The world is constantly changing, especially the world we call home in the United States. Our economy, political views, social views, business ideas, and individual beliefs are influenced by change, and more importantly those who initiate it.

The rest of the world surrounding us is influenced by its own change. Therefore, change is not the same for everyone or every country. Some accept change, and others may not, however it is evident that it has a firm grasp on how we perceive.

In our economy, people are accepting that capitalism should be replaced by controlled socialism; people like Bernie Sanders and those who follow him. Bernie Sanders is an initiator of change. He holds views that he believes will benefit the economy; views that are very different from the traditional sense of capitalism. Donald Trump, the leading Republican candidate, is obviously a change from the traditional sense of Republican/ conservative belief. Although he may hold some conservative ideas, it is clear that, as he leads the Republican polls, he is also one that initiates change in our economy and view of politics. He accepts that certain things must be subject to change, which connects the ideas of contradiction and change.

Contradiction and change can go hand in hand. Both ideas are viewed in different lights, but technically they can mean the same thing.

For example, Bernie Sanders would like to bring socialist ideas to a purely capitalist country- is this change or contradiction? Donald Trump is changing the way that people understand politics through control of the media. He is contradicting the idea of professionalism, and how our presidential candidates represent themselves and their parties. He, quite literally, has every Republican candidate battling against him because his views are contradictory to traditional conservatism. But people follow him, and they believe in him. Now how do contradiction and change tie into each other, and our topic of a Level 5 leader? And what defines a level 5 leader?

A level 5 leader is the perfect contradiction. They are one who accepts change, but also holds views that must remain to benefit everyone. They are one who lives their life both professionally and personally. They are one who produces ideas that primarily benefit their own predicament, but does so in order to benefit those around them. This sounds like a positive contradiction, but contradiction has always been viewed in a negative light.

Chuck Blakeman discusses a change in how businesses can be run in a Tedx MileHigh lecture. The change he talks about is from an industrial point of view to what he calls “participation.” Many people may find this change contradictory to the idea of capitalism that we, as an economy, so desperately follow. For example, leaders are defined by how well their ideas benefit everyone within and outside the company; not by position or title that has been given. “Participation,” Chuck says, is not having standard work hours, but working when it is needed to benefit the business. Work becomes a group process, not an individual job. The “Participation” business not only uses a Level 5 leader to its full potential, but does well in training others to become leaders themselves.

Standard leaders of corporations today resort to traditional hierarchies of leadership with strictly defined jobs for individuals. Blakeman initiates change in his lecture by innovating the way that people can work to not only benefit the company by reaching optimal output through groups, but also by redefining how an individual can become a leader inside and outside of the workplace.

As individuals learn how to benefit each other, and not just themselves, all will learn how to accept change by understanding others’ perspectives of the world of business and how it can be run.

In conclusion, change and contradiction have never been simple. Implementing laws in politics is an annual, if not a decadal process. Our economy is structured by traditional business, businesses that have been failing us as an economy. Other, thriving businesses, like Apple and Google, have begun changing the idea of a workplace, however the traditional sense of work remains. Many of these businesses go into bankruptcy due to bad leadership. The idea of a Level 5 leader explains that it does not take one individual to lead a group, but it takes one individual to teach how others can lead groups of their own.

As we become more capable of leadership as individuals, our economy and population will more strongly represent the leader-esque nation we have chosen to become, and continue to be.

With so many intelligent, competent, qualified individuals in this world, it is difficult to reach the top and stay there. There are so many people with comparable resumes and skill sets that it appears as though anyone could do the job.

With so much talent, experience, and knowledge, what is the difference then, between Kyle Flood and Nick Saban? On paper at the time of their hire, their qualifications may have appeared similar, and yet their results could not be more different. The individuals fighting for the big chair are all good, but what is keeping those good people from becoming great? What sets apart the Nick Sabans and the Urban Meyers from the Kyle Floods?

Jim Collins lays out the keys to success in his book Good to Great. According to Collins, the mystery puzzle piece for any great leader is a paradox made up of personal humility and professional will.

Many skills go into creating a successful athletic program. A coach should expect his or her players to be able to carry out the fundamentals of the game as well as think critically in sticky game situations. This expectation is justified granted the coach is exhibiting Level 5 leadership and preparing his players for success, even in his or her absence. As a coach, your own personal record matters.

As stated by Collins, half of success is professional will. You must be compelled to do whatever is necessary to win. You should pursue the wins and despise the losses, because, as a coach, you are hired to produce a winning team. In reality, your success depends upon their success. If you can achieve this goal, the success is bound to become contagious and grow.

If you can achieve this goal as a Level 5 leader, the success will keep rolling long after you are gone.

This sounds great in theory, but why is it so hard to achieve? The paradox of professional will and personal humility is a tall order because it requires an individual to seemingly be two people at once.

