The Next Level
Recently promoted from manager to leader? Want to be? Looking to enhance your leadership potential? If yes, I suggest you sit up and pay attention to Scott Eblin’s book, The Next Level.
Making it?
Mathematically, the chances you’ll make it to executive or C-level leadership in your organization are slim. Furthermore, if you do, there’s a 40% chance you’ll crash and burn within 18 months (Center for Creative Leadership).
In, The Next Level, Scott Eblin responds to four central reasons leaders fail. (As reported by the Kelly School of Business at Indiana University)
- Ineffective Communication
- Poor Work Relationships and Interpersonal Skills
- Failure to Clarify Direction or Performance Expectations
- Failure to Adapt and Break Old Habits
Patterns free your mind to focus. I love the clear, repetitive pattern of, The Next Level. Every chapter begins with something to pick up and something to let go. Additionally, every chapter ends with a summary of ten tips. Scattered throughout the text are Data Points and Coaching Moments that add variety and interest. Finally, tons of powerful stories and insightful interviews opened my mind and validated key insights.
Scott presents balanced material on both picking up and letting go. In my opinion, the “letting go” material is the strength of The Next Level. In a recent conversation, Scott said to me, “Smart people are really good at picking up. They aren’t as good at letting go because it’s an emotional challenge.” (Full Interview: In Over His Head)
Six things successful leaders let go:
- Doubting in how they contribute
- Self-Reliance
- Responsibility for a few results
- Running flat out till they crash
- Letting go of an inside-out view of your function
- A small-footprint view of your role
I’ve intentionally excluded the “picking up” side of Scott’s ideas to instigate conversation. If you need more information, ask Scott.
News Flash: Scott Eblin will be in the house today (Jan. 20) responding to your questions and comments. If you’ve been promoted recently or you want to earn a promotion, Scott Eblin has experience and insights that can enhance your potential and save you a world of hurt.
*****
As individuals move up in an organization what behaviors should they let go? What should they pick up?
What are some reasons 40% of newly promoted leaders fail within 18 months?
The Next Level looks very interesting.
I am intrigued to read about the “emotional challenge” of letting go. Often emotions are overlooked when it comes to leadership.
Having crashed and burned myself (Spring, 2007), I very much agree that “letting go” is important to avoid burning out.
Good Stuff!
Steven
Hi Steven
You’re so right about burning out. Of 72 behaviors in our Next Level 360, the one that high potential leaders score lowest on is “Paces himself/herself by building in regular breaks from work.”. It can be scary to let go of the self identity that’s wrapped up in being the hero that runs flat out until you crash.
Best wishes
Scott
Most people are promoted because of there previous habits. Habits that helped them be successful as a line worker, but keeps them from being successful as an effective leader.
This looks like an interesting read – and in response to Bill, I agree but also feel a major problem is when people are promoted for skills that may not transfer up the ladder. Great sales people aren’t necessarily going to be great at managing other sales people. We often pull people from the vary roles where they succeed as a “reward”.
Another great book on the topic is What Got You Here Won’t Get You There. It explores how past success can actually serve as a barrier to future success by reinforcing bad habits (if we aren’t careful).
Thanks for sharing, Dan.
Dear Dan and Scott Eblin,
The next level looks very exiting and will play a transformational role in transition phase. This is perhaps less addressed issue that every manager has to face in his career journey. Letting go and picking up are very important to understand. I believe that individual should align the role and requirement with his actions. Generally higher level role needs higher requirement, more responsibilities and for that actions should be different from earlier ones. So, actions that embrace, strengthen, shape up, and align role and requirement, should be picked up and actions that can derails or can derails role and requirements should be let go.
I guess people who fail to fit in leadership role are failed to let go their existing actions. They believe and rely the same key success factors for higher level position. And that might be the biggest myth they perceive.
To justify my statement, I would like to quote the examples of organizations where people have been promoted from sub ordinate level to leadership role. These organization either fail to perform at desired level or perish. Indian Public sector banks are the classic examples. There are banks that promote internal sub ordinate to general manager position and there are banks that promote outsider or direct recruited officer to general manager position. And the difference is visible in performance metrics of these banks. Those who promotes direct recruited officer to higher level perform better than those who favor promotion of sub ordinate employees to higher position.
Right you are Ajay. Another one of the reasons for executive failure cited in the Kelly School study is failure to clarify performance expectations. Quite often executives and managers fail because they don’t recognize how different the results expectations are in their new job compared to their old job. If you’re charged with getting different results, that’s going to require you to do some things differently.
Cheers
Scott
Dan, just as a matter of interest, what do you regard as being a Leader and what do you regard as being a manager? I have heard all sorts of different combinations and permutations, but given what my impression is of someone to be at the helm, I don’t really have a distinct line that I can draw between the two. After all, you have to work with what you’ve got and different situations call for different styles. HELP PLEASE?
Thado,
Great question. First, hard distinctions are impossible. Today, leaders manage and managers lead.
