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	<title>Comments on: Level 5 Leadership</title>
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	<link>http://lssacademy.com/2009/10/08/level-5-leadership/</link>
	<description>Lean Manufacturing, Six Sigma, Lean Six Sigma, and Kaizen</description>
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		<title>By: What makes effective Lean Leaders? :: learnsigma</title>
		<link>http://lssacademy.com/2009/10/08/level-5-leadership/comment-page-1/#comment-3943</link>
		<dc:creator>What makes effective Lean Leaders? :: learnsigma</dc:creator>
		<pubDate>Mon, 02 Nov 2009 19:56:17 +0000</pubDate>
		<guid isPermaLink="false">http://lssacademy.com/?p=1460#comment-3943</guid>
		<description>[...] been reading a number of posts on other blogs on Lean [...]</description>
		<content:encoded><![CDATA[<p>[...] been reading a number of posts on other blogs on Lean [...]</p>
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		<title>By: Jose-Luis</title>
		<link>http://lssacademy.com/2009/10/08/level-5-leadership/comment-page-1/#comment-3919</link>
		<dc:creator>Jose-Luis</dc:creator>
		<pubDate>Fri, 16 Oct 2009 18:04:21 +0000</pubDate>
		<guid isPermaLink="false">http://lssacademy.com/?p=1460#comment-3919</guid>
		<description>I am not going to discuss this, I only want to state that &quot;true grit&quot; and humility are two important pillars of leadership. Certainly, you will not find them together very often, but you can not denay that good leadership is a scarce active of our organizations... And, yes, Jesus is the perfect model... but nobody listens any more.</description>
		<content:encoded><![CDATA[<p>I am not going to discuss this, I only want to state that &#8220;true grit&#8221; and humility are two important pillars of leadership. Certainly, you will not find them together very often, but you can not denay that good leadership is a scarce active of our organizations&#8230; And, yes, Jesus is the perfect model&#8230; but nobody listens any more.</p>
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		<title>By: Anil</title>
		<link>http://lssacademy.com/2009/10/08/level-5-leadership/comment-page-1/#comment-3916</link>
		<dc:creator>Anil</dc:creator>
		<pubDate>Thu, 15 Oct 2009 23:42:11 +0000</pubDate>
		<guid isPermaLink="false">http://lssacademy.com/?p=1460#comment-3916</guid>
		<description>I had read about Level 5 leadership during my MBA - perhaps it was the Kimberley Clark case study. I feel that such style of Leadership is very useful in today&#039;s business because self-pity &amp; frustration are very pervasive in the workplace during this downturn. Org lifecyle and maturity of the business determine the context within which style is effective - Level 5 does have a place at several levels.</description>
		<content:encoded><![CDATA[<p>I had read about Level 5 leadership during my MBA &#8211; perhaps it was the Kimberley Clark case study. I feel that such style of Leadership is very useful in today&#8217;s business because self-pity &amp; frustration are very pervasive in the workplace during this downturn. Org lifecyle and maturity of the business determine the context within which style is effective &#8211; Level 5 does have a place at several levels.</p>
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		<title>By: Rick Foreman</title>
		<link>http://lssacademy.com/2009/10/08/level-5-leadership/comment-page-1/#comment-3915</link>
		<dc:creator>Rick Foreman</dc:creator>
		<pubDate>Thu, 15 Oct 2009 20:01:39 +0000</pubDate>
		<guid isPermaLink="false">http://lssacademy.com/?p=1460#comment-3915</guid>
		<description>The greatest &quot;servant&quot; leader of all was Jesus. Was His humility developed or was it a part of His DNA. Whether in business of any kind, I have found nothing that compares to the examples of successful leadership beyond Him. He maintained the highest degree of authority, power and knowledge, with great expectations and all the while engaging and influencing others into &quot;humble&quot; position of servant leadership. It all begins with a choice. I believe some have been developed from early childhood into a situation where leadership has become more natural to them. Yet, anyone can choose to change. Because I have a gym membership does not make me an athlete. The choice and discipline to workout on a consistant basis develops me into more of an athlete than I am today.</description>
		<content:encoded><![CDATA[<p>The greatest &#8220;servant&#8221; leader of all was Jesus. Was His humility developed or was it a part of His DNA. Whether in business of any kind, I have found nothing that compares to the examples of successful leadership beyond Him. He maintained the highest degree of authority, power and knowledge, with great expectations and all the while engaging and influencing others into &#8220;humble&#8221; position of servant leadership. It all begins with a choice. I believe some have been developed from early childhood into a situation where leadership has become more natural to them. Yet, anyone can choose to change. Because I have a gym membership does not make me an athlete. The choice and discipline to workout on a consistant basis develops me into more of an athlete than I am today.</p>
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		<title>By: Cardinal Virtues and Leadership &#124; Lean Six Sigma Academy</title>
		<link>http://lssacademy.com/2009/10/08/level-5-leadership/comment-page-1/#comment-3914</link>
		<dc:creator>Cardinal Virtues and Leadership &#124; Lean Six Sigma Academy</dc:creator>
		<pubDate>Thu, 15 Oct 2009 19:04:03 +0000</pubDate>
		<guid isPermaLink="false">http://lssacademy.com/?p=1460#comment-3914</guid>
		<description>[...] most recent article, Level 5 Leadership, created quite the discussion in the comments section (18 comments as I write [...]</description>
		<content:encoded><![CDATA[<p>[...] most recent article, Level 5 Leadership, created quite the discussion in the comments section (18 comments as I write [...]</p>
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		<title>By: Marc Hersch</title>
		<link>http://lssacademy.com/2009/10/08/level-5-leadership/comment-page-1/#comment-3913</link>
		<dc:creator>Marc Hersch</dc:creator>
		<pubDate>Thu, 15 Oct 2009 16:50:58 +0000</pubDate>
		<guid isPermaLink="false">http://lssacademy.com/?p=1460#comment-3913</guid>
		<description>Rafa, you wrote:

