Developing The Leader Within You
John C. Maxwell
Leadership can be taught.
The Leading Leader
• Is born with leadership qualities.
• Has seen leadership modelled throughout life.
• Has learned added leadership through training.
• Has self-discipline to become a great leader.
Note: Three out of four of these qualities are acquired.
The Learned Leader
• Has seen leadership modelled most of life.
• Has learned leadership through training.
• Has self-discipline to be a great leader.
Note: All three qualities are acquired.
The Latent Leader
• Has just recently seen leadership modelled.
• Is learning to be a leader through training.
• Has self-discipline to become a good leader.
Note: All three qualities are acquired.
The Limited Leader
• Has little or no exposure to leaders.
• Has little or no exposure to leadership training.
• Has desire to become a leader.
Note: All three can be acquired.
Influence
5 Levels of Leadership
1. Position – Rights. People follow because they have to.
a. Know your job description thoroughly.
b. Be aware of thee history of the organization.
c. Be a team player.
d. Accept responsibility.
e. Do your job with consistent excellence.
f. Do more than expected.
g. Offer creative ideas for change and improvement.
2. Permission – Relationship. People follow because they want to.
a. Possess a genuine love for people.
b. Make those who work with you more successful.
c. See through other people’s eyes.
d. Love people more than procedures.
e. Do “win-win” or don’t do it.
f. Include others in your journey.
g. Deal wisely with difficult people.
3. Production – Results. People follow because of what you have done for the organisation.
a. Initiate and accept responsibility for growth.
b. Develop and follow a statement of purpose.
c. Make your job description and energy an integral part of the statement of purpose.
d. Develop accountability for results, beginning with yourself.
e. Know and do the things that give a high return.
f. Communicate the strategy and vision of the organization.
g. Become a change-agent and understand timing.
h. Make the difficult decisions that will make a difference.
4. People Development – Reproduction. People follow because of what you have done for them.
a. Realize that people are your most valuable asset.
b. Place a priority on developing people.
c. Be a model for others to follow.
d. Pour your leadership efforts into the top 20 percent of your people.
e. Expose key leaders to growth opportunities.
f. Be able to attract other winners/producers to the common goal.
g. Surround yourself with an inner core that complements your leadership.
5. Personhood – Respect. People follow because of who you are and what you represent.
a. Your followers are loyal and sacrificial.
b. You have spent years mentoring and moulding leaders.
c. You have become a statesman/consultant, and are sought out by others.
d. Your greatest joy comes from watching others grow and develop.
e. You transcend the organization.
Priorities
Too many priorities paralyze us.
When little priorities demand too much of us, big problems arise.
Time deadlines and emergencies force us to prioritize.
Too often we learn too late what is really important.
You can’t have it all.
He who seeks one thing, and but one,- By William H. Hinson
May hope to achieve it before life is done.
But he who seeks all things wherever he goes
Must reap around him in whatever he sows
A harvest of barren regret.
Integrity
1. Integrity builds trust.
2. Integrity has high influence value.
3. Integrity facilitates high standards.
4. Integrity results in a solid reputation, not just image.
5. Integrity means living it myself before leading others.
6. Integrity helps a leader to be credible, not just clever.
7. Integrity is a hard-won achievement.
You will only become what you are becoming right nowCreating positive change
Though you cannot go back
And make a brand new start, my friend.
Anyone can start from now
And make a brand new end.
Profile of a leader in trouble
• Has a poor understanding of people.
• Lacks imagination.
• Has personal problems.
• Passes the buck.
• Feels secure and satisfied..
• Is not organized.
• Files into rages.
• Will not take a risk.
• Is insecure and defensive.
• Stays inflexible.
• Has no team spirit.
• Fights change.
Evolutionary process of successful change within an organisation can be summed up in the eight steps that must occur as the organization moves from ignorance about the desired change and the effects it will have to a mind-set of willingness and innovation.
1. Ignorance. “In the dark”
2. Information. Ideas for change not embraced.
3. Infusion. Cause confrontations with apathy, prejudice and tradition. Tends to focus on problems.
4. Individual Change. “Early adopters” see benefits.
5. Organization Change. More open.
6. Awkward Application. Some failures and some successes are experienced. Learning process is rapid.
7. Integration. More acceptance.
8. Innovation. Willingness to change more rapidly and boldly.
The leader must develop a trust with people.
The leader must make personal changes before asking others to change.
Good leaders understand the history of the organization.
Problem-solving is the quickest way to gain leadership
A test of a leader is the ability to recognize a problem before it becomes an emergency.
The problem-solving process
• Identify the problem.
• Prioritize the problem.
• Define the problem.
1. Ask the right questions.
2. Talk to the right people.
3. Get the hard facts.
4. Get involved in the process.
• Select people to help you in the problem-solving process.
• Collect problem causes.
• Collect problem-solving solutions.
• Prioritize and select the “best” solutions.
• Implement the best solution.
• Evaluate the solution.
• Set up principles or policies to keep problems from recurring.
Attitudes are our most important assets.
