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Jim Collins
Level 5 LeadershipThe Triumph of Humility
and Fierce Resolve
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A five-year research project searched for the
answer to that question, and its discoveriesought to change the way we think about
leadership.
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Collins argues that the key ingredient that
allows a company to become great is having a
Level 5 leader: an executive in whom genuine
personal humility blends with intenseprofessional will.
Jim Collins discovery of Level 5 leadership is counterintuitive. Indeed, it iscountercultural. People generally assume that transforming companiesfrom good to great requires larger-thanlife leaders.
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= Humility +Professional Will
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Grew up on a farm in Indiana
Paid his way through college
In-house lawyer
Promoted to CEO of Kimberly-Clark
Nose and throat cancer
Great leader
I never stopped trying to become qualified for
the job.
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Coleman Mockler, CEO Gillette CEO from 1975-1991
Fought off three takeover bids
Invested in radically new and technologically
advanced systems
Died after making cover ofForbes magazine
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Modest
Willful
Do what must be done
Humble Window and Mirror
Fearless
Abbot Laboratories
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Initial Terms and Ideas
Selfless executive
Servant leader
Can be misleading
Certain labels sound
meek and weak
Only portray thehumility side
The Other Side of the Coin
Fanatically Driven
Infected with
incurable need to
produce results
Will do what must be
done
Humility + Will =
Level 5
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Level 5 leaders want to see the company
succeed in the next generations.
Non Level 5 leaders often chose weaksuccessors, setting the companies up for
failure.
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Dont talk about themselves
Dont take credit for the success of thecompany
In 2/3 of comparison companies, the
presence of a gargantuan personal ego
contributed to the demise of the company.
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Fanatically Driven
Ex. Abbot Laboratories vs. Upjohn
Come from inside the company
10 out of 11
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Look out the windowat all the people whocontributed to thesuccess
Credit factors outsidethemselves
If the cannot find a
person or event tocredit they credit luck
When Things Go Well
Look in the mirrorand blamethemselves
Never blame bad
luck
Dont look out onothers
When Things GoPoorly
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Level 5 Leaders
Window = Credit, Mirror = blame
Level 4 and below
Window = blame, Mirror = Credit
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Concerned with self significance
Ex. Lee Iacocca & Chrysler
I Am Chairman Of Chrysler Corporation America
Commercials, Special Appearances, &Autobiography
Company turnaround in 1980s could not
endure.
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First Who
James Stockdale Paradox
Buildup-Breakthrough FlywheelThe Hedgehog Concept
Technology Accelerators
A Culture of Discipline
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Can I become a level 5 leader?
Jim Collins Hypothesis
Two categories of people
Without potential Fame, fortune, power, etc
With potential
Are capable, abilities need aid in developing
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The problem is not, in my
estimation, a dearth of
potential level 5 leaders.
They exist all around us, ifwe just know what to look
for.
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Personal Will
Superb results
Unwavering resolve,
Does what must bedone
Wont settle for less
than greatness
Looks in the mirror toapportion
responsibility for poor
results
Modest, never
boastful
Quietly determined,relies on standards
not charisma
Sets up successors for
greatness Looks out the window
to apportion credit
for the success of the
company
Personal Humility
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Collins, Jim. Good to Great. p 17-40. 2001.
HarperCollins Publishers Inc.
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