Often those individuals with professional will who have made it to the top are relentless, competitive, and abrasive individuals who seek recognition and won’t stop until they achieve their goals. This definition sounds nothing, however, like someone who displays personal humility, is humble and modest, and avoids like the spotlight.

Another interesting facet of the paradox is that Level 5 leaders set up their successors for success. Companies, teams, etc. should not be led by one genius controlling the show, while everyone else just falls in line. Once you cut off the head of that monster if, for example, the CEO were to leave or fall ill, all of the minions will start running around aimlessly as if their heads were cut off as well.

Instead, you should prepare everyone below you for what it takes to do your job. Teach them your decision making process, show them your work ethic, talk about your values, and give them the tools to do your job better than you could ever do it. As a coach, your assistant coaches should be able to run a flawless practice, and your players should be able to win championships in your absence.

Sounds silly, right? This approach, however, is the difference between successful teams and average teams.

In my experience, the biggest downfall of coaches is their lack of personal humility. Collins talks about a concept called The Window and The Mirror. Essentially, when a coach is asked what went wrong, they should always blame themselves for not preparing their team. When a coach is asked what went right, he or she should point to all of the other individuals who played a part and take no responsibility themselves. Too often, post game talks involve coaches pointing fingers and highlighting the negatives.

It is the sole reason, I believe, the Rutgers Softball team is currently 2-11. Our coach is far too worried about his personal record, his appearance, and losing respect. He cuts down his assistant coaches in front of us all and instead of trying to help them become better coaches, doesn’t allow them to give feedback to the players. He tried to be the genius with a thousand (or two) helpers and his method is failing miserably.

In a speech she gave about her loss in the National Championship series to Florida, head coach of the Michigan Wolverines Softball team, Carol Hutchins, told all of the coaches of the NCAA that SHE did not prepare her team for victory. She stated that her players did everything she asked of them and it was failure on HER part that cost them the championship.

Coaches that work with her will go on to have even more success of their own because of the preparation she has given them. I have made friends with her team of rock stars, and I know for a fact that her players would run through a brick wall for her, dive off a cliff for her, or take a ball to the face for her because she is a Level 5 leader. She wants success not just for herself, but for her team, and has instilled in her girls what it means to be “humble and hungry”.

It is not that our team doesn’t know what professional will and personal humility look like side by side. My freshman year we had an assistant coach who could have turned this program into the next Michigan or Florida. I would have run through a brick wall for her in a heartbeat, and everyone she came in contact with would have been better for it because of her level of leadership.

Unfortunately, family circumstances required her to part ways with Rutgers, and we have all been searching for that feeling ever since. Now, we have quite the opposite leadership. The finger is always pointed at the players. Our post game talks involve nothing but negativity, and in the event that one of the players tries to bring a highlight of the game to everyone’s attention, our coach responds with his layer of sarcasm.

I know from experience coaches need to exhibit both professional will and personal humility, because without humility, your assistant coaches and players will resent you.

You will never build a championship program. You must be ready and willing to do whatever it takes to get the job done while maintaining modesty and humbleness. You must make those below you feel appreciated and confident that, if and when their time comes to take a seat in the big chair, they will be ready.

I have aspirations of becoming a head coach one day, and I will apply what I have learned to do from Jim Collins and what I have learned not to do from my coach in my pursuit to be a Level 5 leader and breed the next generation of softball success.

To many people, being a quality leader may be distinguished as a person with great bravado and a dazzling command over a group of followers. 

For a person to be a good leader, some believe it is necessary to have an egocentric personality, constantly expressing their superiority.  Leaders are assumed to be known as larger-than-life figures that capture the attention of a crowd as soon as they step foot into a building.  Any believers that think these qualities are the key to leadership will never become a successful leader.

I was once one of these believers and didn’t consider myself capable of becoming a leader because I didn’t have the aptitude to be an assertive, commanding egotistic.  I didn’t think I could be the captain of my high school soccer team because I wasn’t an authoritative person.  I never thought I was fit to be the student body president because I lacked command.

Little did I know, the aforementioned characteristics are insignificant to becoming a great leader.

The books “Tribes” by Seth Godin and “Good to Great” by Tim Collins have altered my perspective of what it takes to be a great leader.  These authors have instilled the confidence that I have needed to take the next step in life and start leading my own tribe.  Anyone can become a leader.  Being a leader doesn’t require a specific make-up.  Everyone has the same opportunity to become a leader, it’s whether or not you choose to be one.  In Seth Godin’s eyes, being a great leader starts with taking initiative in whatever it is you believe in.  If you have a strong enough belief in an idea, the passion you have will project itself and followers who have the same passion will join the movement.

