Leadership 5 Level

7/31/2019 Leadership 5 Level

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Jim Collins

Level 5 LeadershipThe Triumph of Humility

and Fierce Resolve


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A five-year research project searched for the

answer to that question, and its discoveriesought to change the way we think about

leadership.


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Collins argues that the key ingredient that

allows a company to become great is having a

Level 5 leader: an executive in whom genuine

personal humility blends with intenseprofessional will.

Jim Collins discovery of Level 5 leadership is counterintuitive. Indeed, it iscountercultural. People generally assume that transforming companiesfrom good to great requires larger-thanlife leaders.


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= Humility +Professional Will


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Grew up on a farm in Indiana

Paid his way through college

In-house lawyer

Promoted to CEO of Kimberly-Clark

Nose and throat cancer

Great leader

I never stopped trying to become qualified for

the job.


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Coleman Mockler, CEO Gillette CEO from 1975-1991

Fought off three takeover bids

Invested in radically new and technologically

advanced systems

Died after making cover ofForbes magazine


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Modest

Willful

Do what must be done

Humble Window and Mirror

Fearless

Abbot Laboratories


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Initial Terms and Ideas

Selfless executive

Servant leader

Can be misleading

Certain labels sound

meek and weak

Only portray thehumility side

The Other Side of the Coin

Fanatically Driven

Infected with

incurable need to

produce results

Will do what must be

done

Humility + Will =

Level 5


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Level 5 leaders want to see the company

succeed in the next generations.

Non Level 5 leaders often chose weaksuccessors, setting the companies up for

failure.


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Dont talk about themselves

Dont take credit for the success of thecompany

In 2/3 of comparison companies, the

presence of a gargantuan personal ego

contributed to the demise of the company.


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Fanatically Driven

Ex. Abbot Laboratories vs. Upjohn

Come from inside the company

10 out of 11


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Look out the windowat all the people whocontributed to thesuccess

Credit factors outsidethemselves

If the cannot find a

person or event tocredit they credit luck

When Things Go Well

Look in the mirrorand blamethemselves

Never blame bad

luck

Dont look out onothers

When Things GoPoorly


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Level 5 Leaders

Window = Credit, Mirror = blame

Level 4 and below

Window = blame, Mirror = Credit


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Concerned with self significance

Ex. Lee Iacocca & Chrysler

I Am Chairman Of Chrysler Corporation America

Commercials, Special Appearances, &Autobiography

Company turnaround in 1980s could not

endure.


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First Who

James Stockdale Paradox

Buildup-Breakthrough FlywheelThe Hedgehog Concept

Technology Accelerators

A Culture of Discipline


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Can I become a level 5 leader?

Jim Collins Hypothesis

Two categories of people

Without potential Fame, fortune, power, etc

With potential

Are capable, abilities need aid in developing


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The problem is not, in my

estimation, a dearth of

potential level 5 leaders.

They exist all around us, ifwe just know what to look

for.


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Personal Will

Superb results

Unwavering resolve,

Does what must bedone

Wont settle for less

than greatness

Looks in the mirror toapportion

responsibility for poor

results

Modest, never

boastful

Quietly determined,relies on standards

not charisma

Sets up successors for

greatness Looks out the window

to apportion credit

for the success of the

company

Personal Humility


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Collins, Jim. Good to Great. p 17-40. 2001.

HarperCollins Publishers Inc.

http://www.jimcollins.com/media_topics/le

vel-5.html#audio=81
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Leadership 5 Level