tl- level 5 leadership

8/18/2019 TL- Level 5 Leadership

1/19

Level 5 Leadership


2/19

Key Points

• What is Level 5 leadership?

• What are the Characteristics of Level5 leaders?

• Can you learn to become level 5?

• How To Go rom Good to Great?


3/19

Leadership Pyramid

5–Level 5 Executive

4–Effective Leader

3–Competent Manager

2–Contriuting !eam Memer

"–#ighly Capale $ndividual

5–Level 5 Executive

4–Effective Leader

3–Competent Manager

2–Contriuting !eam Memer

"–#ighly Capale $ndividual


4/19


5/19

Level 5

• Level 5 # Level 5 12ecutive& 3uilds enduring $reatnessthrou$h a parado2ical combination of personal humility plus professional will.

%et up successors for even greater success

Compelling modesty& self'effacing& understated

Loo( in mirror and ta(e full responsiility for poor decisions

Many people have the potential to evolve into Level 5

)ttriute success to other than themselves


6/19

4ttitude of a Level 5 leader

• % want to loo( out from myporch at one of the $reat

companies of the world andbe able to say& I used towork there.”


7/19

What 'a(es a Level 5 Leader?

• Humility

• 'odesty

• Willful• Humble

• earless


8/19

Level 5 Leaders

• Warren 3uffett is a timeless Level 5 leader e2ample-

• He $ives autonomy and praise to those surroundin$ him-

• %n *667) althou$h 3er(shire stoc( lost .*8 of its value) itstill beat the 9:P 566- %nstead of spinnin$ this as a victory)

3uffett shouldered responsibility) sayin$) % made someerrors of omission) suc(in$ my thumb when new factscame in that should have caused me to re;e2amine mythin(in$ and promptly ta(e action-


9/19

9howtime


10/19

=ot 4lways 4bout the 'oney

• 4 level 5 leader isn>t concerned about moneyonly- This leader is much more concerned withthe overall success of the company in the presentas well as in the future when they are $one-

• They will do everythin$ they can to ma(e surethe company will succeed later by appointin$ asuccessor with their same characteristics-


11/19

When it is 4bout the 'oney

• When it is about the money you>re probablytal(in$ about a Level 0 Leader- This is somebodywho is not concerned with the future of thecompany after they>re $one) but who +ust wants

to $et paid-• They are all about the %@ and not about the

We-@


12/19

Flywheel

Level 5

Leadership

*irst +ho,

!hen +hat

Confront the

-rutal *acts

#edgehog

Concept

Culture of

.iscipline

!echnology

)ccelerators

.isciplined People .isciplined !hought .isciplined )ction

-uildup - r e

a ( t h r

o u g h

/ood to /reat


13/19

*irst +ho &!hen +hat

• Leaders egan the transformation y first getting the right

people on the us 0and the 1rong people off the us

• +ho 6uestions came efore 1hat decisions ' efore vision&

strategy& organi7ation structure& and tactics

• Put your est people on your est opportunities& not iggestprolems


14/19

Confront the -rutal *acts

• %etting off on the path to greatness re6uires confronting the rutal

facts of current reality

• Must create a culture in 1hich people have a tremendous

opportunity to e heard and& ultimately& for the truth to e heard

•*our asic practices8Lead 1ith 6uestions& not ans1ers

Engage in dialogue and deate& not coercion

Conduct autopsies& 1ithout lame

-uild red flag mechanisms 1here information

cannot e ignored


15/19

#edgehog Concept

• #edgehogs see 1hat is essential& and ignore the

rest Concentrates on one area 1hich is the est

• !he #edgehog Concept is a deep understanding of

three intersecting circles translated into a simple&

crystalline concept8

+hat you are deeply passionate aout

+hat you can e est in the 1orld at

+hat drives your economic engine


16/19

#edgehog Concept

The

Council

)ll /uided y

the !hree Circles)s( 9uestions

.ialogue :

.eate)utopsies

: )nalysis

Executive

.ecisions

)n $terative

Process


17/19

Culture of .iscipline

• /ives people freedom and responsiility

1ithin frame1or( of that system

• %top doing lists are more important than

to do lists• )nything that does not fit 1ith our

#edgehog Concept& 1e 1ill not do


18/19

!echnology )ccelerators

• /ood'to'greats used technology as an

accelerator of momentum& not a creator of it

• !echnology y itself is never a root cause of

either greatness or decline• /ood'to'greats avoid technology fads and

and1agons 0others are using so $ should do


19/19

!he *ly1heel

• !here 1as no single defining action& no grand program& no one

(iller innovation& no solitary luc(y rea(& no miracle moment

• Li(e pushing on a giant& heavy fly1heel& it ta(es a lot of effort

to get the thing moving at all& ut

+ith persistent pushing

$n a consistent direction

;ver a long period of time

!he fly1heel uilds momentum

• Eventually hitting a point of rea(through

tl- level 5 leadership

Documents