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Launching a Leadership Revolution: Mastering the Five Levels of Influence
Sooner or later, we are all called to lead in some capacity. Leadership skills are vital in corporate settings, small businesses, church or community organizations, and even within the home. Chris Brady and Orrin Woodward have recognized this need and have jointly created an in-depth, step-by-step guide for developing leadership skills.
Utilizing an abundance of historical examples, the authors have developed a unique 5-step plan that charts a course for creating and maintaining strong leadership in any organization. The plan guides the reader through the "Five Levels of Influence":
- Learning: a leader must be able to learn from anyone
- Performing: perservere through failure to find success
- Leading: extend your ability by expanding your team
- Developing Leaders: learn to trust your people
- Develop Leaders who Develop Leaders: create a legacy
This book is full of prescriptive advice, quotes and anecdotes that illustrate their principles.
Utilizing an abundance of historical examples, the authors have developed a unique 5-step plan that charts a course for creating and maintaining strong leadership in any organization. The plan guides the reader through the "Five Levels of Influence":
- Learning: a leader must be able to learn from anyone
- Performing: perservere through failure to find success
- Leading: extend your ability by expanding your team
- Developing Leaders: learn to trust your people
- Develop Leaders who Develop Leaders: create a legacy
This book is full of prescriptive advice, quotes and anecdotes that illustrate their principles.
288 pages, Hardcover
First published January 1, 2005
143 people are currently reading
6225 people want to read
About the author
Chris Brady
95 books244 followersChris Brady is a NY Times best-selling author, speaker, humorist, and businessman. His books include The Bitcoin Bride, Launching a Leadership Revolution (co-authored with Orrin Woodward), PAiLS, Rascal, A Month of Italy, Leadership Lessons from the Age of Fighting Sail, and several other titles on leadership and success. Over 1 million of his books have been sold in six languages.
Chris is CEO and Creative Director of The Life Platform. He is also the executive publisher of Obstacles Press, and one of the founders of All Grace Outreach, a 501(c)(3) charitable organization.
Originally educated as an engineer, Mr. Brady received his BA in Mechanical Engineering at Kettering University and his Master of Science in Manufacturing Engineering at Carnegie Mellon University as a General Motors Fellow, with Master’s Thesis work completed at Toyohashi University in Japan.
Chris is an avid motorized adventurer, world traveler, private pilot, community builder, soccer fan, Christian, and dad.
He also has one of the world's most unique resumes; including experience with a live bug in his ear, walking through a paned-glass window, chickening out from the high-dive in elementary school, destroying the class ant-farm in third grade, losing a spelling bee on the word "use," jack-hammering his foot, and more recently - sinking his snowmobile in a lake.
If you can’t find Chris speaking in front of a live audience, or in his office writing, or in a bookstore, or playing with his children, or on the sideline of a soccer pitch, or in the hills of Tuscany, or out on the lake, try looking in the following Online locations:
www.chrisbrady.com
www.christopherjamesbrady.com
www.twitter.com/rascaltweets
www.facebook.com/rascalnation
www.instagram.com/cbrascal
www.chrisbrady.typepad.com
www.chrisbradylife.com
www.medium.com/@rascaltweets
www.linkedin.com/in/cjbrady
www.amonthofitaly.com
www.launchingaleadershiprevolution.com
Chris has been recognized by INC. Magazine as among the Top 50 Leadership and Management experts. Richtopia listed Chris among the 200 Most Influential Authors in the world. Chris's blog has been included multiple times as a key resource on leadership for executives, managers and CEOs. In 2010 he was awarded the Kettering/GMI Alumni Association Entrepreneurial Achievement Award.
Chris and his wife Terri have four children and live in North Carolina.
Chris is CEO and Creative Director of The Life Platform. He is also the executive publisher of Obstacles Press, and one of the founders of All Grace Outreach, a 501(c)(3) charitable organization.
Originally educated as an engineer, Mr. Brady received his BA in Mechanical Engineering at Kettering University and his Master of Science in Manufacturing Engineering at Carnegie Mellon University as a General Motors Fellow, with Master’s Thesis work completed at Toyohashi University in Japan.
Chris is an avid motorized adventurer, world traveler, private pilot, community builder, soccer fan, Christian, and dad.
He also has one of the world's most unique resumes; including experience with a live bug in his ear, walking through a paned-glass window, chickening out from the high-dive in elementary school, destroying the class ant-farm in third grade, losing a spelling bee on the word "use," jack-hammering his foot, and more recently - sinking his snowmobile in a lake.
If you can’t find Chris speaking in front of a live audience, or in his office writing, or in a bookstore, or playing with his children, or on the sideline of a soccer pitch, or in the hills of Tuscany, or out on the lake, try looking in the following Online locations:
www.chrisbrady.com
www.christopherjamesbrady.com
www.twitter.com/rascaltweets
www.facebook.com/rascalnation
www.instagram.com/cbrascal
www.chrisbrady.typepad.com
www.chrisbradylife.com
www.medium.com/@rascaltweets
www.linkedin.com/in/cjbrady
www.amonthofitaly.com
www.launchingaleadershiprevolution.com
Chris has been recognized by INC. Magazine as among the Top 50 Leadership and Management experts. Richtopia listed Chris among the 200 Most Influential Authors in the world. Chris's blog has been included multiple times as a key resource on leadership for executives, managers and CEOs. In 2010 he was awarded the Kettering/GMI Alumni Association Entrepreneurial Achievement Award.
Chris and his wife Terri have four children and live in North Carolina.
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Displaying 1 - 30 of 155 reviews
August 20, 2022
This book is my early favorite for Best Business Book of 2008. It also wins my prestigious Yellow Highlighter Award —I have highlights and stars on virtually every page!
The authors walk readers through The Five Levels of Influence:
Level 1 Leaders are only as good as what they learn.
Level 2 Leaders are only as good as their personal performance.
Level 3 Leaders are only as good as the performance of their team.
Level 4 Leaders are only as good as the performance of their leaders.
Level 5 Leaders are only as good as the enduring quality and succession of their vision.
Any one who is fortunate enough to have to work for a living will benefit from this book. If you happen to work with others then you are presented with leadership opportunities daily. The clearly written, positive strategies detailed in this book will help you understand your current level of influence and help shine a light on the steps you need to take to increase your leadership influence.
Access Gene Babon's reviews of books on Business Leadership and Business Strategy at Pinterest.
The authors walk readers through The Five Levels of Influence:
Level 1 Leaders are only as good as what they learn.
Level 2 Leaders are only as good as their personal performance.
Level 3 Leaders are only as good as the performance of their team.
Level 4 Leaders are only as good as the performance of their leaders.
Level 5 Leaders are only as good as the enduring quality and succession of their vision.
Any one who is fortunate enough to have to work for a living will benefit from this book. If you happen to work with others then you are presented with leadership opportunities daily. The clearly written, positive strategies detailed in this book will help you understand your current level of influence and help shine a light on the steps you need to take to increase your leadership influence.
Access Gene Babon's reviews of books on Business Leadership and Business Strategy at Pinterest.
October 22, 2014
I have an extensive and continually growing library of leadership, having read dozens (at least) of books on the subject. Launching a Leadership Revolution is definitely among the very best and most comprehensive, achieving what few do: balancing theory with application (the art and science of leadership).
The book is organized well, using simple descriptive chapter headings that are helpful and true, like "What a Leader Is," "What a Leader Does," "How a Leader Grows in Influence," and memorable hooks for each of the Five Levels of Leadership. It includes an excellent bibliography ranging from other books on leadership to great biographies. The authors are obviously widely read and prolific readers.
Brady and Woodward synthesize much and they do it well. There are countless helpful, truthful and accurate definitions of leadership; this mere fact illustrates why we continue write and read about the subject; it is so broadly experienced and definable it becomes indefinable. But these authors came up with one of my favorite definitions of leadership: "the influence of others in a productive, vision-driven direction and is done through example, conviction, and character of the leader."
