Developing the Leader Within You - Staff Development

This is a summary of the lessons contained in John C. Maxwell's book titled Developing the Leader Within you.

As I shared in the first lesson of this book, Maxwell states: The key to success in an endeavor is the ability to lead others successfully. And, as we have heard before, Everything rises and falls on leadership.


Fortunately, leadership can be taught. Leadership is not an exclusive club for those who were "born with it." The traits that are the raw materials of leadership can be acquired. Link them up with desire and nothing can keep you from becoming a leader. Maxwell's book will supply the leadership principles. Each of us must supply the desire.


There has always been a great deal of confusion over the difference between "leadership" and "management." Management is the process of assuring that the program and objectives of the organization are implemented. Leadership, on the other hand, has to do with casting vision and motivating people.


John W. Gardner, former Secretary of the US Department of Health, Education, and Welfare, has pinpointed five characteristics that set "leader managers" apart from "run-of-the-mill managers" :

1. Leader Managers are long-term thinkers who see beyond the day's crisis and the quarterly report.
2. Leader Managers' interests in their companies do not stop with the units they head. They want to know how all of the company's departments affect one another, and they are constantly reaching beyond their specific areas of influence.
3. Leader Managers put heavy emphasis on vision, values, and motivation.
4. Leader Managers have strong political skills to cope with conflicting requirements of multiple constituents.
5. Leader Managers don't accept the status quo.

People don't want to be managed. They want to be lead.


The following is a summary of the ten chapters of the book, and consequently, the ten traits of leadership.


Chapter #1 = Influence: The Definition of Leadership
Chapter #2 = Priorities: The Key to Leadership
Chapter #3 = Integrity: The Most Important Ingredient of Leadership
Chapter #4 = Creating Positive Change: The Ultimate Test of Leadership
Chapter #5 = Problem-Solving: The Quickest Way to Gain Leadership
Chapter #6 = Attitude: The Extra Plus in Leadership
Chapter #7 = People: Developing Your Most Appreciable Asset
Chapter #8 = Vision: The Indispensable Quality of Leadership
Chapter #9 = Self-Discipline: The Price Tag of Leadership
Chapter #10 = Staff Development: The Most Important Lesson of Leadership

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Staff Development

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

The Most Important Lesson of Leadership: Staff Development

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

Those closest to the leader will determine the level of success for that leader.

• Leaders who continue to grow personally and bring growth to their organizations will influence many and develop a successful team around them.
• The better the players, the better the leader.
• Few people are successful unless a lot of people want them to be.

A Picture of a Winning Teams

Winning teams...

• Have great leaders
• Pick good people
• Play to win
• Make other team members more successful
• Keep improving

Let's explore each of these traits.

Winning Teams Have Great Leaders.

• Everything rises and falls on leadership. There are two ways you can get others to do what you want: You can compel them to do it or you can persuade them.
• Persuading requires an understanding of what makes people tick and what motivates them; that is, a knowledge of human nature.
• If you understand what motivates people, you have at your command the most powerful tool for dealing with people.

Excellent leaders create the right environment.

• They believe in their team. This creates an environment for success.
• The best way to gain and hold loyalty of your personnel is to show interest in and care for them by your words and actions.

Excellent leaders know basic human needs.

Excellent leaders keep control of the "Big 3."

• Three areas are crucial to the leader's authority and success:
1. Finance: because the finance staff is a prime means of exercising executive control in any organization.
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 emphasizing rules rather than skills.
4. Not keeping criticism constructive.
5. Not developing a sense of responsibility in team members.
6. Treating everyone the same.
7. Failing to keep people informed.

Winning Teams Pick Good People.

• "Eagles don't flock. You have to find them one at a time." H. Ross Perot
• There are five principles for picking people that will help you get the best candidates on your team.
1. The smaller the organization, the more important the hiring.
2. Know what kind of person you need (personal requirements).
3. Know what the job requires.
4. Know what the potential staff members wants.
5. When you cannot afford to hire the best, hire the young who are going to be the best.

Winning Teams Play to Win.

• The difference between playing to win and playing to not lose is the difference between success and mediocrity.
• Winning teams are seldom more talented than losing teams. But they are always more committed. They want to win. They pay the price, and go after victory.

