Level 5 Leadership: The Pinnacle

(Credit: John Maxwell)

For the past few weeks, we have been reflecting on John Maxwell's 5 levels of leadership. We have covered the Positional (Level 1), the Permission (Level 2), the Production (Level 3), and last week, we dealt with Level 4, the People Development level of leadership.

In this final stage and the highest level of leadership, people will follow because of who you are, and what you represent. Level 1 is about rights, titles, and jostling for position. Level 2 is about relationships. Level 3 is about production where results are key factors for leadership influence. Level 4 is about reproduction where the leader is helping others succeed. Level 5 represents the pinnacle of leadership, where respect is the trademark. The problem is that this level is often not a permanent position. They are often playing at Level 4 because their primary task is to develop Level 4 leaders.

A) Upsides of Level 5 Leadership


There are three major upsides according to Maxwell. The first is that Level 5 leaders will work toward creating a Level 5 leadership culture within the organization. It is about empowering. It is about a high level leading. It is about rising above the rest. Second, Level 5 leaders aim toward creating and leaving behind a legacy. Whether convictions or principles, leaders are measured on how well they have developed other leaders. Third, level 5 leaders set the stage or the platform for developing others. They learn, they earn, and they eventually return back the benefits in some way.

B) Downsides of Level 5 Leadership

Likewise, Maxwell highlights three major downsides. First, leaders may start to let pride in, and think one has arrived. They fall on their own idea of achievement that they fail to be humble and grow. Second, they start trusting themselves more than others. They deceive themselves. They start to think whatever they touch turns into gold. Third, they lose focus of the key objectives the moment the focus move to self.


C) Toward a Level 5 Leadership Level

Thankfully, there is a way. People wanting to grow to this level of leadership have six ways to do that.

1. They make room for others at the top
2. They continually mentor other potential Level 5 leaders
3. They create an inner circle that they may be held accountable
4. They let their unique leadership level do unique things for the sake of the organization
5. They plan for succession
6. They leave a positive legacy.

Of all the six, I think the most important is to be able to move away from "being needed" toward "be succeeded."  Such leaders work on other people's strengths instead of exploiting their weaknesses. They learn to give rather than to keep for themselves. 

D) Some notable Quotes

• "Wouldn't having more leaders create less room? No. And here's why: when you develop a leader who develops other leaders, you create more room at the top because you increase the size and power of the entire organization. Every time you develop good leaders and help find a place for them to lead and make an impact, they gather more good people to them." (243-4)
• "Leadership author and former FedEx executive Fred A. Manske Jr., observed, 'The ultimate leader is one who is willing to develop people to the point that they eventually surpass him or her in knowledge and ability.' On the Pinnacle level, that should always be your goal." (244)
• "Writer Lorin Woolfe says, 'The ultimate test for a leader is not whether he or she makes smart decisions and takes decisive action, but whether he or she teaches others to be leaders and builds an organization that can sustain its success even when he or she is not around.' True leaders put ego aside and strive to create successors who go beyond them. And they plan to hand off the baton of leadership in stride when they are still running at their peak." (250)

My Comments

We have come to the end of the reflection on John Maxwell's five levels of leadership. It is an enriching exercise. While there is no such thing as a permanent "laws" per se, the framework drawn up by Maxwell is an easy to follow structure for us to learn within. Most importantly, the framework tells us that leadership is not about ourselves. It is about others. At every level, this single most important point needs to guide our thinking and our leading. If leaders fail to show the way toward unselfish leadership, they are risking becoming pawns that build up a selfish organization where every worker only cares for themselves. When this happens, it is the beginning of the end, not just for the organization, but for the individual as well. Let me close with this snippet from Coach John Wooden.

Making the Most of One's Self

• Be true to your self
• Make each day your masterpiece
• Help others
• Drink deeply from good books
• Make friendship a fine art
• Build shelter against a rainy day
• Pray for guidance and give thanks for your blessings every day.

Thank you for following me on this series on the Five Levels of Leadership.

conrade

Level 4 Leadership: People Development

(Credit: John Maxwell)

For the past few weeks, we have been reflecting on John Maxwell's 5 levels of leadership. We have covered the Positional (Level 1), the Permission (Level 2), the Production (Level 3). Today, we will touch on Level 4, the People Development level of leadership.

