AN EXECUTIVE BOOK

SUMMARY BY
SHANNON DUNNINGTON
The 5 Levels of Leadership:
*NOTE: I read
this book using a
Kobo e-reader
Proven Steps to Maximize Your Potential
without page or B Y J O H N C . M A X W E L L

location functions.

What level of leadership are you on?!?

So for the sake of
citations, I used
(n.p.) for any di-
rect quotes from
Maxwell’s book.
True leadership isn’t about hav-
ing a certain job, title, or posi-
tion. True leadership is about
investing in people, building rela-
tionships, and inspiring them.
True leadership is about achiev-
ing results and building a team—a
team that produces. True lead-
ership is about helping people
develop their own skills to be-
come leaders themselves. True
leaders who have skill and dedi-
cation can reach the pinnacle of
leadership—extending their influ-
ence for the benefit of others,
INSIDE THIS creating true leaders following
ISSUE: behind.
Leadership Game 2 liefs that help a leader to move
Plan/Insights John C. Maxwell’s 5 Levels of
Leadership are:
Leadership 2 1. Position - People follow be-
Assessment
cause they have to.
Level 1: 3-4
POSITION
2. Permission - People follow
because they want to.
3. Production - People follow
because of what you have done
for the organization.
4. People Development -
People follow because of what
you have done for them person-
ally.
5. Pinnacle - People follow be-
cause of who you are and what
you represent.
To become a great leader, Max-
well has given wonderful advice
in his book. He begins the book
with a leadership game plan,
which includes an overview and
insights into the 5 levels. Next,
he shares a leadership assess-
ment which allows you to deter-
mine your current level of lead-
ership. The subsequent sections
are dedicated to the 5 levels.
Each level is explained in its own
section, as well as the upside and
downside of the level, the best
behaviors for that level, the be-
up to the next level, and how the
level relates to the Laws of Lead-
ership (The 21 Irrefutable Laws of
Leadership by John Maxwell).
Maxwell also includes a Guide to
Growing through each level at the

About the Author...

end of each section.
Level 2: 5-6
PERMISSION

Level 3: 7-8 John C. Maxwell is an interna- companies, foreign governments, You, and The
PRODUCTION
tionally respected leadership the National Football League, the 21 Indispen-
Level 4: PEOPLE 9-10 expert, speaker, and author who United States Military Academy sable Quali-
DEVELOPMENT has sold more than 20 million at West Point, and the United ties of a
books. Dr. Maxwell is the found- Nations. A New York Times, Wall Leader. You
Level 5: THE 11-12 er of EQUIP, a non-profit organi- Street Journal, and Business Week can find him
PINNACLE zation that has trained more than best-selling author, Maxwell has at JohnMax-
Personal 12 5 million leaders in 126 countries written three books that have well.com or
Evaluation worldwide. Each year he speaks sold more than a million copies: his blog can be read at JohnMax-
to the leaders of diverse organi- The 21 Irrefutable Laws of Leader- wellOnLeadership.com.
zations, such as Fortune 500 ship, Developing the Leader Within

Bio taken from: http://www.amazon.com/The-Levels-Leadership-Maximize-Potential/dp/159995365X

 Leadership Game Plan:
PAGE 2

“Leadership is a pro-
cess, not a position.
There was a time
when people used
the terms leadership
and management in-
terchangeably. I
think most people
now recognize that
there is a significant
difference between
the two. Manage-
ment is at its best
when things stay the
same” (n.p).
Maxwell is very passionate
about leadership. He’s a moti-
vational teacher who tries to
help people reach their poten-
tial. He convinces readers that
his book is for them because
“it works!” He claimed the 5
levels of leadership:
 Provides a clear picture of
leadership
 Defines LEADING as a
verb and not a noun
 Breaks down leading
into understandable
steps
 Provides a clear game
plan for leadership de-
velopment
 Aligns leadership prac-
tices, principles, and
values

Insights into the 5 Levels:

Maxwell shares 10 insights
that help the reader under-
stand how the levels are relat-
ed to one another:
1. You can move up a level
“Everything rises but you never leave the
previous one behind
and falls on 2. You are not on the same
level with every person
leadership” (n.p.).
3. The higher you go, the
easier it is to lead
4. The higher you go, the
more time and commit-
ment is required to win a 8.
level
5. Moving up levels occurs
slowly, but going down 9.
can happen quickly
6. The higher you go, the
greater the return
7. Moving farther up always 10. You cannot climb the
requires further growth
Not climbing the levels
limits you and your peo-
ple
When you change posi-
tions or organizations,
you seldom stay at the
same level
levels alone