Winning Teams Make Their Team Member Successful.

• There are significant ways to engage in better team-building.
• Know the key to each player.
• Map out a team mission.
• Define the role of each player.
• Create a group identity.
• Use liberal doses of "we" and "our."
• Communicate with everyone.

Winning Teams Keep Improving.

• Whenever an organization is through improving, it's through!
• Continued success is a result of continued improvement.
• The first objective of the leader is to develop people, not to dismiss them.
• Studies have shown that day-to-day coaching, rather than comprehensive annual appraisals, is most effective for improving performance.
• This coaching process has two crucial components: setting specific objectives and holding frequent progressive reviews.
• Objectives should specify end results, the exact extent of achievement the manager expects, and should be tied to a timetable.
• It is critical that the manager make clear that certain outcomes are expected and the subordinate will be held accountable for them.
• Remember: performance, not just effort, is the yardstick for meeting objectives.
• Frequent progress reviews accomplish three things:
• First, they serve as a continual reminder that reaching the objectives is important to the person's career.
• Second, reviews give the manager a chance to recognize positive movement towards objectives.
• Third, if progress is not forthcoming, the manager can listen to the reasons for lack of performance and attempt to get the subordinate on track. The review becomes a problem-solving session.
• Obviously, the optimum scenario is to interview well, hire well, and then begin to develop your staff to reach their - and you - greatest potential.

This is the last chapter of Maxwell's book. Next time, we will review the ten chapters of his book.



Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Self-Discipline

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

The Price Tag of Leadership: Self-Discipline.

All great leaders have understood that their number one responsibility was for their own discipline and personal growth. If they could not lead themselves, they could not lead others.


Leaders can never take others farther than they have gone themselves, for no one can travel without until he or she has first traveled within. A great person will lead a great organization, but growth is only possible when the leader is willing to "pay the price" for it.

The Process for Developing Personal Discipline

• Start with yourself
• Maxwell observes that more potential leaders fail because of inner issues than outer issues.
• Most of us can relate to a sign Maxwell once saw: "if you could kick the person responsible for most of your troubles, you wouldn't be able to sit down for weeks."
• When we are foolish we want to conquer the world. When we are wise we want to conquer ourselves.
• Start early.
• Perhaps the most valuable result of all education is the ability to make yourself do the things you have to do, when it ought to be done, whether you like it or not; it is the first lesson that ought to be learned and, however early a man's training begins, it is probably the last lesson that he learns thoroughly.
• Hard work is the accumulation of easy things you didn't do when you should have.
• Start small.
• What you are going to be tomorrow, you are becoming today.
• It is essential to begin developing self-discipline in a small way today in order to be disciplined in a big way tomorrow.
• Remember, having it all doesn't mean having it all at once. It takes time. Start small and concentrate on today.
• Start now.
• Great leaders never set themselves above their followers except in carrying out responsibilities.
• "The will to succeed is important, but i'll tell you what's more important: it's the will to prepare. It's the will to go out there every day training and building those muscles and sharpening those skills." Bobby Knight, Indiana University Basketball Coach
• "I will get ready and then perhaps my chance will come." Abraham Lincoln
• Organize your life.
• "Organizing is what you do before you do something, so that when you do it, it's not all mixed up." Christopher Robin in Winnie the Pooh
• Top ten list for personal organization
1. Set your priorities
2. Place your 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.
• Be responsible for who you are.
• Be responsible for what you do.
• Be responsible for what you have received.
• Be responsible to those you lead.
• Accept accountability.
• Human nature cannot handle unchecked power.
• "Nearly all men can stand adversity, but if you want to test a man's character, give him power." Abraham Lincoln
• Leaders can easily be separated from their people.
• Develop integrity.
• I will live what I teach.
• I will do what I say.
• I will be honest with others.
• I will put what is best for others ahead of what is best for me.
• I will be transparent and vulnerable.
• Pay now, play later.
• There are two paths that people can take. They can either play now and pay later or pay now and play later. Regardless of the choices, one thing is certain - life will demand a payment.
• "I've never known a man worth his salt who in the long run, deep down in his heart, didn't appreciate the grind, the discipline. I firmly believe that any man's finest hour - this greatest fulfillment to all he holds dear - is that moment when he has worked his heart out in a good cause and lies exhausted on the field of battle - victorious." Vince Lombardi, Green Bay Packers Football Coach
• Become character driven instead of emotion driven.
• It is not doing the things we like to do, but doing the things we have to do that causes growth and makes us successful.
• Success depends not merely on how well you do the things you enjoy, but how conscientiously you perform those duties you don't.
• Successful people are willing to do things unsuccessful people will not do.
• Good character is not given to us. We have to build it piece by piece - by thought, choice, courage, and determination. This will only be accomplished with a disciplined life-style.