In my thinking the role and function of leadership is forward facing change. On the other hand managing tends toward sameness, consistency, and rhythm.
Leaders tend to disrupt and managers tend to enhance stability.
Thats my take on it,
Best,
Dan
Morning Dan, using an old West analogy, would the leader be the trailblazer, scanning the horizon while still keeping some tabs on rest of the wagon train? They may have the hard task of telling everyone…we have to go up and over that mountain because s/he knows what is beyond.
The manager would be the one keeping the wagon train moving, perhaps sometimes from the back of the train to keep the stragglers going. The manager organizes the processes and people to get over the mountain.
EEEE Haaa Doc .. makes sense… plus you have to add what Scott threw in the mix.
Thabo, love your point about different situations require different styles. I find the model created by Daniel Goleman and his colleagues about resonant and dissonant leadership styles to be very helpful. You can read more about it in their book, Primal Leadership.
All the best
Scott
Scott,
Not another book to read?? 🙂
thanks,
Dan
Dan you took the words out of my mouth. Thanks for engaging. I like the way you simplify it for me in terms of visionary and status quo (I hope I am getting right context). Scott, I will have to add the book to reading list so thanks for the recommendation. Dan you and Doc really painted an easy picture for me as normally when I ask the question I feel none the wiser. Thanks.
Dan,
As a person who reguarly reads leadership books,I find Scott’s book very interesting in the fact that it disccusses what habits to let go. Most books provide a list of new habits to incorporate in your day. By also mentioning what we need to let go Scott’s book will maximize on the growth potential of every leader.
Thank you for offering some free books, as Scott’s book will add real value to any leader.
Greg Bush
Scott, you have a good list there. Other things to let go of: Perfectionism, isolation, rigidity of one’s views. To pick up: a clear understanding of one’s new business context and how it is different from the previous context. From there, leaders create a new list of challenges, a-list priorities, and early wins to attain.
Hi Steve
You’ve got some good adds on your list. While you didn’t mention it, your additions remind me of the kinds of things Michael Watkins talks about in The First 90 Days. A lot of folks have told me that they find The Next Level a nice companion to The First 90 Days as Watkins book focuses a lot of extrinsic things you need to do while The Next Level focuses more on intrinsic changes you need to make.
Hope you get some value from both books!
Cheers
Scott
Scott’s book would have been very helpful to me in my first leadership role years ago as I learned the things to let go through experience (not always pleasant) and gaining a mentor who was a great resource. In my experience, letting go is not always easy.
I would like to read Scott’s book to see how to deal with the emotional challenges and the concept of letting go. I was demoted from a Senior Manager to Manager two years ago and still have some issues of “letting go” that would be challenged by this book.
Great observations on what a leader needs to let go of in order to be successful.
Another essential for a leader to succeed: Letting go of micromanaging. The people who are to follow you need to feel trusted in order to do their best work. Micromanaging sends a message of distrust, and demotivates people enough that they stop following.
To let go of micromanaging, a leader needs to pick up the concept of “good enough” – while it’s not the way they might do something, if it gets the desired result, it is good enough.
Along with that, the leader needs to pick up the attitude of “I can learn something from the smart people around me” and to start listening and asking questions to understand how someone else thinks. It’s the opposite of the “inside-out” thinking Scott Eblin says to shed – it’s an “outside-in” approach.
Dan and Scott – the book sound great and I look forward to reading it.
As to the question what should a new leader “pick up”:
* A mentor or coach who will objectively guide you through the process
* A practice of “walking the floor” daily and listening for not what you want to hear but what you need to hear.
Great ideas! Thanks!
Happy to add to the list Scott. I am enjoying watching you interact on the posts with Dan. You make a great team.
Thanks Joan and thanks for consistently adding value both here and on your own blogs.
Sounds like a great book with some real transformative ideas.
What I didn’t see in the book blurb above was the role of “truth tellers” or critical friends.
Sometimes mentors have the tendency to try and make you in their image….but is that in your best interest and the interest of the org?
Every organization has its truth-tellers. In dysfunctional organizations, they usually meet in the parking lot. In healthy organizations, they have a role or at least don’t fear retribution for reflecting honestly on what they see.
For personal growth, I believe truth-tellers/critical friends are essential to knowing what’s going well, what should be let go of, etc….
In terms of hearing the truth, what’s best? The important mentor who holds a position or skills you seek? Or, a variety of critical friends/truth tellers who will shoot it to you straight? Of course I see the need for both; however, having several critical friends/truth tellers is completely contingent on good relationships and trust.
If I make any sense here, please let me know what you think and whether you see any errors in my thinking.
Many thanks!
Hi Rich,
You’re thinking makes a ton of sense. I address a little of what youe talking about in the last chapter on Picking Up a Big Footprint view of Your Role and Letting Go of a Small Footprint View of Your Role. One of the points in that chapter is that as a leader you’re always on stage and people will take their cues from you for good or for bad. When you’re in one of those big footprint roles, it’s a wonderful thing to have a trusted advisor who will “speak truth to power.”