In Part 4 of the leadership series, John Maxwell calls this "People Development" level of leadership, as one that helps to develop the potential of individuals through influence and impact. Instead of growing onself per se, one helps others to grow more and more. When this is done consistently, the end result is not just individual growth, but also helps the organization reach its highest potential. The benefits of such level of leadership are as follows.

1. It sets one apart from most leaders.
2. It assures toward sustaining growth among individuals as well as the organization.
3. It empowers others to fulfill their leadership responsibilities.
4. It empowers the leader to lead larger.
5. It leads to personal fulfilment, when we see others grow, and when we learn to forget our own selves and focus on others.

Several thoughts come to mind as I reflect on the above five things. Firstly, there is a difference between delegating and dumping. Simply telling people to do things without much supervision or guidance is not delegation. It is simply dumping stuff on others. Worse are those leaders that dump stuff with the intention of seeing their subordinates fail, so that they themselves look good. I think delegation must always involve a close watch by the leader to help others succeed. This is the core motivation of delegation. Helping others succeed. Secondly, learning to focus on others rather than self is a mark of unselfishness. The human nature is selfish by default. We use self-preservation as an end in itself. We fear that if we do not try to help ourselves, we will fail. We will lose out. We give in to all kinds of suspicions that seem to pit the world and everyone against us. As a result, such actions breed distrust and distrust leads to disunity. In trying to consolidate one's power, one gets tempted toward tyranny. In wanting to control others, one moves toward preventing others from achieving their potential. Thirdly, we fail to be leaders. Leaders are to lead people toward personal growth and organizational success. Not training others is essentially preparing for eventual demise of the whole organization. A healthy organization can only thrive well if there is an atmosphere of trust, of learning, and of giving. Some of the quotes from John Maxwell are appropriate.

• "To reach the upper levels of leadership that create elite organizations, leaders must transition from producers to developers." (181)
• "Former Secretary of Lanor Robert Reich pointed out, 'If employers fail to upgrade their workers, then they're trying to be competitive only with their capital.'" (185)
• "Never forget that leadership is the art of helping people change from who they're thought to be to who they ought to be." (187)
• "Don't allow yourself to become the lid on your organization. Give it the best chance for a bright future by developing other leaders." (188)
• "Farzin Madjidi, professor of leadership at Pepperdine University, asserts, 'We need leaders who empower people and create other leaders. It's no longer good enough for a manager to make sure that everybody has something to do and is producing. Today, all employees must 'buy in' and take ownership of everything they're doing. To foster this, it's important that employees should make decisions that most directly affect them. That's how the best decisions are made. That's the essence of empowerment.'" (190)
• "You cannot become an effective Level 4 leader unless you are willing to let go of some of your responsibilities. So what's a good rule of thumb for transferring ownership of a leadership responsibility to someone else? I use the 80 percent rule. If someone on my team can do one of my tasks 80 percent as well as I do (or better), then I give him or her responsibility for it. If you want to be an effective leader, you must move from perfectionist to pragmatist." (191)

A) Barriers to People-Development Level Leadership

The chief reason why many leaders are unable to progress toward Level 4 leadership is insecurity and a lack of maturity. Four barriers are mentioned by John Maxwell.

1. Self-centeredness
2. Insecure and easily threatened by others
3. Shortsightedness
4. Lack of Commitment

The word 'equip' seems to be a foreign term in people who are insecure and unwilling to train others. They think of themselves being the disadvantaged. They are fearful that no one will help them if they try to help others. Gerald Brooks says it well, "When you become a leader you give up the right to think about yourself." This is worth pondering. Indeed, leaders must be others-centered. Christian leaders must be God-centered so that they can be others-centered in Christ-like ways. When one overcomes self-centeredness, one is free to empower others, to help others do their job better. When tackling insecurity, three areas need to be tackled.

• Ego: Are you doing things to beef up your ego? Are you using others for your ego's ends?
• Control: Are you trying to take credit or to assign blame to others? Do you tend to control people more or to energize and encourage them more?
• Trust: Secure leaders see trust as the glue of any organization.