Next time, we will look into the most important lesson of leadership: STAFF DEVELOPMENT.


Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Vision : Part 2

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

All great leaders possess two things: They know where they are going. They are able to persuade others to follow.

This chapters of Maxwell's book discusses the power of a strong clear vision. Last time, we discusses Vision Statements. This time, we will explore the two kinds of vision ownership.


Personal Ownership Of A Vision

• The focus must be on the leader - like leader, like people.
• Followers find the leader and then the vision. Leaders find the vision and then the people.

Look Within You : What do you feel?

• "The very essence of leadership is that you have a vision. It's got to be a vision you can articulate clearly and forcefully on every occasion. You can't blow an uncertain trumpet." Theodore Hesburgh
• A person with a vision talks little but does much.
• A person with a vision finds strength from inner convictions. A person with a vision continues when problems arise.

Look Ahead of You: What is the big picture?

• Leaders are concerned with the organization's basic purpose - why it exists and what it should achieve.
  

Look Beside You: What resources are available to you?

• A vision should be greater than the person who has it. Its accomplishment must be the result of many people bringing many resources to the job.
• The experienced leader is always looking for others to make the dream come true.
• The leader continually passes on the vision to those who come around, knowing that dreams, if presented right, are contagious.

Corporate Ownership Of A Vision

• One fact is true: leaders who effectively communicate goals to their followers achieve far more than those who don't.
• Successful leaders see on three levels:
• Level 1 Perception: Seeing what is now with the eyes of reality.
• Level 2 Probability: Seeing what will be with the eyes of discernment.
• Level 3 Possibility: Seeing what can be with the eyes of vision.

Understanding What Hinders A Vision - Level 1

We see things, not as they are, but as we are.

There are ten types of people who usually hinder the vision of the organization.

1. Limited Leaders
2. Concrete Thinkers
3. Dogmatic Talkers
4. Continual Losers
5. Satisfied Sitters
6. Tradition Lovers
7. Census Takers
8. Problem Perceivers
9. Self-Seekers
10. Failure Forecasters

Setting The Proper Environment - Level 2

Knowing people and the keys to their lives will allow the leader to go to the "next picture" in Level 2. It is essential that the leader begin to influence what will be seen by the people.

Come alongside of them.

• People don't care how much you see until they see how much you care.
• People don't buy into the leader before they buy into that leader's vision.
• Remember, when you help people get what they want, they will help you get what you want. This can only be accomplished by building strong relationships with people.

Paint the picture for them.

• Every great vision has certain ingredients, and the great leader makes the people understand, appreciate, and "see" them.
• If the picture is painted clearly and shown continually, soon others will begin to see how it fits into everything they do. They will have a vision mind-set.

Put the things they love in the picture.

• People carry pictures of other people and things they love. Put what is important to the people within the frame of the vision and you will have transferred the vision to the people.

Opening Eyes To Possibilities - Level 3

On this level we need to ask ourselves how to grow people to the size of the vision. This represents the one thing the leader must continually do ... grow people to the vision once they see it.

Vision is empowering to the leader who has it.

The leader with vision believe not only that what he envisions can be done, but that it must be done.

Next time, we will look into the price tag of leadership - SELF-DISCIPLINE.

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Vision : Part 1

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

All great leaders possess two things: They know where they are going, and, They are able to persuade others to follow.

This chapter of Maxwell's book discusses the power of a strong clear vision.

Vision Statements

People do what people see.

In other words, people depend on visual stimulation for growth. Couple a vision with a leader willing to implement that dream and a movement begins. People do not follow a dream in itself. They follow the leader who has that dream and the ability to communicate it effectively.

