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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- 2. Permission - People follow you represent.
ing a certain job, title, or posi- because they want to. To become a great leader, Max-
tion. True leadership is about 3. Production - People follow well has given wonderful advice
investing in people, building rela- because of what you have done in his book. He begins the book
tionships, and inspiring them. for the organization. with a leadership game plan,
True leadership is about achiev- 4. People Development - which includes an overview and
ing results and building a team—a People follow because of what insights into the 5 levels. Next,
team that produces. True lead- you have done for them person- he shares a leadership assess-
ership is about helping people ally. ment which allows you to deter-
develop their own skills to be- 5. Pinnacle - People follow be- mine your current level of lead-
come leaders themselves. True cause of who you are and what ership. The subsequent sections
leaders who have skill and dedi- are dedicated to the 5 levels.
cation can reach the pinnacle of
leadership—extending their influ-
ence for the benefit of others, Each level is explained in its own
INSIDE THIS creating true leaders following section, as well as the upside and
ISSUE: behind. downside of the level, the best
behaviors for that level, the be-
Leadership Game 2 liefs that help a leader to move
Plan/Insights John C. Maxwell’s 5 Levels of up to the next level, and how the
Leadership are: level relates to the Laws of Lead-
Leadership 2 1. Position - People follow be-
ership (The 21 Irrefutable Laws of
cause they have to. Leadership by John Maxwell).
Level 1: 3-4 Maxwell also includes a Guide to
POSITION Growing through each level at the

About the Author...

end of each section.
Level 2: 5-6

Level 3: 7-8 John C. Maxwell is an interna- companies, foreign governments, You, and The
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 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-
zations, such as Fortune 500 ship, Developing the Leader Within

Bio taken from:

Leadership Game Plan:

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

Insights into the 5 Levels:

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

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



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

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

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

tional get branded and
stranded—if position is used in
the wrong way, Level 1 leaders
1. Having a leadership position 3. Positional leaders feed on become branded as positional
is often misleading—even politics—”Positional leaders leaders and are often stranded on
though you are given a certain focus on control instead of con-
title or position, it does not 7. Turnover is high for position-
tribution” (n.p.).
automatically make you a lead- al leaders “Leadership is
er. 4. Positional leaders place
8. Positional leaders receive action, not posi-
rights over responsibilities
2. Leaders who rely on posi- people’s least, not their tion” (n.p.).
tion to lead often devalue 5. Positional leadership is often best—Level 1 leaders are
people—positional leaders lonely—since Level 1 leaders the weakest of all leaders
place very high value on their mostly only care about them- and give their least. As
position, and not all the other selves and their positions, it be- a result, their people give
important aspects of leading. comes “lonely at the top”! their least as well.
Best Behaviors on Level 1
PAGE 4 This is how Level 1 leaders
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-
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
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
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
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
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 key to moving up to the PAGE 5
Permission level is having the

right attitude” (n.p.).

Relationships, relationships, how to get along with them, and finding

relationships. The key to out who their people are. As a result,
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
People follow you because they Level 2 leaders are so concerned about more to leadership than just “You can like
want to. preserving their position, but their concern relationships!
is getting to know their people, figuring out

leading them

The Upside of Level 2

but you

cannot lead

people well
turn, their people listen to
Since Level 2 requires relationship environment.
them. without liking
building, there are many upsides to 2. Leadership Permission
Level 2. 4. Leadership Permission them” (n.p.).
increases the energy lev-
focuses on the value of
1. Leadership Permission el—when you spend time with
each person—good relation-
makes work more enjoya- people you know and like, it
ships are built when people
ble—Level 2 leaders shift their gives you energy!
value and respect one another.
focus from me to we. Since 3. Leadership Permission
Level 2 leaders put their focus 5. Leadership Permission
opens up channels of com-
on relationships and winning nurtures trust—in order to
munication—Level 2 leaders
people over with interactions, maintain these essential rela-
listen to their people and in
this creates a positive working tionships, trust must be built!