All the best
Scott
Dan ,
What I’ve found is that the leader needs to discover their own way of leading. And sometimes that journey can be difficult. Sure, you can be coached and read books for guidance but at some point the leader needs to embrace the roll and do what feels natural and lead. The coaching and reading needs to be internalized and brought to the forefront when it counts.
In order to get to that point the leader needs to develop themselves through experiences and study. The great thing about being a leader is that you’re never a finished product. The leader always needs to grow.
-Matt
I am amazed at how many people resist letting go – it is truly an emotional flaw and serious derailer for their progress. As a managment coach, I see too many people who are promoted based on solid technical depth now refuse to delegate what they have always done well to someone else. This causes them to not pay closer attention to the now higher level management and leadership tasks required in their new position.
This is really great. The small-footprint mentality especially, which equates to underestimating your capacity to make a difference.
Do you think the same characteristics responsible for keeping an individual from reaching the c-suite are responsible for new leader crash and burn, or is it a different set of issues?
Great concept.
Omar
Hi Omar
What I see a lot of is that it’s the “go to people” who get promoted and they keep operating in that mode instead of building teams of go to people to cover the broader range of results that are now expected. So, ironically, a lot of the time, the profile that gets them to the C suite or just below is going to ensure their failure if they don’t change.
Hope that helps
Scott
This book looks to be very interesting – look forward to reading it; wish it had been around years ago when I moved into my first leadership position.
Too many people just don;t realize the difference there is between levels of leadership and how hard it is for some to make an effective transition.
I think it is very interesting that of the 4 central reasons leaders fail, the first three are communication related – which has been a frequent discussion topic on this site.
With a 40% chance of crash-n-burn within 18 months, I would think hiring managers would focus more on the ability of an individual to communicate effectively. It might be worthwhile to discover if this is something not typically focused on (enough?) during the interview process, or why it was missed or disregarded.
Referred by an Excellent Lead ship Coach. We all are a leader of some area in our life. Why not learn how to get closer to that goal we wanted to reach. Here is a tool to use.
As individuals move up in an organization what behaviors should they let go? What should they pick up?
What are some reasons 40% of newly promoted leaders fail within 18 months?
First, welcome Scott!
What should individuals let go of as they move up in an organization? I think for an individual who intends to remain with a specific organization, rising up through the ranks, they need to come to terms with the boundaries they will need to make between themselves and coworkers. When you are coworkers it is supremely natural to fall into habits of discussing personal lives, feelings about workplace issues, and other confidences. When you are a leader and may be in a different relationship to people who used to be your peers and/or have more access to sensitive information, you will not be in a position to share as much. Makes it easier to be scrupulous about boundaries from the start (not to be abrupt or unfriendly, but aware of the exchaneg of information).
What should individuals pick up? I think many great leaders do this naturally but as they move up the ladder, people should deliberately “check in” with stakeholders, even with nothing is “wrong” (maybe especially when nothing is wrong). Establishing a relationship that has acknowledged the good, the bad, and the mundane puts a leader in a better position to deal with stressful times at the office.
Reasons newly promoted leaders fail within 18 months? Sometimes 18 months isn’t sufficient time for that leader to build a foundation – it sounds like a “long time” and it is in many ways but organizations get into patterns of saying “so and so is the best new thing” and relying on some “honeymoon phase” enthusiasm to be the cure for what is actually a very entrenched problem. Leaders need time.
Couldn’t agree more Paula! The role of relationships is so often overlooked.
Good point about boundaries Paula. Probably best not to overdo it in either direction.
On picking up a focus on relationships, couldn’t agree more. One of the chapters in The Next Level is on Picking Up Looking Left, Right and Diagonally as You Lead and Let Go of Primarily Looking Up and Down as You Lead. The further you rise, the more it’s about building and managing relationships.
All the best
Scott
Thanks for the reply, Scott. I look forward to reading your book, and really appreciate you participating in the Leadership Freak conversation today.
Also according to research by the Centre for Creative Leadership, Executive’s competence in Personal Learning is typically extremely weak, ranked at #66 out of #67 competencies, just above Developing Others.
That has to mean that the executives who have enough self awareness to recognise they still need to learn and develop and take the time to read books like “The Next Level” and put it into practice will gain a huge advantage over their peers. This of course will provide value not just to themselves but also their teams and organisations. However, we are probably preaching to the converted here.
The challenge is in helping those leaders who feel they have already learned everything to see the need. They aren’t likely to be the ones who are reading and looking for personal development opportunities for themselves.
As an external executive coach and therefore not in a performance management role I welcome your thoughts Dan and Scott on how to raise executives’ awareness of their need for continuous learning and development.