Four Vision-Levels of People.

1. Some people never see it. (They are wanderers.)
2. Some people see it but never pursue it on their own. (They are followers.)
3. Some people see it and pursue it. (They are achievers.)
4. Some people see it and pursue it and help others see it. (They are leaders.)

You See What You Are Prepared To See.

Leaders can never take their people farther than they have traveled. Like leader, like people.

We see what we are prepared to see, not what is. Every successful leader understands this about people and ask three questions:

• What do others see?
• Why do they see it that way?
• How can I change their perception?

What You See Is What You Get.

Bobbi Biehl, in his book Increasing Your Leadership Confidence, says, "Keep in mind the difference between a winner's and a loser's mentality. Winners focus on winning big - not just how to win, but how to win big. Losers, however, don't focus on losing; they just focus on getting by!"

Keep asking yourself, "Survival, success, or significance?" are you striving to simply survive, are you dreaming about success, or are you really out to make a truly significant difference?

Next time, we will explore the two kinds of "ownership" of a vision.

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - People : Part 3

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

The more people you develop, the greater the extent of your vision.

This chapter of Maxwell's book  will focus on the importance of developing people to share in and assist you with implementation of your vision as a leader.

In the last two lessors, we discussed the three traits of Successful People Developers. In this lessor, we will discuss People Development Principles.


People Development Principles

1. People development takes time.
• "There is something that is much more scarce, something raver than ability. It is the ability to recognize ability." - Robert Half
2. People skills are essential for success.
• The center for Creative Leadership studied successful executives and found the following
1. They admitted their mistakes and accepted the consequences, rather than trying to blame others.
2. They were able to get along with a wide variety of people.
3. They had strong interpersonal skills, sensitivity to others, and tact.
4. They were calm and confident, rather than moody and volatile.
• "The most important single ingredient to the formula of success is knowing how to get along with people." - Teddy Roosevelt
3. Be a model that others can follow.
• The number one motivational principle in the world is: People do what people see.
• The speed of the leader determines the speed of the followers.
• People's mind are changed more through observation than through arguments.
4. Lead others by looking through their eyes.
• "We judge ourselves by what we feel capable of doing; while others judge us by what we have already done." - Henry Wadsworth Longfellow
5. Leaders must care for people before they can develop them.
• Too often leaders request commitment from people without showing them proper care.
• High achievers view subordinates optimistically, while low achievers showed a basic distrust of subordinates' abilities.
• High achievers seek advice from their subordinates; low achievers don't.
• High achievers are listeners; moderate achievers listen only to superiors; low achievers avoid communication and rely on policy manuals.
6. People developers look for opportunities to build up people.
• The following are actions that good leaders avoid:
1. Failure to give credit for suggestions.
2. Failure to correct grievances.
3. Failure to encourage.
4. Criticizing employees in front of other people.
5. Failure to ask employees their opinion.
6. Failure to ask employees of their progress.
7. Favoritism.
7. The greatest potential for growth of a company is growth of its people.
• According to William J.H. Boetcker, people divide themselves into four classes:
1. Those who always do less than they are told.
2. Those who will do what they are told, but no more.
3. Those who will do things without being told.
4. Those who will inspire others to do things.
• "Trust men and they will be true to you; treat them greatly and they will show themselves great." - Ralph Waldo Emerson

Next time, we will look into the indispensable quality of leadership - VISION.


Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - People : Part 2

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

The more people you develop, the greater the extent of your vision.

This chapter of Maxwell's book will focus on the importance of developing people to share in and assist you with implementation of your vision as a leader. 

Last time we discussed the first trait of Successful People Developers ... Make the Right Assumptions About People. In this lesson, we will discuss the remaining two traits.