&quot;I think the question we are getting to is: can humility be developed, or is it a personality trait? &quot;

I have been thinking a great deal about the concept of &quot;humility&quot; and doing a bit of research along the way. Regrettably, Your posts have no email link. I would like to explore your question at greater length if you are willing. You can contact me at systems@3sigma.com.</description>
		<content:encoded><![CDATA[<p>Rafa, you wrote:</p>
<p>&#8220;I think the question we are getting to is: can humility be developed, or is it a personality trait? &#8221;</p>
<p>I have been thinking a great deal about the concept of &#8220;humility&#8221; and doing a bit of research along the way. Regrettably, Your posts have no email link. I would like to explore your question at greater length if you are willing. You can contact me at <a href="mailto:systems@3sigma.com">systems@3sigma.com</a>.</p>
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		<title>By: Forward Thinking about Leadership &#124; Three Sigma Systems</title>
		<link>http://lssacademy.com/2009/10/08/level-5-leadership/comment-page-1/#comment-3911</link>
		<dc:creator>Forward Thinking about Leadership &#124; Three Sigma Systems</dc:creator>
		<pubDate>Tue, 13 Oct 2009 20:19:56 +0000</pubDate>
		<guid isPermaLink="false">http://lssacademy.com/?p=1460#comment-3911</guid>
		<description>[...]  This past weekend, I happened upon a blog entry by Ron Pereira on his LSS Academy site, entitled Level 5 Leadership. The Level 5 reference is from a bestselling business book called &#8220;Good to Great&#8220;, by [...]</description>
		<content:encoded><![CDATA[<p>[...]  This past weekend, I happened upon a blog entry by Ron Pereira on his LSS Academy site, entitled Level 5 Leadership. The Level 5 reference is from a bestselling business book called &#8220;Good to Great&#8220;, by [...]</p>
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		<title>By: Marc Hersch</title>
		<link>http://lssacademy.com/2009/10/08/level-5-leadership/comment-page-1/#comment-3909</link>
		<dc:creator>Marc Hersch</dc:creator>
		<pubDate>Mon, 12 Oct 2009 16:59:25 +0000</pubDate>
		<guid isPermaLink="false">http://lssacademy.com/?p=1460#comment-3909</guid>
		<description>In this blog post, Ron Pereira has opened the door to a discussion of a fascinating and important topic. I happened across his post by way of John Hunter&#039;s helpful &quot;Curious Cat Management Improvement Carnival&quot;. With Rafa&#039;s help, the discussion moved forward, toward what I hope readers will see as some &quot;out of the box&quot; thinking about the nature of leadership.