The Downside of Level 2

Maxwell points out that relational people trating for achievers
often ask what possibly could be the 3. Permissional Leaders can be taken
downside of developing relationships, advantage of
building trust, and gaining people’s permis-
sion to lead them?? The positives out- 4. Permission Leadership requires open-
weigh the negatives of course, but there ness to be effective For Discussion:
are still downsides to Level 2. 5. Permission Leadership is difficult for
1. Permission Leadership appears too people who are not naturally likable Why is “openness” required for
soft for some people 6. Permission Leadership forces you to permission leadership to be
2. Leading by Permission can be frus- deal with the whole person

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

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

The Law of Move Up to Level 3 Cooperation: “Together we can
Servanthood: “I’m here to help
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
 The Law of BUY 2. Building relationships
-IN—People buy
into the leader,
then the vision
Guide to Growing through Level 2
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
influence, nothing 10. Practice Care and Candor
4. Express value for each person on your
more, nothing team

less” (n.p.).

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

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

Real Leaders from


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
order to be a good leader, you decisions built, maintained,
need to do things with and for and deepened.
4. Production Leadership

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
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-
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-
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
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



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
in their own right” (n.p.). The
result??? Reproduction! Level 4
building-leadership-development.html leaders reproduce themselves.
Maxwell suggests that two things always happen
on Level 4:

People follow because of what 1. There is a very high level of team-

you have done for them. work—high investment in people deepens
relationships, which helps people to know
“Level 4

leaders change

The Upside of Level 4

the lives of the

people they

lead” (n.p.).
1. People Development sets zation the best chance for 4. People Development em-
you apart from most lead- sustaining success and growth. powers the leader to lead
ers—Level 3 leaders focus on 3. People Development em- larger—sharing leadership
increasing production, Level 4 powers others to fulfill with others gives you back
leaders focus on growing the their leadership responsi- time, allowing you to do the
company by growing the peo- bilities—”If your actions in- most important things.
ple in it. spire others to dream more, 5. People Development pro-
2. People Development as- learn more, do more and be- vides great personal fulfill-
sures that growth can be come more, you are a lead- ment—giving to others is one
sustained—developing and er”—John Quincy Adams of the greatest satisfactions in
training people gives an organi- life.

The Downside of Level 4

People Development requires a result, people development ment—be willing
high level of maturity and skill. Peo- does not happen. to adopt a long-
ple Development is not easy, and 2. Insecurity can make lead- term mindset.
therefore there are some down- ers feel threatened by 4. Lack of commit-
sides to this level. People Development—do ment can keep
1. Self-centeredness can you have ego, control, or trust leaders from
cause leaders to neglect issues?!? doing the hard leadership-development-training-consist-of-
People Development— 3. Shortsightedness can keep work of People
selfish leaders do not reach a leaders from seeing the Development
level of maturity, and as a Putting the “D”evelopment in
need for People Develop-
Best Behaviors on Level 4

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
 The Law of EM-
—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 2. To develop leaders,
level. Understanding these you must create a
GROWTH—To statements will help you have leadership culture—a
add growth, lead the best chance at making it at culture that cultivates
followers—to the top. Level 5 leaders is one that
multiply, lead 1. The highest goal of will champion, teach,
leaders leadership is to devel- practice, coach, and re-
 The Law of BUY op leaders, not gain ward leadership.
-IN followers or do their 3. Developing leaders is a
work—developing others 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
5. Commit to spend the time needed to
develop leaders
6. Create a personal development pro-



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,
bid/109582/Human-Capital-Strategies-December-12 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
People follow you because of positive reputation, thus
develop followers rather than simply lead fol-
who you are and what you rep- creating a great deal of
lowers. Developing followers to lead on their
resent. respect. “The highest



The Upside & Downside of Level 5 is developing

other leaders to

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

Best Behaviors on Level 5

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

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
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.