In the past few years, based on Godin’s views, I would have been considered a “sheep-walker”.  I kept my ideas to myself, I did what I was told, and settled on being content with everything.  But in the recent year, I’ve begun to walk away from being a “sheep-walker” and pursuing to be more of a leader.  Being a leader doesn’t mean you have to be the CEO of a large company, one can lead from anywhere within the organization.  I’ve been interning for a few months for this sports company that is getting ready to launch by the end of the year.  A team of us had been given a project, to analyze and scout players performing at the NFL combine.

Not many reports were being posted on a regular basis so I took the initiative and began to post as many reports as I could every day.  Other team members saw the passion I had and followed suit because they had the same passion.  I tried to help any team members who were struggling and give them any tips that I had picked up.  I would try to spark up new ideas to help enhance the project.  I wasn’t doing all this to look good for the CEO, but all my actions have been done to help benefit the organization and I believe that has been evident to the rest of the team.

If I received any compliment for any of the work, the first thing I’d say would be “Thank you, but the rest of the team had a lot to do with it, they deserve most of the credit.”

One must have a “blend of personal humility and professional will”, an excellent description from Jim Collins on what it takes to be a great leader.

One must have the will to do whatever it takes to help the organization grow and reach new limits and in doing so, they must also be able to keep a leveled ego through modesty and humbleness.  The quote of “personal humility and professional will” is going to be ingrained in me for the rest of my life.  Now, I’ve made it a ritual to say every morning when I wake up.

A change in leadership can be difficult, especially when it is unexpected. In most cases, when a leader needs to be replaced their departure usually comes at an expected time. Usually.

Toward the end of my junior year of high school my football team’s head coach passed away unexpectedly. The news shocked everybody. It not only impacted the football team, but the school and the whole town.

The school had two problems to deal with. The first was to handle the chaos and sadness that surrounded the school. The second was to try to replace a leader. The first problem can be solved with time. The second problem is a more difficult problem to solve.

Replacing a leader is always a hard thing to do.

The school had to replace not only the head football coach, but also a teacher and an administrator. He was the football team’s only head coach in school history.

In his last season, he took the school to the playoffs for the first time in school history. His team was becoming a team that worked hard to get better every day. He was instilling a winning culture. The program was trending upwards and then it all came to an unexpected stop.

The process of finding a new head coach took about two months. There were dozens of applications from all over the country. The athletic department decided to promote the assistant head coach.

As the new head coach he kept most of the coaching staff. He found good replacements for the coaches that did leave. However, he did not continue the culture change. Despite being the assistant head coach and knowing the plan, he did not continue it.

It is understandable for a new coach to want to make a few changes.

But that first year, it seemed like there was no plan or sense of direction. The team didn’t feel as motivated to play for him as they did for the previous head coach.

The difference between the two head coaches was the level of leadership and their emotional intelligence. The first head coach was able to motivate players in different ways. He was also able to establish a relationship with his players that was similar to a father-son relationship. Players wanted to play hard for him.

The second head coach yelled at his players like his predecessor did, but the yelling didn’t have the same effect. And he failed to establish close relationships with his players. The players didn’t have the same desire to play for him.

The team made the playoffs this past season, which was the new head coach’s third season as the head coach. This may mean a plan is in place and a culture of winning is being established. The only way to tell is to judge the program by its ability to sustain success.

Change is hard. Changing a culture under a new leader is even harder. It involves implementing a plan and establishing a culture. Both of these things are easier said than done. But it all starts with having the correct person in charge.

The leadership of upper level management is a key factor of what drives success in a company.  Without proper leadership, sustained success is unattainable. 

Each individual’s definition of leadership is going to be different.  In “Good to Great” by Jim Collins, he introduces this concept called Level 5 Leadership.  A level 5 leader is an individual who takes a company from good, and creates great sustained success for future generations.  According to Collins, level 5 leaders “build enduring greatness through a paradoxical blend of personal humility and professional will” (Collins, 20). These leaders put their personal desires and egos aside and focus all of their ambition towards making the company great.  While focusing on the success of the company, these leaders never seek praise, and often discuss the companies’ success using words such as “we” instead of “I”, as to hide from the spotlight and credit the success towards others.

The immense humility these leaders possess creates an environment filled with positive morale which leads to success. To completely grasp this concept, one must understand that personal humility is only half of the paradoxical blend, which forms a level 5 leader. While being modest and humble, these leaders will do whatever is needed for the success of the company. According to Collins, “Level 5 leaders are fanatically driven, infected with an incurable need to produce results” (Collins, 30).  The work ethic these leaders contain aids them in their success. They desire long-term success and will settle for nothing but that, no matter the difficulty of the task at hand. The determination to set up the company for greater success once they have left, while knowing they may receive no credit or praise is what separates this elite group from others.

The comprehensive mixture of personal humility and this professional will for greatness is what makes level 5 leaders rare and prestigious.

