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StrategyDriven Podcast Special Edition 61 – An Interview with John Maxwell, author of The 5 Levels of Leadership

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StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.

Special Edition 61 – An Interview with John Maxwell, author of The 5 Levels of Leadership explores the five level of leadership, how our leadership appears differently to different individuals, and why there appears to be a growing shortage of leaders today. During our discussion, John Maxwell, author of The 5 Levels of Leadership: Proven Steps to Maximize Your Potential, shares with us his insights and experiences regarding:

  • the five levels of leadership everyone must go through on their leadership development journey
  • the difference between the popularized ‘level five leader’ and an individual who reaches what John defines as the fifth level of leadership
  • how leaders may appear to function at different leadership levels to different people and whether or not a leader should strive to achieve a level five leadership relationship with everyone
  • the leadership level most individuals operate at and how this contributes to the sense that there is a shortage of leaders today

Additional Information

In addition to the outstanding insights John shares in The 5 Levels of Leadership and this special edition podcast are the resources accessible from his website, www.JohnMaxwellOnLeadership.com.   John’s book, The 5 Levels of Leadership, can be purchased by clicking here.

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About the Author

John Maxwell, author of The 5 Levels of Leadership, is the founder of EQUIP and the John Maxwell Company, a leadership development firm. Each year he speaks to leaders at Fortune 500 companies, foreign governments, the National Football League, the United States Military Academy at West Point, and the United Nations. In total, John has trained more than 5 million leaders worldwide. To read John’s complete biography, click here.

Podcast: Play in new window | Download (Duration: 20:43 — 28.5MB)

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Recommended Resource – The Talent Masters: Why smart leaders put people before numbers

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The Talent Masters: Why Smart Leaders Put People Before Numbers
by Bill Conaty and Ram Charan

About the Reference

The Talent Masters: Why Smart Leaders Put People Before Numbers by Bill Conaty and Ram Charan provides unprecedented insight to the people development programs of several legendary organizations including General Electric, Proctor & Gamble, and Novartis. Conaty and Charan illustrate in great detail the specific programs these organizations use to develop talent and plan for and execute on succession plans; including the behind-the-scenes consideration of organizational, cultural, and operational impacts such changes incur. They also share their experience-based insights on the critical personal traits and organizational supports needed for succeeding leaders to excel in their new positions.

Benefits of Using this Reference

StrategyDriven Contributors like The Talent Masters because of its in-depth, behind-the-scenes insights to the talent management practices of globally recognized ‘leadership factories.’ Many case studies highlight the mechanics of these organizations’ programs but Conaty and Charan present the intimate executive discussions and thought processes on personnel development and succession that only insiders possess. This book captures the nuance of thought that makes these processes work so well at creating some of the world’s most sought after leaders.

The in-depth real-world business experience of leading companies presented in The Talent Masters makes this book on personnel development a StrategyDriven recommended read.

Corporate Cultures – Supervisor Initiated, Documented Processes Controlled Environment

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The Supervisor Initiated, Documented Processes Controlled Environment represents a move toward standardized, centralized control. This culture set benefits from greater local control than the leader initiated organization while still maintaining a degree of oversight that enhances standardization and centralized direction setting. Subsequently, organizations where work activities are supervisor initiated and controlled by documented processes tend to exhibit a very limited degree of creativity and flexibility.

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StrategyDriven Editorial Perspective – Socialization of Medical Care

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The socialization of medicine is not a new discussion. Indeed, government involvement in healthcare has increased for decades. Regardless of the noble intentions of those desiring ‘healthcare for all,’ economics reveals that in the end everyone suffers.

The following video is that of a lecture made by Nobel Laureate and Economist Milton Friedman. In his discussion, Dr. Friedman reveals how government involvement in the healthcare system will necessarily diminishes care and the industry’s prosperity. By extension, Dr. Friedman illustrates how prosperity is similarly destroyed in any industry in which the government becomes heavily involved.

Dr. Friedman’s assertions are not political. His point of view is founded on sound analysis of the socialization of medicine in other countries.

The purpose of this editorial is not to suggest a specific course of action. Instead it’s purpose is to suggest a need to closely monitor the level of government involvement within your industry and to consider the propensity for involvement as a risk to your business’s future.

Recommended Resource – What I Didn’t Learn in Business School

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What I Didn’t Learn in Business School: How Strategy Works in the Real World
by Jay B. Barney and Trish Gorman Clifford

About the Reference

What I Didn’t Learn in Business School: How Strategy Works in the Real World by Jay Barney and Trish Gorman Clifford reveals the shortfalls of the principles learned in the idealistic academic environment when applied directly to the messy, unpredictable and politically charged business world. Through a storied approach, Jay and Trish reveal the inadequacies of modeling to fully predict business outcomes and the challenge of creating alignment among leaders with differing points of view and personal agendas. They go on to illustrate the power of moving leaders past the limits of these barriers and their own collective experience to gain significant marketplace advantages and organizational prosperity.

Benefits of Using this Reference

StrategyDriven Contributors like What I Didn’t Learn in Business School because it so clearly illustrates the premise for our website, namely, that while highly beneficial, academic principles must be adapted from the ideal environment of the classroom to the unpredictable environment of the shop floor in order to provide real value to any organization. Furthermore, no single model or performance measure can adequately portray a given situation in such a way that a definitive decision can be made. Rather, multiple models and measures should be employed to create a complete picture of performance from differing perspectives to enable robust decision-making.

Its well supported, fully illustrated assertion that strong business performance is achieved through the application of sound academic principles tempered by real-world business experience makes What I Didn’t Learn in Business School a StrategyDriven recommended read.