B) Developing People

Level 4 leaders need to be able to KNOW the potential of people through recruiting and positioning, to SHOW the leader by modeling and equipping, and to GROW a leader by developing, empowering, and measuring. These 7 areas are keys to developing Level 4 leadership.

1. Recruiting: Maxwell lists 4 Cs when looking for potential leaders. Chemistry is needed. Character is critical. Capacity ensures sustaining of the long process. Contribution is expected, that leaders will learn not just to do the bare minimum, but their best.
2. Positioning: This places the right people in the right positions.
3. Modeling: Showing others how to lead resembles Jesus' call to his disciples to come and see.
4. Equipping: This is helping others to do well. I like the way Maxwell puts it through the five-step equipping model.
      Step 1 - I do it (competence)
      Step 2 - I do it and you are with me (demonstration)
      Step 3 - You do it and I am with you (coaching)
      Step 4 - You do it (empowerment)
      Step 5 - You do it and someone is with you (reproduction)
5. Developing: Not only is one only trained to do the job, one is trained to live life well. Challenge them to grow and reach their highest potential. Support them where necessary.
6. Empowering: The joy is to enable others to succeed and to celebrate their successes.
7. Measuring: Feedback mechanism is important for improvement as well as training leaders. Maxwell proposes a six-degrees checklist.
1. Look into it. Report. I'll decide what to do.
2. Look into it. Report alternatives with pros and cons and your recommendation.
3. Look into it. Let me know what you intend to do, but don't do it unless I say yes.
4. Look into it. Let me know what you intend to do and do it unless I say no.
5. Take action. Let me know what you did.
6. Take action. No further contact required.

C) Cultivating Level 4 Leadership

Four things to do with others.

1. The highest goal of leadership is to develop leaders, not gain followers or do work
2. Create a leadership culture by championing and defining good leadership. Teach leadership through regular, frequent basis. Practice leadership by helping leaders to plan and execute. Coach them. Reward them.
3. Not just  a job but a life commitment. This enables leaders to look beyond the 9-5 job environment. After all, leaders are people, not machines.

Eight things to self-examine and cultivate.

1. Be willing to keep growing yourself
2. Make a decision to know that developing people is worth it
3. Work through your insecurities, and don't give in to them
4. Find the best people, develop and train them
5. Commit your time with them
6. Create a personal development process
7. Work with people
8. Use both hard and soft skills
9. Be responsible in energizing others
10. Remain approachable through leading, role modeling, and coaching.

My Comments

Of all the levels so far, I find this Level 4 most energizing for the following reasons. Firstly, it points us away from ourselves and to focus on others. This is what Philippians 2:3-4 is all about. We need to learn to put the interests of others above ourselves, regardless of our leadership titles. Secondly, it is life-giving and is long-term in nature. I like teachings that aim to sustain people for the long haul. Life is not a sprint. It is a marathon. Thirdly, there is a great need in this world to grow leaders and to enable leaders to be the best versions of themselves.

Next week, I will discuss Level 5 leadership: The Pinnacle.


conrade

Level 3 Leadership: Production Leadership

In Part 3 of the leadership series, John Maxwell calls this "Production" level of leadership. While the first level is positional leadership, deals more with rights and status in the hierarchy, and the second that works on a relationship level, and the motivation of followers to heed the leaders, this third level focuses on efficiency and efficacy. At this level, people follow the leader on the basis of what works, and what they have done or able to do for the group. It is a higher level mainly because of the credibility that comes with the leadership. After all, who wants to follow a leader who is good for nothing? Such leaders do the following:

• They are effective in what they do
• They deliver results
• They set the standards for all to see
• They bring clarity and reality to the vision setting process
• They solve problems
• They move the organization along instead of allowing it to stagnate
• They build teams.

A) Disadvantages of Production Level Leadership

According to Maxwell, there are four dangers to such level of leadership. Firstly, not all producers are leaders. While production is good, sometimes, leadership requires more than mere results. For example, good technical skills may not necessarily mean good people skills. Secondly, production leaders may have an unhealthy sense of responsibility, when it is the team who is expected to perform, and not just the leader. This easily leads to overwork and an unbalanced shouldering of burdens. Sometimes at this level, it is tough to delegate. Thirdly, making decisions may be difficult. If leaders are unable to make tough decisions, the failure to make them is often more fatal. Perseverence and courage is essential to make tough decisions, and to be decisive in making them. Finally, it is tough to balance level 2 with level 3 leadership. When relationships and results clash, leaders are faced with a challenging situation.