I’ve recently been promoted to a leadership role in my organization, and I’m struggling to move from a “reactive” role — where I’m trying to catch up to the other leaders, launch a new product and set a vision for my team and myself — to a “proactive” role. I’m working very long hours and feel overwhelmed at times. I think my biggest challenges are setting a vision, clearly communicating my expectations and delegating work. But, with limited timelines, which one comes first? Right now, I’m doing a “little bit” of each, and that’s not working as effectively as I’d like. On a positive note: Dan – your blog and the everyone’s comments have helped me a lot over the last six months. I can’t thank you all enough!
Hey MP, your ‘reactive’ comment triggered a minor riff here.
Given an earlier query about the distinction between manager and leader… is it that a manager has to have more ‘reactive’ tools and some proactive tools and a leader needs to have more ‘proactive’ tools than reactive in their individual bag o’ tricks?
To incorporate with Scott’s perspective, perhaps that means if landing in the reactive camp too much, perhaps its time to do some letting go of old ways so that you can pick up new ones.
Here’s a question that might help MP. What is it given your role and all of the unique resources, access, info, authority, visibility, etc that comes with it that only you can do? The point is you’re the only one in your role so there are certain things only you can do. That’s probably a short but high impact list. It’s not a list of things you’re an expert in, it’s a list of things that only you can do because you’re the only one in it. Create some bandwidth for that short list by shifting some of the things you’re an expert in to your team. They’ll grow and so will you.
Good luck!
Scott
Doc and Scott, Thank you very much for your suggestions and insight!
“Letting go” is a fascinating concept for executives since so much “picking up” is required in order to attain that executive’s chair. It would be difficult to “let go” of things that propelled an executive, just as some exceptionally wealthy people (like Jimmy Jones of the Dallas Cowboys who was once poor) still worry about being poor again. Achieving leadership success is full of ambiguities, so no wonder “letting go” is a challenge. The books sounds very interesting. Thanks for the review and the context! ~Dawn
Dan, I always appreciate your book reviews and suggestions. Thank you that you do incorporate that into your blog posts. It adds to the resourceful experience that LeadershipFreak offers.
I have just not heard of anyone really dedicating a good look at what leaders need to let go of and your excerpted list from Scott’s book has me intrigued. Thanks to your intro, I’ll look forward to winning or buying a copy of this book.
Blessings,
Julia
I know that letting go is sometimes the hardest thing to do. Micromanaging can be a bad thing that can take up a lot of time and not let other people work for you. I sometimes have a hard time letting others do what I think that I could just do and get done to move on to the next thing.
Once I was able to let others do a task I have found that other ideas can be better than mine and that giving others a little freedom to work can yield good results. It is still hard sometimes for me to allow others to do it but it gives me more time to commit to projects that I need to be doing and it can be a win win situation as long as there is communication.
Sounds like a good read with some valuable lessons.
Garrison
Congrats on learning such valuable lessons Garrison. The suggestion I had for MP above might be helpful to you too.
Cheers
Scott
Ah… there are communications skills and relationship skills right at the top! Always true, and always pointed out. When will we learn how important they are??
Sounds like this book would be extremely helpful in the batch of workshops I’m doing right now. I’d love to get a free copy!
As individuals move up in an organization what behaviors should they let go?
TALKING
What should they pick up?
LISTENING
What are some reasons 40% of newly promoted leaders fail within 18 months?
TOO MUCH TALKING, NOT ENOUGH LISTENING
Ja’mon Jim! I second that.
On one level, talking is inside out, listening outside in.
It is a rare person who can listening while they are talking.
or texting…
Yes, we’re given two ears and one mouth for a reason! That seems to be a good ratio for listening to talking. And, when leaders do talk, I’d suggest that a big percentage of the talking needs to be in the form of open ended questions that encourage people to engage and think.
All the best
Scott
Dan & Scott – The Next Level is where we all want to go – I have long range visions and it sounds like taking the next step in that direction is always the right answer.
Thanks for posting this review and I would LOVE to read the book as well!
About 8 months ago I left my j-o-b of 10 years and am focused everyday on building my financial coaching business as a solo-preneur. What an adventure and blessing, I love it!
Take care Guys!
Aaron
Fantastic Aaron. Good luck!
Scott –
I would love some insight on this particular bullet:
» Failure to Clarify Direction or Performance Expectations
We are a growing company (we had less than a dozen employees when I began 10 years ago and now we are nearing 100) and as the company has grown, I have grown into my current leadership position. Given both types of growth, I find it particularly difficult to always provide the clarity my team needs/deserves…because sometimes it’s a moving target. It’s easier to say: our HR manager is leaving, here is the job description…who is qualified and interested? vs…I think it’s time for a HR manager – not quite sure what that job looks like…anyone interested?
Any tips?
Crystal, I love Bill Bridges Four P’s model. What’s our purpose? What’s the picture of the future when we’re fulfilling our purpose? What’s the plan for creating the picture? What part does each person play in the plan? The first two questions are strategic and the last two are tactical. They can be used as framework for keeping yourself and your team on track as things change.
Exciting times for you and your company. Have fun!
