1. Sponsored by Leadership Cattaraugus and Leadership Allegany
Leadership Summit
Sponsored by
Leadership Cattaraugus
and Leadership Allegany

2. Poem by Ella Wheeler Wilcox
There are two kinds of people on earth today, just two kinds of people, no more, I say. Not the good and the bad, for, ‘tis well understood that the good are half-bad and the bad are half-good. No! Two kinds of people on earth I mean are the people who lift and the people who lean.

3. What’s Your Level of Influence
The 5 Levels of Leadership
adapted by materials from
Dr. John C. Maxwell

4. Effective Leadership
Becoming an effective leader is much like being in the stock market. You don’t make your fortune in a day; you make it daily, a little bit at a time. What matters most is what you do day after day, over the long haul.

5. Effective Leadership
The secret to leadership success is investing in your leadership development, much like letting your assets compound. The final result is ‘Leadership Growth’ over time. Leaders aren’t born; their made. We can, over a period of time, increase our leadership potential if we can understand and accept the five levels of leadership.

6. The 5 Levels of Leadership
What makes working with one person a successful endeavor
AND
Working with another person an unsuccessful endeavor?

7. The 5 Levels of Leadership
Influence!
the ability to have an effect on others

8. The Five Levels of Leadership
Leadership is a choice you make, not a place you sit.
John C. Maxwell

9. The 5 Levels of Leadership
1. Position
Rights
People follow because they have to.

10. The 5 Levels of Leadership
2. Permission
Relationships
People follow because they want to
1. Position
Rights
People follow because they have to.

11. The 5 Levels of Leadership
3. Production
Results
People follow because of what you have done for the organization.
2. Permission
Relationships
People follow because they want to
1. Position
Rights
People follow because they have to.

12. The 5 Levels of Leadership
4. People Development
Reproduction
People who follow because of what you have done for them.
3. Production
Results
People follow because of what you have done for the organization.
2. Permission
Relationships
People follow because they want to
1. Position
Rights
People follow because they have to.

13. The 5 Levels of Leadership
5. Pinnacle
Respect
People follow because of who you are and what you represent.
4. People Development
Reproduction
People who follow because of what you have done for them.
3. Production
Results
People follow because of what you have done for the organization.
2. Permission
Relationships
People follow because they want to
1. Position
Rights
People follow because they have to.

14. Climbing the Steps of Leadership
The higher you go, the longer it takes.
The higher you go, the higher level of commitment.
The higher you go, the easier it is to lead.
The higher you go, the greater the growth.
You never leave the base-level, or the levels below where you are.
As a leader, you won’t be on the same level with all of your people.
You must work to carry other leaders with you up the steps.

15. How Do We Climb the Leadership Steps
Consistently work on developing your leadership skills.
Develop confidence in your people skills.
See every relationship you have as a chance to develop that person.
Walk slowly through the crowds.
Consistently keep a list of potential leaders you can invest in.

16. How Do We Climb the Leadership Steps
Find systematic ways to train people.
Select and mentor key leaders.
Live a model life that others would like to imitate.
Recognize that people are the most valued asset.

17. The 5 Levels of Leadership
True leadership isn’t a matter of having a certain job or title. In fact, being chosen for a position is only the first of the five levels every effective leader achieves.
To become more than “the boss” people follow only because they are required to, you have to master the ability to invest in people and inspire them.
To grow further in your role, you must achieve results and build a team that produces.

18. Level 1: Position
People follow because they have to. They follow you because you are the boss. Influence comes from the job title. Position
Leadership is the starting place for every level of leadership. It is the bottom floor in the foundation in which leadership must be built. Real influence must be developed upon that foundation.

19. Level 1: Position
There is nothing wrong with having a position of leadership. When a person receives a position of leadership, it is usually because someone in authority saw talent and potential in that person. It is an invitation to grow as a leader. Celebrate the fact that someone saw potential in your ability.

