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The document discusses key findings from Jim Collins' book "Good to Great" about what differentiated companies that made the leap to great performance from those that did not. It found that leadership was critical, with the best leaders demonstrating both professional will to do whatever it takes to achieve long-term results as well as personal humility by shunning public adulation and giving credit to others. These leaders with Level 5 leadership were able to transition their companies from good to great performance over a 15-year period, with stock returns that significantly outpaced the general stock market.
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Level 5 Leadership
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115
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The document provides an overview of the book "Good to Great" by James C. Collins. It summarizes the book's key chapters and findings. The book studied companies that made the leap from good to great and sustained that growth. It found that these companies were led by Level 5 leaders who focused on the right people, confronting facts over dreams, and developing a clear "Hedgehog Concept". They also built cultures of discipline while maintaining entrepreneurial spirit. The research provides valuable lessons for transforming good companies into great and enduring ones.
Leading with Influence_SKYE
The document discusses whether highly successful business leaders need to be "jerks". It notes that Walter Isaacson's biography of Steve Jobs portrayed him as a hard-hearted narcissist who treated employees badly. However, the document also profiles several highly successful 20th century business leaders from major companies like Kimberly-Clark and Walgreens, suggesting that leadership need not require being a "jerk". It explores the idea of "Level 5 Leadership" which balances both professional will to succeed with personal humility. The key message is that while leadership can involve tough decisions, the most effective leaders influence others through qualities like inspiration, trust and collaboration rather than through harsh treatment of employees.
2 level 5 leadership
This document discusses the characteristics of Level 5 leadership. Level 5 leaders channel their ego into building a great company rather than themselves. They are incredibly ambitious, but their ambition is for the institution, not themselves. Level 5 leaders display a paradoxical blend of personal humility and professional will. They are modest yet determined, putting the safety of their country, troops, and company above their own interests.
Will rhodes
William Rhodes brings extensive sales experience in wireless technologies and international markets. He has a track record of growing business by over 250% and is well-regarded by his peers. Psychometric testing found that Rhodes is influential, persuasive, and self-motivated. He prefers an environment that allows independence and challenges him to achieve results. Rhodes can open doors through strong communication and generate enthusiasm to benefit an organization.
Leap Ahead.ppt
A platoon leader gains followers through belief in him, not by asserting his own attributes. Good is the enemy of great. To go from good to great, confront facts, define your core business and what you can be best in the world at, and establish a culture of discipline and technology accelerators. A level 5 executive blends humility and will, setting the standard for building enduring greatness through inspired standards rather than charisma.
Goodtogreat
The document discusses key concepts from the book "Good to Great" including:
1. Level 5 leadership is essential for transforming a good company to a great one. Level 5 leaders demonstrate humility and professional will.
2. Good-to-great companies focus on their economic denominator - the key factor that drives profitability.
3. The hedgehog concept involves identifying what a company excels at, is passionate about, and that drives economic returns.
4. Good-to-great transformations begin by getting the right people on the team and developing a clear vision and strategy.
level 5 leadership
This document discusses level 5 leadership and the characteristics that distinguish it from level 4 leadership. Level 5 leaders are highly ambitious for their company's success and are more focused on the company's greatness than their own personal image or legacy. They have a fierce will and drive results while also displaying compelling humility by deflecting credit to others. The operating style of level 5 leaders includes focusing first on the right people, confronting brutal facts, having a clear focus or "hedgehog concept", maintaining disciplined processes, and using technology strategically to accelerate progress.
No One Told Me - AFLV West
This document provides guidance on creating a culture of success in an organization. It discusses that creating culture is difficult due to a lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It recommends leading with a clear purpose that attracts motivated people, being a leader with emotional intelligence, creating change through establishing urgency and empowering others, and ensuring messages are positive and celebrate successes rather than complain. The overall message is that strong, purpose-driven leadership and a focus on people are keys to developing a successful organizational culture.
Chapter 2Strategic Leadership Managing the Strategy Process
Chapter 2
Strategic Leadership: Managing the Strategy Process
© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
Because learning changes everything.®
1
LEARNING OBJECTIVES
Explain the role of strategic leaders and what they do.
Outline how you can become a strategic leader.
Compare and contrast the roles of corporate, business, and functional managers in strategy formulation and implementation.
Describe the roles of vision, mission, and values in a firm’s strategy.
Evaluate the strategic implications of product-oriented and customer-oriented vision statements.
Justify why anchoring a firm in ethical core values is essential for long-term success.
Evaluate top-down strategic planning, scenario planning, and strategy as planned emergence.
Describe and evaluate the two distinct modes of decision making.
Compare and contrast devil’s advocacy and dialectic inquiry as frameworks to improve strategic decision making.
© McGraw Hill
The AFI Model
3
© McGraw Hill
What is Strategic Leadership?
Successful use of power and influence.
Directing the activities of others.
Pursuing an organization’s goals.
Enabling organizational competitive advantage.
