Coaching practices for Level 5 Leadership Humility and Will in Great Leaders at Work
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 at Work, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- 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
- 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
- My team only performs when I’m watching, and I keep bolting on more rules to control it, which just makes everything rigid
- Part of me wants to keep my best people in roles that serve me and to pick a successor who won’t outshine me
- I stand up and tell my team what we value, but I’ve started to wonder whether my own choices actually match the words
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. - 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 - 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 - 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 - 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 - Model the values you expect (idealized influence)
Become a living example of the values you want your team to hold.
Transformational Leadership, Made Practical - Establish transactional reliability before adding transformational layers
Clear expectations, fair consequences, and reliable follow-through must come before vision and inspiration.
Transformational 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 - Believe — and make the why clear
You cannot lead people toward a mission you do not understand or believe in yourself.
Extreme Ownership, Made Practical - Get the right people on the bus before setting direction
Prioritize who is doing the work before deciding what to do.
Level 5 Leadership: Humility and Will in Great Leaders
Related concerns
- Level 5 Leadership Humility And Will In Great Leaders When Starting Out
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 With Friends
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.
- Leadership Humility And Will
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 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.
- What Makes 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.
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