleon the bus. Build asuperior executive

team.

First What

Set a vision forwhere to drive the

bus. Develop a road

map for driving thebus.

Then What

Once you have theright people in place,figure out the bestpath to greatness

Then Who

Enlist a crew ofhighly capable

helpers to makethe vision happen


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The Hedgehog Concept


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It issimple

Know the one bigthing and stick to it

It is an understanding,not a strategy

Getting a HedgehogConcept is an iterativeprocess

It took an average offour yearsfor the G2Gcompanies toget aHedgehog Concept


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What are your three circles?

What are you thebest in the world

at? What drivesyour

economic engine?

What are youdeeply passionateabout?


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A Hedge Hogconcept is not agoal to be the best, a strategy tobe the best, an intention to bethe best, a plan to be the best.

It is an understandingofwhatyoucan be the best at.


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THE FLYWHEEL AND THE

DOOM LOOP

Tremendous powerexists in the fact ofcontinued improvement and the

delivery ofresults. Point to tangibleaccomplishments people see and feelthe buildup of momentum, they will line

up with enthusiasm.


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Thus, the difference made by level 5

leadership can be seen as follows:


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What DifferenceEffective Leadership

Makes


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Management Leadership

.. but . both are important !!!


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*John KotterLeading Change

Planning and Budgeting

Organizing and Staffing

Controlling and ProblemSolving

Management

Management isNotLeadership*Management isNotLeadership*

Establishing Direction

Aligning People

Motivating and Inspiring

LeadershipAND

Produces Degree of

Predictability & Order

Produces Change

(often to a dramatic degree)


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Thank You !

grp 1 level 5 leadership

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