I wrote my last, somewhat passionate, comment on leadership late last night, and as often happens when I get rolling, became my own critic. The question I posed to myself was as follows:

If my theory-based description of the role of leader makes any sense, is it reasonable and practical to suggest that the CEO of a company strive to adopt the principles set forth in the model --- serve the best interests of followers in a selfless and altruistic manner? 

I have discussed questions like this in various posts on my own blog but Ron&#039;s blog entry has inspired me to return to the subject in earnest. This is surely one of the best reasons for blogging and reading blogs. Rather than wait for others to join the conversation by adding more comments to this entry, I am going to cross-link with Ron&#039;s post to pursue ideas on the subject of leadership as theory and method in greater depth on my blog at www.3sigma.com.

My profound thanks to Ron, Rafa, and John Hunter for sparking a useful conversation. 

Best,
Marc Hersch</description>
		<content:encoded><![CDATA[<p>In this blog post, Ron Pereira has opened the door to a discussion of a fascinating and important topic. I happened across his post by way of John Hunter&#8217;s helpful &#8220;Curious Cat Management Improvement Carnival&#8221;. With Rafa&#8217;s help, the discussion moved forward, toward what I hope readers will see as some &#8220;out of the box&#8221; thinking about the nature of leadership.</p>
<p>I wrote my last, somewhat passionate, comment on leadership late last night, and as often happens when I get rolling, became my own critic. The question I posed to myself was as follows:</p>
<p>If my theory-based description of the role of leader makes any sense, is it reasonable and practical to suggest that the CEO of a company strive to adopt the principles set forth in the model &#8212; serve the best interests of followers in a selfless and altruistic manner? </p>
<p>I have discussed questions like this in various posts on my own blog but Ron&#8217;s blog entry has inspired me to return to the subject in earnest. This is surely one of the best reasons for blogging and reading blogs. Rather than wait for others to join the conversation by adding more comments to this entry, I am going to cross-link with Ron&#8217;s post to pursue ideas on the subject of leadership as theory and method in greater depth on my blog at <a href="http://www.3sigma.com" rel="nofollow">http://www.3sigma.com</a>.</p>
<p>My profound thanks to Ron, Rafa, and John Hunter for sparking a useful conversation. </p>
<p>Best,<br />
Marc Hersch</p>
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		<title>By: Marc Hersch</title>
		<link>http://lssacademy.com/2009/10/08/level-5-leadership/comment-page-1/#comment-3908</link>
		<dc:creator>Marc Hersch</dc:creator>
		<pubDate>Mon, 12 Oct 2009 04:52:04 +0000</pubDate>
		<guid isPermaLink="false">http://lssacademy.com/?p=1460#comment-3908</guid>
		<description>My stepping aside (not down) wasn&#039;t humility, it was method. In the midst of a storm, I don&#039;t need to be a rocket scientist to understand that if I can&#039;t do the job, someone had better do it!  Leaders who fail to understand the nature of their role in the system --- who think that they. by virtue of their personal prowess, reside in a superior social and organizational space, will always fail their followers and their enterprise as a whole.

In other words, if one who acts it the role of leader sees his job from the standpoint of theory and method, rather than as status granted on the basis of his or her personal attributes (humility, forcefulness, willfulness, intelligence, persuasiveness, etc. etc.) the requirements of the process of leading become self-evident.

Therein lies the crux of the problem that results from our failure to understand leadership as theory and method. For the majority of human history, leadership has fallen to the most senior members of the tribe. All things being equal, there is simply no substitute for the wisdom that comes from a lifetime of experience and the selflessness that comes toward the end of life, when one discovers that greed and jealousy serve no purpose in the larger scheme of things.

Things have long since ceased to be as simple as the survival and continuity of the tribe but we make a mistake when we lose site of the basic social function and sacred responsibility of those who are chosen to lead.

The leader who actually leads rather than simply exercises power, represents the highest level of altruism. On his or her shoulders rest the very lives of all who follow. (And this is no less true today.) We have all heard of how Japanese leaders would accept responsibility and step down for failures that occurred on their watch. The old adage, that the captain is the last to leave a sinking ship, or goes down with it, is no confabulation. 

In our society, we confuse leadership with power, status, and willfulness. We see the role of leadership as a path to well earned fame, influence, and riches. But to act in the role of leader on the basis of such self-interested motives is to be incapable of leading. Put in those terms, would you trust your life by following such a person?)

