5 Levels Of Leadership

This book is perfect for anyone who wants proven steps to maximize your potential and to understand leadership is a process, not a position.

Achieving leadership is not easy, nor is it like earning a degree. “You don’t achieve it and then leave it.” Once you achieve leadership it does not guarantee you will stay there.

Leadership is a verb (doing word) not a noun. C W Perry states “leadership is accepting people where they are and taking them somewhere.” To succeed, you help others follow you up the ladder. If you are not moving, they are not following. You know you have achieved a leadership when the people you work with are becoming leaders themselves.

The form of leadership will change depending on the relationship you have with each person in the team. You will be on different levels with different people and the level can change quickly. People will respond to you based on the level of leadership you are on with them.

The Five Levels of Leadership

Level One: Position

Level Two: Permission

Level Three: Production

Level Four: People Development

Level Five: Pinnacle

Level One: Position

You have been invited to the leadership table. Someone has seen you have leadership potential. They don’t say what they are going to do, they show what they are going to do. You have been invited to be a part of the leadership game. Here you grab the opportunity to show what you can do for the team and the organization. You have to prove you deserve the position.

When an individual received a position and title, some level of authority or power usually comes with them. You have only limited power to begin with as it must be earned from your fellow team members. The infantryman’s Journal (1954) says, “No man is a leader until his appointment is ratified in the minds and hearts of his men”

You gain leadership, not just a position.

‘Good’ leaders as Maxwell describes, which I am going to label as effective leaders as we don’t want to place a moral ‘good’ or ‘bad’ on leaders, are genuine, strive to better themselves. Frances Hesselbein said “Leadership is much less about what you do, and much more about who you are.”

What is in the way? Fears, needs, and unproductive habits! Explore the depths of who you are and understand yourself, know yourself and define your values and there will be a transformation. “Values are the soul of your leadership, they drive your behaviour”

Effective leadership changes individuals lives. It forms teams. It builds organizations. It impacts communities. It has the potential to impact the world. But never forget the position is only the starting point.

Downside of Position

Positional leaders make people feel small

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

Be seeing their problems more readily than their potential

By viewing them as liabilities instead of assets

They focus on working to gain titles. They believe they have rights which has a sense of entitlement. Each of us as leaders must strive to grow up and grow into a leadership role without relying on rights.

Turnover is high for positional leaders because people don’t quit companies, people quit people

Clock watchers

People who watch the time, can’t wait to be out of there. They are already saying goodbye to coworkers at 4.30pm and are out of the door at 5pm.

Just enough workers

People will do just the bare minimum to get what they have to get done, no more.

“I always give 110% to my job. 40% on Mondays, 30% on Tuesday, 20% on Wednesday. 15% on Thursday and 5% on Friday.”

Mentally absent

They show up, get their paycheck and leave.

You’ve heard ‘it’s lonely at the top.’ True leadership won’t be lonely at the top when you help others to become leaders, you have people walking along side you and helping you to climb the mountain. With others joining you on your leadership journey, you will find it hard to be lonely at the top.

Your leadership will not be threatened. You do not need to guard your position. Help others get where they want while you get where you want.

Moving to Level 2

Ensure you find ways to influence action. Have you asked them how you can help them? Ask them about the challenges they have in their position. Make it an opportunity to work together as a team to make a difference. Form relationships. Show interest.

Leaders don’t fake it until they make it. They demonstrate through being a leader. People will feel true and fake authenticity.

People skills, not power gets things done. “If you want to become a better leader, let go of control and start focusing on cooperation.” You move beyond your job title, move beyond your job description. You interact with people, build relationships. “You must take responsibility to learn who they are, find out their needs, and help them and the team win.”

Raise the bar

Never think you have arrived. Always raise the bar further and further.

Lifelong process

Leadership is a lifelong process. Today I received a leadership position. I will endeavor every day to become a better leader.” It is a journey. Not the destination. Effective leaders don’t take anything for granted. They keep working and leading. Leaders are initiators. Socrates said, “let him that would move the world, first move himself.”

Level Two: Permission

Here, you move from “me” to “we” attitude. Building relationships develops a foundation for effectively leading others.

Relationship is more powerful than price

Relationship is more powerful than delivery

Relationship is more powerful than quality

Relationship is more powerful than service

Upside of Permission

Level 2 shifts from me to we.

Leadership is an opportunity to serve. Leadership permission increases the energy levels. Leadership permission opens up channels of communication.

On Level 2, the top-down positional leadership is replaced with side-by-side relationships.

Recently the author came across an explanation of the Chinese symbol for the verb “to listen” I thought it gave tremendous insight into the concept. The word, pronounced ‘ting’ is make up of smaller symbols with specific meaning.