20. Level 1: Position
People who make it only to Level 1 may be bosses, but they are never leaders. They have subordinates, not team members.
They rely on rules, regulations, policies, and organization charts to control their people. Their people will only follow them within the stated boundaries of their authority.

21. Level 1: Position
Position is the only level that does not require ability and effort to achieve. Anyone can be appointed to a position.
This means that position is a fine starting point, but every leader should aspire to grow beyond Level 1. It’s a great place to visit, but you would not want to live there.
Your security with your company is based on title and position, not talent.

22. Level 1: Position To be an effective leader at this level:
Know your job
Be prepared to accept responsibility
Exercise authority with caution
Assess the strengths and short comings of your people
Do more than what is expected
Challenge people with interesting and tough assignments.

23. Best Behaviors on Level I
Stop relying on Position to push people. Get rid of the positional mind-set.
Do not tell people what to do. Ask what you can do to help them. Ask them about the challenges of their position. Maybe there is a way you can work together as a team and make things more efficient for both.
Form a relationship with this person and show interest in them. Let go of control and start fostering cooperation. Stop bossing and start encouraging. That is the secret of being a people oriented leader.

24. Level I Thinking Top down-I’m over you
Separation-Don’t let people get close to you
Image-Fake it till you male it
Strength-Never let them see you sweat
Selfishness-You are here to help me
Power-I determine your future
Intimidation-Do this or else
Rules-The manual says

25. Level I Thinking
Moving up from Level I to Level II requires the greatest personal change from a leader. It requires a change in beliefs and attitudes toward other people and leadership.
But here is the truth, once you decide to include others in the leadership journey; you are well on your way to achieving success at the other levels.

26. Guide to Growing
Dedicate yourself to leadership growth. You will not grow as a leader unless you commit to getting out of your comfort zone and trying to be a better leader than you are today
Define your leadership-Who am I? What are my values? What leadership practices do I want to put into place?
Change focus from position to leadership journey

27. Guide to Growing
Know vision and how you can support the organizational vision.
Shift from rules to relationships
Initiate contact with your folks-make it your goal to get to know them
No mention of title or position
Learn to say, “I don’t know.” Ask for opinion of team
Find leadership coach-meet once per month

28. Level II: Permission
This is where you should be headed from level one, building leadership based on relationships, with people following you because they want to. To do that, you won’t be focused on preserving your position but on getting to know your people and figuring out how to get along with them.

29. Level II: Permission
Making the shift from Position to Permission brings a person’s first real step into leadership. Leadership is influence, and when a leader learns to function on the Permission level, everything changes. People do more than merely comply with orders. They actually start to follow. And they do so because they really want to. Why? Because the leader begins to influence people with relationship, not just position.

30. Level II: Permission
In today’s hard-charging economy, leading by permission may seem soft, with all that caring for people and relationship-building viewed as weak. That is not the case. Seeking permission might also be frustrating for achievers, who just want to get things done, immediately, rather than slowing down to build relationship.

31. Level II: Permission
The core of leadership at the permission level is that people want to know that you care, before they care what you know. People see you as a professional partner, sharing the same goals and the same challenges along the way. Leadership will flourish at the permission level because respect will breed lasting trusted professional relationships and that, in turn will provided the basis for effective leadership.

32. Level II: Permission
Trust is the foundation of permission. If you have integrity with people, you develop trust. The more trust you develop, the stronger the relationship becomes. The better the relationship the greater potential for a leader to gain permission to lead
When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other. And that can change the entire working environment.

33. Level II: Permission
To be effective at the permission level, possess a genuine concern for your people. It is important that you see life through their eyes. Deal wisely with difficult people and make employees successful by setting them up for success. Since leadership by permission is built on professional relationships, it forms the foundation for leadership success.