B) Advantages of Production Level Leadership

Maxwell brings out 6 advantages.

1. It gives leader the credibility he needs, when the results are obtained.
2. It sets a clear standard for all to see
3. It brings clarity and vision
4. It solves problems
5. It creates momentum for the whole team
6. It is the foundation of team building.

C) Cultivating Level 3 Leadership

Maxwell describes 6 ways to develop and cultivate this production leadership.  Firstly, a leader grows in understanding how his gifts are linked to getting results. When a leader is more self-aware, he often becomes a better leader. Secondly, the vision casting establishes a clarity, which leads to a commitment toward a successful fulfillment of the vision. Thirdly, by developing people through teamwork, people will be better team players which usually mean better results. Fourthly, setting priorities enable the wise distribution of limited resources. Fifthly, one improves level 3 leadership through being change agents. Finally, the focus on the end goal enables one to be intentional and purposeful.

My Comments

In Christian organizations, sometimes we can commit one or two major errors. We tend to think that relationships are so important that we de-emphasize the importance of results. Or we can comfort one another by saying that the process is more important than the product. That is simply not true. Knowing the process is perhaps more applicable to classroom learning. In the school of hard knocks, results matter a lot. The second error is to become so fixated on results that we sacrifice relationships. The way forward is to remember to seek God for wisdom how to hold all three levels of leadership in tandem. We need to learn to use Level 1 leadership unashamedly. There is no need to be shy. We are called or appointed to that position, so behave accordingly but humbly. We need to adopt Level 2 leadership because relationships are important in a Christian organization. We need to have Level 3 leadership so that results are achieved. Above all, communications and constant relating is key to growing the leader and the team.

Next week, I will write on Level 4 leadership: People Development.


conrade

Level 2 Leadership: Permission Leadership

In this second level of leadership by John C. Maxwell, the gist of leading at this level is simply liking people, and people liking you. Compared with level 1, where one leads mainly on the basis of position or title, at level 2, people essentially chooses to follow us because they "want to." In fact, moving from level 1 to 2 is a sign of growth in the leader. Woe to those leaders who are stuck at level 1. At Level 2, we move from position to relationship, one that is more powerful that price, than delivery, than quality, than service.

John Maxwell lists the following advantages and disadvantages of "permission" level leadership. I summarize them in the following table for ease of reference.

ADVANTAGES	DISADVANTAGES
It makes "work more enjoyable"	It "appears too soft for some people."
It "increases the energy level"	It "can be frustrating for achievers"
It "opens up channels of communication."	It "can be taken advantage of"
It "focuses on the value of each person."	It "requires openness to be effective."
It "nurtures trust."	It "is difficult for people who are not naturally likable."
	It "forces you to deal with the whole person."

(Credit: John C. Maxwell)

If we take our time to consider, we can easily come up with our own sets of advantages and disadvantages at this level leadership. What is important is that we need to be able to grow in our leadership skills and mature. I want to spend some time on the following suggestions on how to move to this level of leadership. At the same time, I will make some comments as I go along.

In the book by John Maxwell, he gives us five strategies in order to move to Level 2.

1) "Connect with Yourself Before Trying to Connect with Others"

Maxwell argues strongly that one needs to know self before knowing others. In self-awareness, one needs to size themselves up. In self-image one needs to get along with themselves comfortably. In self-honesty, one cannot lie about oneself to self. In self-responsibility, one needs to recognize the doing that comes with the knowing.

The good point about this is self-knowledge and an appropriate understanding of one's limitations and potential. A better word to use would be appropriate knowing of oneself. I agree that knowing self is a critical step in leadership. Having said that, I can understand if there is anyone disturbed about this level of self-focus. There is also a danger of a leader becoming too self-absorbed or self-seeking in such a focus. That is why for Christians, leaders need to cultivate a worshipful heart. In worship, one learns to center on God, and let the Holy Spirit show us the way to be better leaders for God's sake, and wisdom to lead for the people's sake.