To lead is an onerous and selfless task that, when undertaken with an appreciation of the responsibilities of leadership, can provide an individual with the greatest sense of accomplishment imaginable. But For the most part, in our society, the people we call leaders are nothing of the sort. This is especially true among our business &quot;leaders&quot; who are the first to loot their enterprise&#039;s stores,  abandon their sinking ships, and take the lifeboats with them. 

What is most astonishing to me is that these &quot;successful leaders&quot; are already re-employed and doing it again. And we study these guys who feed on greed while feigning humility, willfulness, and wisdom, so that we can discover the secrets of their success. Nonsense! Leadership is not about who you are, it is about what you do to best serve those who follow you.</description>
		<content:encoded><![CDATA[<p>My stepping aside (not down) wasn&#8217;t humility, it was method. In the midst of a storm, I don&#8217;t need to be a rocket scientist to understand that if I can&#8217;t do the job, someone had better do it!  Leaders who fail to understand the nature of their role in the system &#8212; who think that they. by virtue of their personal prowess, reside in a superior social and organizational space, will always fail their followers and their enterprise as a whole.</p>
<p>In other words, if one who acts it the role of leader sees his job from the standpoint of theory and method, rather than as status granted on the basis of his or her personal attributes (humility, forcefulness, willfulness, intelligence, persuasiveness, etc. etc.) the requirements of the process of leading become self-evident.</p>
<p>Therein lies the crux of the problem that results from our failure to understand leadership as theory and method. For the majority of human history, leadership has fallen to the most senior members of the tribe. All things being equal, there is simply no substitute for the wisdom that comes from a lifetime of experience and the selflessness that comes toward the end of life, when one discovers that greed and jealousy serve no purpose in the larger scheme of things.</p>
<p>Things have long since ceased to be as simple as the survival and continuity of the tribe but we make a mistake when we lose site of the basic social function and sacred responsibility of those who are chosen to lead.</p>
<p>The leader who actually leads rather than simply exercises power, represents the highest level of altruism. On his or her shoulders rest the very lives of all who follow. (And this is no less true today.) We have all heard of how Japanese leaders would accept responsibility and step down for failures that occurred on their watch. The old adage, that the captain is the last to leave a sinking ship, or goes down with it, is no confabulation. </p>
<p>In our society, we confuse leadership with power, status, and willfulness. We see the role of leadership as a path to well earned fame, influence, and riches. But to act in the role of leader on the basis of such self-interested motives is to be incapable of leading. Put in those terms, would you trust your life by following such a person?)</p>
<p>To lead is an onerous and selfless task that, when undertaken with an appreciation of the responsibilities of leadership, can provide an individual with the greatest sense of accomplishment imaginable. But For the most part, in our society, the people we call leaders are nothing of the sort. This is especially true among our business &#8220;leaders&#8221; who are the first to loot their enterprise&#8217;s stores,  abandon their sinking ships, and take the lifeboats with them. </p>
<p>What is most astonishing to me is that these &#8220;successful leaders&#8221; are already re-employed and doing it again. And we study these guys who feed on greed while feigning humility, willfulness, and wisdom, so that we can discover the secrets of their success. Nonsense! Leadership is not about who you are, it is about what you do to best serve those who follow you.</p>
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		<title>By: Ron Pereira</title>
		<link>http://lssacademy.com/2009/10/08/level-5-leadership/comment-page-1/#comment-3907</link>
		<dc:creator>Ron Pereira</dc:creator>
		<pubDate>Mon, 12 Oct 2009 03:15:11 +0000</pubDate>
		<guid isPermaLink="false">http://lssacademy.com/?p=1460#comment-3907</guid>
		<description>Hi Rafa and Marc - Thank you both for your excellent comments.  They have been extremely interesting to read and I, for one, feel better for having read them.  Please don&#039;t my &#039;thanks&#039; stop the discussion though... I am sure you both have more on your minds!  

And if anyone else has thoughts on whether humility and the will to succeed are important characteristics of leaders please jump in with your thoughts.</description>
		<content:encoded><![CDATA[<p>Hi Rafa and Marc &#8211; Thank you both for your excellent comments.  They have been extremely interesting to read and I, for one, feel better for having read them.  Please don&#8217;t my &#8216;thanks&#8217; stop the discussion though&#8230; I am sure you both have more on your minds!  </p>
<p>And if anyone else has thoughts on whether humility and the will to succeed are important characteristics of leaders please jump in with your thoughts.</p>
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