Successful People Developers ... Ask the Right Questions About People

• Am I building people or am I building my dream and using people to do it?
• Manipulation is moving together for my advantage.
• Motivation is moving together for mutual advantage.
• Do I care enough to confront people when it will make a difference?
• Clarify the issue instead of confronting the person.
• The Ten Commandments of Confrontation:
1. Do it privately, not publicly.
2. Do it as soon as possible.
3. Speak to one issue at a time.
4. Once you've made a appoint don't keep repeating it.
5. Deal only with actions the person can change.
6. Avoid sarcasm.
7. Avoid works like always and never.
8. Present criticisms as suggestions or questions if possible.
9. Don't apologize for the confrontational meeting.
10. Don't forget the compliments.
• Am I listening to people with more than my ears; am I hearing more than words?
• What most people really want is to be listened to, respected, and understood.
• The moment people see that they are being understood, they become more motivated to understand your point of view.
• What are the major strengths of this individual?
• Anyone who continually has to work in areas of personal weakness instead of personal strength will not stay motivated.
• Have I placed a high priority on the job?
• People tend to stay motivated when they see the importance of the things they are asked to do.
• The five most encouraging words in an organization are: "It will make a difference."
• Have I shown the value the person will receive from this relationship?
• People tend to stay motivated when they see the value to them of the things they are asked to do.
• "What's in it for me?"

Successful People Developers ... Give the Right Assistance to People

• I need to work out their strengths and work on their weaknesses.
• Some of the most capable people in an organization never utilize their greatest strengths. But they may never get an opportunity to do what they can do best. When this happens, everybody loses.
• I must give them myself.
• You can impress people at a distance but you can only impact them up close.
• Encourage the many; mentor the few.
• Be transparent with them.
• Develop a plan for their growth.
• Become a team.
• I must give them ownership.
• People want to be appreciated, not impressed.
• I must give them every chance for success.
• An excellent atmosphere to work in.
• The right tools to work with.
• A continual training program to work under.
• Excellent people to work for. Develop a team.
• A compelling vision to work toward.

Next time, we will explore the remaining levels of leadership.

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - People : Part 1

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

The more people you develop, the greater the extent of your vision.

This chapter of Maxwell's book will focus on the importance of developing people to share in and assist you with implementation of your vision as a leader.

Maxwell observes that there are three levels of people/work skills:

Level 1: The person who works better with people is a follower.

Level 2: The person who helps people work better is a manager.

Level 3: The person who develops better people to work is a leader.

Principles for People Development

Your success in developing others will depend on how well you accomplish each of the following:

• Value of people.
• This is an issue of your attitude.
• Commitment to people.
• This is an issue of your time.
• Integrity with people.
• This is an issue of your character.
• Standard for people.
• This is an issue of your vision.
• Influence over people.
• This is an issue of your leadership.

Successful people-developers:

1. Make the right assumptions about people.
2. Ask the right questions about people.
3. Give the right assistance to people.

Successful People Developers ... Make the Right Assumptions About People

• Your assumptions about people are what allows you to continually motivate and develop them. In fact, a leader having the right assumptions about people is the key factor in their continual development.
• Your assumptions about people largely determine how you treat them. Why? What you assume about people is what you look for. What you look for is what you find. What you find influences your response.

Assumptions:

• Everyone wants to feel worthwhile.
• People want to feel important!
• Always help people increase their own self-esteem.
• Develop your skills in making other people feel important.
• Everyone needs and responds to encouragement.
• "If you treat people to a vision of themselves, if you apparently overrate them, you make them become what they are capable of becoming.." - Victor Frankl
• We do it through encouragement and belief in the,. People tend to become what the most important people in their lives think they will become.
• People "buy into" the leader before they "buy into" his or her leadership.
• People do not care how much you know until they know how much you care.
• You've got to give loyalty down before you receive loyalty up.
• If people do not believe in their leader, anything will hinder them from following. If people believe in their leader, nothing will stop them.
• Most people do not know how to be successful.
• Success is really the result of planning. It happens where preparation and opportunity meet.
• Success is really a process. It is growth and development. It is achieving one thing and using that as a stepping stone to achieve something else. It is a journey.
• Success is learning from failure. Failure is the opportunity to begin again more intelligently.

What De-Motivates People?

• Don't belittle anyone.
• If you have to give criticism, remember that it takes nine positive comments to balance one negative correction.
• Don't manipulate anyone.
• Build people up through affirmation and recognition, and they'll be motivated and loyal.
• Don't be insensitive.
• Make people your priority.
• Your interest in even insignificant matters will demonstrate your sensitivity.
• Don't discourage personal growth.
• Allow your staff to succeed and fail.
• Build the team spirit approach that says, "if you grow, we all benefit."