We are responsible for our attitudes.
The pessimist complains about the wind.6 stages of attitude change
The optimist expects it to change.
The leader adjusts the sails.
1. Identify problem feelings.
2. Identify problem behaviour.
3. Identify problem thinking.
4. Identify right thinking.
5. Make a public commitment to right thinking.
6. Develop a plan for right thinking.
The plan should include:
• A written definition of desired right thinking.
• A way to measure progress.
• A daily measuring of progress.
• A person to whom you are accountable.
• A daily diet of self-help materials.
• Associating with right thinking people.
People - Your most appreciable asset.
What motivates people?
• Significant contributions.
• Goal participation.
• Positive dissatisfaction.
• Recognition.
• Clear expectations.
What de-motivates people?
• Don’t belittle anyone.
• Don’t manipulate anyone.
• Don’t be insensitive.
• Don’t discourage personal growth.
Successful people-developers give the right assistance to people
• I need to work out their strengths and work on their weakness.
• I must give them myself.
• I must give them ownership.
• I must give them every chance for success.
Be a model that others can follow.
Lead others by looking through their eyes.
Leaders must care for people before they can develop them.
People developers look for opportunities to build up people.
Vision - The quality of leadership.
• Wanderers: some people never see it.
• Followers: Some people see it but never pursue it on their own.
• Achievers: Some people see it and pursue it.
• Leaders : Some people see it and pursue it and help others see it.
You see what you are prepared to see.
What you see is what you get.
Napoleon Hill said, “Cherish your visions and your dreams as they are the children of your soul; the blueprints of your ultimate achievements.”
Look behind you: What have you learned?
Look around you: What is happening to others?
Look ahead of you: What is the big picture?
Look above of you: What does God expect of you?
Look beside you: What resources are available to you?
Successful leaders see on three levels:
1. Perception: Seeing what is now with they eyes of reality.
What hinders a vision?
a. Limited leaders.
b. Concrete thinkers.
c. Dogmatic talkers.
d. Continual losers.
e. Satisfied sitters.
f. Tradition lovers.
g. Census takers.
h. Problem perceivers.
i. Self-seekers.
j. Failure forecasters.
2. Probability: seeing what will be with the eyes of discernment.
Setting the proper environment:
a. Come alongside of them.
b. Pain the picture for them.
i. Horizon: heights of their possibilities.
ii. Sun: warmth and hope.
iii. Mountains: challenges.
iv. Birds: freedom and the spirit of man.
v. Flowers: rest stops to refresh mentally and physically. Success is the progressive realization of a predetermined, worthwhile goal.
vi. Path: direction.
vii. Yourself: Placing yourself in the picture shows your commitment to the vision and your desire to walk with the people through the process.
c. Put the things they love in the picture.
3. Possibility: Seeing what can be with the eyes of vision.
Opening eyes to possibilities.
Ah, great it is to believe the dream,A futurist lives only on Level 3. A forecaster lives only one Level 2. A follower lives only on Level 1. A leader lives on Level 3, leads on Level 2 and listens on Level 1.
As we stand in youth by the starry stream.
But a greater thing is to live life through,
And say at the end, the dream came true.
Self-discipline - Price tag of leadership.
• Start with yourself.
• Start early.
• Start small.
• Start now.
• Organize your life.
1. Set your priorities.
2. Place priorities in your calendar.
3. Allow a little time for the unexpected.
4. Do projects one at a time.
5. Organize your work space.
6. Work according to your temperament.
7. Use your driving time for light work and growth.
8. Develop systems that work for you.
9. Always have a plan for those minutes between meetings.
10. Focus on results, not the activity.
• Welcome responsibility.
I am only one,• Accept accountability.
But still I am one.
I cannot do everything,
But still I can do something;
And because I cannot do everything
I will not refuse to do the
Something that I can do.
• Human nature cannot handle unchecked power.
• Leaders can easily be separated from their people.
• Develop integrity.
1. I will live what I teach.
2. I will do what I say.
3. I will be honest with others.
4. I will put what is best for others ahead of what is best for me.
5. I will be transparent and vulnerable.
• Pay now, play later.
• Become character driven instead of emotion driven.
Staff Development - The most important lesson of leadership.
• Excellent leaders create the right environment.
• Excellent leaders know basic human needs.
1. What is expected from each one.
2. That each will have an opportunity to perform.
3. How each one is getting along.
4. That guidance will be given where each needs it.
5. That each will be rewarded according to his contribution.
• Excellent leaders keep control of the “Big 3”
1. Finance: because the finance staff is a prime mans of exercising executive control in any organisation.
2. Personnel: because the selection of people will determine the organization.
3. Planning: because this area determines the future of the organization.
• Excellent leaders avoid the “Seven deadly sins”
1. Trying to be liked rather than respected.
2. Not asking team members for advice and help.
3. Thwarting personal talent by emphasising rules rather than skills.
4. Not keeping criticism constructive.
5. Not developing a sense of responsibility in team members.
6. Treating everyone the same way.
7. Failing to keep people informed.