2) "Develop a People-Oriented Leadership Style"
This is a key trait in level 2 leadership. Due to a heightened level of relational leadership, knowing self needs to lead to knowing others as well. Maxwell explains:

"If you want to be successful on Level 2, you must think less in terms of systems and more in terms of people's emotions. You must think more in terms of human capacity and less in terms of regulations. you must think more in terms of buy-in and less in terms of procedures. In other words, you must think of people before you try to achieve progress. To do that as a permissional leader, you must exhibit a consistent mood, maintain an optimistic attitude, possess a listening ear, and present to others your authentic self." (John C. Maxwell, The 5 Levels of Leadership, New York, NY: Center Street, 2011, p108)

I applaud Maxwell for the idea of moving from systems to people, and to see beyond regulations, procedures, and be authentic with people. Yet, I am somewhat troubled by his use of "must." There is a compulsion that appears more systemic rather than authentic. It sounds a little more leadership regime discipline rather than a personable kind of a disposition. The idea is good, but the implementation needs some tweaking. Perhaps, a Level 2 leader ought to train himself to be more relational by watching the inner heart, and guiding it toward willing submission to put others more important than self. Otherwise, readers may unwittingly see the "musts" as strategies to achieve gains for self. Imagine a leader who is only self-seeking, to be focused on promoting to Level 2 for self-glorification. That will be wrong. I am sure that is not Maxwell's intention, but I want to simply state this as a precaution. Otherwise, we may be guilty of using people for our own gains. Having said that, Maxwell admits later that such a way may be "manipulative" and recognizes the "fine line between manipulating people and motivating them." What I am concerned is the subtle manipulating of self that is not in line with God's prompting. For example, how do we know who to approach more or less? Surely, wisdom is necessary for spiritual leadership. 

3) "Practice the Golden Rule"

This particular advice is a useful guide on how to lead.  In fact, it will hardly go wrong as this biblical teaching is also universally treated as truth by many other religions and philosophies. Do to others what you want others to do to you.

4) "Become the Chief Encourager of Your Team"

There is no rule against kindness. For all our words and works, one act of kindness can touch lives in a way that no other way can reach. I think this kind of encouragement needs to be on the lips of every Christian leader.

5) "Strike a Balance between Care and Candor"

Maxwell spends quite a lot of time on this. Essentially, it means speaking the truth in love. One needs to learn when to establish and when to expand the relationship. Through care, one learns to value the person, to firm up the relationship, to define, and to allow greater candor. Through candor, one values the person's potential, the relationship, and guide the relationship to a new level. Both care and candor are needed to enhance the relationship. Of all the five points, I find this most helpful.

Maxwell summarizes this level of leadership by urging leaders to serve others, to be influential in a good way, to cultivate trusting, to connect well, to learn to be persuasive.

Part Three will be published next week.

conrade

Level 1 Leadership: Positional Leadership

This is Part 1 of 5 that reflects upon John C. Maxwell's "The 5 Levels of Leadership." I like the book for its clear and concise manner of putting together leadership concepts in an easy to follow framework. Feel free to follow the series using the label here.

Briefly, the five levels of leadership are:

1. POSITION - People follow you because of your title and positional authority. They have to because you are the head.
2. PERMISSION - People follow you because they want to. They desire to.
3. PRODUCTION - People follow you because of what you have done for the organization. It works.
4. PEOPLE DEVELOPMENT - People follow you because of what you have personally done for them. In other words, they know you care.
5. PINNACLE - People follow you because of who you are and what you represent. They know you mean it and you are there as part of a higher calling. Conviction and calling.

In Part One, I want to deal with Positional Leadership. One of Maxwell's key ideas is that leadership is a verb. It is constantly changing. It is not a solidified object that appears and forever remains. It is there for a time only. For many, especially for newly appointed leaders, and for people new to the organization, no one knows you. It is the entry level. People look and value you according to your title, and not necessarily because of who you are. All it takes is an appointment. Due to the low level of influence, positional leaders will find it hard to go below the surface to motivate individuals beyond simply boss-subordinate relationship. As a starting point, it is quick and efficient and helps an organization begin their leadership renewal process. 

