DEVELOPING THE LEADERS AROUND YOU

By John Maxwell




AM I RAISING UP POTENTIAL LEADERS?
Chapter 1

WHY LEADERS NEED TO REPRODUCE LEADERS

Acquiring and keeping good people is a leaders most important task

Those closest to the leader will determine the success of that leader

An organizations growth potential is directly related to its personnel
potential

Grow a leader--grow an organization

Everything rises and falls on leadership

Potential leaders help carry the load

They become a sounding board for me.

They posses a leadership mind-set

Leaders attract potential leaders

It takes a leader to know a leader, grow a leader, and show a leader.

Leaders who mentor potential leaders multiply their effectiveness

**"There is no success without a successor."**

Developed leaders expand and enhance the future of the organization

The more people you lead the more leaders you need

A leader's success can be defined as the maximum utilization of the
abilities of those
under him.

CREATING A CLIMATE FOR POTENTIAL LEADERS?
Chapter 2

Leaders must be enviromental change agents

Momentum is the greatest of all change agents.

Leaders must model the leadership they desire

Focus on the potential of the leader and the organization

Focus on the potential leader's needs (desires)

Look for the leader within the person

It takes a leader with vision to see the future leader within the person.

Place an emphasis on production, not position and title

Provide growth opportunities

We must look at the potential leaders around us and ask, "What does
this person need in
order to grow?"

Lead (don't manage) with vision

Do Big things

Spend more effort on the "Farm Team" than on the free agents

Make difficult decisions

Pay the price that attracts leaders

A person can pay now an play later, or he can play now an pay later.

Questions on commitment to personal growth

Questions to ask concerning organizational growth

Great leaders share themselves and what they have learned.

IDENTIFYING  POTENTIAL LEADERS
Chapter 3


To develop positive successful people, look for the gold, not the dirt

SELECTING THE RIGHT PLAYERS

Maxwell's Five A's:

Assessment of needs:
Assets on hand:
Ability of candidates
Attitude of candidates
Accomplishments of candidates:

Hiring an employee is like skydiving; once you have jumped out of the
plane, you're
committed.

1.  Make hiring the responsibility of a highly-developed leader.

2.  Hire the most highly developed leaders you can get.

3.  Commit to modeling leadership.

4.  Commit to developing those around you.


QUALITIES TO LOOK FOR IN A LEADER

1.  CHARACTER

Character flaws cannot be ignored. They will eventually make a leader
ineffective.

2.  INFLUENCE

What is the leader's level of influence?

A.  Who influences the leader?
B.  Whom does he influence?

3.  POSITIVE ATTITUDE

4.  EXCELLENT PEOPLE SKILLS

5.  EVIDENT GIFTS

Never be
Could be
Should be
Must be

6.  PROVEN TRACK RECORD

A proven leader always has a proven track record.

7.  CONFIDENCE

8.  SELF-DISCIPLINE

A great leader has the ability to instill within his people confidence
in themselves.

9.  EFFECTIVE COMMUNICATION SKILLS

Liking people is the beginning of the ability to communicate.

A.  A genuine concern for the person he's talking to

B.  The ability to focus on the responder

C.  The ability to communicate with all kinds of people

D.  Eye contact with the person he's speaking to

E.  A warm smile

10. DISCONTENT WITH THE STATUS QUO

A leader who loves the status quo soon becomes a follower.

Seek people who seek solutions.

NURTURING  POTENTIAL LEADERS
Chapter 4

Maxwell's BEST acronym:
B elieve in them.
E ncourage them.
S hare with them.
T rust them.

Nurturing has the ability to transform people's lives.

Choose a leadership model for yourself.

1.  Does my model's life deserve a following?

2.  Does my model's life have a following?

3.  What is the main strength that influences others to follow my model?

4.  Does my model produce other leaders?

5.  Is my model's strength reproducible in my life?

6.  If my model's strength is reproducible in my life, what steps must I
take to develop and
demonstrate that strength?

GUIDELINES FOR MENTORING RELATIONSHIPS
1.  Ask the right questions.

2.  Clarify your level of expectations.

3.  Accept a subordinate, learning position

4.  Respect the mentor but don't idolize him.

5.  Immediately put into effect what you are learning.

6.  Be disciplined in relating to the mentor.

7.  Reward your mentor with your own progress.

8.  Don't threaten to give up.

Build Trust
Leadership can only function on the basis of trust.

Show Transparency

Offer Time

Time spent with a potential leader is an investment.

Believe in People

When you believe in people, you motivate them and release their
potential.

Give Encouragement

People always grow toward a leader's expectation.

Exhibit Consistency

Hold Hope High

It is the leader's job to hold hope high.

Add Significance

Provide Security

Reward Production

Establish a Support System

1.  Emotional support
2.  Skills training
3.  Money
4.  Equipment
5.  Personnel

Discern and personalize the potential leader's journey

Spend 80 percent of your time on the most promising 20 percent of the
potential leaders   around you.


