The challenge of leading "Level 4" team members.

I was introduced to the "Learning cycle" (pictured above) years ago. In terms of growth, we are only growing/learning at Level 3. L3 is where we are uncomfortable and intentionally applying what we know. The key is that we must consciously think about what we are doing as we're doing it. Those who have made continuous growth their goal have learned to become comfortable being uncomfortable. They don't seek comfort. They seek discomfort at L3, but they are comfortable doing so.

A quick example of the 4 Levels of the Learning Cycle from my own life.

Before I read my first leadership book, The 7 Habits of Highly Effective People, I didn't know what would be taught in the book. Relative to The 7 Habits, I was at L1. I was comfortable and had no reason to consider becoming uncomfortable. I didn't know what I didn't know. After reading the book which happened at L2, I knew what I didn't know. I was still comfortable because I hadn't done anything with the new knowledge yet. When I actually began to transform myself and my character by applying at L3 what I had learned at L2, I had to move outside my comfort zone to do new things for new reasons with new people. Doing this was uncomfortable. At L3 as I continuously applied the principles I had learned at L2, they were internalized and became habits as I advanced to L4 in those specific areas of growth. I began to do them unconsciously. I was again comfortable and had completed the learning/growth cycle in those specific areas.

These principles of growth apply to all aspects of our lives.

I simplified the principles found in the "Learning Cycle" in my book, Defining Influence. I called my version "The 4 Levels of Responsibility" and made it easier to understand for those that like to keep things simple like me.

The Question:

I'm writing this blog because I recently received the following question, "If you have staff at Level 4, how do they interrelate and add value to other team members at levels 1, 2, and 3; and what do you do to keep them motivated?"

The Answer:

This is a simple answer for those who are truly at L4 in the area of leadership. The leader of the L4 team members must continue to grow and develop their own leadership ability in order to continue to grow and develop the leadership ability of their L4 team members. The question, as it relates to adding value to others and motivation, implies the leader wants the L4 team members to also become better leaders. To address the issue raised in the question, a formal leadership development program impacting everyone at every level must be established. Otherwise, everyone will simply do what they know to do without discovering the things they don't know to do but should be doing. It takes common sense to understand what should be done. However, it will take uncommon sense to do it.

Note: Those truly at L4 relative to leadership, know there will always be a lot that they don't know. Therefore, they constantly seek new knowledge relative to the principles of influencing people. They endlessly read leadership books, listen to leadership audio, watch leadership video, and attend leadership seminars etc. Those that know the most about leadership truly realize how much they don't know and constantly seek to grow in this area. Those who know the least don't know what they don't know and don't seek to learn.

Ultimately, the L4 team members are not the problem (unless they are unwilling to grow and develop themselves). The leader is the problem. This doesn't mean the leader is a bad person. The leader simply doesn't know what they don't know. They simply need to become uncomfortable and move to L3 relative to leadership development.

If the leader who asked me this question actually knew what they don't know, they would already be doing what needs to be done. They wouldn't have to ask the question. But, they did ask because they are seeking growth. That's a good thing. Growth always begins with humility.

Because they don't know what they don't know, they will use what they do know to determine if my answer is correct or not. However, until they actually grow through L3 and begin to know what they don't know, they are not in a position to know if I'm right or wrong. They will simply have to trust me just as their L4 leaders will have to trust them when they attempt to initiate growth and influence with their team members as they begin to influence them to become higher impact leaders. This is a very complex and dynamic issue. It can't be fully explained in an intentionally short blog.

However, for most formal authority leaders, they also don't know what they don't know when it comes to unleashing their L4 team members to become high impact leaders of other people. If the L4 team members knew what they didn't know about leadership, they would already be growing and developing others instead of just doing a great job themselves. These L4 team members may have achieved success, but they haven't achieved significance...which is helping others achieve success.

We are always at different levels in different areas at the same time. Those at L4 unconscious/competent in their area of expertise (competency) don't consciously think about what they know. They just make things happen. However, when it comes to effectively leading, supporting, and developing others (character) through the learning cycle, they may be at L1 unconscious/incompetent. They don't know what they don't know about growing and developing others. They most likely will not feel it is their responsibility.

Only those with the highest level of character want to make the necessary sacrifices to grow and develop themselves with the intent to grow and develop others. Success is about me. Significance is about we.

In areas of our competence, we should work on our strengths...those things we are naturally great at doing. In areas of our character, we should work on our weaknesses...those areas where we need improvement. If we have the competence to do a job, but not the desire to help others do the same job, that's a character issue, not a competency issue.

If we want better team members, we must first become better leaders. Someone can easily be at L4 relative to their expertise and at L1 relative to their character. All it takes is a company or a leader who values what they know (competency) more than they value who they are (character). The best companies and the best leaders value both and place the most value on character.

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Click here now for a FREE download of the entire leadership principle-packed Chapter 11, "Get Out of the Way and Lead" from the first book in my Demystifying Leadership Series: Defining Influence. In this nearly 20 page chapter, I share about:

·      Managing vs Leading

·      Scarcity vs Abundance

·      Formal Authority vs Moral Authority

·      The 5 Types of Leaders

·      Compare/Contrast 17 Manager vs Leader Perspectives

Click here to access the first 5 chapters of “Blue-Collar Leadership: Leading from the Front Lines.”

·      Ch. 1: I’m one of you.

·      Ch.2: I believe in you.

·      Ch.3: You’re in the perfect place.

·      Ch. 4: Common sense is never enough.

·      Ch.5: There is an “I” in Team.

Note: I encourage you to be a river, not a reservoir. Please share my blogs with others if you find value in them. I believe in abundance and write them to help others become more effective, successful, and significant.

Make an impact!

Mack Story

My passion is to help you live with abundance, achieve success, choose significance, and leave a legacy. In other words, I want to help you make a High Impact !

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Mack’s story is an amazing journey of personal and professional growth. He began his career in manufacturing on the front lines of a machine shop. He grew himself into upper management and found his niche in lean manufacturing and along with it, developed his passion for leadership. He understands that everything rises and falls on leadership.

Mack is the author of Blue-Collar Leadership, Maximize Your Potential, Blue-Collar Leadership & Supervision, Maximize Your Leadership Potential, Defining Influence, Change Happens, PHOENIX, & 10 Values of High Impact Leaders. He's an inspiration for people everywhere as an example of achievement, growth, and personal development. His passion inspires people all over the world! For more info or to order signed copies, click here.

Mack’s experience as a Leadership Coach, Trainer, and Speaker includes an international training event in Guatemala with John C. Maxwell as part of the Cultural Transformation in Guatemala where more than 20,000 Guatemalan leaders were trained.

Contact Mack at 334-728-4143 or [email protected] for Keynote Speaking, Corporate Training, Professional Leadership Development, Cultural Enhancement/Transformation, and Process Improvement.