Those symbols represent you, indicating that the focus is on the other person, not on yourself. The ear, the primary tool used in listening, the eyes, which we used to discover nonverbal clues to communication, undivided attention, which every person deserves if we intend to listen to all that is said, and the heart, which indicates that we are open to the other person on an emotional level, not just an intellectual one. In other words, to really listen, we must have:

Ears – I hear what you have to say

Eyes – I see what you say

Heart – I feel what you say

Undivided attention – I value who you are and what you say

Leadership permission focuses on the value each person can contribute to the team. Leadership permission nurtures trust. Trust is the foundation of permission. If you have integrity with people, you develop trust. The more trust you develop, the stronger the relationship becomes. The better the relationship, the greater the potential for a leader to gain permission to lead. It’s a building process that takes time, energy and intentionality. “When the crunch comes, people cling to those they know they can trust – those who are not detached, but involved.” James Stockdale.

Downside of Permission

The pressure is on you to build relationships. Permission leadership appears too soft for some people.

Permission leadership can be frustrating for some achievers. Permission leadership can be taken advantage of. There are four kinds of people

  • Takers, those who leverage the relationship to better themselves, but not you or anyone else

  • Developers, those who leverage the relationship bettering them and you.

  • Acquaintances, those who live off their relationships with you but never do anything about it. They hang around waiting for something ‘good’ to happen, content to live off the success of others but do not take responsibility to grow themselves.

  • Friends, those who enjoy their relationships with you, returning favour but not taking advantage of it.

Permission leaders need to be open to be effective. They need to be authentic. This type of leadership is difficult for people who are not naturally likeable. You must like people and become more likeable.

The bottom line of Level 2 is that most of the downside of leadership comes from dealing with people.

Best Behaviors on Level 2

How to gain people’s permission

  1. Connect with yourself before trying to connect with others. The first person we must examine is ourselves. Learn your strengths and weaknesses.

  2. Develop a people orientated leadership style. “Leading an organization is as much about soul as it is about systems. Effective leadership finds its source in understanding” Herb Kelleher.

  3. Practice the Golden Rule. Treat others, as you want to be treated

  4. Become the Chief Encourager of your team. As a leader, you have great influence and power to lift people up. “I am glad you work with me; you add incredible value to the team.” Means a lot coming from someone who has the best interest of the team, department or organization at heart. If you become chief encourager of the people on your team, they will work hard and strive to meet your positive expectations.

  5. Strike a balance between care and candor. Regardless of what they do, I am committed to giving them unconditional love.

An example, Sheryl came to work with me because she was a real go-getter with a lot of potential. For six months, I watched her work, and what I discovered was that she was great at the hard side of leadership. She was energetic. She was organised. She planned the day, the week, the month, the quarter and the year. And she always got things done. But she totally neglected the soft side of leadership – the recreational part. She wasn’t winning over anyone she was leading. As a result, she wasn’t gaining influence.

Caring defines the relationship while candor directs the relationship. Leaders have to make the best decisions for the largest group of people. Therefore, leaders do not cater to the individual if it is not for the best interest of the whole. Caring should not suppress candor, while candor should never displace caring

Laws of Leadership at the Permission Level

  1. The Law of influence: The true measure of leadership is influence, nothing more, nothing less. How does a leader get another to do something willingly, excellently and consistently? By influencing them?

  2. The Law of Addiction: Leaders add Value by serving others. They lead in order to help people and add value to them.

  3. The Law of Solid Ground: Leaders trust the foundation of leadership. You cannot influence people who don’t trust you. Trust is the glue that holds people together.

  4. The Law of Magnetism: Who you are is who you attract. Birds of a feather flock together. It is a fact of life that like-minded people are attracted to one another. Again, if you want to change your team, change yourself.

  5. The Law of Connection: Leaders touch a heart before they ask for a hand. Connecting having the ability to identify with and relate to people in such a way that it increases your influence with them.

  6. The Law of Buy-In: People buy into a leader, then the vision. Before you ask people to move forward to achieve the vision, they must first buy into you as a leader. Before they buy into you as the leader, you must have earned their trust and gained permission to lead them

Beliefs that help a leader move up to level 3

  1. Relationships alone are not enough

  2. Building relationships requires twofold growth. People must grow with each other. Growing requires compatibility. Growing with each other requires intentionality.

If you are married or in a long term relationship, then you probably how these dynamics come into play. When you first meet your partner, you moved towards each other, based on attraction, common ground and shared experiences. You established the relationship. However, the relationship can’t last if you never go beyond those initial experiences. To stay together, you need to sustain the relationship. That requires common growth. If you don’t grow together, there is a very likely change you may grow apart.