Other reviews criticize these authors for rehashing what has already been written and their use of quotes. How can you not do so about leadership? What I like is that Brady and Woodward synthesize what has been written and said over the ages into something fresh, meaningful, helpful and practical. This is a book on leadership that can be applied by anyone seeking to develop further as a leader at any level, in any context or role.
The authors boast of their use of historical examples for each of the described 5 Levels of Leadership, levels which they appropriately recognize as extensions from the work of authors John Maxwell and Jim Collins. Some of the historical examples work better than others, but I appreciate this approach of putting "flesh", hands, feet and personality on each level of leadership that nearly everyone can recognize. As for those who criticize the leadership examples from the history of Christianity, are you saying they are not prime examples or just grousing about religion because you have issues?
Brady and Woodward are arguably Level Four leaders in their own right, and this is the book that launched it for them. It can help any serious learner seeking to be a leader to the same.
The only reason I give it 4 stars instead of 5 stars is due to the publisher's allowance of sloppy editing, which was highly distracting, and the missing punctuation, misspellings, etc., made reading a challenge at times. This is not so much the fault of the authors - any writer is only as good as his last editor. The young Obstacles Press needs to step up their editing game immensely.
The book is organized well, using simple descriptive chapter headings that are helpful and true, like "What a Leader Is," "What a Leader Does," "How a Leader Grows in Influence," and memorable hooks for each of the Five Levels of Leadership. It includes an excellent bibliography ranging from other books on leadership to great biographies. The authors are obviously widely read and prolific readers.
Brady and Woodward synthesize much and they do it well. There are countless helpful, truthful and accurate definitions of leadership; this mere fact illustrates why we continue write and read about the subject; it is so broadly experienced and definable it becomes indefinable. But these authors came up with one of my favorite definitions of leadership: "the influence of others in a productive, vision-driven direction and is done through example, conviction, and character of the leader."
Other reviews criticize these authors for rehashing what has already been written and their use of quotes. How can you not do so about leadership? What I like is that Brady and Woodward synthesize what has been written and said over the ages into something fresh, meaningful, helpful and practical. This is a book on leadership that can be applied by anyone seeking to develop further as a leader at any level, in any context or role.
The authors boast of their use of historical examples for each of the described 5 Levels of Leadership, levels which they appropriately recognize as extensions from the work of authors John Maxwell and Jim Collins. Some of the historical examples work better than others, but I appreciate this approach of putting "flesh", hands, feet and personality on each level of leadership that nearly everyone can recognize. As for those who criticize the leadership examples from the history of Christianity, are you saying they are not prime examples or just grousing about religion because you have issues?
Brady and Woodward are arguably Level Four leaders in their own right, and this is the book that launched it for them. It can help any serious learner seeking to be a leader to the same.
The only reason I give it 4 stars instead of 5 stars is due to the publisher's allowance of sloppy editing, which was highly distracting, and the missing punctuation, misspellings, etc., made reading a challenge at times. This is not so much the fault of the authors - any writer is only as good as his last editor. The young Obstacles Press needs to step up their editing game immensely.
February 6, 2016
I thought it was great! If you're wanting to learn about leadership, dive in. What's great about this book is its not just two authors telling you information, they give quotes and story after story as proof. They also include many other well known leaders quotes from their books!
June 17, 2024
In 2005's Launching a Leadership Revolution, co-authors Chris Brady and Orrin Woodward make their contribution to the very oversaturated market of leadership books. Their contribution, on balance, is above average, relative to the dozens of other books I've read on this topic.
Brady and Woodward model their book on their invented concept of five levels of influence - level 1 is learning (no influence), level 2 is performing (any influence on others is additive from that individual's contribution), level 3 is leading (so influence is multiplied through the efforts of that leader's team), level 4 is developing leaders (so influence is exponential as multiple teams led by a leader's protégés all contribute to the broader goal), and level 5 is developing leaders who develop leaders (i.e., having a sustainable legacy, or launching a leadership revolution as the book's subtitle suggests).
The book is structured into chapters that explore the five levels framework with many historical examples -- yes, lots of Winston Churchill and Abraham Lincoln, but also some examples that aren't the low-hanging fruit of leadership books. There are also lots of biblical examples for the religiously-inclined (the religious overtones were prevalent in early chapters but not as heavy-handed as the book progressed).
My big takeaways were that leadership is inherently uncomfortable and almost always a situation of leading in non-ideal environments and in under-resourced conditions (I've found this to be true in my own experiences):
My stats:
Book 126 for 2024
Book 1729 cumulatively
Brady and Woodward model their book on their invented concept of five levels of influence - level 1 is learning (no influence), level 2 is performing (any influence on others is additive from that individual's contribution), level 3 is leading (so influence is multiplied through the efforts of that leader's team), level 4 is developing leaders (so influence is exponential as multiple teams led by a leader's protégés all contribute to the broader goal), and level 5 is developing leaders who develop leaders (i.e., having a sustainable legacy, or launching a leadership revolution as the book's subtitle suggests).
The book is structured into chapters that explore the five levels framework with many historical examples -- yes, lots of Winston Churchill and Abraham Lincoln, but also some examples that aren't the low-hanging fruit of leadership books. There are also lots of biblical examples for the religiously-inclined (the religious overtones were prevalent in early chapters but not as heavy-handed as the book progressed).
My big takeaways were that leadership is inherently uncomfortable and almost always a situation of leading in non-ideal environments and in under-resourced conditions (I've found this to be true in my own experiences):
In the American Civil War, George B McClellan was twice made overall commander of the army of the Potomac, the major fighting force of the Union. Each time, he did a marvelous job of training the troops and bringing the discipline of a regular army to the rank and file, but he was incessantly unready to take action. On the rare occasions when he did confront the Confederate army, he outnumbered them by two-to-one or even three-to-one, but he always found ways to become convinced that the opposite was true. He complained unendingly to President Lincoln that he didn't have enough men, arms or supplies to conduct the proper campaign. McClellan suffered from an incorrect presupposition of leadership; he mistakenly thought leaders could demand and expect perfect situations before taking action. Reality for a leader is almost always a situation of lack and want. True leaders understand this and make do the best they can anyway. As the saying goes, "If you wait for all the lights to turn green before you set off on a cross-country trip, you'll never leave."
My stats:
Book 126 for 2024
Book 1729 cumulatively
July 31, 2012
I'm surprised by all the rave reviews this has gotten. While it has some good points, it struck me as a lot of rehashing of previously rehashed concepts. That rehashing seems to be a constant in leadership books, as is what I have come to think of as quote-itis, which this book is seriously guilty of (even lists two books of quotes in the bibliography at the back). To me, those two things make for a poor quality read. They could easily have cut this book to half the length without taking out any meat. I also find the emphasis on conservative religion and politics distasteful (and prevalent) in leadership books. This book is especially guilty of the former.
The things I liked:
This book has the longest section on mentoring (in the section on Level 4 leadership) that I have ever come across.
Some of their graphic/schematic representations were quite apt. I love the "shoulder of frustration" and the "ditch of discouragement."
I also think the "character/tasks/relationships" assessment of leadership development is practical and useful.
The things I liked:
This book has the longest section on mentoring (in the section on Level 4 leadership) that I have ever come across.
Some of their graphic/schematic representations were quite apt. I love the "shoulder of frustration" and the "ditch of discouragement."
I also think the "character/tasks/relationships" assessment of leadership development is practical and useful.
January 5, 2014
I absolutely loved this book. I read a lot of leadership as well as work in a leadership role and I find the content of this book very applicable. Most leadership books, though very well written, talk mostly about theory but Launching a Leadership Revolution is the best leadership book I've read to date with applicability. It is very realistic and down to earth.