The determination for success in future generations is what makes a level 5 leader so valuable. This past year I had the opportunity to experience working in one of America’s top 100 companies to work for. After learning this concept, I can see clearly why the company is extremely successful and then extremely unsuccessful.

Upon hiring, our general manager displayed the many qualities of a level 5 leader. Through daily team meetings to individual monthly evaluations and awards, he strove to praise his hard working employees. He was always extremely humble and thankful for the dedication of his employees for making the company succeed.  He would work endless hours in any position needed to ensure that the company was going to be successful.  He truly cared about the success of the company before his own personal goals.

Towards the end of the summer, we had received notice that he was going to be leaving the company.  In a short two weeks, he had promoted an assistant to the new general and they began to run the company. Within the upcoming months, the daily meetings stopped and we no longer received help from upper management. Employees were no longer being praised for their hard work, yet reprimanded for each and every mistake. Workplace morale had completely taken a 180-degree turn and was at an all time low.

As morale declined, employees began to leave the company, forcing others to work longer hours, without any thanks or praise.

Instead of daily meetings to praise and motivate, we were being told of the losses the company was taking and being blamed for not generating enough sales. Within a six month span, the entire company was different. No longer was it yielding successful results. This really shows how rare level 5 leaders are.

 Even though the previous general manager showed many of the qualities of a level 5 leaders, the failure to select a quality successor proves that he is not a level 5 leader. Instead of spending the time to select a quality general manager, he simply hired the next man in command, which ended up being disastrous.

Throughout the world, there are very few organizations and even sports teams with Level 5 leaders. Level 5 leaders are explained to be an executive in whom extreme personal humility blends paradoxically with intense professional will, according to Jim Collins, author of Good to Great. Having such contradictory characteristics, coming across someone like this is very rare.

I have never run an organization, but I have been in charge of several sports teams. Not in the context of coaching, but rather as captain. During my senior year of high school, I was named captain of my soccer team and also the winter and spring track teams. Being captain of the soccer team is very different than being captain of the track teams. Soccer is much more of a team oriented sport, where track focuses more on individual accomplishments.

I have played soccer my whole life, like most people who choose to write a topic about sports. I was always one of the stand out players on any team I played for, from recreational sports to all the way up to collegiate soccer.

Every position on the soccer field is important in winning a game, but some are more important than others.

For example, in football, the quarterback is the most important player on the field. In soccer, the most important position is the sweeper (center defender), in my opinion. This, coincidentally enough, is the position I play. The sweeper is the player who directs everyone else on the field. The sweeper tells the other players when to step up to the ball, when to pass, when an opposing player is closing in on them, and any other direction that helps them win the game. In addition, the sweeper is the glue that holds the entire defense together. The sweeper is the last line before the opposing team gets to the goalkeeper. In my eyes, it is my job to do everything in my power to protect the goalkeeper and prevent any shots on goal as well as to keep my team motivated to win.

Jim Collins identifies the characteristics common to Level 5 leaders as humility, will, ferocious resolve, and the tendency to give credit to others while assigning blame to themselves. In my senior year, I feel that I exhibited a majority of those characteristics while acting as team captain. Each game we had, I did everything in my power to keep the opposing team away from my goalkeeper and the ball out of our half of the field. Anytime we lost a game or the opposing team scored a goal, it would crush me. I felt that I failed my team, failed my defense and failed my goalkeeper.

It did not matter the reason, as the captain, I felt any type of loss personally.

When we started our run in the state tournament, my coach asked me to start playing another position since our forwards were finding it very difficult to score.  The strategy was to have me play the first half of the game as sweeper to allow my defense to settle into the game, then once the second half began, I would move up to forward. The switch was a key catalyst in changing the way we played our games and helped us win the state sectional championship that year.

I had to ensure my defense was comfortable without me at the helm as I had been there for four years. I also had to be sensitive to the forwards that my moving up was not because any wrong doing on their end, but a change in strategy to surprise our opposition.  As each game went on, my field presence and playing defined the game. The local newspapers would interview me after every game and call me on weekends to discuss how the change in our lineup was driving us closer and closer to the state championship.

As flattered as I may have been, I never took the credit for myself. I always said, and truly believed, that the only reason the switch up was successful was because I had an extremely capable team supporting me. When I moved to forward, that was the first time in 4 years that the defense line had a different sweeper and they were able to hold their own. That was a huge reason we were successful.

Every player on my team was the reason we were successful, not just me.

I always had a tendency to deflect all the credit that came with our wins to my entire team, not just me. But on the other hand, whenever we would lose, it was no one else’s fault but my own. I constantly made sure that my team knew we would not have been successful if it was not for everyone’s contribution.

I was not a perfect Level 5 leader, but looking back on my experiences and learning about what it means to actually be a Level 5 leader, I realized that I had moments that made me feel like one.