Similarly, if you are having any staying power as a leader, you must grow towards and with your people. Just because you have developed strong relationships, don’t think you are done on the relationship side.

  1. Achieving the vision as a team is worth risking the relationship. Risk always presents in leadership. Any time you try to move forward there is a risk. There is no progress without risk.

If people relate to the company they work for, if they form an emotional tie to it and buy into its dreams, they will pour their hearts into making it better. What is the key link between people and the company? The leader they work with. That leader is the face, heart, and hands of the company on the day-to-day basis. If the leader connects and cares, that makes a huge difference.

Guide to Growing through Level 2

The basic guidelines will help you grow as a leader

  1. Be sure you have the right attitude toward people

  2. Connect with yourself

  3. Understand where you come from

  4. Express value for each person on your team

  5. Evaluate where you are with your team

  6. Accept the whole person as part of leading

  7. Make a fun goals

  8. Give people your undivided attention

  9. Become your teams encourager in chief

  10. Practice care and candor

Level Three: Production

Effective leaders always make things happen. They get results. They can make a significant impact on an organization. Not only are they productive individually, but they also are able to help the team produce. This ability gives Level 3 leaders confidence, credibility, and increased influence.

No one can fake Level 3. Either you are producing for your organization and adding to its bottom line (whatever that may be) or you’re not. Simple.

They are self-motivated to produce. As a result, they create momentum and develop an environment of success, which makes the team better and stronger. They show promise. They have connections. They play politics. They have seniority. The organization is desperate.

Upside of Production

  1. Leadership production gives credibility to the leader. Authentic leaders know the way and show the way productively. Their leadership talk is supported by their walk. They deliver results. They live on their performance, not their potential. They lead by example. And their ability to get results tends to silence their critics and build their reputation.

They take their people where they want to go, they don’t send them there. They are more like a tour guide than travel agents. Why? Because people always believe what we do more than what we say.

  1. Leadership Production Models and sets the standard of others visually. That’s the power of production. If you can develop solid relationships with people and you can produce, you can be an effective leader. “His cardinal mistake is that isolates himself allows no one to see him. ”Lincoln. He knew that leaders need to be among their people, inspiring them with their ability, letting them see what the standard should be for their performance. When leaders produce, so do their people.

  2. Leadership production brings clarity and reality to the vision. Leaders constantly communicate their vision to the company.

  3. Leadership production solves a multitude of problems. George C Marshall said “Morale is the state of mind. It is steadfastness and courage and hope. It is confidence and zeal and loyalty… it is staying power with people, the spirit which endures until the end – with all things possible.

  4. Leadership production creates momentum.

Momentum takers: The vast majority of people don’t start or stop anything, they just go along for the ride. Their productiveness is based almost entirely on what others do to make things happen in the organization. For that reason, they need effective leaders who produce and create a productive environment. It is defined as “faith in the leader.

Momentum breakers: Challenges morale and prevents others from producing.

Momentum makers: These are leaders, they produce. Make things happen.

  1. Leadership production is the foundation for team building. No one wants to leave a champion team.

Downside of Production

  1. Being productive can make you think you’re a leader when you are not. Keep your eye on the ball. Possess the desire to take your team to the highest level.

  2. Producing leaders feel a heavy weight of responsibility for results. Honesty makes a leader who reached level three tire of leading because of the weight of responsibility they feel. Most leaders experience days when they wish no one was watching their performance, looking to them for direction, or wanting them to make something happen. However, effective leaders understand that the cost of leadership is carrying the responsibility of their team’s success on their shoulders. That is a weight every leader feels starting on level 3. You will have to decide whether you are willing to carry it.

  3. Production leadership requires making difficult decisions. A billionaire oilman and environmental advocate T Boone Pickens says “be willing to make decisions. That’s the most important quality in an effective leader. You’ll say today I look back, I regret the decisions I failed to make more than I do the wrong decisions I did make.”

As a leader on level 2 you must make a difficult decision to

  • Be successful before you try to help others be successful

  • Hold yourself to a higher standard than you ask of others

  • Make yourself accountable to others

  • Accept responsibility for personal results

  • Admit failure and mistakes quickly and humbly

  • Ask from others only what you have previously asked of yourself

  • Gauge your success on results, not intentions

  • Remove yourself from situations where you are ineffective.

Why must I always go first? Going first may not always be easy or fun, but it is always a requirement of leaders. It paves the way for the people who follow and increases their chance of success for completing the journey.

  1. Production leadership demands continual attention to level 2. Keep developing the relationship and caring for them as you produce results.

Best Behaviors On Level 3

How to make the Most production in leadership

  1. Understand how your personal giftedness contributes to the vision. If you are a leader, you must have a sense of vision for your leadership. And it must align, at least during the current season, with the vision of the organization you serve.