The way they structured the 5 levels of leadership influence is amazing. I love they fact that they start with a "learner" because most people quit learning after high school or college. What good are you leading people if you aren't on a daily self improvement learning process yourself?
I also love how they tie in so many other authors with their work. It really shows how much they read and study themselves and how much they respect the work of other authors and want to give the credit where it's due.
Overall, I love this book and recommend it to anyone who is interested in learning how to apply leadership in their daily life.
The way they structured the 5 levels of leadership influence is amazing. I love they fact that they start with a "learner" because most people quit learning after high school or college. What good are you leading people if you aren't on a daily self improvement learning process yourself?
I also love how they tie in so many other authors with their work. It really shows how much they read and study themselves and how much they respect the work of other authors and want to give the credit where it's due.
Overall, I love this book and recommend it to anyone who is interested in learning how to apply leadership in their daily life.
January 24, 2013
It is hard to put into words. What I dislike about this book. But, mostly it is the author's heavy usage of biblical references. If I wanted to learn about the bible I would have brought a bible.
January 12, 2014
Below are key excerpts that I found particularly insightful:
1- "Leadership ability is a lot like the drilling equipment used by Yates and his partners to discover the richness of oil that already existed beneath him. Each of us; has a natural wellspring of talent and ability buried within. The drill of leadership is required to tap into the geyser of our potential. As with Yates's drilling equipment, leadership ability will take effort to attain, but the rewards are incalculable."
2- "We wrote this book because our work with tens of thousands of entrepreneurs across North America for more than a decade has convinced us that most people (and their organizations) have much more potential locked away inside of them than they realize. Leadership is the key that opens the lock on that potential. Time and again we have seen people come alive and achieve things they never thought possible, once they started learning to take responsibility for leadership. The results, quite frankly, have been revolutionary."
3- "Leadership is the influence of others in a productive, vision-driven direction and is done through the example, conviction, and character of the leader."
4- "While people may exhibit differing natural levels of leadership, everybody can cultivate and grow his or her leadership ability. Besides, ability differs from one endeavor to the next, so that a person may have weak influence in one area but be strong in another. Everybody can be a leader at something. and usually people s strengths lie in areas that interest them greatly."
5- "The three characteristics of "raw material" for a leader are: 1. Hungry 2. Hone-able 3. Honorable. These are the foundational qualities of a leader, the Three Hs that must be possessed by the leader-to-be as a prerequisite to further advancement."
6- "Hunger itself is one of the biggest facets of leadership. Hunger provides the energy to begin, the stamina to persist, and the will to finish an endeavor. It is this hunger or ambition that births leadership."
7- "All of leadership starts with hunger. At any point in time when the leader is not hungry, the leader is not functioning as a leader. This may sound radical, but it is true. Remember, a leader takes people somewhere. The moment the leader is not moving, the leader is not leading. And it takes ambition to keep the leader moving...Along each side of the road are shoulders. Often the shoulders of roads are comprised of gravel...On the left shoulder is comfort. Comfort is fine in small doses and in certain areas of life, but, like gravel, it can also serve as a warning. Remember, ambition flourishes in discontent with the status quo. Discontent and comfort cannot coexist. If a leader becomes too comfortable, ambition will die, and the soft gravel of comfort can pull him or her down into the Ditch of Complacency...Also notice that being a leader means traveling close to the Shoulder of Frustration. In fact, this is the mark of any true leader, being a leader is a study in managed frustration. How can one have ambition tor a brighter tomorrow without being frustrated at the current set of realities? How can a leader be at war with the status quo and not be frustrated at the same time? The answer, of course, is that no leader can. Any real leader traveling the Road of Success toward his or her dreams will encounter frustration along the journey. Frustration can be healthy, but, just like the shoulder on the other side of the road, this gravel of frustration presents a trap. Too much frustration can be a warning to the leader that his or her attitude is dipping and could pull the leader down into the Ditch of Discouragement."
8- "The Three Levels of Motivation There are Three Levels of Motivation where hunger is fed and nurtured. The first is not quite as powerful as the second, and the second is not quite as powerful as the third. Motivation Level 1: Material Success This first category is comprised of all the material things that excite our senses and stimulate us to want to perform. For many people, one of the attractive aspects of performing as a leader in their field is the material or financial gain that can accompany that success...Motivation Level 2: Recognition and Respect The next level of motivation is comprised of recognition and respect. This is a deeper, more powerful level than that of material success...Motivation Level 3: Purpose, Destiny, and Legacy."
9- "And as any leader will soon discover, real, true. Lasting accomplishment comes mostly from the "deeper" levels of motivation. Indeed, a strong sense of purpose, an understanding of personal destiny, and the desire to leave a lasting, positive legacy obedient to God's vision for us are by far the strongest types of motivation. Leaders must cultivate these sources of motivation on a regular basis to fuel performance and sustain it over the long haul. Every action one takes is either one step closer or one step farther from his or her destiny. Remember, many begin the journey. Very few finish well. It's the hungry who make it."
10- "Foundational Quality 2: Hone'able - The definition of hone is "to sharpen or smooth with a whetstone or to make more acute, intense, or effective." The second foundational quality of a leader is to be hone-able, to have an attitude that allows intensifying and sharpening...For a leader there is no completion to education. We need to live like we will die tomorrow and learn like we will live forever. When a leader remains teachable, his or her potential is limitless. With this in mind, there are several roadblocks to learning that a leader must constantly avoid...Arrogance...Disinterest...Wrong Assumptions...Entrenched Habits...Not Invented Here Syndrome...Wrong Priorities...Cynicism."
11- "Foundational Quality 3: Honorable - Integrity can be considered as the condition of "not doing what's wrong." Character can be defined as doing the right thing, for the mere reason that it is the right thing, even if that thing is difficult and unpopular. The two sewn together make honor."
12- "Vision comes from the picture of a dream in the leader's mind. One doesn't always get what one wants, and one doesn't always get what one deserves, but one does generally get what one pictures. Having a clear mental picture is the vision the leader carries and casts. Some call it visualization. This is where the dream-building exercise can come in handy, serving to build and maintain a clear vision in the mind of the leader. It is the iterative Cycle of Achievement loop that leaders deploy in their planned attack on the status quo. Understanding each of the parts and using it as a road map allows leaders to improve their performance on a continuing basis. The Cycle of Achievement gives leaders one way to describe that improvement process and keeps them on track as they rotate the cycle over and over again. With every rotation, the leader improves, advances, and betters himself. (vision, goal setting, game planning, working, seeking counsel)."
13- "Personal growth is internal, taking place deep within a leader. Often, when people embark upon the journey of becoming leaders, they feel frustrated at a lack of external results to show for their efforts. But the process of becoming a leader starts with a lot of effort, which results in improvements the outside world cannot yet see. The gains are internal, inside the person. Only later will all the effort at personal growth and improvement show up in the form of external result Stephen Covey says, "Internal victories precede external victories.""
14- "The Three Categories of Personal Effectiveness: I - Character 1. honesty 2. integrity 3. courage 4. proper values based on absolute truths 5. faith 6. a humble spirit 7. patience with others 8. discipline 9. self-mastery II- Tasks 1. acceptance of responsibility 2. work ethic 3. availability 4. willingness to invest time 5. tenacity 6. perseverance 7. execution III- Relationships 1. accepting people 2. approving of people 3. appreciating people 4. seeing the good in people 5. encouraging people 6. caring for and about people 7. putting others first 8. seeking win-win arrangements 9. helping people accomplish tasks 10. living the "Golden Rule". "
15- "The Five Levels of Influence Explained - This concept of Levels of Influence will be explored within the framework of the following hierarchy: 1. Learning 2. Performing 3. Leading 4. Developing Leaders 5. Developing Developers of Leaders...Note that the playing field is not level. It is more like a flight of ascending stairs. This is because as a leader progresses through the leadership-development process, his influence increases and the impact of his efforts have broader scope. Also, as the leader ascends the Levels of Influence, each of the previous levels stays with him. Just because a leader has advanced to the level of Performing doesn't mean he stops Learning. Likewise, a leader who advances to Developing Leaders cannot stop Leading in other areas, and so on."
