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  • 1. Level 5 Leadership Syed Ali Asad Zaidi & Raveel Hameed
  • 2. Good to Great Buildup Level 5 Level 5 First Who… Confront the Hedgehog Culture of TechnologyLeadership Then What Leadership Brutal Facts Concept Discipline Accelerators Disciplined People Disciplined Thought Disciplined Action
  • 3. Level 5 Leadership 5–Level 5 Executive 4–Effective Leader 3–Competent Manager 2–Contributing Team Member 1–Highly Capable Individual
  • 4. Level 5 Leadership Leaders who employ a paradoxical mix of personal humility and professional will Set up successors for even greater success Compelling modesty, self-effacing, understated Devotedly driven to produce sustainable results More plow horse than show 5–Level 5 Executive horse 4–Effective Leader 3–Competent Manager 2–Contributing Team Member 1–Highly Capable Individual
  • 5. Level 5 Leadership Attribute success to other than themselves Look in mirror and take full responsibility for poor 5–Level 5 Executive decisions. 4–Effective Leader Many people have the 3–Competent Manager potential to evolve into 2–Contributing Team Member Level 5. 1–Highly Capable Individual
  • 6. Good to Great Buildup Level 5 First Who… First Who… Confront the Hedgehog Culture of Technology Then WhatLeadership Then What Brutal Facts Concept Discipline Accelerators Disciplined People Disciplined Thought Disciplined Action
  • 7. First Who, Then What Leaders began the transformation by first getting the right people on the bus (and the wrong people off the bus).“Who” questions came before “what” decisions -before vision, strategy, organization structure, and tactics.
  • 8. First Who, Then What Leaders were precise, not ruthless in people decisions. Three practical disciplines for being precise: 1. When in doubt, don’t hire 2. When you know you need to make a people decision, act. 3. Put your best people on your best opportunities, not biggest problems
  • 9. First Who, Then What Management teams debate energetically to find best answers, yet unify behind decisions. “Right” person has more to do with character traits and innate capabilities than with knowledge, background, or skills.
  • 10. Good to Great Buildup Confront the Level 5 First Who… Confront the Hedgehog Culture of TechnologyLeadership Then What BrutalFacts Concept Discipline Accelerators Brutal Facts Disciplined People Disciplined Thought Disciplined Action
  • 11. Confront the Brutal Facts  Setting off on the path to greatness requires confronting the brutal facts of current reality.  Must create a culture wherein people have a tremendous opportunity to be heard and, ultimately, for the truth to be heard.
  • 12. Confront the Brutal Facts  Four basic practices: 1. Lead with questions, not answers 2. Engage in dialogue and debate, not coercion 3. Conduct autopsies, without blame 4. Build red flag mechanisms where information cannot be ignored
  • 13. Confront the Brutal Facts Stockdale Paradox: Retain absolute faith that you can and that will prevail in the end… AND at the same time confront the most brutal facts of your current reality, whatever they might be.
  • 14. Good to Great Buildup Hedgehog Level 5 First Who… Confront the Hedgehog Culture of TechnologyLeadership Then What Brutal FactsConcept Discipline Accelerators Concept Disciplined People Disciplined Thought Disciplined Action
  • 15. Hedgehog Concept Hedgehogs simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything. Hedgehogs see what is essential, and ignore the rest.
  • 16. Hedgehog Concept The Hedgehog Concept is a deep understanding of three intersecting circles translated into a simple, crystalline concept: 1. What you are deeply passionate about 2. What you can be best in the world at 3. What drives your economic engine
  • 17. Hedgehog Concept Simplicity What you are deeply within passionate about the three circlesWhat you can What drivesbe the best in your the world at economic engine
  • 18. Hedgehog Concept Getting the Hedgehog Concept takes an average of four years. It is an iterative process by The Council:1. The right people2. Engaged in vigorous dialogue and debate3. Infused with the brutal facts4. Guided by questions formed by the three circles
  • 19. Hedgehog Concept All Guided by An Iterative Ask Questionsthe Three Circles Process Autopsies The Dialogue & Debate & Analysis Council Executive Decisions
  • 20. Good to Great Buildup Culture of Level 5 First Who… Confront the Hedgehog Culture of TechnologyLeadership Then What Brutal Facts Concept Discipline Discipline Accelerators Disciplined People Disciplined Thought Disciplined Action
  • 21. Culture Of Discipline Getting disciplined people who engage in disciplined thought and who then take disciplined action, fanatically consistent with three circles Not about a tyrant who disciplines
  • 22. Culture Of Discipline Involves a duality. Requires people who adhere to a consistent system. Gives people freedom and responsibility within framework of that system.
  • 23. Culture Of Discipline Includes willingness to reject opportunities that fall outside the three circles. Budgeting is to decide which arenas fit Hedgehog Concept and should be fully funded and which should not be funded at all. “Anything that does not fit with our Hedgehog Concept, we will not do.”
  • 24. Good to Great Buildup Technology Level 5 First Who… Confront the Hedgehog Culture of TechnologyLeadership Then What Brutal Facts Concept Discipline Accelerators Accelerators Disciplined People Disciplined Thought Disciplined Action
  • 25. Technology Accelerators Good-to-greats avoid technology fads and bandwagons. Yet they often become pioneers in the application of carefully selected technologies. Does it fit directly with your Hedgehog Concept? Good-to-greats used technology as an accelerator of momentum, not a creator of it.
  • 26. Technology Accelerators “Technology by itself is never a root cause of either greatness or decline. “Crawl, walk, run” can be a very effective approach, even during times of rapid and radical technological change.
  • 27. Good to Great Buildup Level 5 First Who… Confront the Hedgehog Culture of TechnologyLeadership Then What Brutal Facts Concept Discipline Accelerations Disciplined People Disciplined Thought Disciplined Action Flywheel
  • 28. The Flywheel Good-to-great transformations never happened in one fell swoop. Instead they followed a predictable pattern of buildup and breakthrough. Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but . . .
  • 29. The Flywheel 1. With persistent pushing 2. In a consistent direction 3. Over a long period of time The flywheel builds momentum . . . In good-to-great companies problems of commitment, alignment, motivation, and change largely take care of themselves. Alignment follows from results and momentum, not the other way around.
  • 30. The Flywheel Buildup Level 5 First Who… Confront the Hedgehog Culture of TechnologyLeadership Then What Brutal Facts Concept Discipline Accelerators Disciplined People Disciplined Thought Disciplined Action
  • 31. THANK YOUQUESTIONS?