1.  Select people whose philosophy of life is similar to yours.
2.  Choose people with potential you genuinely believe in.
3.  Determine what they need.
4.  Evaluate their progress constantly.
5.  Be committed, serious, and available to the people you mentor.



EQUIPPING  POTENTIAL LEADERS
Chapter 5

Equipping is an ongoing process.

Equipping must be tailored to each potential leader.

EQUIPPING QUESTIONS

Questions about the organization.

1.  What is the statement of purpose for the organization?

2.  What is the primary need of the organization?

3.  Is there a training program in place to meet that need?

4.  What areas within the organization have the greatest growth potential?

5.  Does those potential growth areas have the needed leaders to accomplish
the task?

Questions about the organization.

1.  Am I willing to pour my life into others?

2.  Am I committed to an equipping organization?

3.  Am I effective in the areas I need to equip?

4.  Have I developed a prospect list of potential leaders?

5.  What assumptions have I made that need to be changed?

Questions about the potential leader

1.  Is this person compatible philosophically with the organization and my
leadership?

2.  Does this person show a potential for growth?

3.  Are there lingering questions I have about this person?

4.  Am I selecting this person because of obvious strengths or because I do
not see any      
glaring weaknesses?

5.  What is the potential leader's fit?

People need to be trained and developed primarily in their areas of
strength.

A person should be spending 80 percent of his time doing things that
require his greatest      gifts and abilities.

HOW TO EQUIP FOR EXCELLENCE

Develop a Personal Relationship with the People you Equip

All good mentoring relationships begin with a personal relationship.

Share your Dream

Ask for Commitment

Set Goals for Growth

1.  Make the goals appropriate.
2.  Make the goals attainable.
3.  Make the goals measurable.
4.  Clearly state the goals.
5.  Make the goals require a "stretch."
6.  Put the goals in writing.

The leader must know his people well enough to identify attainable
goals that require a   stretch.

Communicate the Fundamentals

Preform the Five-Step Process of Training People

Step 1: I model.
Step 2: I mentor.
Step 3: I monitor.
Step 4: I motivate.
Step 5: I multiply.

Give Them the "Big Three"
Responsibility
Authority
Accountability

Levels of Authority
1.  Position
2.  Competence
3.  Personality
4.  Integrity
5.  Spirituality

Give Them the Tools They Need

Check on Them Systematically

Factors determining follow-up
1.  The importance of the task
2.  The demands of the work
3.  The newness of the work
4.  The newness of the worker
5.  The responsibility of the worker

Included in follow-up
1.  Discuss feelings.
2.  Measure progress.
3.  Give feedback.
4.  Give encouragement.

Conduct Periodic Equipping Meetings

Good news
Vision
Content
Administration
Empowerment
DEVELOPING  POTENTIAL LEADERS
Chapter 6

The growth and development of people is the highest calling of
leadership.

ASK THE THREE MOTIVATION QUESTIONS

1.  What do they want?

2.  Do they have a way of getting what they want?

3.  Will they be rewarded if successful?

Be A Good Listener

Good leaders are good listeners.

Every idea is a good idea until you've settled on the best idea.

Develop a Plan for Personal Growth

Practice Steps for Personal Growth

1.  Set aside time daily for growth.

2.  File quickly what you learn.

3.  Apply quickly what you learn.

4.  Grow with someone.

5.  Plan you growth and follow it for a year.

Personal growth is like investing.  It is not your timing.  It's your
time in.

Keep the Growth Going

Use the Four-Stage Process of Adaptation
1.  Visually

2.  Emotionally

3.   Experientially

4.  Convictionally

Follow the Idea Grid

I  nstruction
D emonstration
E xposure
A ccountability

Give Them Varied Experiences

Strive for Excellence

Excellence breeds character and character breeds excellence.

Implement the Law of Effect

R ewards
I indicating
S taff
E xpectations

Care Enough to Confront

1.  Confront ASAP.

2.  Separate the person from the wrong action.

3.  Confront only when the person can change.

4.  Give the person the benefit of the doubt.

5.   Be specific.

6.  Avoid sarcasm.

7.  Avoid words like always and never.

8.  Tell the person how you feel about what was done wrong.

9.   Give the person a game plan to fix the problem.

10. Affirm him or her as a person and a friend.

Positive confrontation is a sure sign that you care for a person.


Make the Hard Decisions

Level 1:   Some Growth

Level 2:   Growth that makes them capable in their job

Level 3:   Growth that makes them able to reproduce themselves in their job

Level 4:   Growth that takes t a higher level job

Level 5:   Growth that allows them to take others higher

Level 6:   Growth that allows them to handle any job


Be Personally Secure




FORMING A DREAM TEAM OF LEADERS
Chapter 7

THE QUALITIES OF A DREAM TEAM

1.  The team members care for one another

Teams that don't bond can't build.

2.  The team members know what is important

3.  The team members communicate with one another

4.  The team members grow together

5.  There is a team fit

A good team fit requires an attitude of partnership.

Trust allows team members to begin working as a single unit.

6.  The team members place their individual rights beneath the best
interest of the team

Individualism wins trophies, but teamwork wins pennants.