34. Best Behaviors at Level II
Connect with yourself before attempting to connect with others
Gain self-awareness-Strengths and Weaknesses
Develop a people-oriented leadership style
Exhibit consistent mood, maintain an optimistic attitude, possess a listening ear, and present to others an authentic self

35. Best Behaviors at Level II
Follow the “Golden Rule”
Treat people with respect
Become a chief encourager of your team
Lift people up with kind words
Strike a balance between care and candor
Care for people, yet hold people accountable

36. Level II Thinking-People Skills Development
Side by side
Let’s work together
Initiation-I’ll come to you
Inclusion-What do you think
Cooperation-Together we can win
Servant hood-I’m here to help you
Development-I want to add value to you
Encouragement-I believe you can do this
Innovation-Let’s think outside the box

37. Level III: Production
People follow you because of what you have done for the organization. People admire you for your accomplishments and respect your tenacity. Production qualifies and separates true leaders from people who merely occupy leadership positions.
Good leaders always make things happen. They get results. They can make a significant impact on an organization.

38. Level III: Production
Not only are they productive individually, but they also are able to help the team produce. No one can fake Level 3. Either you’re producing for the organization and adding to its bottom line (whatever that may be), or you’re not.

39. Level III: Production
Some people never move up from Level 2 Permission to Level 3 Production. Why? They can’t seem to produce results. When that is the case, it’s usually because they lack the self-discipline, work ethic, organization, or skills to be productive. However, if you desire to go to higher levels of leadership, you simply have to produce. There is no other way around it.

40. Level III: Production
Good leaders don’t stop at the second level and simply create a pleasant working environment. To be a good leader, you must get things done. When that happens, morale improves, targets are hit, profits go up, and turnover goes down. Momentum kicks in, working in your favour.
Leading and influencing people become fun on this level. Success and productivity have been known to solve a lot of problems.

41. Level III: Production
As you become a change agent, you can tackle thorny problems, and take your people to another level of effectiveness. A key to being effective at this level is understanding how your abilities can be used productively to further the vision of the organization – and also connecting others to that vision, through your communication. Begin to develop your people into a team, and focus them on the things that yield high returns.

42. Level III: Production
Develop accountability for results, beginning with yourself and ending with your people. Make the difficult decisions that will result in positive long term gains while championing change as a change agent and understanding the process of change. Leadership from results is built on admiration for the leader.

43. Level III: Production
On Level 3, the emphasis is on personal and corporate productivity. The ability to create a high-productivity team, department, or organization indicates a higher level of leadership ability than most others display. But to reach the upper levels of leadership that create elite organizations, leaders must transition from producers to developers. Why? Because people are any organization’s most appreciable asset.

44. Best Behaviors at Level III
Understand how your personal giftedness contributes to the vision
Know your strengths and grow them
Cast a vision for what needs to be accomplished
Help other commit to the success of the vision
Begin to develop your people into a team
Praise accomplishments
Be willing and able to be a change agent

45. Level IV: People Development
People follow you because of what you have done for them. Good leaders on Level 4 invest their time, energy, money, and thinking into growing others as leaders. Leaders become great, not because of their power, but, because of their ability to empower others.
How does this emphasis on people and people decisions translate into action? Leaders on the People Development level of leadership shift their focus from the production achieved by others to the development of their potential.

46. Level IV: People Development
And they put only 20 percent of their focus on their personal productivity while putting 80 percent of it on developing and leading others. This can be a difficult shift for highly productive people who are used to getting their hands dirty, but it’s a change that can revolutionize an organization and give it a much brighter future.

47. Level IV: People Development
You now use your position, relationships, and productivity to invest in your followers and develop them until they become leaders in their own right. At this level, leaders reproduce themselves.
The upside of your leadership for the organization escalates dramatically. With most leaders concentrating their effort on production – the level below this one – you gain an advantage, and your abilities can make a competitive difference for your organization as well as your own career.

