Coaching practices for Level 5 Leadership Humility and Will in Great Leaders After a Loss
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Level 5 Leadership Humility and Will in Great Leaders After a Loss, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- When something goes wrong my first move is to find who dropped the ball, and when it goes well I quietly feel it was mostly me
- I keep catching myself making calls based on how they’ll make me look rather than what’s actually best for the thing I’m building
- Part of me wants to keep my best people in roles that serve me and to pick a successor who won’t outshine me
- My team is looking to me to read how bad things really are, and I’m stuck
- I keep swinging between forced optimism that won’t look at how bad things actually are and a despair that says we won’t make it
Practices that may help
- Level 5 Leadership: Humility and Will in Great Leaders
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence. - Look out the window for credit, in the mirror for blame
When things go well, credit others; when things go wrong, look at yourself first.
Level 5 Leadership: Humility and Will in Great Leaders - Channel ambition to the institution, not yourself
Care more about the organization’s success than your personal legacy.
Level 5 Leadership: Humility and Will in Great Leaders - Develop successors who will surpass you
Invest in your successor’s success as a deliberate act of institutional ambition.
Level 5 Leadership: Humility and Will in Great Leaders - Apply the Stockdale Paradox to teams and leadership
As a leader or team member under pressure, model the simultaneous holding of faith and brutal facts — it is contagious in both directions.
The Stockdale Paradox, Made Practical - Confront the brutal facts while maintaining faith in the outcome
Hold two things at once: unflinching honesty about current reality and unwavering belief in ultimate success.
Level 5 Leadership: Humility and Will in Great Leaders - Lead with empathy and acceptance
Accept the person fully even while refusing to accept poor performance.
Servant Leadership, Made Practical - Model vulnerability and uncertainty as a leader to accelerate safety
Deliberately share your own uncertainties, mistakes, and questions — it gives permission for others to do the same.
The Four Stages of Psychological Safety - Name the loss the adaptive challenge requires
Explicitly acknowledge what people must give up — not just what they will gain.
Adaptive Leadership, Made Practical - Build a culture of discipline, not a disciplinarian culture
Hire self-disciplined people, then give them freedom within a clear framework.
Level 5 Leadership: Humility and Will in Great Leaders
Related concerns
- Level 5 Leadership Humility And Will In Great Leaders During A Big Change
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
- Level 5 Leadership Humility And Will In Great Leaders During Conflict
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
- Level 5 Leadership Humility
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
- Level 5 Leadership Humility And Will In Great Leaders After A Setback
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
- Level 5 Leadership Humility And Will In Great Leaders As A Caregiver
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
- Level 5 Leadership Humility And Will In Great Leaders Under Stress
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
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