7.  Each team member plays a special role

8.  An effective team has a good bench

9.  The team members know exactly where the team stands

Knowing where the team stands at every moment separates the great
players from the   adequate players.

10.  The team members are willing to pay the price

Success comes down to sacrifice---willingness to pay the price.


COACHING A DREAM TEAM OF LEADERS
Chapter 8

THE QUALITIES OF A DREAM TEAM COACH

1.  A dream team coach chooses players well

Having the right players determines 60 to 80 percent of the success of
any organization.

2.  A dream team coach constantly communicates the game plan
A.  Tell them what you expect of them.
B.  Give them an opportunity to perform.
C.  Let them know how they're getting along.
D.  Instruct and empower them when they need it.
E.  Reward them according to their contribution.

3.  A dream team coach takes the time to huddle
A.  Focus
B.  An opportunity to listen
C.  An opportunity to make personnel changes
D.  An opportunity to make play changes
E.  An opportunity to rest

4.  A dream team coach knows what his or her players prefer

5.  A dream team coach excels in problem solving

Problems almost always create opportunities---to learn, grow, and
improve.
A.  Problem-solving issues with players
B.  Problem-solving issues with preparation
C.  Problem-solving issues with the game

6.  A dream team coach provides the support needed for success

7.  A dream team coach commands the respect of the players

Respect must be earned over time.  There are no shortcuts.
A.  Trustworthiness
B.  A caring attitude
C.  The ability to make hard decisions

8.  A dream team coach does not treat everyone the same

Give opportunities, resources, and playing time according to players'
past performance.

9.  A dream team coach continues to win
A.  Work on specific skills.
B.  Make a change.
C.  Reward the unrewarded.
D.  Transfer the burden.
E.  Above all, don't dwell on yesterday's victory.

10. A dream team coach understand the levels of the players
A.  Players who need direction.
B.  Players who need coaching.
C.  Players who need support.
B.  Players to whom you delegate.

DELEGATION: THE DREAM TEAM COACH'S MOST POWERFUL TOOL

Delegation is the most powerful tool leaders have.

1.  Insecurity

2.  Lack of confidence in others

3.  Lack of ability to train others

4.  Personal enjoyment of the task

5.  Habit

6.  Inability to find someone else to do it

7.  Reluctance caused by past failures

8.  Lack of time

9.  An "I do it best" mind-set
Steps toward delegation
a.  Ask them to be fact finders only.
b.  Ask them to make suggestions.
c.  Ask them to implement one of their recommendations, but only after
you give your           approval.
d.  Ask them to take action on their own, but to report the results
immediately.
e.  Give compete authority.

MISCONCEPTIONS ABOUT DELEGATION

HOW WELL ARE YOU COACHING YOUR TEAM ?
REALIZING VALUE TO AND FROM LEADERS
Chapter 9

People development is life-changing for everyone involved.


VALUE ADDED TO NEW LEADERS

1.  Modeling


2.  Vision and direction


3.  Encouragement and affirmation


4.  Belief in themselves

Believe in people and they will rise to fulfill that belief.


5.  Willingness to try new things


6.   Personal development

Look for opportunities to share yourself with people.


7.  Commitment to personal growth


8.  Empowerment

People become empowered when you provide them with three things:
opportunity,   freedom, and security.


9.  Being a part of something greater than themselves

To live a worthwhile meaningful life, a person must be a part of
something greater than   himself.

One of the greatest rewards of adding value to people is it comes back
to you multiplied.

VALUE ADDED TO ME BY THE PEOPLE I HAVE DEVELOPED

1.  Loyalty



2.  Encouragement



3.  Personal counsel and support



4.  Follow-through



5.  Time



6.  Balance of gifts



7.  Attraction of others



8.  People development



9.  Increased influence


REPRODUCING GENERATIONS OF LEADERS
Chapter 10

A leader who produces other leaders multiplies his influence.

True success comes only when every generation continues to develop the
next generation.

1.  Desiring



2.  Relational skills

Relational skills are the most important abilities in leadership.



3.  Practical leadership skills



A FOLLOWER BECOMES A LEADER

1.  Maintain a positive environment



2.  Express high belief in them



3.   Empower them



4.  Play to their strengths









A MANAGER BECOMES A LEADER

How big we think determines the size of our accomplishments.

1.  Leaders think big

2.  Leaders think in terms of other people

3.  Leaders think continually

4.  Leaders think bottom line

5.  Leaders think without lines

6.  Leaders think in terms of intangibles

7.  Leaders think quickly


A LEADER CHANGES LEADERSHIP STYLES

1.  Model a better leadership style

2.  Identify where they err

3.  Get their permission to help them change

4.  Show them how to get from here to there

5.  Give immediate feedback
F aithful
A vailable
I   nitiating
T eachable
H onest

A GOOD LEADER BECOMES A GREAT LEADER

1.  Put them on a personal plan for growth

2.  Create opportunities to stretch them

3.  Learn from them

It's not what happens to you: it's what happens in you.