Leadership Assessment:
Maxwell provides a four-part questionnaire
to help readers understand where they are
in the leadership journey. Readers are
encouraged to assess their current level of
leadership before continuing to read more
of the book.
Part One—Leadership Level Charac-
teristics (Answer True or False on 10
Statements for each level)
Part Two—Individual Team Member
Assessment-Leader’s Point of View
(for each person you oversea, answer Yes
or No to questions for each level)
Part Three—Leadership Assessment-
Team Member’s Point of View (ask
each person who reports to you to fill out
the worksheet—Yes or No questions for
each level. This part can be done anony-
mously)
Part Four—Current Leadership Level
Assessment (put it all together and tally
the results. Instructions on how to do this
are included.)

THE 5 LEVELS OF LEADERSHIP

 LEVEL 1: POSITION
PAGE 3
leadership-development/
http://capetownchamber.com/events/effective-

Position is the entry level of leader- The people of Level 1 have subordinates—
ship. Every leader starts here. It is not team members—and they rely heavily
Leadership the foundation every leader builds on rules, policies, and regulations to con-
is more upon. trol their people. These “subordinates”
than just “Positional leadership is based on will only do what is required of them and
the rights granted by the position nothing more.
having a
position. and title. Nothing is wrong with Anyone can be given or appointed to a
having a leadership position. Eve- position. Because of the ease of obtaining
rything is wrong with using position a position, this level does not require abil-
to get people to follow. Position is a poor ity and effort to achieve.
substitute for influence” (n.p.).
Level 1 people may be bosses, but they are
never leaders. They do not have the influence
People follow you because they
that is needed to lead.
have to.

The Upside of Level 1 invitation to grow as a

Maxwell claims that if you are new
to leadership and you receive a
position, there are four things to
celebrate:
1. A leadership position is
usually given to people
because they have leader-
ship potential—once you
have been given the invitation
to lead something, you need
to celebrate because someone
in authority believes in you.
2. A leadership position
means authority is recog-
nized—with position and title
4.
comes some level of authority
or power. Leaders must
prove themselves before
they’re given much power and
authority.
3. A leadership position is an
leader—one main require-
ment of receiving a leadership
position is personal growth. If
a leader is not willing to grow,
then not much leading will “Leadership is
take place.
much less
A leadership position al-
lows potential leaders to about what
shape and define their
leadership—this allows the you DO, and
people invited to take a
leadership position the op- much more
portunity to choose the kind
about who you
of leader they want to be.
ARE.”

The Downside of Level 1 6. Leaders who remain posi- —Frances

1. Having a leadership position 3.
is often misleading—even
though you are given a certain
title or position, it does not
automatically make you a lead-
er. 4.
2. Leaders who rely on posi-
tion to lead often devalue
people—positional leaders
place very high value on their
position, and not all the other
important aspects of leading.
Positional leaders feed on
politics—”Positional leaders
focus on control instead of con-
7.
tribution” (n.p.).
Positional leaders place
8.
rights over responsibilities
5. Positional leadership is often
lonely—since Level 1 leaders
mostly only care about them-
selves and their positions, it be-
comes “lonely at the top”!
tional get branded and
Hesselbein
stranded—if position is used in
the wrong way, Level 1 leaders
become branded as positional
leaders and are often stranded on
Turnover is high for position-
al leaders “Leadership is
Positional leaders receive action, not posi-
people’s least, not their tion” (n.p.).
best—Level 1 leaders are
the weakest of all leaders
and give their least. As
a result, their people give
their least as well.
 Best Behaviors on Level 1
PAGE 4 This is how Level 1 leaders
think…
Laws of Leadership Top-down: “I’m over you.”
at the Position Level: Separation: “Don’t let people
In order to help you make the movement—don’t rely o
 The Law of the
most of your leadership posi- your title to lead people but get close to you.”
LID—Leadership tion while shifting to the next keep your people and the Image: “Fake it till you make it.”
ability deter- level, Maxwell suggests you do organization moving forward. Strength: “Never let ‘em see
mines a person’s three things: Moving forward to its vision.
you sweat.”
level of effective- 1. Stop relying on posi- 3. Leave your position and
Selfishness: “You’re here to help
ness tion to push people— move toward your peo-
don’t use your position to ple—don’t expect your peo- me.”
 The Law of PRO-
get things done. You ple to come to you for their Power: “I determine your fu-
CESS—
need to use other skills. needs and wants, but go to ture.”
Leadership de-
2. Trade entitlement for them. Initiate. Intimidation: “Do this or else!”
velops daily, not
in a day Rules: “The manual says…”
 The Law of
NAVIGATION—
Anyone can
steer the ship,
but it takes a
Beliefs That Help a Leader Move Up to Level 2
leader to chart In order to move up, you must

