tl- level 5 leadership
TRANSCRIPT
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Level 5 Leadership
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Key Points
• What is Level 5 leadership?
• What are the Characteristics of Level5 leaders?
• Can you learn to become level 5?
• How To Go rom Good to Great?
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Leadership Pyramid
5–Level 5 Executive
4–Effective Leader
3–Competent Manager
2–Contriuting !eam Memer
"–#ighly Capale $ndividual
5–Level 5 Executive
4–Effective Leader
3–Competent Manager
2–Contriuting !eam Memer
"–#ighly Capale $ndividual
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Level 5
• Level 5 # Level 5 12ecutive& 3uilds enduring $reatnessthrou$h a parado2ical combination of personal humility plus professional will.
%et up successors for even greater success
Compelling modesty& self'effacing& understated
Loo( in mirror and ta(e full responsiility for poor decisions
Many people have the potential to evolve into Level 5
)ttriute success to other than themselves
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4ttitude of a Level 5 leader
• % want to loo( out from myporch at one of the $reat
companies of the world andbe able to say& I used towork there.”
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What 'a(es a Level 5 Leader?
• Humility
• 'odesty
• Willful• Humble
• earless
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Level 5 Leaders
• Warren 3uffett is a timeless Level 5 leader e2ample-
• He $ives autonomy and praise to those surroundin$ him-
• %n *667) althou$h 3er(shire stoc( lost .*8 of its value) itstill beat the 9:P 566- %nstead of spinnin$ this as a victory)
3uffett shouldered responsibility) sayin$) % made someerrors of omission) suc(in$ my thumb when new factscame in that should have caused me to re;e2amine mythin(in$ and promptly ta(e action-
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9howtime
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=ot 4lways 4bout the 'oney
• 4 level 5 leader isn>t concerned about moneyonly- This leader is much more concerned withthe overall success of the company in the presentas well as in the future when they are $one-
• They will do everythin$ they can to ma(e surethe company will succeed later by appointin$ asuccessor with their same characteristics-
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When it is 4bout the 'oney
• When it is about the money you>re probablytal(in$ about a Level 0 Leader- This is somebodywho is not concerned with the future of thecompany after they>re $one) but who +ust wants
to $et paid-• They are all about the %@ and not about the
We-@
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Flywheel
Level 5
Leadership
*irst +ho,
!hen +hat
Confront the
-rutal *acts
#edgehog
Concept
Culture of
.iscipline
!echnology
)ccelerators
.isciplined People .isciplined !hought .isciplined )ction
-uildup - r e
a ( t h r
o u g h
/ood to /reat
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*irst +ho &!hen +hat
• Leaders egan the transformation y first getting the right
people on the us 0and the 1rong people off the us
• +ho 6uestions came efore 1hat decisions ' efore vision&
strategy& organi7ation structure& and tactics
• Put your est people on your est opportunities& not iggestprolems
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Confront the -rutal *acts
• %etting off on the path to greatness re6uires confronting the rutal
facts of current reality
• Must create a culture in 1hich people have a tremendous
opportunity to e heard and& ultimately& for the truth to e heard
•*our asic practices8Lead 1ith 6uestions& not ans1ers
Engage in dialogue and deate& not coercion
Conduct autopsies& 1ithout lame
-uild red flag mechanisms 1here information
cannot e ignored
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#edgehog Concept
• #edgehogs see 1hat is essential& and ignore the
rest Concentrates on one area 1hich is the est
• !he #edgehog Concept is a deep understanding of
three intersecting circles translated into a simple&
crystalline concept8
+hat you are deeply passionate aout
+hat you can e est in the 1orld at
+hat drives your economic engine
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#edgehog Concept
The
Council
)ll /uided y
the !hree Circles)s( 9uestions
.ialogue :
.eate)utopsies
: )nalysis
Executive
.ecisions
)n $terative
Process
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Culture of .iscipline
• /ives people freedom and responsiility
1ithin frame1or( of that system
• %top doing lists are more important than
to do lists• )nything that does not fit 1ith our
#edgehog Concept& 1e 1ill not do
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!echnology )ccelerators
• /ood'to'greats used technology as an
accelerator of momentum& not a creator of it
• !echnology y itself is never a root cause of
either greatness or decline• /ood'to'greats avoid technology fads and
and1agons 0others are using so $ should do
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!he *ly1heel
• !here 1as no single defining action& no grand program& no one
(iller innovation& no solitary luc(y rea(& no miracle moment
• Li(e pushing on a giant& heavy fly1heel& it ta(es a lot of effort
to get the thing moving at all& ut
+ith persistent pushing
$n a consistent direction
;ver a long period of time
!he fly1heel uilds momentum
• Eventually hitting a point of rea(through