Scott
Dear Dan,
As one moves up in the career ladder and takes the next higher level, he is expected to take higher responsibilities with better contributions. It also means that a new set of skills and knowledge will be essential and forgoing the temptation of doing everything yourself and act as a mere team player. The next level promotion will need you to act more as a team leader and rely on the team members to deliver with high degree of involvement and motivation. Avoid time wasters and use the working hours more productively and broaden the horizon to think from the company’s view points.
Decision-making with eye for details, finance knowledge and employee-centric approach would be the focal points of concentration at a leader level. Forgoing ego; avoiding conflicts; moving away with argumentative nature, impatience and a habit of criticizing management and its policies are few things one should leave behind in the path of career progression. Out-of-box thinking and positive contributions with consistent good performance can help to sustain the newly promoted position.
Man-management will be the key to success. Add to this will be new knowledge, upgraded skills and a sense of responsibility with accountability.
Dear Dr. Mrunal Asher,
Excellent points given. You have narrated almost all the good traits of an effective leader. I strongly agree to your point that to succeed at higher level, leader should have man management skills. Criticizing management and its policies are prevalent in the organizations and I believe that are the bottlenecks in development process. Decision making capabilities and employee centric approach are classic ones. They really work in the organizations. Mr Vineet nayar, CEO of HCL technology has recently discussed and written a book titled ” Employee First”. His philosophy is employee first and customer second.
Regards
Ajay
What a timely topic for me. As a new CEO of my company, I’ve been working with my coach on this very topic. A distinction that has helped me realize I need to turn up the heat on a different set of competencies (and lower the heat on others) is Technician versus Leader. I’ve been a very successful technician. But it’s time to turn to growing as the CEO. What’s key here for many moving to the next level is awareness that they need to change up how they show up in the next level.
Good discussion , Dan.
Shawn
Shawn,
Way to coin a phrase, “change up the way they show up” Niceeee!
So glad you shared your story. Sometimes just sharing who we are and where we are going encourages others.
Best,
Dan
Agreed. Someone needs to put that line on a bumper sticker!
It looks as though the ideas discussed in the book would be valuable not only to leaders in new roles of responsibility, but also to those who aspire to grow their careers or relationships. It could also help those not yet in top leadership roles understand how effective leadership looks, to evaluate their current leader’s effectiveness, and to adjust their own behavior accordingly. Looking forward to reading more.
Thanks for your comment Frank. In working with clients and groups with the Next Level material over the past five years, I’ve learned that it’s also helpful to any leader who needs to get different results. These days that’s just about any leader. The pick up and let go framework seems to have a lot of applications.
All the best
Scott
I have three children all of whom have potential for success. I was successful but in my own small business so I am not much help to them. Two are men age 30 and my daughter is 26. What is the most important thing for them to know about advancing in the corporate structure?
Congratulations on having such great kids Terence. There are so many things one could say about the secret to advancing in the corporate structure. One that comes to mind are to be really clear about the reputation you want to be known for and act accordingly. Part of a good rep for anyone who wants to move up is to be known as a person who works well with others to get things done.
Best to you and your family –
Scott
A successful leader is not the one who is pinning feather after feather to his cap. The real success is the one who is working shoulder to shoulder with the people. We know them in our midst because we want to be right next to them… they energize us and challenge us to be more than we ever thought we could be. They make us better people by their mere presence.
Elaine, this comment dovetailed perfectly with a conversation I had just had with a coworker about how we can lead in ways that inspire. It has been cut, pasted, and forwarded! Thank you.
I love synergy! Glad to hear it.
Have a great day!
Elaine
I’ve be what I’ll call a ‘reluctant leader’ for the past few years. Now I’m moving up to new position with more responsibility. It seems like many more people will be doing the same as the older generation (Boomers) start retiring at a faster rate. This book sounds like a great read and on a very relavent topic.
I wonder how much of that 40% failure rate is do to the Peter Principle? (Everyone is working to one level above their competency)
Talking about emotional attachment and not letting go, my thoughts go to hoarding (keeping stuff as an emotional machanism for dealing with OCD problems). Seeing as how people attach emotions to physical items, I totally believe that people can do that with personal habits as well.
The one thing I’d think leaders would have to take on would be a Big Picture view of how their group works; a more systems thinking approach. The thing they’d have to toss most: pettiness in personal dealings.
The first item – ineffective communication – is the big one and the other three items really are just extensions of that. Often we move strong individual contributors into management/leadership positions without giving them the tools to be successful which means they rely on what they know. There may also be some adversion to change because it takes them out of their comfort zone. People repeat what they’ve been rewarded for – both positive and negative so we need to help find what should be rewarded and we really need to do a better job of assessing leadership qualities (including emotional intellitence) and putting the right people in those seats.
Fascinating topic and a book I’m looking forward to reading!
Some years ago, I read a book called The Leadership Pipeline by Ram Charan. The most valuable tidbit that I picked up from it was that I must value different work as I move up within the company. If I’m a great widget maker and feel fulfilled making widgets, in order to be a successful widget maker manager, I must find the work of the manager as valuable. And, as I am promoted in the organization, I must make a shift with each promotion to value the work at the new level.