www.cartoonstock.com
the course change your thinking about
leadership. Maxwell suggests
internally embracing the fol-
lowing four statements before
you will be able to move from
Level 1 to Level 2:
1. Titles are not enough
2. People—not position—
are a leader’s most valua-
For ble asset
3. A Leader doesn’t need to
Discussion: have all the answers
4. A good leaders always
Why do leaders includes others
who never
progress
beyond Level 1
experience high
Guide to Growing through Level 1
turnover rates Maxwell suggests the following 10 tips to 6. Shift from Rules to Relationships
of their teams? help you plan your growth:
7. Initiate contact with your team members
1, Thank the people who invited you into
8. Don’t mention your title or position
leadership
9. Learn to say, “I Don’t Know”
2. Dedicate yourself to Leadership Growth
10. Find a Leadership Coach
3. Define your Leadership
4. Shift from Position to Potential
5. Focus on the Vision

THE 5 LEVELS OF LEADERSHIP

“The key to moving up to the
Permission level is having the
right attitude” (n.p.).
http://www.iblogoakville.com/?p=1462
People follow you because they
want to.
The Upside of Level 2
Since Level 2 requires relationship
building, there are many upsides to
Level 2.
1. Leadership Permission
makes work more enjoya-
ble—Level 2 leaders shift their
focus from me to we. Since
Level 2 leaders put their focus
on relationships and winning
people over with interactions,
this creates a positive working
The Downside of Level 2
Maxwell points out that relational people
often ask what possibly could be the
downside of developing relationships,
building trust, and gaining people’s permis-
sion to lead them?? The positives out-
weigh the negatives of course, but there
are still downsides to Level 2.
1. Permission Leadership appears too
soft for some people
2. Leading by Permission can be frus-
PAGE 5
LEVEL 2: PERMISSION
Relationships, relationships, how to get along with them, and finding
relationships. The key to out who their people are. As a result,
Building
Level 2 is relationships. Level the followers find out who their leaders
relation- are, and in turn this builds solid, lasting
2 is also about developing
ships is influence with your people. relationships.
key. Liking your people and treat-
ing them like individuals with
value, influence is created.
Trust is also developed. The environment
also becomes much more positive than that Leaders may be tempted to
with a Level 1 leader. stop at Level 2, but there is
Level 2 leaders are so concerned about more to leadership than just “You can like
preserving their position, but their concern relationships!
people
is getting to know their people, figuring out
without
leading them
but you
cannot lead
people well
turn, their people listen to
environment.
them. without liking
2. Leadership Permission
4. Leadership Permission them” (n.p.).
increases the energy lev-
focuses on the value of
el—when you spend time with
each person—good relation-
people you know and like, it
ships are built when people
gives you energy!
value and respect one another.
3. Leadership Permission
5. Leadership Permission
opens up channels of com-
nurtures trust—in order to
munication—Level 2 leaders
maintain these essential rela-
listen to their people and in
tionships, trust must be built!
trating for achievers
3. Permissional Leaders can be taken http://www.impactfactory.com/tailored_leadership.html
advantage of
4. Permission Leadership requires open-
ness to be effective For Discussion:
5. Permission Leadership is difficult for
people who are not naturally likable Why is “openness” required for
6. Permission Leadership forces you to permission leadership to be
deal with the whole person
effective?
 PAGE 6