Power:
The ability to influence others to do things.
Formal authority (their position), informal authority (persuasion).
4
© McGraw Hill
4
Leaders Can Positively Impact Performance
© McGraw Hill
Strategic leaders impact firm performance as do leaders whose decisions lead to huge destruction of shareholder wealth and jobs.
Best: Howard Schwartz, Starbucks, Mary Barra, GM, Warren Buffett, Berkshire Hathaway, Richard Branson, Virgin, Indra Nooyi, Pepsi. Apple, Facebook, Amazon, Elon Musk, Tesla/SpaceX
5
Leaders Can Destroy Shareholder Value
© McGraw Hill
While the effect of strategic leaders may vary, they clearly matter to firm performance.
While the effect of strategic leaders may vary, they clearly matter to firm performance.
Martin Shkreli, Turing Pharm($13.50 per tablet to $750 per tablet for life saving drug on market 62 years), Travis Kalanick, Uber, Martin Winterkorn, Volkswagen, John Stumpf, Wells Fargo, Bernie Ebbers, Worldcom, Kenneth Lay, Enron, Robert Nardelli, Home Depot, (cost cutting), Chrysler, (bk)
6
What Strategic Leaders Do
Exhibit 2.1
Source: Data from O. Bandiera, A. Prat, and R. Sadun (2012), “Management capital at the top: Evidence from the time use of CEOs,” London School of Economics and Harvard Business School Working Paper.
Access the text alternative for slide image.
© McGraw Hill
7
How Do You Become a Strategic Leader?
It is a function of innate abilities and learning.
Leadership actions reflect:
Age, education, and career experiences.
Personal interpretations of situations.
Upper Echelon’s Theory:
Organizational outcomes reflect the values of the top management team.
Th ...
Level 5 Leadership: Moving From Good to Great
This document summarizes key points from a presentation on moving companies from good to great. It discusses Jim Collins' research analyzing over 1400 companies to identify characteristics of 11 companies that sustained great performance. The research found that great companies are led by Level 5 Leaders who demonstrate humility and focus on the company, not themselves. It also discusses establishing an ownership culture by first selecting the right people and then defining what needs to be done. The document reviews Collins' five dysfunctions of teams and five functions of high-performing teams.
www.hbr.orgBE S TO F H B R 2 0 0 .docx
www.hbr.org
B
E S T
O F
H B R 2 0 0 1
Level 5 Leadership
The Triumph of Humility and Fierce Resolve
by Jim Collins
•
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
Level 5 Leadership: The Triumph of Humility and Fierce Resolve
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
12
Further Reading
What catapults a company
from merely good to truly
great? A five-year research
project searched for the
answer to that question, and
its discoveries ought to change
the way we think about
leadership.
Reprint R0507M
This document is authorized for use only in Laureate Education, Inc. 's WAL PUBH 8400 Public Leadership and Systems Thinking at Laureate Education - Baltimore from Jan 2018 to Mar
2019.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0507M
http://www.hbr.org
B
E S T
O F
H B R 2 0 0 1
Level 5 Leadership
The Triumph of Humility and Fierce Resolve
page 1
The Idea in Brief The Idea in Practice
C
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P
Y
R
IG
H
T
©
2
0
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5
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Out of 1,435
Fortune
500 companies that
renowned management researcher Jim
Collins studied, only 11 achieved and sus-
tained greatness—garnering stock returns
at least three times the market’s—for 15
years after a major transition period.
What did these 11 companies have in com-
mon? Each had a “Level 5” leader at the
helm.
Level 5 leaders blend the paradoxical com-
bination of
deep personal humility
with
intense professional will
. This rare combi-
nation also defies our assumptions about
what makes a great leader.
Celebrities like Lee Iacocca may make head-
lines. But mild-mannered, steely leaders like
Darwin Smith of Kimberly-Clark boost their
companies to greatness—and keep them
there.
Example:
Darwin Smith—CEO at paper-products
maker Kimberly-Clark from 1971 to
1991—epitomizes Level 5 leadership.
Shy, awkward, shunning attention, he
also showed iron will, determinedly rede-
fining the firm’s core business despite
Wall Street’s skepticism. The formerly
lackluster Kimberly-Clark became the
worldwide leader in its industry, generat-
ing stock returns 4.1 times greater than
the general market’s.
HUMILITY + WILL = LEVEL 5
How do Level 5 leaders manifest humility?
They routinely credit others, external factors,
and good luck for their companies’ success.
But when results are poor, they blame them-
selves. They also act quietly, calmly, and deter-
minedly—relying on inspired standards, not
inspiring charisma, to motivate.
Inspired standards demonstrate Level 5 lead-
ers’ unwavering will. Utterly intolerant of me-
diocrity,.
The archers how the mighty fall.
Newsletter and book review of How the mighty fall by Jim Collins
strategy and management success tips
Empire business simulation training
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GO0od
- 1. Good to Great Book by Jim Collins