16- "The First Level of Influence, Learning: Presuppositions or the "Art" of Learning - Learning Is a Top Priority, Leaders Can Learn from Anyone, Leaders Can Learn Best from Those Who Have Results | Actions or the "Science" of Learning - Leaders Learn About People Leaders Learn About Basics, Leaders Learn About Goals and Objectives, Leaders Learn About Processes, Leaders Learn About Measurements of Performance, Leaders Learn About Rewards, Leaders Learn about Histories, Leaders Learn About Environment, Leaders Learn About Obstacles and Oppositions, Leaders Learn from Books, Leaders Learn from Audio Recordings, Leaders Learn from Videos, Leaders Learn from Association with Other Successful Leaders, Leaders Learn from Coaches and Mentors, Leaders Learn from Action, Leaders Learn by Controlling the Flow."
17- "The Second Level of Influence, Performing: Presuppositions or the "Art" of Performing - Performers To Understand that Results Come through Personal Effort, Performers Understand that Champions Don't Start Out that Way, Performers Know There Will Be Many opportunities to Feel Second Best, Performers Don't Expect Fair Treatment, Performers Know There Will Always Be Critics, Performers Know There Will Always Be Strong Adversaries, Performers Understand that Breaks Will Come to Those Who Prepare, Performers Know that Attitude Conquers Circumstances, Performers Understand that Desire Trumps Talent, Performers Can Never Be Satisfied, Performers Know There Is Power in Belief | Actions or the "Science" of Performing - Performers Work as Part of an Overall Team, Performers Edify the Organization's Leadership, Performers Promote the Training System and Learning Environment, Performers Follow the Proven Methods, Performers Build on Their Basic Strengths, Performers Initiate Activity, Performers Push to Grow and Improve, Performers Become Relatable, Performers Become Believable and Demonstrate Conviction, Performers Maintain a Positive Attitude, Performers Give Their Best in Every Situation, Performers Get Results (Execute), Performers Ignore Their Press Clippings."
18- "The Third Level of Influence, Leading: Presuppositions or the "Art" of Leading - Leaders Understand that Results Come Trough Team Effort, Leaders Understand that People Buy In to the Leader before Anything Else, Leaders Understand the Importance of Finding and Developing Good People, Leaders Understand that Dealing with Inadequate Resources Is Common, Leaders Understand that Leadership Is the Limitation, Leaders Understand the Impact of Their Actions on the Organization, Leaders Understand that Leadership Is about Sacrifice, Leaders Understand that a Leader's Job Is Never Done | Actions or the "Science" of Leading- Leaders Model the Way, Leaders Compel Individuals to Perform, Leaders Coach Others, Leaders Become Servants, Leaders Operate as Field Commanders, Leaders Orchestrate Activity, Leaders Measure Results, Leaders Solve Problems, Leaders Communicate."
19- "The Fourth Level of Influence, Developing Leaders: Presuppositions or the "Art" of Leadership Development - Level 4 Leaders Know Results Will Come Through the Efforts of Other Leaders, Level 4 Leaders Understand the Power of Duplication, Level 4 Leaders Know that leaders Have Strengths in Various Areas, Level 4 Leaders Know the Vision Must Be Big Enough for Many Leaders, Level 4 Leaders Know that Recognition Is the Most Valuable Motivator | Actions or the "Science" of Leadership Development - Level 4 Leaders Compel Other Leaders to Get Team Results, Level 4 Leaders Become Talent Scouts, Level 4 Leaders Empower Other Leaders, Level 4 Leaders Learn to Mentor."
20- "...when identifying potential leaders, there are a few more attributes to consider so that the Level 4 Leader does not waste time mentoring those who will not blossom into effective leaders. These are: 4. Activity 5. Respect 6. Connected relationship 7. Attitude 8. Relatability."
21- "Level 4 Leaders must understand that the process of mentoring is a balancing act. Just as the road to success is bordered by Ditches of Discouragement and Complacency, the process of mentoring is bordered by the Ditches of Friendship and Dictatorship."
22- "Regarding the protege, the mentor wishes to know: 1. What makes him tick? 2. What makes him special? 3- Why did he get involved in his particular field? 4. What motivates I him? What are his dreams? 5. What is his personality or temperament? 6. What challenges has he had in his life? 7. What victories has he had? 8. What principles does he understand and embody? 9. What principles does he still need to learn? 10. What blind spots does he have about himself? 11. What is his commitment level? 12. What is the basis of his character? 13. Where is his thinking?"
23- "(On Mentoring) Sets the Example, Asks Questions, Builds the Relationship, Affirms the Protege, Builds the Protege's Belief, Builds the Protege's Dream, Kills the Protege's Fear, Gives Confidence, Keeps the Protege in the Action Phase, Reframes the Protege's Challenges, Allows Struggle to Instruct, Encourages the Protege, Spreads Contagious Enthusiasm, Teaches the Philosophy, Course-Corrects and Confronts the Issues, Gets the Protege to Take Responsibility, Challenges the Protege, Pursues a Heart Change, Develops Balance in the Protege."
24- "The Fifth Level of Influence, Developing Leaders Who Develop Leaders: Presuppositions or the "Art" of Level 5 -Results Will Come Through the Endurance and Succession of the Vision, The Vision and the Leader Are Intertwined | Actions or the "Science" of Level 5 - Attract the Highest-Caliber Leaders to the Cause."
25- "The concept of the Five Levels of Influence is especially helpful for many reasons. First, it helps an individual gauge his own ability and understand how and where to improve. Second, it helps a leader understand where people are in terms of ability and what to do to help them develop. Third, it assists a leader in evaluating the Leadership Level that exists in any portion of his or her organization. Understanding this information about self, people, and organizations becomes extremely helpful in diagnosing issues and providing guidance, correction, and direction.
1- "Leadership ability is a lot like the drilling equipment used by Yates and his partners to discover the richness of oil that already existed beneath him. Each of us; has a natural wellspring of talent and ability buried within. The drill of leadership is required to tap into the geyser of our potential. As with Yates's drilling equipment, leadership ability will take effort to attain, but the rewards are incalculable."
2- "We wrote this book because our work with tens of thousands of entrepreneurs across North America for more than a decade has convinced us that most people (and their organizations) have much more potential locked away inside of them than they realize. Leadership is the key that opens the lock on that potential. Time and again we have seen people come alive and achieve things they never thought possible, once they started learning to take responsibility for leadership. The results, quite frankly, have been revolutionary."
3- "Leadership is the influence of others in a productive, vision-driven direction and is done through the example, conviction, and character of the leader."
4- "While people may exhibit differing natural levels of leadership, everybody can cultivate and grow his or her leadership ability. Besides, ability differs from one endeavor to the next, so that a person may have weak influence in one area but be strong in another. Everybody can be a leader at something. and usually people s strengths lie in areas that interest them greatly."
5- "The three characteristics of "raw material" for a leader are: 1. Hungry 2. Hone-able 3. Honorable. These are the foundational qualities of a leader, the Three Hs that must be possessed by the leader-to-be as a prerequisite to further advancement."
6- "Hunger itself is one of the biggest facets of leadership. Hunger provides the energy to begin, the stamina to persist, and the will to finish an endeavor. It is this hunger or ambition that births leadership."
