Performance is: What you DO (job descriptions)

Contribution is: The IMPACT,IDEA, VALUE, DIFFERENCE on the Business

Organization Wide Contribution Chart

90th 80th 70th 60th 50th 40th 30th 20th 10th

Expected Contribution Actual Rankings

Nightmare

Individual Careers Over Time/Years

Level-5 Executive
Build enduring greatness through a paradoxical blend of personal humility & professional will

Level 5 Level 4 Level 3 Level 2 Level 1

Level-4 Effective Leader

Catalyze commitment to & vigorous pursuit of clear & compelling vision , stimulation higher performance standard

Level-3 Competent Manager

Organizes people & recourses towards effective and efficient pursuit of predetermined objective

Level-2 Contributing Team Member

Contributes individual capabilities to the achievement of group objectives & works effectively with others in a group setting

Level-1 Highly Capable Individual

Makes productive contribution through Talent, Knowledge , Skill * good work habits

Demonstrates Potential Brings New Perspectives to the Work Has Energy and Drive Possesses Basic Skills Must Learn the Ropes Quickly Is Dependent on Others for Help Asks Lots of Questions Is Becoming Part of the Team Is Given Little Projects to Complete Must Deliver on Time/on Task Must Prove They Can do it Our Way Should be Willing to be Closely Supervised Development is Additive

Trusted Expert A Good Team Player Has Deep Technical Expertise Narrow and Exacting Tactical Focus Works Independently Requires Little Supervision Creates a Network of Close Colleagues Respected for Their Knowledge The Technical Backbone of the Team Offers Technical Ideas and Solutions Stays Current in Their Field May be a Technical Project Lead May Belong to a Professional Organization Highly Valued / Needed Development is Additive

Prior Reputation for Technical Expertise Develops a Broad Perspective Knows How to Grow the Business Works Inter-Dependently With Others Creates and Maintains Int./Ext. Networks Team Leader, Team Representative Influences Others Toward Results Develops the Capability of the Team Provides Coaching and Team Support Translates Strategy Into Tactical Outcomes Coordinates Work Within/Between Teams Integrates Cross-Functional Efforts Gives Structure to Ambiguity Is Highly Valued Across the Organization Development is Subtractive, Transformational Additive

Company
Level 5

Org. Leader

Business Unit / Division

Level 3

Multi-Group Leaders

Function
Department

Level 2

Group Leaders

Work Group

10

Level 4 Perception Ego Rock-star CEO Is concerned with how he/she is viewed. Not overly concerned with succession plan. Looks out the window to blame others. Looks in the mirror to take responsibility.

Level 5 Humble CEO Is concerned with how his/her company is viewed. Motivated to build lasting greatness, and has careful succession plan. Looks in the mirror to take responsibility. Looks out the window to credit others.

Failure Success

Managerial Approach

Imposes a vision on others.

Facilitates discussion to draw ideas out of others.

Modest & Shy

Willful & Fearless

Level 5 leaders are extremely modest They dont talk about themselves They would talk about the organization, about the

contribution of others and instinctively deflect discussion

about their own role Unlike big personalities like Lee Iacocca, Jack Welch

"I hope I'm not sounding like a big shot," "I dont think I can take much credit for what happened. We were blessed with marvelous people."

"There are a lot of people in this company who could do my job better than I do."

Besides extreme humility, Level 5 leaders also display tremendous professional will They possess inspired standards, cannot stand

mediocrity in any form, and utterly intolerant of anyone

who accept the idea that good is good enough

 My management style is Eccentric

"Sorry I had to fire you. Want another slice of turkey?

Personal Humility Demonstrates a compelling modesty, shunning public adulation; never boastful Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate Channels ambition into the organization, not the self; sets up successors for even more greatness in the next generation Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors, or bad luck

Professional Will Creates superb results, a clear catalyst in the transition from good to great Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult Sets the standard of building an enduring great organization; will settle for nothing else Looks out the window, not in the mirror, to apportion credit for the success of the organization to other people, external factors, and good luck

1. First who then what 2. Confront the brutal facts 3. Hedgehog concept

4. Culture of discipline
5. Technology Accelerators

Good-to-great leaders start with people first and then deal with vision and strategy second They get the right people on the bus,

Move the wrong people off,

Usher the right people to the right seats, and Determine where to drive it

Level 5 Leader

Level 4 Leader

Management Teams

Genius with a thousand helpers

1st Who : Get right people on bus Build a superior executive team

1st what : set a vision for where to drive the bus Develop a road map for driving the bus

Then What: after right people in place figure out best path to greatness

Then Who : Enlist a crew of highly capable workers to make the vision happens

 Discipline # 1 : When in doubt , Dont hire Keep looking. Discipline # 2 : when you know you need to make a

people change, act.

