The following contains excerpts from the book, The 5 Levels of Leadership (Maxwell).
At our music school in Odessa, Texas we believe that music is not only sound, it is relationships. One of the most profound aspects of understanding relationships is the subject of leadership.
This is an extensive compilation of John Maxwell’s teaching on the subject of leadership. It could possibly be categorized as his summation work on the subject, as he takes each five levels in depth, showing their positives and negatives, admitting that, as one grows from the lowest to the highest, the ‘negatives’ decrease while the ‘positives’ increase. The goal is to grow from: 1) Position, to 2) Permission, to 3) Production, to 4) People Development, to 5) Pinnacle.
It is evident that a leader will be on various levels with each person he or she leads, based upon the various factors which comprise that particular level. The book, however, focuses on the personal development of the leader as he grows in his ability to function on each level. This growth requires a ‘shifting’ of mindset, and ultimately is a transition from ‘what can people do for me?’ to ‘what can I do to add value to the people around me?’
At our music school in Odessa, Texas we endeavor to meet each student at the level appropriate to their growth. Some students are beginners and require a more authoritative approach. Then, there are students who have advanced to a high degree, in which we provide more of a coaching attitude. Whatever the needs of the situation require, we are capable of meeting them.
Moving from simply a ‘productivity’ mindset in level 3, to a ‘developmental’ mindset of level 4 is a significant change in value in a leader’s mindset, as he transitions from simply getting the work done, to developing leaders who get the work done, as the main goal. Ultimately, on level 5, the focus is not so much even on the work itself, as it is the life-development of those being led, seeing the primary role as raising other’s lives to a higher quality altogether, ultimately influencing countless people’s lives through the investment made into the leaders that have been developed.
The ‘upsides’ of the first level, Position, are: 1) A leadership position is usually given to people because they have leadership potential. 2) A leadership position means authority is recognized. 3) A leadership position is an invitation to grow as a leader. 4) A leadership position allows potential leaders to shape and define their leadership. The ‘downsides of this level are: 1) Having a leadership position is often misleading because a position always promises more than it can deliver. 2) Leaders who rely on position to lead often devalue people. 3) Positional level leaders feed on politics. 4) Positional leaders place rights over responsibilities. 5) Positional leadership is often lonely. Positional level is just the starting point of leadership.
We most often start a relationship with a student on the position level, at our music school in Odessa, Texas. However, we hope to quickly progress to higher levels of meaningful relationships, as they grow.
On level 2, Permission, people begin to follow you not because they have to, but rather because they want to. The leader begins to influence people through building relationships. When people feel liked, cared for, included, valued and trusted, they begin to work together with their leader and each other. This can change the entire working environment. People go along with leaders they get along with.
The ‘best behaviors’ of level 2 are: 1) Connect with yourself before trying to connect with others (know and like yourself). 2) Develop a people-oriented leadership style (don’t’ rely on rules or systems). 3) Practice the Golden Rule: “Treat others as you want others to treat you.” 4) Become the Chief Encourager of your team. 5) Strike a balance between care and candor.
As teachers, at our music school in Odessa, Texas, we believe in the power of honesty in our teacher/student interactions. We are honest because we care.
On level 3, Production, leadership begins to get results. Leadership on this level attracts other highly productive people. Some people find it difficult to transition from level 2 to 3 because they can’t seem to produce results. This is usually due to a lack of self-discipline, work ethic, organization or skills to be productive. Laws of leadership at the production level: 1) The Law of Respect: people naturally follow leaders stronger that themselves. 2) The Law of Magnetism: Who you are is who you attract. 3) The law of the picture: People do what people see. (When people see results from their leader, they know results are expected from them.) 4) The Law of Victory: leaders find a way for the team to win. 5) The Law of Momentum: momentum is a leader’s best friend. 6) The Law of Priorities: leaders understand that activity is not necessarily accomplishment. 7) The Law of Sacrifice: a leader must give up to go up. 8) The Law of Buy-in: people buy into the leader first, then the vision.
Of course, our goal at our music school in Odessa, Texas is to help students gain mastery of their craft to a point that they are succeeding as musicians and artists. As we value our relationships with each student, their progress and success are always in focus.
No one can fake level 3. Either you’re producing for the organization and adding to its bottom line (whatever that may be), or you’re not. “The outstanding leaders of every age are those who set up their own quotas and constantly exceed them.” (Thomas Watson, founder of IBM) Production leaders are self-motivated and productive. As a result, they create momentum and develop an environment of success, which makes the team stronger.
On level 3, the emphasis is on personal and corporate productivity, but to reach the upper levels of leadership, that create elite organizations, leaders must transition from producers to developers, because people are any organization’s most appreciable asset. Good leaders on level 4 invest their time, energy, money and thinking into growing others as leaders.
“Making the right people decisions is the ultimate means of controlling an organization well. Such decisions reveal how competent management is, what its values are and whether it takes its job seriously. No matter how hard managers try to keep their decisions a secret – and some still try hard – people decisions cannot be hidden. They are eminently visible. Executives who do not make the effort to get their people decisions right do more than risk poor performance. They risk losing their organization’s respect.” (from “On the Profession of Management” Peter Drucker)
To transition from level 4 to level 5, a leader must believe the following: 1) The highest goal of leadership is to develop leaders, not gain followers or do work. 2) To develop leaders, you must create a leadership culture. 3) Developing leaders is a life commitment, not a job commitment.
Very few leaders ever reach level 5, Pinnacle. It is the culmination of a lifetime of leading well on all other four levels. Pinnacle leaders stand out from everyone else. They are a cut above, and they seem to bring success with them wherever they go. They often possess an influence that transcends the organization and the industry they work in. A guide to remaining productive at level 5: 1) Remain humble and teachable. 2) Maintain your core focus. 3) Create the right inner circle to keep you grounded. 4) Do what only you can do. 5) Create a supercharged leadership development environment. 6) Create room at the top. (If you don’t create room at the top for developing leaders, you will waste much of your potential horsepower and you will eventually start to lose your up-and –coming talent. 7) Develop your top leaders. 8) Plan your succession. 9) Plan your legacy. 10) Use your leadership success as a platform for something greater.
Maxwell finishes out the book giving the example of basketball coach John Wooden as an example of someone who successfully led on all 5 levels, noting that he had ongoing relationships long after the players he had developed had left his team. They would call him for advice and direction in other aspects of their lives, as they had grown to trust him as being more than a basketball coach, but rather a mentor for life itself. Wooden’s greatest joy was in watching what his players became after they had gone on with their lives into other fields of work. He had become a level 5 leader.
At our music school in Odessa, Texas, we hope to attain the level of leadership exemplified by Wooden, having given the students more than musical development, but rather an understanding of how to approach life successfully. The process of learning music and art becomes the vehicle for deeper meaning to life, applying the lessons of discipline, listening, patience, consistency, and an awareness of beauty that only comes from involvement in the arts.