In chapter 2, Collins talks about several characteristics of a level five leader and how these characteristics were found in most leaders of the successful companies. Personally, I think, I will characterize myself as having personal humility. I am not the type of person who needs to be in the light at all times. For me, it is quiet alright if I am never recognized for the work that I do. Because I am not here to boast of brag about any accomplishments that I have been bless to acquire. I don’t need others patting me on my back and saying job well done, I know, when I have completed a task that has been beneficial to the organization. Further, I don’t feel I win until the entire organization has won. When individuals think only in terms of what they accomplish personally, then the organization loose. My thinking is I can only get a star when the entire school gets a star. I believe, it is better to be seen and not be heard, sometimes, but one must choose those times wisely. I know I don’t have all the answers to all questions, so I don’t mind allowing others to help me solve problems that will benefit the school. I have no problem knowing that there are others who can do the job better. I believing in sharing thoughts and opinions with and from others. It is not all about myself being effective, but functioning as an effective team of people for the greater good of the school. I don’t think, I can be an effective leader, if I think myself better than the other team members. In addition to the above information, I take account of my mistakes, I am always willing to learn from them, take suggestion from other people, and grow from the mistakes. For me, it is very important to have time for self-reflection on mistakes, what went well, things I could have done differently, ideas, and input from others. So having humility about oneself is not being weak, but indeed, it is a strength.
In Chapter 2, Collins wrote about characteristics of level 5 leaders. One characteristic Collins wrote about was the fact that Level 5 leaders set up their successors to be even greater leaders than they are, where Level 4 leaders often set up their successors for failure. I believe that having an even more successful leader come behind you is a true reflection on your leadership. As a leader, you know what your successor's strengths and weaknesses are. I believe that having an open and honest conversation with that successor can be beneficial. Three questions you might ask are as follows: What are this person’s existing strengths that will help him or her be a great leader in the future? What are this person’s challenges that may need to be overcome if he or she wants to lead? If you were his or her coach, what specific suggestions would you give — either strategic or tactical — that, if he or she followed them, would help them become a great leader? Now that feedback has been gathered, a Level 5 leader would help figure out what their succession candidate needs to change, wants to change, and is willing to change.
Chapter 2, Collins talks about the characteristics of a level 5 leader. Below you will find the characteristics that I believe are connected to my personal beliefs:
• Are fanatically driven to produce sustained results. They are resolved to do whatever it takes to make the company great. It is my belief that passion, belief, attitude, perseverance, knowledge, and positive expectations all play a role that embodies a leader like this. People who succeed in an amazing way are willing to do whatever it takes.
This type of leader understands that the road ahead is not always paved with gold and/or brand-new concrete. They understand you have to keep moving forward no matter what the path looks like ahead. They look at challenges as motivation to overcome the obstacles that others deem impossible to traverse. They see it as a chance to grow and/or learn. I like this because it shows that one is willing to have a positive attitude and forever learning.
The characteristics of a level 5 leader stands out to me. This person has characteristics similar to mine. They are highly ambitious for the success of their business. Often a level 5 leader may be quiet, reserved, and even shy. In other words, this person can be an introvert. Introverts prefer working in isolation because it affords the greatest opportunity to focus. They are good listeners. They are not thinking about what to say while the other person is still talking, but rather listening so they can learn what to say. These leaders tend to have a sense of their abilities and achievements. Level 5 leaders, in my opinion, have the ability to acknowledge mistakes and imperfections. They are humble and open to hear new ideas, which are key elements for getting ahead in business and life.
Lisa HatchJune 14, 2018 at 5:51 AM Collins lists the characteristics of Level 5 leaders: humility, will, ferocious resolve, and having the habit of giving credit to others while assigning blame to themselves. The most intriguing characteristic in my opinion revolves around the concept of humility. Humility should be seen as a strength; however, Collins points out that "larger-than-life egocentric leaders" are often appointed by employers who erroneously judge this second type of leader as superior. Egotistical leaders are more times than not looking to elevate their own position in life rather than the position of the company. Humility should not be confused with weakness in a Level 5 leader. The Level 5 leader has a balance of personal will and personal humility which advanced the agenda of the company rather than their personal agenda. The reason this characteristic appealed to me is that I have seen many leaders during my career who were highly intelligent with great ideas about how to move the organization forward but fell short of reaching their goal due to lack of humility. The cliche for this type of leader is the "My Way or the Highway" leader. When a leader's focus is on farming the strengths of their team, THEN the organization moves forward.