Best Behaviors on Level 2

courager of your team—
encouraging words go a long
Laws of Leadership ways.
at the Permission 5. Strike a balance be-
How can you gain people’s others, and take a responsi-
Level: tween care and candor—it is
permission? Maxwell suggests bility for yourself
 The Law of the in a leader’s best interest to
the following: 2. Develop a people- show care AND candor to oth-
INFLUENCE— 1. Connect with yourself oriented leadership ers. Just having one or the other
The true meas- before trying to con- style—use a personal is not enough, there must be a
ure of leadership nect with others—you touch: listen, learn, and then balance between the two in or-
is influence— must know yourself first, lead! der to maintain those positive
nothing more, get along with yourself 3. Practice the golden relationships.
nothing less first, be honest with your- rule—Treat others as you
self, change yourself first
 The Law of AD- want others to treat you
before trying to change
DITION— 4. Become the chief en- This is how Level 2 leaders
Leaders add val- think…
ue by serving
Side by Side: “Let’s work togeth-

Beliefs That Help a Leader

others
er.”
 The Law of SOL-
Initiation: “I’ll come to you.”
ID—Trust is the
foundation of Inclusion: “What do you think?”


Leadership
The Law of Move Up to Level 3 Cooperation: “Together we can
win.”
Servanthood: “I’m here to help
MAGNETISM—
In order to win a higher level require twofold you.”
Who you are is
of leadership, Maxwell reminds growth—as well as
who you attract his readers of the following: growing toward each oth-
Development: “I want to add
 The Law of er, people must grow with value to you.”
1. Relationships alone
CONNEC- are not enough— each other. Encouragement: “I believe you
TION—Leaders there’s more to leader- 3. Achieving the vision as can do this!”
touch a heart ship than influence, now a team is worth risking Innovation: “Let’s think outside
before they ask you have to take your the relationships—risk the box.”
for a hand people somewhere! for the sake of the bigger
picture.
 The Law of BUY 2. Building relationships
-IN—People buy
into the leader,
then the vision
Guide to Growing through Level 2
oneinabillionconsulting.blogspot.com
Maxwell suggests the following to help you 5. Evaluate where you are with your
plan your growth: team
1. Be sure you have the right attitude 6. Accept the whole person as part of
toward people leading
2. Connect with yourself—self- 7. Make FUN a goal
awareness, self-image, self-honesty, self 8. Give people your undivided attention
-improvement, and self-responsibility
9. Become your team’s Encourager-in-
“Leadership is 3. Understand where you’re coming Chief
from
influence, nothing 10. Practice Care and Candor
4. Express value for each person on your
more, nothing team

less” (n.p.).
THE 5 LEVELS OF LEADERSHIP
 PAGE 7

LEVEL 3: PRODUCTION
There’s more to being a
good leader than creating
a pleasant and positive
Produce
working environment.
RESULTS! Good leaders get things
done! They produce
results.
It is on Level 3 that leading and
influencing others becomes fun!
Level 3 leaders can become change
agents. They can:
 tackle tough problems and
face thorny issues,

http://hardcourtlessons.blogspot.ca/2010/09/ On Level 3, leaders gain  make the difficult issues that

productivity-lessons-from-web-designer.html
People follow because of what
you have done for the organi-
zation.
influence and credibility. Positive things will make a difference , and
happen with a Level 3 leader: work gets
 take their people to another
done, goals are achieved, morale im-
level of effectiveness. (n.p.) Making Things
proves, profits go up, turnover goes
down, and momentum kicks in! Happen Separates

Real Leaders from

Wannabes

The Upside of Level 3 3. Leadership Production

brings clarity and reality to
the vision
“The credibility of

a Level 3 leader

can be summed up
With strong relationships as the duce results and those who 4. Leadership Production
foundation for Level 3, these lead- give you reasons why they solves a multitude of prob- in one word:
ers get results and as a result im- didn’t.”—Peter Drucker lems example” (n.p.).
prove their team and organization. 2. Leadership Production 5. Leadership Production
Maxwell explains the following 6 models and sets the stand- creates momentum—
upsides: ard for others visually— there’s momentum takes,
1. Leadership Production Level 3 leaders are examples breakers, and makers...which
gives credibility to the to their people, so their would you rather be?!?
leader—”There are two productivity sets the standard 6. Leadership Production is
types of people in the business to their people as well. the foundation for team-
community: those who pro- building

The Downside of Level 3 demands continual atten-

tion to Level
2—even though
Even though organizational achieve- others, not just yourself!
Level 3 leaders
ment becomes easier in Level 3, the 2. Productive leaders feel a are responsible
actual leadership itself does not. heavy weight of responsi- results, this does
Maxwell discovered four main bility for results—this is one not mean that
downsides: of the costs of effective leader- they stop caring
1. Being productive can ship. about their peo-
make you think you’re a 3. Production Leadership ple. Relationships
leader when you’re not—in requires making difficult continue to be http://www.leadership-expert.co.uk/
order to be a good leader, you decisions built, maintained,
need to do things with and for and deepened.
4. Production Leadership
 PAGE 8