48. Level IV: People Development
To succeed at this level you must recruit the best people possible, and place everyone in the right positions, helping them to build on their strengths and equipping them with the resources to do their job well. You must also model good leadership, or otherwise your people will behave in ways that you don’t want.
Only about 10% of people achieve this level.

49. Level IV: People Development
People are loyal to you because they see firsthand personal growth opportunities for them as well as, the company. Leadership success is underscored by a win – win scenario and a high commitment to success. To be effective at this level place a priority on developing people. Focus your attention on the fact that people are your most valuable asset and your leadership success will depend on your ability to surround yourself with an inner core of competent people who compliment your leadership style and goals. Leadership from people development is built on loyalty.

50. Best Behaviors at Level IV
Recruiting
Find the best people p0ssible
Positioning
Placing the right people in the position complimenting their strengths
Modeling
Showing others how to lead
Equipping
Helping others do their jobs well

51. Best Behaviors at Level IV
Developing
Teaching them how to do life well
Empowering
Enabling others to succeed
Measuring
Evaluating those whom you develop to maximize their efforts

52. Level IV Thinking Maintain a teachable spirit
Decide that people are worth the effort
Work through your insecurities
Spend 80% of your time with the top 20% of your people
Commit the time necessary to develop leaders
Create a personal development process

53. Level V: The Pinnacle
People follow you because of who you are and what you represent. Rare is the leader who reaches Level 5—the Pinnacle. Not only is leadership at this level a culmination of leading well on the other four levels, but it also requires both a high degree of skill and some amount of natural leadership ability.

54. Level V: The Pinnacle
It takes a lot to be able to develop other leaders so that they reach Level 4; that’s what Level 5 leaders do. The individuals who reach Level 5 lead so well for so long that they create a legacy of leadership in the organization they serve.

55. Level V: The Pinnacle
Pinnacle leaders stand out from everyone else. They are a cut above, and they seem to bring success with them wherever they go. Leadership at this high level lifts the entire organization and creates an environment that benefits everyone in it, contributing to their success. Level 5 leaders often possess an influence that transcends the organization and the industry the leader works in.

56. Level V: The Pinnacle
Most leaders who reach the Pinnacle do so later in their careers. But this level is not a resting place for leaders to stop and view their success. It is a reproducing place from which they make the greatest impact of their lives. That’s why leaders who reach the Pinnacle should make the most of it while they can.
With gratitude and humility, they should lift up as many leaders as they can, tackle as many great challenges as possible, and extend their influence to make a positive difference beyond their own organization and industry.

57. Level V: The Pinnacle
The highest and most difficult level of leadership is not available to all. While some people can climb as high as level four, to hit the top requires not only effort, skill and intention but also a high level of talent. Only about 1 per cent of leaders reach this level, where they are focused on developing leaders, not gaining followers or doing work.

58. Level V: The Pinnacle
People follow you because they respect you. As a leader you are bigger than life and your success is shown through a life of accomplishments. People seek you out after you have left the company because you have left an indelible mark on the organization and the employees.

59. Best Behaviors at Level V
Make room for others at the top
Help others by better developing their strengths
Create an inner circle that keeps you grounded
Do things for the organization that only Level 5 leaders can do
Plan for your succession
Leave a positive legacy

60. The 5 Levels of Leadership
In summary, everyone can become a better leader. It is important to keep in mind that the higher you go up the leadership scale, the longer it takes to accomplish results, the higher the commitment will be and it is imperative that we know what level we are on with our people and the company.

61. Leadership Assessment
I am going to ask each of you to complete Part 1 of the Leadership Assessment you have in front of you today
Feel free to complete Part 2, 3 & 4 at your convenience
Answer honestly as this is for you to take with you
Read the instructions that start with “Part 1 Level 1”
Continue thru “Part 1 Level 5”

62. Leadership Assessment
What you will find is that if you practice the behaviors noted on each of the Levels in this Assessment, you will find the roadmap to improving your Leadership potential
“Good Luck” in your personal leadership journey