Term
| when you change a level, or organization, are you on the same level with people in this new position |
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Definition
| no because I have to build relationships/interact with followers based on: where they are with ea follower; where the followers perceive the leader to be; where the followers are in their own leadership tract. |
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Term
| are you ever on the same level with all of your followers |
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Definition
| according to the 70,12,3 principle my relationships will always vary. I may have some that come in on level 1 because new to group and have others on level 3 because have been with me for a long time |
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Term
| It's My responsibility to elevate my team to 100% of |
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Definition
| their capacity. I should not lead with quantity taking the place of quality; meaning, One may give more because of their level of leadership, and another may seem to give less - but they are maximizing their potential. so, I have to look at the capacity of the person |
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Term
| you don’t leave a position behind; because it will be vital |
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Definition
| to advancing. it is like putting up scaffolding to build a building. you don’t take it down when you complete 1st story. You will need it for 2nd floor |
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Term
| there are ten insights to |
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Definition
| successful leadership. and I must know how they relate to one another |
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Term
| the 1st insight for successful leadership states, you can move up a level, but you never |
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Definition
| Leave the previous one behind |
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Term
| The 2nd insight for successful leaderships states you're not on the same level with |
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Definition
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Term
| The 3rd insight for successful leadership states that higher you go, |
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Definition
| The easier it is to lead others |
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Term
| The 4th insight for successful leadership states that the higher you go the more time and |
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Definition
| Commitment is required to win a level |
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Term
| The 5th insight for successful leadership states moving up occur slowly but |
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Definition
| Going down can happen quickly |
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Term
| The 6th insight for successful leadership states. The higher you go, the greater |
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Definition
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Term
| The 7th insight for successful leadership states moving farther up always requires |
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Definition
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Term
| The 8th insight for successful leadership states not climbing the levels |
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Definition
| Limits you and your people |
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Term
| The 9th insight for successful leadership states when you change positions or organizations |
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Definition
| You seldom stay at the same level |
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Term
| the 10th insight for successful leadership states you cannot climb the |
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Definition
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Term
| In terms of insights on leading from the levels, you must learn to recognize where you stand with each person in regard to the levels, and |
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Definition
| Work to establish credibility and gain influence where you are with respect to each person and earn your way up to higher levels |
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Term
| When you begin leading from a new level, everyone will not buy in, you will have about 30% at |
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Definition
| 70 level. You want to restore and reposition people according to what you want to accomplish |
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Term
| How do I get people to buy in |
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Definition
1) Let them know we need their skills.
2) we see their potential
3) Here are the areas they can work on |
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Term
| effective leaders interact with followers based on: where they are with |
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Definition
| each follower; where the followers perceived the leader to be; where the followers are in their own leadership development |
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Term
| When leading From the levels, I must recognize Perception is based on |
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Definition
| others around you, and you have to build your own opinion by building relationship |
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Term
| Solving problems on one level helps me on other levels because of |
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Definition
| experience gained. I get to carry all the influence to the next level |
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Term
| Since you can't climb alone, successful leaders don't just care about their job; they |
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Definition
| leave A Legacy of leadership |
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