Laws of Leadership at
Best Behaviors on Level 3
the Production Level:
Maxwell suggests the following for making the and production makes this possible.
 The Law of RE-
most of Production in Leadership: 4. Prioritize the things that yield high
SPECT—People
1. Understand how your personal gifted- return—the key to being productive is
naturally follow ness contributes to the vision—figure out prioritizing. Effective Level 3 leaders not
leaders stronger where your true strengths lie. only get lots done, but they get the right
than themselves things done.
2. Cast vision for what needs to be ac-
 The Law of MAG- complished—having a clear and communi- 5. Be willing and ready to be a change
NETISM cated vision contributes to the productivity agent—”Progress always requires
 The Law of the of the team. change” (n.p.).
PICTURE— 3. Begin to develop your people into a 6. Never lose sight of the fact that re-
People do what team—Level 3 people must work together, sults are your goal
people see
 The Law of VIC-
TORY—Leaders
find a way for the
team to win Beliefs That Help a Leader Move Up to Level 4
 The Law of the
BIG MO— Maxwell suggests embracing ciable asset—so value,
the following four ideas on challenge, and develop
Momentum is a ment for a leader—
Level 3. Understanding these them , as well as help
leader’s best helping people become
statements will help you move them grow!
friend better and greater is such
to Level 4. 3. Growing leaders is the
 The LAW of PRI- a joy. “Few things in life
1. Production is not most effective way to are better than seeing
ORITIES— enough—don’t just set- accomplish the vi- people reach their poten-
Leaders under- tle for production, but try sion—invest in your peo- tial” (n.p.).
stand that activity to achieve higher levels to ple and your organization
is not necessarily help change others’ lives. will be better.
accomplishment 2. People are an organi- 4. People development is
 The Law of SAC- zation’s most appre- the greatest fulfill-
RIFICE—A leader

Guide to Growing through Level 3

must give up to
go up
 The Law of BUY-
IN
Maxwell suggests the following to help you momentum
plan your growth: 8. Practice the Pareto Principle
1. Be the team member you want on 9. Accept your role as Change Agent
For Discussion: your team
10. Don’t neglect Level 2
2. Translate personal productivity into
How does one balance
leadership
leading others and 3. Understand everyone’s productivity
being productive at the niche

same time? 4. Cast vision continually

5. Build your team
6. Use momentum to solve problems
7. Discern how team members affect

THE 5 LEVELS OF LEADERSHIP

http://www.leadership-expert.co.uk/

LEVEL 4: PEOPLE DEVELOPMENT
http://www.ehow.com/about_6292185_team-
building-leadership-development.html
People follow because of what
you have done for them.
The Upside of Level 4
1. People Development sets
you apart from most lead-
ers—Level 3 leaders focus on
increasing production, Level 4
leaders focus on growing the
company by growing the peo-
ple in it.
2. People Development as-
sures that growth can be
sustained—developing and
training people gives an organi-
The Downside of Level 4
People Development requires a
high level of maturity and skill. Peo-
ple Development is not easy, and
therefore there are some down-
sides to this level.
1. Self-centeredness can
cause leaders to neglect
People Development—
selfish leaders do not reach a
level of maturity, and as a
PAGE 9
Level 4 leaders have the ability to each other better, and therefore strength-
Developing empower others. “They use ens loyalty.
people to their position, relationships, and 2. Performance increases—since there
become productivity to invest in their are more leaders on the team, everyone’s
great lead- followers and develop them until performance improves.
those followers become leaders
ers
in their own right” (n.p.). The
result??? Reproduction! Level 4
leaders reproduce themselves.
Maxwell suggests that two things always happen
on Level 4:
1. There is a very high level of team-
work—high investment in people deepens
relationships, which helps people to know
“Level 4
leaders change
the lives of the
people they
lead” (n.p.).
zation the best chance for 4. People Development em-
sustaining success and growth. powers the leader to lead
3. People Development em- larger—sharing leadership
powers others to fulfill with others gives you back
their leadership responsi- time, allowing you to do the
bilities—”If your actions in- most important things.
spire others to dream more, 5. People Development pro-
learn more, do more and be- vides great personal fulfill-
come more, you are a lead- ment—giving to others is one
er”—John Quincy Adams of the greatest satisfactions in
life.
result, people development ment—be willing
does not happen. to adopt a long-
2. Insecurity can make lead- term mindset.
ers feel threatened by 4. Lack of commit-
People Development—do ment can keep
you have ego, control, or trust leaders from http://nonetheless.blog.ca/2012/04/23/what-does-
issues?!? doing the hard leadership-development-training-consist-of-
13565586/
3. Shortsightedness can keep work of People
leaders from seeing the Development
Putting the “D”evelopment in
need for People Develop-
Leadership!
 Best Behaviors on Level 4
PAGE 10

