In the business world a lot of effort and understanding is given to the “good to great” concept researched and articulated by Jim Collins and his team. As part of my business life I have been actively involved in organisations that looked to develop world-class individuals who worked towards becoming level 5 leaders.
The term “Level 5” refers to a five-level hierarchy. Level 1 relates to individual capability, Level 2 to team skills, Level 3 to managerial competence, and Level 4 to leadership as traditionally conceived. Level 5 leaders possess the skills of levels 1 to 4 but also have an “extra dimension”: a paradoxical blend of personal humility (“I never stopped trying to become qualified for the job”) and professional will (“sell the mills”). They are somewhat self-effacing individuals who deflect adulation, yet who have an almost stoic resolve to do absolutely whatever it takes to make the company great, channeling their ego needs away from themselves and into the larger goal of building a great company. It’s not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious—but their ambition is first and foremost for the institution and its greatness, not for themselves. — Jim Collins click here for the full article.
As coaches we are at the forefront of our teams and players we work with on a regular basis. It can be a challenge to let an individual struggle when it would be easier to step in and help them find the solution. Our egos and our determination to not let perceived failures reflect badly on us and how others view us can be damaging to the long term development of the individuals within our teams — whether that’s football or business.
My experiences have shown that the same tiers of leaders exist in coaching. The jump from a traditional level 4 “coach/leader” to a level 5 “leader/coach” is probably a step beyond most. This isn’t a criticism in any shape or form as many within the business environment never make the jump so why should coaches be any different.
The good to great concept is even more difficult with the modern societal trends towards the culture of “me” and the culture of the “celebrity” coach or leader. To grow something long-term and sustainable isn’t easy and to do it and know that you will leave it and it will continue to endure and grow without you isn’t part of modern thinking.
To my mind a level 5 leader/coach is a leader who is hugely competitive and ambitious yet displays a personal growth mindset, channels their ego away from themselves, displays humility, focuses solely on growing the institution and allows all the plaudits and rewards to be received by others. They are also the leader that when things are going wrong are at the forefront to genuinely apologise, accept the blame and remove the heat from all others with unfailing determination. They are accountable for their actions and never blame others or circumstances for any failures that occur within the team or organisation.
Southampton is a good example of how an organisation within football is moving from “good to great”. The club changed its focus and desire and went from a club that bounced between the Premier and Championship to become a stable club within the Premiership. Compared to many other clubs they don’t engage with the “celebrity” coaches instead they continue to grow their club from a solid and enduring philosophy. Mid 2015 I read a story about Southampton and how they do as much research on hiring their coaches as they do their players. Their fundamental thought was “is he the right person to be on our bus”. They weren’t interested in getting the “best” coach they were looking to get the “best coach for them” and their embedded methods and philosophies.
Personal Development
My first couple of coaching roles I was surprised to see that the teams that I had built, which had been successful in leagues and cup competitions, performed poorer once I moved on. It intrigued me to find out the reasons why this had occurred as the teams were fundamentally the same the only change was the coaching staff. It was easy to say that the outcomes were different because of a different coaching staff and we must have done a much better job. A singularly ego driven thought but one that was prevalent at the time.
Interestingly a business colleague of mind pointed out that some of my businesses and the teams I had developed within the business environment had performed differently under new leadership or ownership.
It really challenged and engaged my thinking and started a process that has been going on for many years of continually exploring and understanding my leadership style and EQ (emotional intelligence) in regards to engagement with people. It has become a key goal and driver of mine, still is, of leaving any organisation or group with a long-term sustainable growth mindset that operates regardless of personnel.
The first and best action was the simple exercise of asking people that I had coached, mentored, developed in all facets of my life to answer a questionnaire to supply anonymous feedback. About 40 people took the time and effort to answer the questions fully. Looking back on it now I am grateful to have done this process under an EQ expert.
My first instinct, like most, was to be quite defensive about some of the less than positive feedback and focus on the positive feedback. Working through the feedback and grouping them into areas of similarity a much clearer image of my strengths and weaknesses became clear. Eventually that knowledge and the opportunity to work on the areas of weaknesses became the over-whelming motivation. You need to be very realistic and honest about how others see you as to them that’s the reality regardless how you deem you should be viewed.
Simple Exercise for any coach/leader
If you, as a coach or leader, want to know areas in which you can improve in regards to impacting your players or team, you should take the time to send out a simple questionnaire (www.wufoo.com is a great and free tool to send out a questionnaire) asking your players or peers for feedback.
You will get a lot of answers that are generic with supplied examples and you find yourself thinking “I know who wrote that” and you will then say things like “they have always not liked me since I got that role instead of them” etc.
One of the questions that often supplies you with answers that you cannot hide from and really make you think is:
“write down 3 values that you believe I stand for?”
We all have a picture of how we think others see us and they are generally positive. In asking for values you are asking for, generally, single word values that can be very blunt in their focus.
As an example you may see yourself as “caring and sensitive” as you believe you take the time to talk through your rational on why your player/member is not playing or getting promoted and the value you receive is indecisive.
During a detailed conversation with a highly regarded educationalist about teaching boys, he shared that teachers now teach in the manner and message for each individual’s learning not to teach in the manner that suits the teacher.
A very interesting and never ending aspect of coaching and leading that will always be a challenge. Society never stops evolving in its attitude and desires and we as coaches and leaders need to continue to evolve.