Discipline # 3 : Put your best people on biggest opportunities ,not your biggest problem .

Facts are better than dreams

A climate where the truth is heard

1. Lead with Question ,not answers 2. Engage in dialogue and debate ,not coercion 3. Conduct autopsies ,without blame 4. Build red flag mechanism Unwavering Faith amid the brutal fact.

Stockdale Paradox
life couldnt be worse at the moment, and life would someday be better
than ever Level 5leaders confront the most brutal facts of their current reality, yet simultaneously maintained absolute faith that they will prevail in the end They held both disciplines faith and facts at the same time, all the time

The fox knows a little about many things

A fox is complex

A hedgehog knows only one big thing very well The hedgehog is simple

And the hedgehog wins!

What are you deeply passionate about

What drives your economic engine

What you can be the best in the world at

Good-to-great organizations have three forms of discipline 1. Disciplined people you dont need hierarchy, 2. Disciplined thought you dont need bureaucracy, and 3. Disciplined action you dont need excessive controls Combining a culture of discipline with an ethic of entrepreneurship results in great performance

Level 5 Leaders used technology as an accelerators of momentum ,not a creator of it. Run , walk & Crawl vs. Crawl, Walk & Run

There are two categories of people

Those who dont have the Level 5 seed within them, And those who do

Will never bring themselves to subjugate their own needs to the greater ambition of something larger and more lasting than themselves Work will always be first and foremost of what they get fame, fortune, power, adulation, etc. Work will never be about what they build, create and contribute The great irony is that the animus and personal ambition that often drives people to become a Level 4 leader stands at odds with the humility required to rise to Level 5

Could evolve to level 5 Capability resides in them, perhaps buried or ignored or simply nascent Under the right circumstances with self-reflection, a mentor, a significant life experience, loving parents, or other factors the seed can begin to develop

1.Personal interest/investment in technology and technical problem solving (e.g. hoarding the best technical assignments) 2.Fear of losing your technical edge and reputation as the expert (e.g. wont coach others/share expertise/give all expert answers) 3.Love the predictability/control over your expertise/work

4.Lack of interpersonal skills/fear of ambiguity & people

5.Manager/DRs expect Phase 2 contributions from you 6.Your Manager isnt Phase 3

7.The company/function wants player-coaches

8.Wont learn/use management systems, tools, training, etc.

Hygiene Factor Company policy & administration Supervision Working condition Interpersonal Relationship

Motivational Factor Achievement Recognition for Accomplishment Increase Responsibility Opportunity for growth & Development

Salary Job Security

Status Personal Life Employee Benefit

Creative & Challenging work

Project Director for Satellite Launch Vehicle (SLV-3). Which culminated in putting the scientific satellite Rohini into orbit. Kalam prepare d a blueprint to make India a missile nation. He spent most of his childhood in financial problems and started working at an early age to supplement his family's income. Kalam played a pivotal organizational, technical and political role in India's Pokhran-II nuclear test in 1998

He is the only Prime Minister since Jawaharlal Nehru to return to power after completing a full five-year term. Singh previously carried out economic reforms in India resulted in the end of the License Raj system, helping to open the Indian economy to greater international trade and investment. He lost his mother when he was very young and was

raised by his paternal grandmother, to whom he was very

close. Forbes magazine described Singh as being "universally

praised as India's best prime minister since Nehru"

Worked on the shop floor at Tata Steel with other blue-collar

employees, shovelling limestone and handling the blast furnace. After his parents separated in 1944, he was brought up by his grandmother Lady Navajbai . usually drives himself to the office in his $12,500 Tata Indigo Marina wagon. Tata also has a daredevil streak. An avid aviator, he often flies his own Falcon 2000 business jet around India. He travels alone even on long business trips, eschewing the retinues of aides who typically coddle corporate chieftains

micro-micro-management
angry phone calls at 5 a.m. followed by apologies at 11 p.m. Hed bring women to tears and then send them flowers the

next day.
Jeff Kindler

Decisions made one evening were undone the next day. On one occasion he even wrote a press release himself even though the company has dozens of inside and outside executives on its communications team.

Thank You !