You are looking at posts that were written on August 7th, 2008.
Posted on August 7th, 2008 by Brian Sparks.
Categories: Good to Great.
Posted on August 7th, 2008 by Brian Sparks.
Categories: Good to Great.
“You can accomplish anything in life, provided that you do not mind who gets the credit – Harry S. Truman” (page 17).
“A Level 5 leader – an individual who blends extreme personal humility with intense professional will” (page 21).
“Level 5 leaders are a study in duality: modest and willful, humble and fearless” (page 22).
“Ambition first and foremost for the company and concern for its success rather than for one’s own riches and personal renown. Level 5 leaders want to see the company even more successful in the next generation, comfortable with the idea that most people won’t even know that the roots of that success trace back to their efforts” (page 26).
“In contrast to the very I-centric style of comparison leaders, we were struck by how the good-to-great leaders didn’t talk about themselves…Those who worked with or wrote about the good-to-great leaders continually used words like quiet, humble, modest, reserved, shy, gracious, mild-mannered, self-effacing, understated, did not believe his own clippings; an so forth” (page 27).
“The good-to-great leaders never wanted to become larger-than-life heroes. They never aspired to be put on a pedestal or become unreachable icons. They were seemingly ordinary people quietly producing extra-ordinary results” (page 28).
“It is very important to grasp that Level 5 leadership is not just about humility and modesty. It is equally about ferocious resolve, an almost stoic determination to do whatever needs to be done to make the company great”(page 30).
“Level 5 leaders are fanatically driven, infected with an incurable need to produce results. They will sell the mills or fire their brother, if that’s what it takes to make the company great” (page 30).
“Ten out of eleven good-to-great CEO’s came from inside the company, three of them by family inheritance. The comparison companies turned to outsiders with six times greater frequency-yet they failed to produce sustained great results”(page 32).
“Level 5 leaders look out the window to apportion created to factors outside themselves when things go well (and if they cannot find a specific person or event to give credit to, they credit good luck). At the same time, they look in the mirror to apportion responsibility, never blaming bad luck when things go poorly. The comparison leaders did just the opposite. They’d look out the window for something or someone outside themselves to blame for poor results, but would preen in front of the mirror and credit themselves when things went well”(page 35).
Summary: The two Sides of Level 5 Leadership (page 36).
| Professional Will | Personal Humility |
| Creates superb results, a clear catalyst in the transition from good to great. | Demonstrates a compelling modesty, shunning public adulation; never boastful. |
| Demonstrates an unwavering resolve to do whatever must be done to produce the best longterm results, no matter how difficult. | Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate. |
| Sets the standard of building an enduring great company; will settle for nothing less. | Channels ambition into the company, not the self; sets up successors for even greater success in the next generation. |
| Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors, or bad luck. | Looks out the window, not in the mirror, to apportion credit for the success of the company – to other people, external factors, and good luck. |
Posted on August 7th, 2008 by Brian Sparks.
Categories: Blogs.
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