Jim Collins is a faculty member at Stanford Graduate School of Business and founder of a management laboratory. He has authored several books on business growth and sustainability based on his research of lasting great companies. Collins describes a hierarchy of leadership with Level 5 being the highest, characterized by a paradoxical combination of personal humility and professional will to build enduring greatness. Level 5 leaders demonstrate modesty but also an unwavering resolve to do whatever it takes to achieve long-term results for the organization. They attribute success to others but consider themselves responsible for failures.

1. PRESESNTED BY- -group-9
ROLI VERMA (JL14FS61) pgdm(fs)
ABHISHEK PANDEY (JL14FS60)
PRAMOD VERMA (JL14FS62)
ASAD KHAN (JL14FS59)
NAVEEN KUMAR (JL14FS58)

2. Jim Collins
Faculty member at Stanford Graduate School of Business
Served as senior executive at CNN International
Founded a management laboratory in Boulder, Colorado –
conducts multi year research projects
Student and teacher of lasting great companies
Business consultant, author, lecturer – on business growth
and sustainability

3. Jim Collins
Books:
How the Mighty Fall: And Why Some Companies Never
Give In
Good to Great
Built to Last
Good to Great and the Social Sectors
Beyond Entrepreneurship

4. Level 5 Hierarchy

5. Level 5------------------Executive
Builds enduring greatness through a paradoxical combination of
personal humility plus professional will.
Level 4--------------------Effective Leader
Catalyzes commitment to and vigorous pursuit of a clear and
compelling vision; stimulates the group to high performance
standards.
Level 3------------------Competent Manager
Organizes people and resources toward the effective and efficient
pursuit of predetermined objectives.
Level 2-------------Contributing Team Member
Contributes to the achievement of group objectives; works
effectively with others in a group setting.
Level 1----------------------Highly Capable Individual
Makes productive contributions through talent, knowledge,
skills, and good work habits.

6. Can You Learn to be a Level 5 Leader?
Two types of people: those who do not have the seed
of Level 5 and those who do
Without Seed: Work will always be about what they get
– fame, money, power
With Seed: These can evolve under the right
circumstances to be Level 5 – self-reflection, personal
development, a mentor

7. LEVEL 5 LEADERS
• Level 5 leaders are extremely Modest.
• They don’t talk about themselves
• They would talk about the organization,
about the
contribution of others and instinctively
deflect discussion about their own role
• Unlike big personalities like Lee Iacocca,
Jack Welch.

8. Leaders
Level 5
 Abraham Lincoln
(former President)
 Colman Mockler (CEO
Gillette)
 David Maxwell (CEO
Fannie Mae)
 Frank Blake (CEO The
Home Depot)
Level 4
 Stanley Gault (CEO
Rubbermaid)
 Bob Nardelli (CEO
The Home Depot)

9. The Yin and Yang of Level 5
Personal Humility Professional Will
Demonstrates a compelling modesty,
shunning public adulation; never
boastful
Demonstrates a compelling modesty,
shunning public adulation; never
boastful
Acts with quiet, calm determination;
relies
principally on inspired standards, not
inspiring charisma, to motivate
Demonstrates an unwavering resolve to
do whatever must be done to produce
the best long-term results, no matter
how difficult
Channels ambition into the
organization,
not the self; sets up successors for even
more greatness in the next generation
Sets the standard of building an
enduring
great organization; will settle for
nothing else
Looks in the mirror,not out the
window, to apportion responsibility for
poor results, never blaming other
people, external factors, or bad luck
Looks out the window, not in the
mirror, to apportion credit for the
success of the organization – t other
people, external factors,
and good luck

10. Level 5 Leadership
Professional will
Unwavering resolve to
do what it takes to
produce the best long-
term results
Looks in the mirror to
attribute failure
Settles for nothing less
than the best
Personal Humility
Modest, never boastful,
shuns public adulation
Quiet, calm
determinism
Relies on inspired
standards, not inspiring
charisma
Channels ambition to
company, not to self
Looks out the window
to attribute success

11. Succession Planning
Level 5 leaders have ambition not for themselves but for
their organizations
They routinely select superb successors.
They want to see their organizations become even more
successful in the next generation .
Comfortable with the idea that most people won’t even
know that the roots of that success trace back to them
Level 4 leaders often fail to set up the organization for
enduring success – what better way to demonstrate your
personal greatness than that the place falls apart after you
leave.