Level V Leadership

"The difference between the possible and the impossible lies in a person's determination."

- Tommy Lasorda

I think a clear definition of Jim Collins' Level 5 Leaders is that they are transparent. That they don't have all the answers. That they lead with the light of their followers. A huge difference between Level 5 and the leaders blow on Collin's chart is simply that.

He writes, "Leading from good to great does not mean coming up with all the answers and then motivating everyone to follow your messianic vision It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the questions that will lead to the best possibly insights."

While these good to great leaders might share qualities of the Messiah and can be commended for leading their people, the real take away from Collins' book is that these great leaders looked at their people as the future. They set up their team and successors for the roads to follow.

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Two other concept I fell in love with in Collins' book were in "Clock building, Not Time Telling" as it relates to the concept of Flywheel. Creating a momentum that doesn't rely on a charismatic visionary. In my current 498 internship I feel this is very much a strength that Owner, Tracy Zemke has found and cultivated. Even when she's not in the office, the excitement and engagement felt from my team members is palpable. We want to be there, we have goals to meet and we're motivated to do it…in doing such Tracy has created an environment where almost anyone can drive the bus (both figuratively and realistically speaking).

On the other hand, reflecting at my time at the Hilton Torrey Pines, I was caught in the Doom Loop. Honestly, even after my time there I still find myself asking how a company run like that has still managed to keep face. What were our values? No idea.

What do we stand for? Uhm Making profits... everything centered around profits, some days I would just give out free parking to spite the organization and their lack of consistency. One minute it was okay to be independent and AUTONOMY this and OWNERSHIP that and do right be the customers, and the next it was getting your wrist slapped and a firm talking to on why we "made it right".

Leadership transitioned out along with countless motivated employees, all because no one could answer the simple question, "What do we stand for?"

I want to be apart of an organization like the one I am in now. We stand for a "Personal Touch", we stand for transparency and hard work. But we also stand for having fun and being a family. There's support and love and teaching going on in every aspect of the business. And maybe one day there will be an opportunity for me to drive and I'll be able to do it with confidence.