Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
John Maxwell - The 5 Levels of Leadership
Transcript of John Maxwell - The 5 Levels of Leadership
Positional leadership is based on "rights" granted by the position and title.
Nothing is wrong with having a leadership position. EVERYTHING is wrong with using position to get people to follow.
Position is a poor substitute for influence
People who make it to level 1 may be bosses but they are never leaders. They have subordinates, not team members. They rely on rules, regulations, policies, and charts to control their people.
Their people will only follow them within the stated boundaries of their authority.
When positional leaders ask for extra time or effort they rarely get it.
They struggle to work with volunteers, younger people and the highly educated as these people tend to be more independent.
Position is the only level that does not require ability and effort to achieve. Anyone can be appointed to a position. Insights into Level 1 Level 2 - Permission Level 2 is based entirely on relationships You can't lead people until you like people On the permission level, people follow because they want to.
When you like people and treat them like individuals who have value, you begin to develop influence with them.
You develop trust.
The environment becomes much more positive - whether at home, on the job, at play, or while volunteering.
The agenda for leaders on level 2 isn't preserving their position. It's getting to know their people and figuring out how to get along with them.
Leaders - find out who their people are
Followers - find out who their leaders are
You can like people without leading them, but you cannot lead people well without liking them.
That's what level 2 is all about. Level 3 - Production Level 3 is based on results Making things happen separates leaders from wannabes One of the dangers of getting to the permission level is that a leader may be tempted to stop there. BUT good leaders don't just create a pleasant working environment . They get things done.
On the production level leaders gain influence and credibility, people begin to follow them because of what they have done for the organization.
Many positive things begin to happen when leaders get to level 3.
Work gets done, morale improves, profits go up, staff turnover goes down and goals are achieved. It is also on level 3 that momentum kicks in.
Leading and influencing others becomes fun on this level. Success and productivity have been known to solve a lot of problems.
On level 3 leaders can become change agents
Leaders can tackle tough problems and face thorny issues. They can make the difficult decisions that will make a difference. They can take their people to another level of effectiveness. Insights into Level 2 Insights into Level 3 Level 4 - People Development Level 4 leaders reproduce themselves Helping individual leaders grow extends your influence and impact 'Leaders become great; not because of power, but because of their ability to empower others.' This is what leaders do on level 4.
They use their position, relations, and productivity to invest in their followers and develop them until those followers become leaders in their own right.
Production may win games, but people development wins championships
Two things always happen on level 4...
First - teamwork goes to a very high level. Why? Because the high investment in people deepens relationships, helps people to know one another better, and strengthens loyalty.
Second - performance increases. Why? Because there are more leaders on the team, and they help to improve everybody's performance.
Level 4 leaders change the lives of the people they lead.
Accordingly, their people follow them because of what their leaders have done for them personally.
Their relationships are life long. Level 5 - Pinnacle Only naturally gifted leaders make it to this highest level The highest leadership accomplishment is developing other leaders to level 4 While most people can learn to climb levels 1-4, level 5 requires not only effort, skill and intentionality but also a high level of talent.
What do leaders do on level 5?
They develop people to become level 4 leaders
If people are respectful, pleasant, and productive they can establish a degree of influence with others and gain followers with relative ease.
Developing followers to lead on their own is difficult.
Most leaders don't do it because it takes so much more work than simply leading followers.
However, developing leaders to the point where they are able and willing to develop other leaders is the most difficult leadership task of all.
But here are the benefits...
Level 5 leaders develop level 5 organizations. They create opportunities that other leaders don't.
They create a legacy in what they do. People follow them because of who they are and what they represent.
In other words, leadership gains a positive reputation. As a result, level 5 leaders often transcend their position, their organization and sometimes their industry. Insights into Level 4 Insights into Level 5 You can move up a level but you never leave the previous one behind Once you've built relationships with people and move to a higher level of productivity, do you abandon or neglect those relationships.
If you do you will find yourself back at level 1 again
Leaders don't trade one level for another. They add a new level to the previous one. It's a building process. The higher you go, the easier it is to lead Each advance allows you to be more effective in leading others because your influence increases as you go to a higher level.
As your influence increases, more people follow you more readily.
The bad news is that it is not easy to climb the levels of leadership You are not on the same level with every person Leadership is dynamic and it changes from relationship to relationship. Achieving a level of leadership is not like earning a degree. Nor is it like setting a record as an athlete. The higher you go the more time and commitment required to win a level It takes time, effort, and commitment to develop positive relationships with people. How about moving from level 2 to level 3? It is harder to become consistently productive than it is to make friends.
It is even harder and requires much more time to go to level 4 where you develop people to become good leaders.
It can take a lifetime to become a level 5, a leader who develops leaders who, in turn, develop other leaders. Moving up levels occurs slowly, but going down happens quickly A lot of things have to be right to climb to a higher level, but it can take only one thing going wrong to cause someone to fall. We can lose trust in the blink of an eye
Once you've climbed up to higher levels, the ones below function as a safety net. So the more you've advanced up the levels, the more secure your leadership is. e.g. if you make some bad decisions at level 3 that ruin your productivity or that of the team, the relationships you've developed may save you from being fired. The only level without a safety net is the lowest one: Position. You don't get too many chances to make mistakes on that level. That's another good reason to work your way up the levels of leadership. More Insights... The higher you go, the greater the return As a leader your return on investment increases with each level.
On level 2 you earn trust and the right to lead. On level 3 you add productivity. On level 4 you multiply that productivity because every time you add another leader, you add all the horsepower of that leader's team. On level 5 the growth and productivity become exponential as you add leaders who not lead others but also create generations of leadership development that keep on producing.
The better the leaders are the better everyone in the organization becomes.
When productivity is high, chemistry is good, morale is high, and momentum is strong - then the payoffs increase.