What Motivates People?

• Significant contributions.
• People must see value in what they are doing.
• Motivation comes not by activity alone, but by the desire to reach the end result.
• Goal participation.
• When people have given input, they have a stake in the issue.
• Goal participation builds team spirit, enhances moral, and helps everyone feel important.
• Positive dissatisfaction.
• Dissatisfied people are highly motivated people, for they see the need for immediate change.
• The key is harnessing this energy toward effective change.
• Recognition.
• People want credit for personal achievements and appreciation for their contributions.
• Clear expectations.
• People are motivated when they know exactly what they are to do and have the confidence that they can do it successfully.
• Motivation rises in a job when the goals, expectations, and responsibilities are clearly understood.

Next time, we will explore the other two traits of Success People-Developers: Ask the right questions about people and Give the right assistance to people.


Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Attitude : Part 2

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

Great leaders understand that the right attitude will set the right atmosphere, which enables the right responses from others.

This chapter of Maxwell's book deals with attitude.

This session we will discuss ways to change your attitude. 

The following sections will help you to help yourself in changing your attitude.&

Review

• The Six Stages of Attitude Change
1. Identify Problem Feelings
2. Identify Problem Behavior
• What triggers wrong feelings?
3. Identify Problem Thinking
• "That which holds our attention determines our action" - William James
4. Identify Right Thinking
• Because your feelings come from your thoughts, you can control your feelings by changing one thing - your thoughts!
5. Make a Public Commitment to Right Thinking
• Public commitment becomes powerful commitment.
6. Develop a Plan for Right Thinking
• 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.

Resolve

• Whenever a leader needs to ask others to make a commitment of time, two questions must always be answered: "Can they?" (this deals with ability) and "Will they?" (this deals with attitude).
• Two other questions usually answer the "Will they?" issue.
1. The first is, "is the timing right?" In other words, are the conditions right to enable change?
2. The second question is, "Is their temperature hot?" Are right conditions accompanied with a red-hot desire to pay the price necessary for needed change?
• When both questions can be answered with a resounding Yes!, then the resolve is strong and success is possible.

Reframe

• Dennis Waitley says that the winners in life think constantly in terms of I can, I will, and I am.
• Reframing your attitude means:
• I may not be able to change the world I see around me,
• But, I can change the way I see the world around me.

Re-center

• As you begin changing your thinking, start immediately to change your behavior. Begin to act the part of the person you would like to become.
• Take action on the behavior you admire by making it your behavior.
• As Harvard psychologist Jerome Bruner says, you're more like to act yourself into feeling that feel yourself into action. So act! whatever it is you know you should do, do it.

Repeat

• "Attitudes are nothing more than habits of thought. and can be acquired. An action repeated becomes an attitude realized." - Paul Meier
• First:
• Say the right words
• Read the right books
• Listen to the right tapes
• Be with the right people
• Do the right things
• Pray the right prayer
• Second:
• Do the "first" actions every day, not just once or only when you feel like it, and watch your life change for the better.

Renewal

• Fortunately, over a period of time a positive attitude can replace a negative one.
• The more that negative thoughts are weeded out and replaced by positive ones, the more personal renewals will be experienced.

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Attitude : Part 1

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

Great leaders understand that the right attitude will set the right atmosphere, which enables the right responses from others.

This chapter of Maxwell's book deals with attitude. 

Just as our attitudes are the extra pluses in like, they also make the difference in leading others. Leadership has less to do with position than it does disposition. The disposition of a leader is important because it will influence the way followers think and feel.

Our attitudes are Our Most Important Assets:

• Our attitude may not be the asset that makes us great leaders, but without good ones we will never reach our full potential.
• Our attitudes are the "and then some" that allows us the little extra edge over those whose thinking is wrong.
• Our attitudes determine what we see and how we handle our feelings. Those two factors greatly determine our success.
• What we see:
• Life is 10% what happens to me and 90% how I react to it.
• Our expectations have a great deal to do with our attitudes. And these expectations may be totally false, but they will determine our attitudes.
• How we handle our feelings.
• There is a great difference between how we feel and how we handle our feelings.
• Everyone has times when they feel bad.
• Our attitudes cannot stop our feelings, but they can keep our feelings from stopping us.