7- "All of leadership starts with hunger. At any point in time when the leader is not hungry, the leader is not functioning as a leader. This may sound radical, but it is true. Remember, a leader takes people somewhere. The moment the leader is not moving, the leader is not leading. And it takes ambition to keep the leader moving...Along each side of the road are shoulders. Often the shoulders of roads are comprised of gravel...On the left shoulder is comfort. Comfort is fine in small doses and in certain areas of life, but, like gravel, it can also serve as a warning. Remember, ambition flourishes in discontent with the status quo. Discontent and comfort cannot coexist. If a leader becomes too comfortable, ambition will die, and the soft gravel of comfort can pull him or her down into the Ditch of Complacency...Also notice that being a leader means traveling close to the Shoulder of Frustration. In fact, this is the mark of any true leader, being a leader is a study in managed frustration. How can one have ambition tor a brighter tomorrow without being frustrated at the current set of realities? How can a leader be at war with the status quo and not be frustrated at the same time? The answer, of course, is that no leader can. Any real leader traveling the Road of Success toward his or her dreams will encounter frustration along the journey. Frustration can be healthy, but, just like the shoulder on the other side of the road, this gravel of frustration presents a trap. Too much frustration can be a warning to the leader that his or her attitude is dipping and could pull the leader down into the Ditch of Discouragement."
8- "The Three Levels of Motivation There are Three Levels of Motivation where hunger is fed and nurtured. The first is not quite as powerful as the second, and the second is not quite as powerful as the third. Motivation Level 1: Material Success This first category is comprised of all the material things that excite our senses and stimulate us to want to perform. For many people, one of the attractive aspects of performing as a leader in their field is the material or financial gain that can accompany that success...Motivation Level 2: Recognition and Respect The next level of motivation is comprised of recognition and respect. This is a deeper, more powerful level than that of material success...Motivation Level 3: Purpose, Destiny, and Legacy."
9- "And as any leader will soon discover, real, true. Lasting accomplishment comes mostly from the "deeper" levels of motivation. Indeed, a strong sense of purpose, an understanding of personal destiny, and the desire to leave a lasting, positive legacy obedient to God's vision for us are by far the strongest types of motivation. Leaders must cultivate these sources of motivation on a regular basis to fuel performance and sustain it over the long haul. Every action one takes is either one step closer or one step farther from his or her destiny. Remember, many begin the journey. Very few finish well. It's the hungry who make it."
10- "Foundational Quality 2: Hone'able - The definition of hone is "to sharpen or smooth with a whetstone or to make more acute, intense, or effective." The second foundational quality of a leader is to be hone-able, to have an attitude that allows intensifying and sharpening...For a leader there is no completion to education. We need to live like we will die tomorrow and learn like we will live forever. When a leader remains teachable, his or her potential is limitless. With this in mind, there are several roadblocks to learning that a leader must constantly avoid...Arrogance...Disinterest...Wrong Assumptions...Entrenched Habits...Not Invented Here Syndrome...Wrong Priorities...Cynicism."
11- "Foundational Quality 3: Honorable - Integrity can be considered as the condition of "not doing what's wrong." Character can be defined as doing the right thing, for the mere reason that it is the right thing, even if that thing is difficult and unpopular. The two sewn together make honor."
12- "Vision comes from the picture of a dream in the leader's mind. One doesn't always get what one wants, and one doesn't always get what one deserves, but one does generally get what one pictures. Having a clear mental picture is the vision the leader carries and casts. Some call it visualization. This is where the dream-building exercise can come in handy, serving to build and maintain a clear vision in the mind of the leader. It is the iterative Cycle of Achievement loop that leaders deploy in their planned attack on the status quo. Understanding each of the parts and using it as a road map allows leaders to improve their performance on a continuing basis. The Cycle of Achievement gives leaders one way to describe that improvement process and keeps them on track as they rotate the cycle over and over again. With every rotation, the leader improves, advances, and betters himself. (vision, goal setting, game planning, working, seeking counsel)."
13- "Personal growth is internal, taking place deep within a leader. Often, when people embark upon the journey of becoming leaders, they feel frustrated at a lack of external results to show for their efforts. But the process of becoming a leader starts with a lot of effort, which results in improvements the outside world cannot yet see. The gains are internal, inside the person. Only later will all the effort at personal growth and improvement show up in the form of external result Stephen Covey says, "Internal victories precede external victories.""
14- "The Three Categories of Personal Effectiveness: I - Character 1. honesty 2. integrity 3. courage 4. proper values based on absolute truths 5. faith 6. a humble spirit 7. patience with others 8. discipline 9. self-mastery II- Tasks 1. acceptance of responsibility 2. work ethic 3. availability 4. willingness to invest time 5. tenacity 6. perseverance 7. execution III- Relationships 1. accepting people 2. approving of people 3. appreciating people 4. seeing the good in people 5. encouraging people 6. caring for and about people 7. putting others first 8. seeking win-win arrangements 9. helping people accomplish tasks 10. living the "Golden Rule". "
15- "The Five Levels of Influence Explained - This concept of Levels of Influence will be explored within the framework of the following hierarchy: 1. Learning 2. Performing 3. Leading 4. Developing Leaders 5. Developing Developers of Leaders...Note that the playing field is not level. It is more like a flight of ascending stairs. This is because as a leader progresses through the leadership-development process, his influence increases and the impact of his efforts have broader scope. Also, as the leader ascends the Levels of Influence, each of the previous levels stays with him. Just because a leader has advanced to the level of Performing doesn't mean he stops Learning. Likewise, a leader who advances to Developing Leaders cannot stop Leading in other areas, and so on."
16- "The First Level of Influence, Learning: Presuppositions or the "Art" of Learning - Learning Is a Top Priority, Leaders Can Learn from Anyone, Leaders Can Learn Best from Those Who Have Results | Actions or the "Science" of Learning - Leaders Learn About People Leaders Learn About Basics, Leaders Learn About Goals and Objectives, Leaders Learn About Processes, Leaders Learn About Measurements of Performance, Leaders Learn About Rewards, Leaders Learn about Histories, Leaders Learn About Environment, Leaders Learn About Obstacles and Oppositions, Leaders Learn from Books, Leaders Learn from Audio Recordings, Leaders Learn from Videos, Leaders Learn from Association with Other Successful Leaders, Leaders Learn from Coaches and Mentors, Leaders Learn from Action, Leaders Learn by Controlling the Flow."
17- "The Second Level of Influence, Performing: Presuppositions or the "Art" of Performing - Performers To Understand that Results Come through Personal Effort, Performers Understand that Champions Don't Start Out that Way, Performers Know There Will Be Many opportunities to Feel Second Best, Performers Don't Expect Fair Treatment, Performers Know There Will Always Be Critics, Performers Know There Will Always Be Strong Adversaries, Performers Understand that Breaks Will Come to Those Who Prepare, Performers Know that Attitude Conquers Circumstances, Performers Understand that Desire Trumps Talent, Performers Can Never Be Satisfied, Performers Know There Is Power in Belief | Actions or the "Science" of Performing - Performers Work as Part of an Overall Team, Performers Edify the Organization's Leadership, Performers Promote the Training System and Learning Environment, Performers Follow the Proven Methods, Performers Build on Their Basic Strengths, Performers Initiate Activity, Performers Push to Grow and Improve, Performers Become Relatable, Performers Become Believable and Demonstrate Conviction, Performers Maintain a Positive Attitude, Performers Give Their Best in Every Situation, Performers Get Results (Execute), Performers Ignore Their Press Clippings."
18- "The Third Level of Influence, Leading: Presuppositions or the "Art" of Leading - Leaders Understand that Results Come Trough Team Effort, Leaders Understand that People Buy In to the Leader before Anything Else, Leaders Understand the Importance of Finding and Developing Good People, Leaders Understand that Dealing with Inadequate Resources Is Common, Leaders Understand that Leadership Is the Limitation, Leaders Understand the Impact of Their Actions on the Organization, Leaders Understand that Leadership Is about Sacrifice, Leaders Understand that a Leader's Job Is Never Done | Actions or the "Science" of Leading- Leaders Model the Way, Leaders Compel Individuals to Perform, Leaders Coach Others, Leaders Become Servants, Leaders Operate as Field Commanders, Leaders Orchestrate Activity, Leaders Measure Results, Leaders Solve Problems, Leaders Communicate."