In chapter 2, Collins talks about several characteristics of a level five leader and how these characteristics were found in most leaders of the successful companies. Personally, I think, I will characterize myself as having personal humility. I am not the type of person who needs to be in the light at all times. For me, it is quiet alright if I am never recognized for the work that I do. Because I am not here to boast of brag about any accomplishments that I have been bless to acquire. I don’t need others patting me on my back and saying job well done, I know, when I have completed a task that has been beneficial to the organization. Further, I don’t feel I win until the entire organization has won. When individuals think only in terms of what they accomplish personally, then the organization loose. My thinking is I can only get a star when the entire school gets a star. I believe, it is better to be seen and not be heard, sometimes, but one must choose those times wisely.
ReplyDeleteI know I don’t have all the answers to all questions, so I don’t mind allowing others to help me solve problems that will benefit the school. I have no problem knowing that there are others who can do the job better. I believing in sharing thoughts and opinions with and from others. It is not all about myself being effective, but functioning as an effective team of people for the greater good of the school. I don’t think, I can be an effective leader, if I think myself better than the other team members. In addition to the above information, I take account of my mistakes, I am always willing to learn from them, take suggestion from other people, and grow from the mistakes. For me, it is very important to have time for self-reflection on mistakes, what went well, things I could have done differently, ideas, and input from others. So having humility about oneself is not being weak, but indeed, it is a strength.
In Chapter 2, Collins wrote about characteristics of level 5 leaders. One characteristic Collins wrote about was the fact that Level 5 leaders set up their successors to be even greater leaders than they are, where Level 4 leaders often set up their successors for failure. I believe that having an even more successful leader come behind you is a true reflection on your leadership. As a leader, you know what your successor's strengths and weaknesses are. I believe that having an open and honest conversation with that successor can be beneficial. Three questions you might ask are as follows:
ReplyDeleteWhat are this person’s existing strengths that will help him or her be a great leader in the future?
What are this person’s challenges that may need to be overcome if he or she wants to lead?
If you were his or her coach, what specific suggestions would you give — either strategic or tactical — that, if he or she followed them, would help them become a great leader?
Now that feedback has been gathered, a Level 5 leader would help figure out what their succession candidate needs to change, wants to change, and is willing to change.
Chapter 2, Collins talks about the characteristics of a level 5 leader. Below you will find the characteristics that I believe are connected to my personal beliefs:
ReplyDelete• Are fanatically driven to produce sustained results. They are resolved to do whatever it takes to make the company great.
It is my belief that passion, belief, attitude, perseverance, knowledge, and positive expectations all play a role that embodies a leader like this. People who succeed in an amazing way are willing to do whatever it takes.
This type of leader understands that the road ahead is not always paved with gold and/or brand-new concrete. They understand you have to keep moving forward no matter what the path looks like ahead. They look at challenges as motivation to overcome the obstacles that others deem impossible to traverse. They see it as a chance to grow and/or learn. I like this because it shows that one is willing to have a positive attitude and forever learning.
The characteristics of a level 5 leader stands out to me. This person has characteristics similar to mine. They are highly ambitious for the success of their business. Often a level 5 leader may be quiet, reserved, and even shy. In other words, this person can be an introvert. Introverts prefer working in isolation because it affords the greatest opportunity to focus. They are good listeners. They are not thinking about what to say while the other person is still talking, but rather listening so they can learn what to say. These leaders tend to have a sense of their abilities and achievements. Level 5 leaders, in my opinion, have the ability to acknowledge mistakes and imperfections. They are humble and open to hear new ideas, which are key elements for getting ahead in business and life.
ReplyDeleteThis comment has been removed by the author.
ReplyDeleteLisa HatchJune 14, 2018 at 5:51 AM
ReplyDeleteCollins lists the characteristics of Level 5 leaders: humility, will, ferocious resolve, and having the habit of giving credit to others while assigning blame to themselves. The most intriguing characteristic in my opinion revolves around the concept of humility. Humility should be seen as a strength; however, Collins points out that "larger-than-life egocentric leaders" are often appointed by employers who erroneously judge this second type of leader as superior. Egotistical leaders are more times than not looking to elevate their own position in life rather than the position of the company. Humility should not be confused with weakness in a Level 5 leader. The Level 5 leader has a balance of personal will and personal humility which advanced the agenda of the company rather than their personal agenda. The reason this characteristic appealed to me is that I have seen many leaders during my career who were highly intelligent with great ideas about how to move the organization forward but fell short of reaching their goal due to lack of humility. The cliche for this type of leader is the "My Way or the Highway" leader. When a leader's focus is on farming the strengths of their team, THEN the organization moves forward.