The 5 Levels of Leadership: Proven Steps to Maximize Your Potential by John C. Maxwell Page B
Authors: John C. Maxwell
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2. Develop a People-Oriented Leadership Style
Permissional leaders don’t rely on rules to lead people. They don’t depend on systems. And they never try to rule with a stick. (Anyone who does needs to know that every stick eventually breaks.) Instead, they use a personal touch whenever they deal with people. They listen, learn, and then lead. They develop relationships. They have more than an open-door policy—they know the door swings both ways. They go through it and get out among their people to connect.
“Leading an organization is as much about soul as it is about systems. Effective leadership finds its source in understanding.”
—Herb Kelleher
Herb Kelleher said, “Leading an organization is as much about soul as it is about systems. Effective leadership finds its source in understanding. Unless a leader has an awareness of humanity, a sensitivity toward the hopes and aspirations of those he leads, and the capacity to analyze the emotional forces that motivate conduct, he will be unable to produce and be successful regardless of how often other incentives are given.”
Another way to say it is that good leaders
never
take people out of the equation in anything they do. They always take people into account—where they are, what they believe,what they’re feeling. Every question they ask is expressed in the context of people. Knowing what to do isn’t enough to make someone a good leader. Just because something is right doesn’t necessarily mean that people will let you do it. Good leaders take that into account. And they think and plan accordingly.
If you want to be successful on Level 2, you must think less in terms of systems and more in terms of people’s emotions. You must think more in terms of human capacity and less in terms of regulations. You must think more in terms of buy-in and less in terms of procedures. In other words, you must think of people before you try to achieve progress. To do that as a permissional leader, you must exhibit a consistent mood, maintain an optimistic attitude, possess a listening ear, and present to others your authentic self.
3. Practice the Golden Rule
One of the criticisms of permissional leadership is that it can become manipulative. I agree that leaders who put an emphasis on motivating people can use leadership for personal gain at the expense of others. There is a fine line between manipulating people and motivating them. However, a permissional leader can keep that tendency in check and keep from crossing over from motivation to manipulation by following the golden rule.
I am often given the opportunity to travel internationally and speak to a wide variety of audiences with different cultures, languages, histories, values, and interests. However, all request that I spend some time teaching them about integrity in relationships. In those situations, I always teach the golden rule: “Treat others as you want others to treat you.” That simple rule can be universally understood and followed. It establishes the relationship standard that make sense and can be applied. And it is a core teaching that can be found in every culture and religion. It is the simplest, most profound, and most positive guideto living there is. Take a look at how many variations on the golden rule I was able to find and the religions from which they come:
Christianity: “Whatever you want men to do to you, do also to them.” 7
Islam: “No one of you is a believer until he loves for his neighbor what he loves for himself.” 8
Judaism: “What is hateful to you, do not do to your fellow man. This is the entire Law; all the rest is commentary.” 9
Buddhism: “Hurt not others with that which pains yourself.” 10
Hinduism: “This is the sum of duty; do naught unto others what you would not have them do unto you.” 11
Zoroastrianism: “Whatever is disagreeable to yourself, do not do unto others.” 12
Confucianism: “What you do not want done to yourself, do not
2. Develop a People-Oriented Leadership Style
Permissional leaders don’t rely on rules to lead people. They don’t depend on systems. And they never try to rule with a stick. (Anyone who does needs to know that every stick eventually breaks.) Instead, they use a personal touch whenever they deal with people. They listen, learn, and then lead. They develop relationships. They have more than an open-door policy—they know the door swings both ways. They go through it and get out among their people to connect.
“Leading an organization is as much about soul as it is about systems. Effective leadership finds its source in understanding.”
—Herb Kelleher
Herb Kelleher said, “Leading an organization is as much about soul as it is about systems. Effective leadership finds its source in understanding. Unless a leader has an awareness of humanity, a sensitivity toward the hopes and aspirations of those he leads, and the capacity to analyze the emotional forces that motivate conduct, he will be unable to produce and be successful regardless of how often other incentives are given.”
Another way to say it is that good leaders
never
take people out of the equation in anything they do. They always take people into account—where they are, what they believe,what they’re feeling. Every question they ask is expressed in the context of people. Knowing what to do isn’t enough to make someone a good leader. Just because something is right doesn’t necessarily mean that people will let you do it. Good leaders take that into account. And they think and plan accordingly.
If you want to be successful on Level 2, you must think less in terms of systems and more in terms of people’s emotions. You must think more in terms of human capacity and less in terms of regulations. You must think more in terms of buy-in and less in terms of procedures. In other words, you must think of people before you try to achieve progress. To do that as a permissional leader, you must exhibit a consistent mood, maintain an optimistic attitude, possess a listening ear, and present to others your authentic self.
3. Practice the Golden Rule
One of the criticisms of permissional leadership is that it can become manipulative. I agree that leaders who put an emphasis on motivating people can use leadership for personal gain at the expense of others. There is a fine line between manipulating people and motivating them. However, a permissional leader can keep that tendency in check and keep from crossing over from motivation to manipulation by following the golden rule.
I am often given the opportunity to travel internationally and speak to a wide variety of audiences with different cultures, languages, histories, values, and interests. However, all request that I spend some time teaching them about integrity in relationships. In those situations, I always teach the golden rule: “Treat others as you want others to treat you.” That simple rule can be universally understood and followed. It establishes the relationship standard that make sense and can be applied. And it is a core teaching that can be found in every culture and religion. It is the simplest, most profound, and most positive guideto living there is. Take a look at how many variations on the golden rule I was able to find and the religions from which they come:
Christianity: “Whatever you want men to do to you, do also to them.” 7
Islam: “No one of you is a believer until he loves for his neighbor what he loves for himself.” 8
Judaism: “What is hateful to you, do not do to your fellow man. This is the entire Law; all the rest is commentary.” 9
Buddhism: “Hurt not others with that which pains yourself.” 10
Hinduism: “This is the sum of duty; do naught unto others what you would not have them do unto you.” 11
Zoroastrianism: “Whatever is disagreeable to yourself, do not do unto others.” 12
Confucianism: “What you do not want done to yourself, do not
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