19- "The Fourth Level of Influence, Developing Leaders: Presuppositions or the "Art" of Leadership Development - Level 4 Leaders Know Results Will Come Through the Efforts of Other Leaders, Level 4 Leaders Understand the Power of Duplication, Level 4 Leaders Know that leaders Have Strengths in Various Areas, Level 4 Leaders Know the Vision Must Be Big Enough for Many Leaders, Level 4 Leaders Know that Recognition Is the Most Valuable Motivator | Actions or the "Science" of Leadership Development - Level 4 Leaders Compel Other Leaders to Get Team Results, Level 4 Leaders Become Talent Scouts, Level 4 Leaders Empower Other Leaders, Level 4 Leaders Learn to Mentor."
20- "...when identifying potential leaders, there are a few more attributes to consider so that the Level 4 Leader does not waste time mentoring those who will not blossom into effective leaders. These are: 4. Activity 5. Respect 6. Connected relationship 7. Attitude 8. Relatability."
21- "Level 4 Leaders must understand that the process of mentoring is a balancing act. Just as the road to success is bordered by Ditches of Discouragement and Complacency, the process of mentoring is bordered by the Ditches of Friendship and Dictatorship."
22- "Regarding the protege, the mentor wishes to know: 1. What makes him tick? 2. What makes him special? 3- Why did he get involved in his particular field? 4. What motivates I him? What are his dreams? 5. What is his personality or temperament? 6. What challenges has he had in his life? 7. What victories has he had? 8. What principles does he understand and embody? 9. What principles does he still need to learn? 10. What blind spots does he have about himself? 11. What is his commitment level? 12. What is the basis of his character? 13. Where is his thinking?"
23- "(On Mentoring) Sets the Example, Asks Questions, Builds the Relationship, Affirms the Protege, Builds the Protege's Belief, Builds the Protege's Dream, Kills the Protege's Fear, Gives Confidence, Keeps the Protege in the Action Phase, Reframes the Protege's Challenges, Allows Struggle to Instruct, Encourages the Protege, Spreads Contagious Enthusiasm, Teaches the Philosophy, Course-Corrects and Confronts the Issues, Gets the Protege to Take Responsibility, Challenges the Protege, Pursues a Heart Change, Develops Balance in the Protege."
24- "The Fifth Level of Influence, Developing Leaders Who Develop Leaders: Presuppositions or the "Art" of Level 5 -Results Will Come Through the Endurance and Succession of the Vision, The Vision and the Leader Are Intertwined | Actions or the "Science" of Level 5 - Attract the Highest-Caliber Leaders to the Cause."
25- "The concept of the Five Levels of Influence is especially helpful for many reasons. First, it helps an individual gauge his own ability and understand how and where to improve. Second, it helps a leader understand where people are in terms of ability and what to do to help them develop. Third, it assists a leader in evaluating the Leadership Level that exists in any portion of his or her organization. Understanding this information about self, people, and organizations becomes extremely helpful in diagnosing issues and providing guidance, correction, and direction.
December 31, 2023
This book was given to me through a friend and mutual business partner in a previous endeavor. At the time I didn't dedicate enough time to read it all the way through and recently have been making a concerted effort to complete such titles. The key takeaways for me with this title are that the authors focus on how anybody can be a leader, and the anecdotes/examples that illustrate the points being made help put the concepts into context for easier internalization. With the thought that anybody can be a leader, and actionable steps to progress into higher levels of influence so any individual looking to grow to a new tier of management has a checklist to hone in on, the book truly does show how this feat can be accomplished. I recommend this read for anyone that is looking to be in a leadership role of any kind, and even for those that want to better manage their own production and expectations by leading themself.
July 23, 2019
This book was a #1 New York Times Best Seller and is frequently cited amongst leadership books, trainings, seminars, etc. Inc Magazine rated both authors in their “Top 50 Leadership and Management Experts” and this list even considered people who are deceased (such as Dale Carnegie, Stephen Covey, etc.). The success of this book led to developing a corporate training course based on the teachings in this book. The LLR Corporate training is a 6-month leadership training program targeting training leaders and even entry level employees in leadership development and uses this book for the first month of the training program.
The authors do a great job in describing true leadership. Leadership is used in every area of life, not just business. One can be a leader in one's own family or even personal life. The newest and most entry level employee can benefit from leadership skills. Managers or supervisors can be awarded, appointed or assigned, but leadership is a different thing entirely, involving much more than management and includes real influence, and respect which can only be earned. Not all managers or supervisors qualify as leaders, even if they are “in-charge” of others, and it is possible to be a leader in any position or capacity you are in.
This book posits that there are 5 levels of influence or leadership, depicted as steps. However, in order to ascend the staircase of leadership or influence one must first access the staircase by opening the door in front of them. Launching a Leadership revolution is frequently cited for their description of the foundational qualities of a true leader who wishes access to the entryway of the levels of influence and leadership. These foundational qualities are what they call the “Three H’s” which are: 1. Hungry, 2. Hone-able, 3. Honorable.
Hungry is all about motivation, and there are three levels of motivation: 1. Material Success, 2. Recognition and Respect, 3. Purpose, Destiny, and Legacy. Certainly, the third and highest level of motivation is this last and most matured of motivations which is the strongest, most stable, enduring, and meaningful of all. Much could be said about Hone-able and Honorable as well as it applies to foundational qualities of leadership.
Another interesting concept addressed in this book is the Trilateral Leadership Ledger wherein a leader, or aspiring leader can gauge their personal growth by analyzing how well they are doing in the critical areas of 1. Character, 2. Tasks, 3. Relationships. The book provides several concepts under each category to consider, and then rate how well you are doing on those things overall in that category on a scale of 1 to 10. You then take your score in each area and multiply them all. Granted, people have a tendency to overrate themselves, and this is where having a good mentor can come in handy in evaluating one’s self-evaluation and confronting brutal reality. In general, honest scores of 50 to 100 are capable of leading smaller groups of people. Scores of 200 to 300 are capable of leading large groups of people, molding them into a solid team. Few obtain scores above 300, which are leaders sought out by corporations and groups as someone known to influence people on a grand scale, and while uncommon, it is possible for anyone to develop the art and science of leadership on this level. Certainly a perfect score of 1,000 is unattainable, but true leaders will always work toward it, or be subject to entropy and negative progression.
So, what are the differences in the 5 Levels of Influence described by this book?
1. Learning – As can be deducted from the one word, this is being a student and requires being hone-able, and learning from others, but goes much deeper than that, to falling in love with learning and resisting the temptation to be judgmental or critical. Leaders recognize they can never be the expert in ever area, that they have more to discover and always pursue information and understanding. Learning is an attitude, and it is necessary for any level of influence. “Not all readers are leaders, but all leaders must be readers.” Successful leaders will associate with other leaders. Seek out mentors and coaches. This level is largely preparatory. At level 1 there is basically no influence, except with the budding leader themselves - they are only as good as what they learn.
2. Performing – Level 2 leaders continue to learn, but recognize that results come through personal effort, not just expecting others to do things. Fair treatment is not expected, there will always be critics and thick skin is necessary to remain true to their vision and purpose. No one has ever done anything worthwhile without having critics. Rather than a focus on success or perfection, performers hunger for excellence. Performers have learned to leverage proven systems (techniques, strategies, methods) which have been proven over time to work. They grow, improve, initiate, demonstrate, and get results. Becoming a performer is a prerequisite to becoming a leader. All too often people think that when they are given a position or act authoritatively that people will follow them, and while this can be managing, it is not leading. Leading requires performance in order to have credibility and influence. At level 2 the influence can be considered “addition” as their efforts are added to the group - they are only as good as their personal performance.
