Coaching practices for Level 5 Leadership Humility and Will in Great Leaders in a New Job
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 in a New Job, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- 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 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
- I just took over a brand-new team and everyone’s being polite and looking to me for everything
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. - 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 - 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 - Forming: provide clarity before connection
In the first stage, a new team needs structure and purpose more than it needs team-building.
Tuckman’s Stages of Team Development - Match the delegation level to the person’s current competence and confidence
Over-delegate to someone who isn’t ready and they fail; under-delegate and they stagnate.
Delegation Levels, Made Practical - Directing — high direction for the eager novice
With someone new and keen but unskilled, give clear, specific instruction and tight structure.
Situational Leadership, Made Practical - Coaching — high direction and high support for the disillusioned learner
When early enthusiasm dips but skill is still forming, combine clear guidance with active encouragement.
Situational Leadership, 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.
- Jim Collins Level 5
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
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 At Work
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.
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