4 areas to contribute the most to productivity of an organization or team.

  1. Influencing people (leadership)

  2. Connecting with people (relationships)

  3. Communicating with people (speaking)

  4. Creating resources to help people (writing)

“Do what you do so well that those who see you do what you do are going to come back to see you do it again and let others that they should see you do what you do.” Walt Disney

If you want your team or department to excel at what they do, then you need to excel at what you do. Productivity has to start with the leader. Focus there first, and you will earn opportunities to help others improve and reach their potential.

  1. Cast vision for what needs to be accomplished. Leaders help people define the success of their vision. Leaders help people commit to the success of the vision. Leaders help people experience success

  2. Begin to Develop your people into a team. Build complimentary teams. Team members should understand their mission. Team leaders should make it happen. Team members should receive feedback about their performance. Team leaders should make it happen. Team members should work in an environment which is inspiring and full of growth. – team leaders should make it happen. Leaders should create an environment for their people that inspires, challenges and stretches them.

  3. Prioritize the things that yield high returns. What is the key to productivity? Prioritizing. To be an effective level 3 leader, you must learn to not only get a lot done, but to get a lot of the right tasks done. “Most people lead busy but undisciplined lives. We have ever-expanding “to do” lists, trying to build momentum by doing, doing, doing – and doing more. And it rarely works. Those who build the good-to-great companies, however, make as much use of ‘stop doing’ lists as ‘to do’ lists. They displayed a remarkable discipline to unplug all sorts of extraneous junk” Good to Great, Jim Collins.

Most leaders feel a great deal of pressure to get a lot done. Productive leaders understand that activity is not necessarily accomplished. They plan accordingly.

  1. Be willing and ready to be a change agent

Vision: Must be similar, and they will all stand together.

Values: Must have similar values

Relationship: Great teams have commitment to the team and the vision.

Attitude: If you are going to get people to work together for change, their attitudes must be about change.

Communication: For change to occur, communication must be open, honest and ongoing.

  1. Never lose sight of the fact that results are your goal. Effective leaders know that results always matter, no matter the obstacles they face, what the economy does, what kind of problems their people are experiencing and so on.

People buy into leaders, then their vision. That buy in comes from two things. The relationship you have with them and the results you demonstrate in front of them.

The Laws of Leadership at the Production Level.

The Law of Respect: People follow leaders stronger than themselves.

The Law of Magnetism: You are who you attract

The Law of Picture: People do what people see

The Law of Victory: Leaders find a way for the team to win

The Law of The Big Mo. Momentum is a leader’s best friend

The law of Priorities: Leaders understand that activity is not necessarily accomplished

The Law of Sacrifice. A leader must give up going up

The Law of Buy In: People buy into the leader, then the vision

Beliefs That Help a Leader Move up To Level 4

  1. Production is not enough.

  2. People are an organization’s most appreciable asset.

  3. Growing leaders is the most effective way to accomplish the vision

  4. People development is the greatest fulfillment for a leader

It is impossible to help others without helping yourself.

Guide to Growing through Level 3

  1. Be a team member you want on your team

  2. Translate personal productivity

  3. Understand everyone’s productive niche

  4. Cast vision continually

  5. Build your team

  6. Use momentum to solve problems

  7. Discern how team members affect momentum

  8. Practice the Pareto principle

  9. Accept your role as change agent

  10. Don’t neglect level 2

Level Four: People Development

Effective Leaders gauge and notice potential in people regardless of their position and bring out the best in people. These leaders transition from producers to developers. They invest time, money and thinking into growing others as leaders. They put 80% of their focus on their personal productivity and 20% focused on developing and leading others.

The Upside of People Development

Leadership becomes even stronger and the potential of the organisation increases dramatically when you develop people. This is because as your people reach their potential your organization will reach its potential. You must believe in their value, in their dreams and believe it is worth the investment that is required. g

Now true leadership is not what happens when you are there, but when you are not there. You can’t do everything. You don’t want everything to come crashing down when you are not there. Transfer the leadership so others have ownership and where they want responsibility.

Everyone has the potential to lead, at least in some area and in some capacity. When you give someone responsibility and authority, they not only learn, but they start to fulfill their leadership responsibilities. That action transforms people and organisations.

All leaders feel the weight of responsibility for leading. When you have others leading, you share the load of leadership

If you think back to your own leadership journey, someone gave you an opportunity. No leader is self-made. Everyone was given a start by someone.

The Downside of Leadership

There are no guarantees that the time, energy and effort you invest in someone will work out. People development requires a very high level of maturity. It requires a high level of skill.