I actually encountered this struggle myself. Moving into a “manager of managers” position was challenging for me because I didn’t immediately see the value that I was providing. In addition, I wasn’t sure that other people saw the value I provided. Once I let go of having my success defined in “task oriented” activities, I became far more successful and comfortable in my role.
This dovetails with the point Dan provided from this book about doubting in how they contribute. Had Scott written this book about 7 years ago, I would have been better prepared for this shift!
Thanks for the post and for writing the book!
As a prior President and CEO, I can tell you the next level is very lonely unless you learn to get over yourself, and understand that it is not about you. Complacency was what did me in. I look forward to reading” The Next Level” and sharing it with the business owners and execs which which I mentor and advise.
Sounds like a good book. I’m not into it as much as some of you but love all the points you shared which this book makes. I want to be a successful leader and try to follow them. Thanks for sharing!
This book totally fits my Leadership Coaching – the most difficult transition to leadership is successfully moving from an individual contributor to 1st level leader. Then working with developing those 1st line leaders to the next level – without moving them into a position of failure. Evaluating each move to assure the person has the competencies to be successful, vs. working way over their capacity. This looks like a very valuable book.
Thanks
Communication is so vital to leadership, yet so many books supposedly on leadership fail to address it thoroughly, if at all.
This looks like a good read.
I hope you sell a million copies!
I will add a link to your book on my leadership blog http://www.kellycroy.wordpress.com
Thank you for inspiring others.
K.
I graduated with my bachelor’s degree in business. Shortly thereafter I felt the unmistakable call of God into pastoral ministry. At the time I wondered why God would allow me to go through such intensive leadership training simply to call me to pastor a church. As I went through seminary and sharpened my theology, counseling, scriptural knowledge, and pastoral methods, it began to dawn on me. There would be no way I could wear all the hats I am called to at the church I now pastor had I not learned those prior skills in the business classroom/world. It takes a great deal of leadership to run a church, just as it does a business (which I am very much still learning).
Needless to say, I would really like to read this book by Mr. Eblin. I see the bullet-points in the summary above speak of those things successful leaders must learn to divest themselves of. Primarily, it would appear that setting healthy boundaries and surrounding oneself with a capable support staff (employee base) are keys to success. Issues such as understanding responsibility (and its effects on the organization), burn-out, and self-reliance are some areas where I’m really trying to learn and grow.
Thanks for the opportunity to learn about this author, his book, and giving us the chance to win a copy. Have a blessed day!
I need this leadership book. I must have it. Having your book could expose hundreds, if not thousands to the information contained within.
I appreciate the wealth of insights presented here. There is something important in leaving certain things behind, difficult to do because they have become part of one’s “muscle memory”, a practiced reflex. That is the least obvious part of getting to the next level, and possibly the most entangling because of the comfort level entailed.
Setting clear and specific goals and performance expectations from the group is the core. Communicating effectively the same is crucial. Failing to do so is a sure shot recipe for failure to come.
Looks like an outstanding book. Leaders need a vision and need to engage their team in a strategy rather than a series of disjointed activities that don’t roll up into a higher level goal. Consistent, persistent communication and a basic respect and care/concern for people on the team goes far. At least that’s what I admire about our leadership team.
The points in Mr. Eblin’s have been separately discussed in other books but I would be interested in what he has to say about these points. gB
It excites me when clips from a book look and feel like something I could be in my tool box and use today yet.
I will definitly be putting this book on my list. It seems to be hitting on many areas I would like to read more about.
Thanks for the tweet and sharing such great resources Dan.
Thanks for writing such an interesting book Scott.
Leaders need to stop,expecting that they know everything in their field,instead start harnessing people or workforce power.
We have found that what stops many of our managers from becoming leaders is their emotional intelligence. It is that ability to not be self-reliant and to inspire others. Setting clear performance expectations allows a leader to be able to depend on his people as he builds trust. Trust is such a two way street and although it is now becoming a buzz-word I do feel that it is a skill that if lacking causes many leaders to fail.
Things to let go of…
— Details. It’s all about surfing the ambiguity waves as you rise further.
— Pre-conceptions. Pre-conceptions box in your view. The view is supposed to be better as you move up.
— Need for Perfection. The 80-20 rule becomes 70-30 and slippier.
Looks like very interesting reading…
Dan,
Thank you for the thought-provoking questions.
As my leadership responsibilities have grown over the years, I have learned that doubting myself has decreased others’ perceptions of my abilities and hindered my effectiveness. I have made concerted efforts to strengthen my self-confidence. At the same time, I have learned to delegate authority and emphasize teamwork.
I have observed a couple of reasons for the failure of people in new leadership positions. First, increased responsibilities usher in new and different stressors which present problems if they are not efficiently managed. Second, ambiguous job roles have fostered feelings of insecurity in the minds of both leaders and followers, leading to diminished job effectiveness—or at least the perception of diminished effectiveness.
