Level 5 Leadership

LEVEL 5 LEADERSHIP:
HUMILITY + WILL
Based on Jim Collins article Level 5 Leadership : The
Triumph of humility and Fierce Resolve
Group member:
Bandana khadka
Manjari khadka
Surakshya baskoya
Pravek Joshi
Dipesh raj lamichhane
Roshan sedhain
THE KEY TO AN ORGANIZATION

BECOMING
GREAT IS HAVING A LEVEL 5
LEADER
Someone who blends genuine personal

humility with intense professional will
LEVEL 5
The highest level in a hierarchy of leadership
capabilities
Leaders at the other four levels in the hierarchy
can produce high levels of success but not enough
to elevate organizations from mediocrity to
sustained excellence
Good-to-great transformations dont happen
without Level 5 leadership
THE LEVEL 5
HIERARCHY
Sits on top of a hierarchy of capabilities
Four other layers lie beneath it
Each one is appropriate in its own right, but none
with the power of Level 5
But to be a fully-fledged Level 5, we need the
capabilities of all the lower levels, plus the special
characteristics of level 5
THE LEVEL 5 HIERARCHY

Level 5
THE LEVEL 5
HIERARCHY
Level 5 Executive
Builds enduring greatness through a

paradoxical combination of personal humility
plus professional will
Level 4 Effective
Leader
Catalyzes commitment to and vigorous

pursuit of a clear and compelling vision;
stimulates the group to high performance
standards
Level 3 Competent
Manager
Organizes people and resources toward the

effective and efficient pursuit of
predetermined objectives
Level 2 Contributin Contributes to the achievement of group

g
objectives; works effectively with others in a
Team
group setting
Member
Level 1 Highly
Makes productive contributions through
Level 5 leadership is an essential factor for taking an

organization from
the only one
good to great, but its not
There are other drivers, combined with Level 5 - the

combined package which takes the organization
beyond unremarkable
The drivers are First Who, Stockdale Paradox, the
Flywheel, The Hedgehog Concept and A Culture of
Discipline
Good-to-great leaders start with people first

deal with vision and strategy second
2. Stockdale Paradox
Good-to-great leaders confront the most brutal

facts of their current reality, yet simultaneously
maintained absolute faith that they will prevail
in the end
They held both disciplines faith and facts at
the same time, all the time.
Good-to-great transformations do not happen

overnight or in one big leap
Rather, it starts one movement at a time, gradually
building up momentum, till there is a breakthrough.
4. The hedgehog Concept
Understanding about the

intersection of the three circles:
What lights your fire?
What could you be best in the world at?
What makes you money?
Paradoxical relationship with technology

On the one hand they avoid jumping on new technology
On the other they pioneer the application of carefully selected
technologies.
6. A Culture of Discipline
Good-to-great organizations have three forms of discipline

1. Disciplined people
2. Disciplined thought
3. Disciplined action
Combining a culture of discipline with an ethic of

entrepreneurship
results in great performance
Level 5 leaders are extremely modest

They dont talk about themselves
They would talk about the organization, about the
contribution of others and instinctively deflect
discussion about their own role
Unlike big personalities like Lee Iacocca, Jack Welch
Personal Humility
Professional Will
Demonstrates a compelling modesty,

shunning public adulation; never
boastful .
Creates superb results, a clear catalyst

in the transition from good to great.
Acts with quiet, calm determination;

relies principally on inspired
standards, not inspiring charisma, to
motivate.
Demonstrates an unwavering resolve

to do whatever must be done to
produce the best long-term results, no
matter how difficult.
Channels ambition into company, not

the self, sets up successors for even
more greatness in the next generation.
Sets the standard of building an

enduring great company; will settle for
nothing less.
Level 5 leaders, inherently humble, look out the window to

apportion credit even undue credit to factors outside
themselves
If they cannot find a specific event or person to give credit to,

they credit good luck
At
the
same
time,
they
look
in
the
mirror
to
assign
responsibility, never citing bad luck for external factors when

things go poorly
Compare this with leaders who look out the window for factors
to blame but preened in the mirror to credit themselves when
things go well
BORN OR BRED? : CAN LEVEL 5

BE DEVELOPED?
There are two categories of people:

Those who dont have the Level 5 seed
within them
Those who do
14
THE FIRST CATEGORY
Will never bring themselves to subjugate their own needs to the

greater ambition of something larger and more lasting than
themselves
Work will always be first and foremost of what they get fame,
fortune, power, adulation, etc.
Work will never be about what they build, create and contribute
The great irony is that the animus and personal ambition that
often drives people to become a Level 4 leader stands at odds
with the humility required to rise to Level 5
15
THE SECOND
CATEGORY
Could evolve to level 5
Capability resides in them, perhaps buried or
ignored or simply nascent
Under the right circumstances with self reflection,
a mentor, a significant life experience, loving
parents, or other factors the seed can begin to
develop
16
There are some concept the company move from

good to great:
First:
Blends personal humility and professional

skills
Whatever he/she takes, make company the
company
The are very ambitious for the shake of the
company not for themselves.
17
THIRD: CONFRONTING THE BRUTAL FACTS
All good to great companies begins by

confronting brutal fact of their apparent
reality
Out of this, right decision become apparent
18
FOURTH: THE HEDGEHOG CONCEPT
The keys to understand what your organization

can be the best in the world and also what can
not be
If your business can not be the best in the world
business then your core business can not form
the basis of your hedgehog concept
19
Fifth: A culture of discipline

Great results are last that are built open culture of self-disciplined
people
who have disciplined thinking, they have disciplined action
When you combine a culture of discipline with an ethics of
entrepreneurship, you get the magical alchemy of great performance.
Sixth: Technology Accelerators
Good to great company think differently about the technology and

technological change
Become pioneer in applying technology
Use technology as an accelerator.
THANK YOU

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LEVEL 5 LEADERSHIP:

THE KEY TO AN ORGANIZATION

Someone who blends genuine personal

THE LEVEL 5 HIERARCHY

Builds enduring greatness through a

Catalyzes commitment to and vigorous

Organizes people and resources toward the

Level 2 Contributin Contributes to the achievement of group

objectives; works effectively with others in a

Makes productive contributions through

Level 5 leadership is an essential factor for taking an

good to great, but its not

There are other drivers, combined with Level 5 - the

Good-to-great leaders start with people first

Good-to-great leaders confront the most brutal

Good-to-great transformations do not happen

4. The hedgehog Concept

Understanding about the

Paradoxical relationship with technology

Good-to-great organizations have three forms of discipline

Combining a culture of discipline with an ethic of

Level 5 leaders are extremely modest

Demonstrates a compelling modesty,

Creates superb results, a clear catalyst

Acts with quiet, calm determination;

Demonstrates an unwavering resolve

Channels ambition into company, not

Sets the standard of building an

Level 5 leaders, inherently humble, look out the window to

If they cannot find a specific event or person to give credit to,

responsibility, never citing bad luck for external factors when

BORN OR BRED? : CAN LEVEL 5

There are two categories of people:

THE FIRST CATEGORY

Will never bring themselves to subjugate their own needs to the

There are some concept the company move from

Blends personal humility and professional

THIRD: CONFRONTING THE BRUTAL FACTS

All good to great companies begins by

FOURTH: THE HEDGEHOG CONCEPT

The keys to understand what your organization

Fifth: A culture of discipline

Sixth: Technology Accelerators

Good to great company think differently about the technology and

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