3. Leading – This is where real leadership begins. Such a leader has made learning a habit, gained experience from performing and is ready to lead others. Leadership is a condition of permission given by followers once they respect the leader. The leader then has influence and trust which were earned and continue to be earned. Leaders find and develop good people, work around inadequate resources, and solve problems. Leaders make sacrifices, model the way, serve others, etc. The book includes many great examples. At level 3 the influence can be considered multiplication because their influence begins to magnify through a team - they are only as good as the performance of their team.
4. Developing [Other] Leaders – This is basically when a leader is leveraging his influence by developing others to become leaders who prosper in each of those prior levels, becoming coaches of level 3 leaders and below. Level 4 leaders understand the power of duplication, and that different leaders have strengths in various areas which can be cultivated and leveraged in various ways. They know they aren’t in competition with their people and while level 3 leaders are frequently concerned with receiving recognition, level four leaders are instead focused on how much recognition they can give to others. Even if one of their own people begin to match or exceed their performance, rather than become upset, they are happy to cheer them on. Everything rises and falls on leadership, and growing others who can lead will create exponential prosperity. Level 4 influence is considered exponential impact because when other leaders are developed, which develop teams to magnify performance, everything increases dramatically - they are only as good as the performance of their leaders.
5. Developing Leaders Who Develop Leaders – This is a step above level four leadership in that you learn to develop capable leaders who are also able to develop leaders themselves into a perpetual legacy of prosperity. Level 3 influence will only last as long as that leader does, and level four influence will only last as long as that level four leader’s level three leaders are around, but then nobody else is continuing this, so it eventually dies off. Level five leadership is a legacy because it is perpetually developing leaders who also develop leaders and continues through generations influencing the world, and their influence outlives them. This requires vision, and purpose far exceeding the micro-level thinking frequently found today. Level five influence is thus considered a revolution because it is not just exponentially impactful, but it is far reaching and lasting - they are only as good as the enduring quality and succession of their vision.
Thus, the ultimate vision and revolutionary instruction of this book is to develop revolutionary leaders with character, performance, and good relationships who can develop themselves to the point of developing other great leaders who can develop leader developers in a perpetual cycle with integrity and inspiration, where people are uplifted and edified.
The authors do a great job in describing true leadership. Leadership is used in every area of life, not just business. One can be a leader in one's own family or even personal life. The newest and most entry level employee can benefit from leadership skills. Managers or supervisors can be awarded, appointed or assigned, but leadership is a different thing entirely, involving much more than management and includes real influence, and respect which can only be earned. Not all managers or supervisors qualify as leaders, even if they are “in-charge” of others, and it is possible to be a leader in any position or capacity you are in.
This book posits that there are 5 levels of influence or leadership, depicted as steps. However, in order to ascend the staircase of leadership or influence one must first access the staircase by opening the door in front of them. Launching a Leadership revolution is frequently cited for their description of the foundational qualities of a true leader who wishes access to the entryway of the levels of influence and leadership. These foundational qualities are what they call the “Three H’s” which are: 1. Hungry, 2. Hone-able, 3. Honorable.
Hungry is all about motivation, and there are three levels of motivation: 1. Material Success, 2. Recognition and Respect, 3. Purpose, Destiny, and Legacy. Certainly, the third and highest level of motivation is this last and most matured of motivations which is the strongest, most stable, enduring, and meaningful of all. Much could be said about Hone-able and Honorable as well as it applies to foundational qualities of leadership.
Another interesting concept addressed in this book is the Trilateral Leadership Ledger wherein a leader, or aspiring leader can gauge their personal growth by analyzing how well they are doing in the critical areas of 1. Character, 2. Tasks, 3. Relationships. The book provides several concepts under each category to consider, and then rate how well you are doing on those things overall in that category on a scale of 1 to 10. You then take your score in each area and multiply them all. Granted, people have a tendency to overrate themselves, and this is where having a good mentor can come in handy in evaluating one’s self-evaluation and confronting brutal reality. In general, honest scores of 50 to 100 are capable of leading smaller groups of people. Scores of 200 to 300 are capable of leading large groups of people, molding them into a solid team. Few obtain scores above 300, which are leaders sought out by corporations and groups as someone known to influence people on a grand scale, and while uncommon, it is possible for anyone to develop the art and science of leadership on this level. Certainly a perfect score of 1,000 is unattainable, but true leaders will always work toward it, or be subject to entropy and negative progression.
So, what are the differences in the 5 Levels of Influence described by this book?
1. Learning – As can be deducted from the one word, this is being a student and requires being hone-able, and learning from others, but goes much deeper than that, to falling in love with learning and resisting the temptation to be judgmental or critical. Leaders recognize they can never be the expert in ever area, that they have more to discover and always pursue information and understanding. Learning is an attitude, and it is necessary for any level of influence. “Not all readers are leaders, but all leaders must be readers.” Successful leaders will associate with other leaders. Seek out mentors and coaches. This level is largely preparatory. At level 1 there is basically no influence, except with the budding leader themselves - they are only as good as what they learn.
2. Performing – Level 2 leaders continue to learn, but recognize that results come through personal effort, not just expecting others to do things. Fair treatment is not expected, there will always be critics and thick skin is necessary to remain true to their vision and purpose. No one has ever done anything worthwhile without having critics. Rather than a focus on success or perfection, performers hunger for excellence. Performers have learned to leverage proven systems (techniques, strategies, methods) which have been proven over time to work. They grow, improve, initiate, demonstrate, and get results. Becoming a performer is a prerequisite to becoming a leader. All too often people think that when they are given a position or act authoritatively that people will follow them, and while this can be managing, it is not leading. Leading requires performance in order to have credibility and influence. At level 2 the influence can be considered “addition” as their efforts are added to the group - they are only as good as their personal performance.
3. Leading – This is where real leadership begins. Such a leader has made learning a habit, gained experience from performing and is ready to lead others. Leadership is a condition of permission given by followers once they respect the leader. The leader then has influence and trust which were earned and continue to be earned. Leaders find and develop good people, work around inadequate resources, and solve problems. Leaders make sacrifices, model the way, serve others, etc. The book includes many great examples. At level 3 the influence can be considered multiplication because their influence begins to magnify through a team - they are only as good as the performance of their team.
4. Developing [Other] Leaders – This is basically when a leader is leveraging his influence by developing others to become leaders who prosper in each of those prior levels, becoming coaches of level 3 leaders and below. Level 4 leaders understand the power of duplication, and that different leaders have strengths in various areas which can be cultivated and leveraged in various ways. They know they aren’t in competition with their people and while level 3 leaders are frequently concerned with receiving recognition, level four leaders are instead focused on how much recognition they can give to others. Even if one of their own people begin to match or exceed their performance, rather than become upset, they are happy to cheer them on. Everything rises and falls on leadership, and growing others who can lead will create exponential prosperity. Level 4 influence is considered exponential impact because when other leaders are developed, which develop teams to magnify performance, everything increases dramatically - they are only as good as the performance of their leaders.
5. Developing Leaders Who Develop Leaders – This is a step above level four leadership in that you learn to develop capable leaders who are also able to develop leaders themselves into a perpetual legacy of prosperity. Level 3 influence will only last as long as that leader does, and level four influence will only last as long as that level four leader’s level three leaders are around, but then nobody else is continuing this, so it eventually dies off. Level five leadership is a legacy because it is perpetually developing leaders who also develop leaders and continues through generations influencing the world, and their influence outlives them. This requires vision, and purpose far exceeding the micro-level thinking frequently found today. Level five influence is thus considered a revolution because it is not just exponentially impactful, but it is far reaching and lasting - they are only as good as the enduring quality and succession of their vision.
Thus, the ultimate vision and revolutionary instruction of this book is to develop revolutionary leaders with character, performance, and good relationships who can develop themselves to the point of developing other great leaders who can develop leader developers in a perpetual cycle with integrity and inspiration, where people are uplifted and edified.
