Assignment - Deadline: Friday, June 20
A. Post two paragraphs inspired by one or more of the study guide
questions/thoughts for the week.
B. Post two separate comments to one or more of your
colleagues reacting to their paragraphs.
Questions
- Level 5 Leadership:
- Which is harder
to cultivate within yourself: humility or will?
- If
Level 5 is about ambition first and foremost about the cause, the company,
the work—not yourself—combined with the will to make good on that
ambition, then how can each of us as individuals learn to take actions
consistent with being Level 5?
- Think
of a Level 5 you have known. How did he or she become Level 5? What can we
learn from that person?
- Why
do so few Level 5s get chosen for top spots in our organizations? What can
be done to change this?
Source: “Jim Collins – Good to Great: Discussion Guide.” http://www.jimcollins.com/tools/discussion-guide.html
As might have been too clear last week, in anthropologyland they train us to be critical as a first instinct and long winded as a second. This week I'll try to be less biting and more concise.
ReplyDeleteDr Anderson asks us, "Why do so few Level 5s get chosen for top spots in our organizations?" For me, the answer seems to unfortunately revolve around the word our. American capitalism, the backdrop for Collins' book, places a premium on flashy shows of leadership. Think Ford, Iaccoca, Welch (or his 30 Rock caricature, Jack Donaghy). It makes sense that humble, slightly awkward people would rise through companies to upper management because they might not come across as convincingly conventional leaders outside of them. The corollary to this is that they understand their companies, markets, and supply chains better because they have spent years (and sometimes lifetimes) becoming intimately familiar with them. Flashy outside leaders might be good for short-term profits but for the most part lack interest in long-term planning.
I'm still not quite sure where the term level 5 comes from (why not six? ten? four?), but I see Collins overall point that foresight and shared responsibility allow organizations to endure. Sill, one of his supporting arguments is that level 5 leaders leave their successors in better positions than egoistic level 4 leaders. Three of the eleven good-to-great cases (the cases compiled after an "exhaustive" review) are either no longer in existence or were absorbed into other companies (something Collins takes to be failure).
Circuit City - bankrupt, 2009
Fannie Mae - delisted from nyse, 2010
Gillette - merged with Proctor and Gamble (a mediocre company according to Collins), 2005
Maybe luck does have a lot more to do with it than Collins (and most of us, myself included) would like to believe?
"Why do so few Level 5s get chosen for top spots in our organizations? What can be done to change this?"
ReplyDeleteFrom the description of Level 5 Leaders, it seems that a lot of what makes these individuals so great are their inherent personality traits or characteristics. The author even argues that many of these traits are difficult to cultivate and come more easily to a select few.
From a psychological perspective, there have been many theories about the effect of different personality types on leadership positions. Some very interesting work has looked at US presidents and has found that most presidents are strikingly similar. This leads many to theorize that the position itself is restrictive to certain personality types. I wonder if the same property might be at work here; where top positions that could benefit from the leadership of a Level 5 are actually structured in such a way to be highly attractive to Level 4 leaders.
I think it would be interesting to critically assess the structure of these positions in general, to see what components of the job actually attract or deter individuals from seeking them out or even excelling in the position once they arrive.
I agree we need to analyze why current organizational models tend not to promote Level 5 Leaders. We often believe it is better to look to "outsiders" for the answer to organizational stagnation, rather than cultivating the talents within our midst.
DeleteWhen exploring the question, "Which is harder to cultivate within yourself: humility or will?"I feel that most people struggle with humility. Whether its being fond of their own accomplishments, other people inflating their egos, or their inability to see beyond their own ambitions, being humble in your accomplishments is difficult for many people. Compare this ti will - many people have a drive, large or small, to achieve something. Whether people are looking accomplish (or not accomplish) something today, tomorrow, or 20 years from now, most people have the will to do the things they want to do.
ReplyDeleteIn regards to a Level 5's rarely holding positions of great importance, the answer is simple - weakness. Many people see those with a strong moral compass, humility and will as weak or easily taken advantage of. Level 5's generally have a compassion level that many others don't, and sometimes, where the greater good is more important than the bottom line. As Collins mentioned, President Lincoln was one of the rare Level 5's to be President of the United States. Although a strong leader, some saw his awkwardness or compassionate personality as a weakness to the position.
I agree with you in regards to humility being the more difficult to develop. I think that ego drives a lot of people to accomplish things. People like to be able to say "I did x". It can be sometimes difficult for us to ask for assistance or even acknowledge those that have provided it.