Laws of Leadership 3. Modeling—showing

at the People Devel- others how to lead
Maxwell says “Only leaders and Equipping)
opment Level: 4. Equipping—helping
can develop other people to It Takes a Leader to
 The Law of PRO- become leaders…Nobody others do their jobs well
GROW a Leader
CESS really understands leadership (Developing, Empowering, and 5. Developing—teaching
 The Law of AD- until he or she does it” (n.p.). Measuring). them to do life well
DITION He claims: 6. Empowering—enabling
 The Law of The It Takes a Leader to people to succeed
1. Recruiting—find the
INNER CIR- KNOW a Leader (Recruiting bets people possible 7. Measuring—evaluating
CLE—A leader’s & Positioning) those whom you develop
2. Positioning—placing the
potential is de- It Takes a Leader to to maximize their efforts
right people in the right
termined by SHOW a Leader (Modeling position
those closest to
him
 The Law of EM-
POWERMENT
—Only secure Beliefs That Help a Leader Move Up to Level 5
leaders give
powers to others Maxwell suggests embracing should be your goal at a job commitment
 The Law of EX- the following beliefs before this point.
attempting to climb to the last

PLOSIVE
level. Understanding these
GROWTH—To statements will help you have
add growth, lead the best chance at making it at
followers—to the top.
multiply, lead 1. The highest goal of
leaders leadership is to devel-
 The Law of BUY op leaders, not gain
-IN followers or do their
work—developing others
step/
http://www.successwithcrm.com/next-positive-
2. To develop leaders,
you must create a
leadership culture—a
culture that cultivates
Level 5 leaders is one that
will champion, teach,
practice, coach, and re-
ward leadership.
3. Developing leaders is a
life commitment, not

For Discussion:
In what ways can
Guide to Growing through Level 4
you make people- Maxwell suggests the following to help you 7. Never work alone
plan your growth: 8. Blend the soft and hard sides of devel-
development a
1. Be willing to keep growing yourself opment
lifestyle? How
2. Decide that people are worth the 9. Take responsibility for energizing oth-
would this lifestyle effort ers
change your team, 3. Work through your insecurities 10. Remain approachable as a leader, role
model, and coach
business or 4. Recruit the best people you can to
develop
organization?
5. Commit to spend the time needed to
develop leaders
6. Create a personal development pro-
cess

THE 5 LEVELS OF LEADERSHIP

 PAGE 11

LEVEL 5: PINNACLE
http://www.therainmakergroupinc.com/blog/
bid/109582/Human-Capital-Strategies-December-12
People follow you because of
who you are and what you rep-
resent.
Of course, Level 5 is the high- own takes a lot of work and effort and is
est and most difficult level. very difficult.
Taking Not many people achieve this “Developing leaders to the point where
others to level, and if they do, it’s be- they are able and willing to develop other
the top! cause they are naturally gifted leaders is the most difficult leadership task
leaders. Most people can of all” (n.p.).
achieve Levels 1 through 4, but
Level 5 requires a lot of effort,
skill, intentionality, and a high level of talent. Level 5 leaders develop Level 5 organiza-
tions. Level 5 leaders create opportunities
Level 5 leaders develop their people to be-
that other leaders don’t.
come Level 4 leaders. Many leaders don’t
Their leadership gains a
make it to Level 5 because it requires them to
positive reputation, thus
develop followers rather than simply lead fol-
creating a great deal of
lowers. Developing followers to lead on their
respect. “The highest