Scott, Good luck with the book!
Shawn, good observations on the two additional reasons for failure. Think that both can be addressed somewhat by being intentional around clarifying expectations with key stakeholders. Without clear conversations around what’s expected, everyone is operating on assumptions that may or not be aligned.
Cheers
Scott
Hi Scott – great timing. Can’t wait to discuss the book here in Boston with the Business Book Club. Question – how does a lack of vision play into your analysis? curious to read the book and see if a lack of vision plays into your analysis.
Hi Nancy
Glad to hear you’ll be sharing The Next Level with your book club. thanks!
On the vision thing (as a fomrer president used to call it), I don’t think it’s a you have or you don’t situation. Vision can be developed by answering a couple of questions. What are we here to do? And, what will it look like when we’re doing it? The key after that, of course, is to share and engage around your answers with others that can make it happen.
All the best
Scott
I think a leader in some organizations can only be as good as the organization allows, I know that sounds funny, but some organizations are not run well in turn some of the leaders of these organizations may be good leaders waiting to happen.
That is not the type of leader I strive to be someday, but I do learn from them sometimes what not to do.
This idea of letting go fits well with some of my goals and plans for the year. I am 6 months into my first management job and I am very active in civic duties in my community along with activities of 3 children. I am finding that some of the things I need to let go are OUTSIDE of work. The level of activity makes me feel overwhelmed even when I am at work. It seems from the book description above we should be aware that we have a limited capacity for focus. So when our focus changes, we can’t just add, we also have to subtract. I look forward to reading the book.
I firmly believe the letting go is just about the hardest part of management and leadership’s approach to their organization. After all, why would you go out and fix somethin’ that ain’t broke? Just because it don’t look broke doesn’t mean that it won’t be tomorrow. The world keeps right on getting on. You organization can be left behind overnight.
Leadership has to be constantly looking for improvement and that means change and letting go.
Consider this quote from the past: “What is the most rigorous law of our being? Growth. No smallest atom of our moral, mental, or physical structure can stand still a year. It grows – it must grow; nothing can prevent it. It must grow downward or upward; it must grow smaller or larger, better or worse – it cannot stand still. In other words, we change – and must change, constantly, and keep on changing as long as we live. Who is the really constant man? The man who changes. Since change is the law of his being, he cannot be consistent if he stick in a rut.” (Mark Twain, “Consistency”, a paper read at the Hartford Monday Evening Club, following the Blaine-Cleveland campaign, 1884, The Complete Essays of Mark Twain, Da Capo Press, 1963, p. 577) This has held true for well over 100 years.
The status quo will not get you anywhere in today’s environment. Change must be leadership’s mantra. If it isn’t, the organization and its leadership will cease to exist.
Picking up some help, such as business advisers that can serve as a brain trust, (or more specifically, people with brains they can trust), to meet with regularly is something that could be beneficial.
The goals of this trust could be to share similar EQ goals as well as functioning as general business counsel for specific issues. This would be a safe place to share, create, and communicate. An example of a trust could include a career coach and 3-4 people working within different companies, but in similar capacities.
The reason I mention the inclusion of a coach, is so the group remains focused on positive growth and doesn’t slip into the “hey, let’s talk about the game” buddy group. The coach can lead sessions individually with each person, but as a group should allow natural flow.
Thoughts?
I look forward to reading this book. As with others, the letting go aspect is what I find most difficult. I’m in the middle of changing roles right now and in order to continue to succeed, letting go of some things that I do now, will be key. Any advice that will ease letting go, will be valuable.
Plan on owning a daycare soon! This book will be more than helpful for my future in success! I follow on twitter! AWSOME!
The book sounds like a winner, and I’ve added it to my list to read. Naturally, I’m hoping to win a signed copy, but that won’t be the deciding factor. 😉
I wanted to comment briefly on the four central reasons leaders fail. In my experience, these are probably the biggest reasons for failure at any level, not just the executive level. In fact, they might be applied to personal interactions as well.
A smart reader will take the concepts from this book (and others) and use them in any context they may be applied.
Finally, while I plan to read the book, one of my favorite quotes goes something like, “A single conversation across the table with a wise man is worth ten years mere study of books.” I don’t mean to use that literally since I believe in reading, but there is a certain depth that is much more attainable in learning directly from the author. That’s a long way of saying that I hope our paths cross someday, and that you’ll have time for coffee or lunch!
One of the things I find most interesting is that leaders are observers of others and readers of materials that is to help others for becoming leaders. I have read many books about this but have not found an answer to this problem. How does one lead a leader to lead when they do not have the desire to. This is happening with a fellow co-worker/friend. She has such potential and influence with others, yet she has no desire to be in a leadership position and voices this repeatedly. Do you let it go or do you set up situations that would engage her to lead and hope for her to realize her potential and influence for leadership?
I am really impressed by leadership. How they stick to their core values and beliefs despite any opposition. The difference between a leader and a manager is that a leader sets the example and people follow them out of respect. I hope I could get some mentorship from people like you. All the best!
