![]() ![]() According to Collins there are five attributes that typify the Level 5 Leader: What separates them from the pack is their “personality attributes.” Who they are, not just what they know. They have the intellectual horsepower and domain knowledge to effectively manage their companies. Level 5 leaders are all very bright people who know their business. In this and subsequent briefings, I will outline some steps you can take (challenging as they may be) to become a Level 5 leader.įirst, let’s get the easy technical stuff out of the way. In a previous executive briefing (Charisma Is No Panacea), I wrote about my similar experiences and other research findings that show that the so called charismatic leader is more often than not a drag on a company “in the long run.” The operative words are “in the long run.” Extreme examples of the charismatic leader who implode include Martha Stewart and Lee Iacocca. In a nutshell, Level 5 Leaders “blend extreme personal humility with intense professional will.” Furthermore, the absence of Level 5 leadership showed up as a consistent pattern in the comparison companies…” ![]() All the good-to-great companies had Level 5 leadership at the time of the transition. It didn’t matter when the transition took place or how big the company. It didn’t matter whether the company was consumer or industrial, in crisis or steady state, offered services or products. “The good-to-great executives were all cut from the same cloth. ![]() ![]() “…Level 5 leadership is an empirical finding, not an ideological one.” In other words, his findings were derived from hard data not from personal opinion or intuitions about what helped propel a company grow from good to great. Only 11 of the Fortune 500 companies met all the criteria they used.Ĭollins said that the “data won” when it came to understanding the forces behind all good to great companies. For those of you not familiar with “Good to Great,” the qualifying criteria was that a company had to have achieved an average cumulative stock return of at least 3 times the market over a 15 year period. Jim Collins discovered when analyzing the research for his book “Good to Great,” that the leaders who ran the “great” companies during the transition from good-to-great were all “Level 5″ leaders. ![]()
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