DeleteTwo behaviors come to mind when thinking of how we can learn to take actions consistent with being a Level 5 Leader. One is the need for continued evaluation/reflection. When operations appear to be running smoothly, it is easy to fall into a trap of believing innovation is no longer necessary. You become lulled into complacency and schedule fewer meetings, because you think they are less and less necessary if staff appears to be operating at a competent level. A Level 5 Leader should never take success for granted. This person always challenges staff and oneself to evaluate processes/performance and actively look for better ways to meet the mission and objectives of the organization.
ReplyDeleteAnother desired behavior of Level 5 Leaders is a more difficult one to cultivate. A Level 5 Leader must be willing to listen to and objectively assess criticism from outside inner circle staff. Being human, one can easily become defensive when an “outsider” provides a criticism of operations or has a suggestion of how resources (including personnel) can be better used to achieve a specific goal. One’s initial reaction may be to quickly dismiss the suggestion. You think of all the reasons why the recommendation is ill-informed or cannot work. After all, if the idea was really any good, shouldn’t have one of my staff members or I thought of it first?
A Level 5 Leader has got learn how to set ego aside in order to be open to criticism or ideas, which actually may improve the organization’s operations. That may mean taking a day or two to first think about the suggestion or talk about it with staff or a peer outside of your organization to more objectively consider the recommendation.
I agree humility is difficult to cultivate as one strives to be a Level 5 Leader. If you do not take time to publicize your accomplishments, then those outside your immediate unit may think you are “coasting” – in other words, “just doing one’s job.” There is definitely a fine line between boasting and sharing organizational accomplishments. Also, one must be careful with the context. A leader lets others know about significant accomplishments, but also finds a way to highlight individual staff members who led or shepherded that achievement.
ReplyDeleteHumility is definitely a hard trait to cultivate. If your not careful you can come off as a know it all or cocky. Finding that balance between boasting and sharing team achievements may be the reason there are so few level 5s.
DeleteWhy do so few Level 5s get chosen for top spots in our organizations? What can be done to change this?
ReplyDeleteThe reason why so few level 5s are chosen for top spots is because of their dedication to their organization. Going by the reading most level 5s just want the company to succeed. They care not for the limelight and usually don't see a need to in getting credit for their accomplishments. Darwin Smith loved his company and wanted to do whatever necessary to make it great. Smith made tough decisions that were usually seen as foolish but in the end proved extremely beneficial to the company.
Many people aren't level 5 material for the simple fact that selflessness is a hard trait to find current day. It is also this same trait that makes it so hard to place 5s in top positions. They don't seek recognition for their work. One would have to keep tabs on all employees and their achievements as well as their conduct to find the 5s.
Joshua - I agree that selflessness is a rare trait found in leaders today. Unfortunately, for many that characteristic appears as though it is a sign of weakness or one more attributable to a "follower" instead of a "leader." I disagree with that opinion; however, I do believe one can find a balance between selflessness and making sure your accomplishments and strengths are known to others.
DeleteThis comment has been removed by the author.
ReplyDeleteFirst, I despise that this page times out! The 3 paragraphs I wrote are gone. :(
ReplyDeleteWhat I can recall...
Humility vs Will - I believe it would be hard to cultivate humility. Being a leader requires you to speak and act in the best interests of the people and organization. It requires a voice, action and direction to make these happen. With these things there may be some discomfort for everyone, leader included, and the individual in charge had to be able manage and navigate the backlash, changes and future outcomes of those shifts.
Level 5s: It's their personality traits and characteristics that allow them to operate in that manner. Everything is for the betterment of the organization including the people, with or without them at the helm. The book talks about egotistical leaders where past companies had collapsed after their departure. At anytime something could shift in an organization and it's people should be able to continue with business, to some degree. A Level 5 leader prepares its organization and people for greatness and for that trumps any other leader.
Alexis - I agree it would be difficult to cultivate humility, which to me is a gift. If one does not have the gift, then feigning humility comes off as insincere. I believe it would be best for people to identify and cultivate their gifts (as long as they are constructive), so the organization can enjoy and profit from the diverse talents from those who work there.
DeleteI believe that few level 5 leaders are chosen for CEO positions simply because there are not that many of them to choose from. The individual that qualifies as a Level 5 leader often demonstrates that ability while in the position. I think it rare that an individual would grade out as a Level 5 leader before being tested in some manner while in the top position.
ReplyDeleteIndividuals are often selected for CEO positions due to demonstrated leadership ability. Based on my take of the chapter none of the Level 5 leaders were seen as that when initially hired into the position. It was only after significant analysis was it determined that they possessed this level of ability. Only after comparing results between companies did the researchers even have this concept. I think that level 5 leaders emerge over time as a company progresses.