Well done. Great information.
I would love a copy of this book. I’m about to take a leap into a leadership role at work and even though I’m ready for it, I could certainly use the extra knowledge I feel this book will provide.
I found Scott’s comment to be one of my biggest lessons at the beginning of my career:
“Paces himself/herself by building in regular breaks from work.”
I used to think I had too much work, not enough time, so nose to the grindstone. Later, I realized that the best thing I could do for myself is to take time to chat with people in the office. A simple inquiry about the weekend or favorite activities helps establish rapport, and inevitably, many of these people were helpful when I needed information/help cause they knew me as a person and were more open to helping, even if it is just to connect me to the person with the right answer.
I am really looking forward to reading this book.
Anxious to read this. Thanks for the review.
Well I must admit, its the letting go that a leader (myself) finds a challenge. The next level is what all of us should want..Just an excerpt has really hooked my interest.
It is great to see such resources available as we continue to look forward.
Great review. Very informative, and leaves me wanting to read the material reviewed. Thanks,
Kevin
I’m looking forward to reading this. It looks very interesting.
There are several areas of your book I am interested in. I think I am horrible about communicating my expectations. I get a lot of “yes ma’am” while we are talking, then nothing later. I am looking foward to the “ah ha!” moments I will have when I read your book!
I completely agree with the idea of letting go of bad habits and being able to change and adapt. Marshal Goldsmith has great thoughts on this in his book, “What Got You Here Won’t Get You There”. The ability to take honest feedback from peers, superiors, and subordinates seems to be a critical piece to success as leaders grow. We are all terrible at self-assessment, so intentionally requesting and reviewing this feedback can be an important pattern for success.
Looking forward to this book. I find that women executives have a much harder time letting go and removing their emotional self from the situation.
The main thing that I think they should let go of is wanting to take all the credit for their position and the main thing that they should pick up is a team mentality-we win as a team opposed to I win.
Looking forward to learning more.
I got in a little late on this post, but i have enjoyed reading the discussion about “The Next Level”. When I look at leadership I often look towards sports for examples. Michael Jordan often comes to mind. MJ was considered to be the best basketball player in history. Even current NBA stars like Kobe Bryant and Lebron James acknowledge this “fact”. Jordan was the leader of his team. When it got down to the buzzer in key games, even the coaches deferred to his leadership to win games.
Fast forward to the MJ of recent years in the role of player/ccoach, manager and owner. He would not make the Top 10 list in any of those categories. Why wouldn’t the best PLAYER of the game make the best COACH of the game? Why doesn’t the world’s best player make the best owner? He could. Jordan, however, has run into the same problem that many of us do as we transition from one position to another: letting go. The same skills that made him a basketball legend are not the same skills that have made Phil Jackson a coaching sensation. Sometimes you have to let go of the ball to get the victory.
I look forward to reading “The Next Level” and the other books mentioned in this discussion.
I am glad to see a book advocating that we let go of some things! What a freeing concept! Personally, I learned my lesson the hard way with a crash leading to clinical depression a few years ago. I am thankful for the impetus to let go, though – let go of perfectionism, living up to the expectations of others, taking on too much, needing to perform in order to feel significant. Now I see too many leaders in my church who struggle with the same things, but seem to wear them with a badge of honor. Thank you for offering a book that doesn’t just add to our “to-do” list as a leader, but has the potential to help us let go of some things! I hope to read it.
I’m hearing great things about the book from colleagues, and look forward to diving in.
We have the tendency to look at leadership development as if it were a mountain top to ascend, a place to plant the flag and take the photo. But leadership is fluid, and the challenges always come harder and faster — which means we can never “arrive.”
I love the idea about letting go and picking up, as a life discipline for leadership development. The old things that we leveraged for prior success are sometimes the very things that limit our success at the next level. Scott’s first edition was instrumental in turning on the light for me, and helping me to turn on the light for my clients. Can’t wait to read the second one!
Stay hungry.
Looking forward to reading this one!
One of my favorite leadership authors is Max Depree, especially his book “Leadership is an Art.” One of his profound statements near the beginning of that book is that the most important step for any leader is to define reality. Some of that has to do with defining the reality of one’s current organization but, perhaps, the most significant reality to define is where/who am I in relation to God, my family, my friends and definitely the organization I serve. Because Depree’s conviction is a life-long challenge for me, my antenna are always up for leadership books that go beyond teaching leadership principles (which are terrific!) but truly help the leader define their reality. That is why I am eager to read Eblin’s “The Next Level.” It appears to be a book that will serve as a tool, a mirror, and a guide for me (and for those who lead with me) in defining reality and, therefore, growing as a leader. Thanks Dan & Scott for spurring us on to The Next Level!
A great resource and a great book. The paradigm of picking up and more importantly, letting go, of tasks/responsibilities/perspectives, is intuitive and helpful. IMHO, the greatest challenge for leaders is the letting go portion of that formula.