It is Improbable that a Person with a Bad Attitude can Continuously be a Success.

• We cannot continue to function in a manner that we do not truly believe about ourselves.
• A leader's attitude is caught by his or her followers more quickly than his or her actions.

We are Responsible for Our Attitudes.

• "I have to keep working on my thought life. I am responsible to have a great attitude and to maintain it. My attitude does not run on automatic." - Melvin Maxwell
• The greatest day in your life and mine is when we take total responsibility for our attitudes. That's the day we truly grow up.

It's Not What Happens to Me that Matters BUT What Happens in Me.

• "Every time you make a choice you are turning the control part of you, the part  that chooses, into something a little different from what it was before. And taking your life as a whole, with all your innumerable choices, you are slowing turning this control thing either into a heavenly creature or into a hellish one." - C.S. Lewis

The Leader's Attitude Helps Determine the Attitudes of the Followers.

• Leadership is influence. People catch our attitudes just like they catch our colds - by getting close to us.
• It is important to possess a great attitude, not only for your personal success, but also for the benefit of others.
• Your responsibilities as a leader must always be viewed in light of the many, not just yourself.
• A leader's attitude is caught by his follower more quickly than his actions. An attitude is reflected by others even when they don't follow the action. An attitude can be expressed without a word being spoken.

Next time, we will learn how to change our attitude.

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Problem Solving : Part 3

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

The size of the person is more important than the size of the problem.

This chapter of Maxwell's book deals with the two things needed to effectively solve problems: the right attitude and the right action plan.

The two previous installments discussed Maxwell's observations regarding problems and problem-solving. Today, we will explore The Problem Solving Process.
The Problem Solving Process

1. Identify the Problem.
• Too many times we attack the symptoms, not the cause.
2. Prioritize the Problem.
   • Whether you face three problems, thirty, or three hundred, "make them stand in single file so you face only one at a time."
   • Approach these problems, not with a view of finding what you hope will be there, but to get the truth and the realities that must be grappled with.
3. Define the Problem. 
   • In a single sentence, answer the question, "What is the problem?"
   • Defining the problem in a single sentence is a four step-process:
   1. Ask the right questions.
   • Ask process-related questions.
   • Two words that always govern Maxwell's questions are trends and timing.
   • Most problem trails can be sniffed out if specific questions are asked in these two areas.
   2. Talk to the right people.
   • Beware of authorities with a "we-know-better" attitude.
   • These people have blind spots and are resistant to change.
   • Creativity is essential for problem-solving.
   3. Get the hard facts.
   • "Once the facts are clear, the decisions jump out at you." - Peter Drucker
   • Listen to what is not being said and gather the important data.
   4. Get involved in the process.
   • Get involved in the process by doing the actual jobs of the people concerned and see what problems arise.
   • Problems should be solved at the lowest level possible because that is where they appear. That is also the level where they are most clearly defined.
4. Select People to Help You in the Problem-Solving Process.
• Before inviting people to attend a problem-solving meeting, ask these questions:
1. Is it a real problem?
2. Is it urgent?
3. Is the true nature of the problem known?
4. Is it specific?
5. Has the group most competent to discuss the problem been invited and is each participant concerned about solving this issue?
5. Collect Problem Causes.
• List all the possible causes of the problem by asking what caused the problem and how the problem can be avoided in the future.
6. Collect Problem-Solving Solutions.
• List as many solutions to a problem as possible.
• Options are essential because a problem continually shifts and changes.
7. Prioritize and Select the "Best" Solution.
• Weigh all the possible solutions before deciding by asking the following questions:
1. Which solution has the greatest potential to be right?
2. Which solution is in the best interest of the organization?
3. Which solution has momentum and timing on it's side?
4. Which solution has the greatest chance for success?
8. Implement the Best Solution.
9. Evaluate the Solution.
• Ask these questions to evaluate the responses:
1. Were we able to identify the real causes of the problem?
2. Did we make the right decision?
3. Has the problem been resolved?
4. Have the key people accepted this solution?
5. Did I help people to develop problem-solving skills to manage conflict in the future?
10. Set Up Principles or Policies to Keep Problems from Recurring.
• Whereas policies are set up for a particular function in a specific area, principles are guidelines for everyone and are more general. Policies change when their use is no longer essential. Principles do not change.
• To teach principles effectively, you must:
1. Model them.
2. Relate them by answering the questions, "How can I use this in my life?"
3. Applaud when you see the principles being applied in another's life.