leadership

accomplishment

The Upside & Downside of Level 5 is developing

other leaders to

Maxwell explains that while there 2. Pinnacle Leadership cre-
should be many upsides and very ates a legacy within the
few to no downsides of Level 5, organization
this is not the case on the Pinnacle 3. Pinnacle Leadership pro-
level. vides an extended plat-
UPSIDES of Level 5— form for leading
Your influence is a won- DOWNSIDES of Level
derful thing! 5—It’s not all about you
1. Pinnacle Leadership cre- 1. Being on the Pinnacle can
ates a Level 5 Organiza- make you think you’ve
tion arrived—you’re not done
Level 4” (n.p.).
growing, leading, or learning.
2. Being on the Pinnacle can
lead you to believe your
own press—don’t get carried
away with your power and
position.
3. Being on the Pinnacle can
make you lose focus—
remain focused on your pur-
pose and vision, and continue
leading.

Best Behaviors on Level 5

To be successful on the highest level of leadership,
embrace the following:
1. Make room for others at the top—”The
ultimate leader is one who is willing to devel-
op people to the point that they eventually
surpass him or her in knowledge and abil-
ity..””—Fred A. Manske Jr.
2. Continually mentor potential Level 5
leaders
3. Create an inner circle that will keep you
grounded—”those closest to leaders de-
termine their potential” (n.p.).
http://www.nwlink.com/~donclark/leader/
4. Do things for the organization that mentoring.html
only Level 5 leaders can do
5. Plan for your succession—leave a suc-
cessor, and leave before you have to. “The leadership journey has
the potential to take individu-
6. Leave a positive legacy—make the right
als through a lifelong process
decisions along the way so a positive legacy
can be left! in three phrases: learn, earn,
return” (n.p.).
 PAGE 12

Laws of Leadership
Help Others Move Up to Levels 4 & 5
at the Pinnacle Level:
In order to make the most of your influence on 3. Use your own crucible moments as
 The Law of RE-
Level 5, Maxwell suggests the following to help guidelines to teach others—share your
SPECT your best leaders reach their leadership poten- experiences and lessons learned from
 The Law of IN- tial: them.
TUITION— 1. Identify and create the crucial leader- 4. Expose them to other people and
Leaders evaluate ship lessons they must learn organizations that will impact them—
everything with 2. Look for unexpected crucible mo- this is part of your job to help create and
a leadership bias ments they can learn from—look for develop leaders
 The Law of TIM- teachable moments in every day
ING—When to
lead is as im-
portant as what


to do and where
to go
The Law of LEG-
Guide to Being Your Best at Level 5
ACY—A leader’s
lasting value is Maxwell gives suggestions on 5. Create a supercharged For Discussion:
how to help you grow as a leadership development
measured by
leader and develop others to environment Do you believe there’s
succession
become Level 4 leaders. 6. Create room at the top plenty of room at the top
 The Law of EX-
1. Remain humble and 7. Develop your top leaders for addition leaders, or do
PLOSIVE teachable you think that space is
GROWTH 8. Plan your succession
2. Maintain your core focus limited? Why? How does
9. Plan your legacy
3. Create the right inner this impact the way you
circle to keep you 10. Use your leadership suc-
would develop other
grounded cess as a platform for
something greater leaders?
4. Do what only you can do

Personal Evaluation of The 5 Levels of Leadership...

I now understand what all the hype John Maxwell is about. He is a phenomenal motiva-
tor, leader, and teacher of leadership. Even though it took me a long time to read this
book, I thoroughly enjoyed it. Maxwell’s writing style is very simple and to-the-point.
Maxwell ends his The way he laid out the sections of his book was very easy to follow (hence my choice of
book with a portrait
layout and headings for this EBS), and I really liked his tips and points—all in a numbered
list fashion. However, there was a lot of information in the book, and sometimes I found
of and tribute to a it a bit repetitive. Nonetheless, a great read for someone wanting to learn how to
Level 5 Leader— lead! :)

Coach John Wooden Maxwell shared his life experiences and examples throughout the book, as well as includ-
ing some humor. As I read through each level, I was intrigued to go on, and go further,
(UCLA Basketball
not just in the book, but in my leadership career. He has a wonderful way of motivating
Coach) the reader to keep travelling on the leadership journey.
I am glad that I chose to read this book, and it makes me want to become a great, effec-
tive, and successful leader. There are many examples, suggestions, and ideas that I will
take with me from this book. I will recommend this book to others, and I look forward
to other books by Maxwell.
THE 5 LEVELS OF LEADERSHIP