A) ADVANTAGES OF LEVEL 1

There are at least four advantages of Level 1 leadership or Positional Leadership. Firstly, it is easy to give Level 1 authority to encourage younger leaders to step up. These younger leaders have the potential but lack the opportunity to demonstrate leadership. By giving them a title or positional authority, it gives them a kickstart to cultivate their potential. This applies as well to those who have not yet served in any position of influence. Secondly, Level 1 positional leadership comes with a certain level of authority that is recognized. Instead of an unknown face, people begin working with Level 1 leaders simply on the basis of that recognized authority. Just like a teacher granting a student the level of "student class representative" in a new class. The third advantage lies in growing that potential. Having a level 1 leadership status does not mean taking the title and admiring ourselves wearing it with a mirror. It needs to be seen as an "invitation to grow." For a Christian, it requires us to raise ourselves up to the next level. Let me suggest three examples in which you are invited to grow, if you are someone new to Level 1 leadership.

• PRAYER: If you have been previously praying only for yourselves, learn to pray for others.
• BIBLE READING: If you have only been reading the Bible once a week, challenge yourself to read the Bible every day.
• SERVICE: If you have been previously waiting for people to call, perhaps, take the initiative to offer your help.

The fourth advantage is that of knowing themselves better as they grow. This is perhaps one of the biggest reasons for anyone in leadership. The point is simple. If leaders do not know themselves, how are they then to lead others to greater knowledge of God and themselves? One excellent practical way to demonstrate knowing oneself is to "lead by example." Have you tested your own perceived limits? Are you praying for God to challenge you to grow to the next level? In the process of challenging yourself, you let yourself become to the spiritual fire of the Holy Spirit, to show you your own potential. Christian leadership is essentially about relying on the Holy Spirit to help us grow more in Jesus each day.

B) DISADVANTAGES OF LEVEL 1 LEADERSHIP

There are dangers in Level 1 leadership as well. While Maxwell has listed 8 dangers, condense them and come up with my own top four dangers. Briefly, there are pride, put-downs. power-hungry, and passive. Firstly, we can allow pride and complacency to distract us to look more at position rather than people. We may think we are already "up there" and stop growing. This is a big temptation in many young leaders. If such level 1 leaders are so position-centric, one may start to wonder whether they have been growing or not. The second danger is more sinister. It is what I call "put down others." Level 1 leaders are tempted to let their position make them big while pushing others down to be small.  This can sometimes be through communications which degrades another person. Maxwell lists 5 examples of such degrading attitudes:

• "By not having a genuine belief in them.
• By assuming people can't instead of assuming they can.
• By assuming people won't rather than believing they will.
• By seeing their problems more readily than their potential.
• By viewing them as liabilities instead of assets." (53)

The third danger is that of a power-hungry attitude. Such people focus on control rather than contribution. It is highly top-down. Maxwell observes that in all of his years of leadership, he has yet to find a highly powered leadership structure that leads to a highly motivated, efficient, and high morale workforce.

The fourth danger is that of passivity. Level 1 leaders who do not grow beyond positional power will shrink. That is why Level 1 is easy to get into, but also easy to get out of. It is one thing to have a title. It is yet another to live that title without the need to have a title. 

C) GROWING WELL AT LEVEL 1

Here are five tips on how to grow at level 1.

1. Recognize that titles, positions, labels, are simply superficial labels. We cannot let them define us. We must define them by being the best leader we are called to be.
2. Progress from contentment-with-position to caring-for-people.
3. Do not be distressed if one does not have all the answers. Keep learning and trying.
4. Good leaders will involve other people as much as possible in decision making.
5. See level 1 not as a liability but as an opportunity to grow to the next level.

Let me close with these words from Jesus.

"I no longer call you servants, because a servant does not know his master's business. Instead, I have called you friends, for everything that I learned from my Father I have made known to you." (John 15:15)

How is your quiet time with the Lord? Do you know your Father's business? Have you grown from servants to friends? Are we growing in our personal walk with the Lord? If you have not learned anything from the Bible, how are you going to lead biblically? Most importantly, how is God leading you today?

I pray and hope that your answers will be favourable to the Lord. If not, be encourage that when your heart is willing, the Holy Spirit is even more willing.

I will follow up with Level 2 leadership next week. 

conrade