November 15, 2016
Always interesting, but I don't feel like it was very well thought out at the first. I feel like this book should be targeted toward those who either fancy themselves as leaders or want seriously to develop the best traits of a leader. The inordinate amount of time spent defining the word leader and depths went about preparing to become one says to me that it wasn't targeted to that group. Once it got to the promised topic though, it was really good. The stories backing up their "steps" were well studied out, though I may not necessarily agree they always picked the best example for each step, but that's more a matter of preference. Overall I think its alright, but I would suggest skipping most of the first half of the book.
April 9, 2012
EXCELLENT! It really assists the aspiring leader in all of us where ever we are on our path. This book isn't just about leading, it is about servant-based leadership, excellence-based leadership and LEGACY-based leadership.
I am privileged to be associated with these two men of genius AND character. You can't write this book without having experience in all levels.
Chris and Orrin, you are LEVEL 5 in my book. You ARE leaving a legacy. I am proud to follow you as you lead into a brighter, freer future day by day!
I am privileged to be associated with these two men of genius AND character. You can't write this book without having experience in all levels.
Chris and Orrin, you are LEVEL 5 in my book. You ARE leaving a legacy. I am proud to follow you as you lead into a brighter, freer future day by day!
October 27, 2013
A remarkable and insightful book acknowledging the need for leadership in every area of life to impact life itself. We have sat by too long handing leadership to a select few and watching our nation be lead away from freedom. To really embrace the freedoms our nation was founded on, we must again learn to lead, ourselves, our homes, our communities and beyond. This is a well written book that will inspire many to join the revolution for good.
March 25, 2014
This was a great book in addition to the original LLR book. Loved all the questions in each chapter that made you think through what you were learning, where you were already seeing examples of it and how you can apply it to moving forward in your leadership journey. Workbooks are underrated in our learning culture today, this allows you to not just read through it and say wow what a great book, but this book teaches you to think on a deeper level towards your journey.
October 10, 2015
While the book outlines a definition of leadership, it's continued reference of other definitions of leadership detract from the main message. Moreover, the book's case studies seem shallow and uninspired.
February 1, 2020
I really wanted to like this book. I started it with enthusiasm and the best intentions, only to find myself exerting lots of effort and exercising much patience to finish it, hardly making it to page 191 and just unable to continue. What i really did not like was that the book was not inspiring at all ! a book about leadership needs to be inspiring to pull you in which was not the case! starting from the writing style that felt like rehearsing best practices one after the other, without any methodology of application. It's a summarized rehearsed of well known concepts yet without any practical how to's. Then what really put me off were the examples and cases in the book ! mostly political and war cases, which completely put me off ! there's much to leadership that politics! i need to learn about leadership within organization, there's much to tell about leaders in companies, lots of meat there that was not tackled at all. I like the first chapter about leadership definition, and the three levels of motivation, what comes after is a lot of rehearsing and repetition without any guide or practical tips..
November 7, 2017
Loved this book. This is an excellent leadership book by two thoughtful authors. The book has wonderful examples of leaders throughout history and expands on works of leadership gurus such as Jim Collins and Stephen Covey-two outstanding leaders in the field.
They start with foundational qualities: Hungry, Hone-able, and Honorable and then cover the Cycle of Achievement which includes: Vision, Goal Setting, Game Planning, Working, and Seeking Counsel. Also required are character, tasks, and relationships. After the foundations are set, they cover the five levels of influence: Learning, Performing, Leading, Developing Leaders, and Developing Leaders Who Develop Leaders.
There's a lot of great info here for all. There is a book list in the back with dozens of leadership books too. It was nice to see examples of Lord Nelson, George Washington, Ronald Reagan, and others, and tons of sports folks who mastered these steps and were successful leaders. Plenty of wonderful quotes too. I highly recommend that you add this to your Leadership Book List.
They start with foundational qualities: Hungry, Hone-able, and Honorable and then cover the Cycle of Achievement which includes: Vision, Goal Setting, Game Planning, Working, and Seeking Counsel. Also required are character, tasks, and relationships. After the foundations are set, they cover the five levels of influence: Learning, Performing, Leading, Developing Leaders, and Developing Leaders Who Develop Leaders.
There's a lot of great info here for all. There is a book list in the back with dozens of leadership books too. It was nice to see examples of Lord Nelson, George Washington, Ronald Reagan, and others, and tons of sports folks who mastered these steps and were successful leaders. Plenty of wonderful quotes too. I highly recommend that you add this to your Leadership Book List.
October 20, 2019
"Soon or later, we are all called upon to lead." WHEN that time comes, WILL you be ready? That's a good question, right? It's not that you are not going to lead and you don't need to learn how to lead – you will lead most of the time. You're either a good leader or a bad one. No in-between. Might as well, learn to lead well, right? This book will make a difference in your leadership life 📖😉
To read my (somewhat) review of "Launching A Leadership Revolution: Mastering the Five Levels of Influence" (2005) by Chris Brady & Orrin Woodward, CLICK HERE: https://www.richardangelus.me/2019/09...
To read my (somewhat) review of "Launching A Leadership Revolution: Mastering the Five Levels of Influence" (2005) by Chris Brady & Orrin Woodward, CLICK HERE: https://www.richardangelus.me/2019/09...
August 27, 2018
4.5 out of 5. This book is an excellent resource for anyone studying motivation and leadership. I really enjoyed the historical examples, Ben Franklin, Teddy Roosevelt, Napoleon, Paul, etc. Having read my share of books on this topic, many ideas are redundant, but it was an excellent refresher, carrying many new and insightful ideas and quotes I had not heard before. Strongly recommended for anyone in leadership or about to embark into a new project.
November 18, 2022
Really feel like I grow a ton each time I read this, especially as I am learning, performing and attempting to lead. This time through, I really focused on the sections about character. I almost didn't want to go past performing until I prove I can lead, but the later chapters level 3-5 of leadership were still massively impactful for my current journey. I know the next time I'll read it, I will be inspired in some other ways. Such a fantastic book
August 29, 2020
I enjoyed the 5 levels of leadership explanations and will buy into that 'staircase' assessment in ways.
Really enjoyed examples of real people now and in history.
This book really made me want to read more biographies and autobiographies of great leaders. Something powerful comes when learning how another progressed through life.
Example is power.
Really enjoyed examples of real people now and in history.
This book really made me want to read more biographies and autobiographies of great leaders. Something powerful comes when learning how another progressed through life.
Example is power.
October 3, 2018
I really liked the message of the book using the five steps. It’s a great reference with questions to challenge your thoughts as you read the book. Would highly recommend! Chris Brady, co-author, is also an entertaining public speaker!
January 10, 2020
A masterpiece by Chris Brady and Orrin Woodward. It's no wonder they have been such a huge success in both network marketing and direct sales. This book is well put together and easy to follow. It's the third time I've read it and I probably will, again.
January 23, 2020
One of the most inspiring books I've ever read. Main takeaways is than a leader must be a lifelong learner, humble, forgiving and compassionate, finding ways to be grateful to those around them, teaching others to lead and surrounding themselves with leaders greater than themselves.
October 21, 2024
3.5 ⭐️ Had some great takeaways but the constant anecdotes were tiring. I also wish there was more quantitative evidence. This is definitely written from a Christian perspective, so avoid if you’re looking for something more objective.
February 25, 2018
I didn't make it through all 5 levels. Oh well. Maybe next time.
February 17, 2019
It is good as a nice reminder to stay focused on your goals to have good leadership skills, but to me it still reads as corporate propaganda.
Read
December 12, 2020Liderazgo
January 9, 2024
Methodical, well later out, accessible, simple. Quotes and historical examples are hit or miss, but they always will be in a book like this. I can’t say it didn’t inspire me. 3.5.
July 9, 2025
so much better than I thought!
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