Wow! That's a lot of questions to have to ask ourselves and others to solve a problem. I guess a few more questions to ask is "How big is the problem?" and "How much do I want to solve it?" If it's big enough and you want to solve it bad enough, then Maxwell's recipe for problem-solving will help you get the job done.


On another thought ... does this Problem-Solving Process remind you of the Rapid Improvement Workshop utilized by our Continuous Improvement Team in the Colas Goal Zero Process? Or, is it just me?

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Problem Solving : Part 2

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

The size of the person is more important than the size of the problem.

This chapter of Maxwell's book deals with the two things needed to effectively solve problems: the right attitude and the right action plan.

Last time, we ended with five of Maxwell's observations regarding problem-solving. Today, we will review five more:

• A test of a leader is the ability to recognize a problem before it becomes an emergency.
  • Under excellent leadership a problem seldom reaches gigantic proportions because it is recognized and fixed in its early stages.
  • Great leaders usually recognize a problem in the following sequence:
  1. They sense it before they see it (intuition).
  2. They begin looking for it and ask questions (curiosity).
  3. They gather data (processing).
  4. They share their feelings and findings to a few trusted colleagues (communicating).
  5. They define the problem (writing).
  6. They check their resources (evaluating).
  7. They make a good decision (leading).
  • Great leaders are seldom blind-sided.
• You can judge leaders by the size of the problem they tackle.
  • The size of the person is more important than the size of the problem.
  • Problems look larger or smaller according to  whether the person is small or large.
  • Our focus as a leader should be to build big people. Big people will handle big issues effectively.
• Solve task-problems quickly; people-problems will take longer.
  • Problems never stop but people can stop problems. 
  • Suggestions for producing "problem-solvers:"
  1. Make a commitment to people.
  • Those who never take time to develop people are forced to take time to solve their problems.
  2. Never solve a problem for a person; solve it with that person.
  • Take that individual through the sequence that has already been given for recognizing a problem.
  • Climbing the ladder of leadership means that fewer but more important decisions will be made.
  • The problem-solving skills of a leader must be sharpened because every decision becomes a major decision.
• The right attitude.
• Norman Vincent Peale was right when he said that positive thinking is how you think about a problem. Enthusiasm is how you feel about a problem. The two together determine what you do about a problem.
• If I could so anything for people, I would help them change their perspectives, not their problems.
• Positive thinking does not always change our circumstances, but it will always change us.
• The right action plan
• Some people assume that a defect-free system can be developed for their lives.
• Some people assume that something will do wrong and they need a backup system.
• Too many times when a problem arises, we want to blame someone else and take the easy way out.
• So .....

So, ... next time, we will learn about "The problem-Solving Process."

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Problem Solving : Part 1

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

The Quickest Way to Gain Leadership: Problem-Solving : Part 1

The size of the person is more important than the size of the problem.

This chapter of Maxwell's book deals with the two things needed to effectively solve problems: the right attitude and the right action plan.

According to F.F. Fournies, there are four common reasons why people do not perform the way they should:

1. They do not know what they are supposed to do.
2. They do not know how to do it.
3. They do not know why they should.
4. There are obstacles beyond their control.

These four reasons why people fail to perform at their potential are responsibilities of leadership. The first three reasons deal with starting a job correctly. A training program, job description, proper tools, and vision, along with good communication skills, will go a long way in effectively meeting the first three issues.

The following are five characteristics from Maxwell's life:

• We all have problems. 
   - We should remember the words of Paul Harvey who said that in times like these it is always helpful to remember that there have always been times like these.
• Problems give meaning to life.
  - People need to change their perspectives, not their problems.
  - A life free of all obstacles and difficulties would reduce all possibilities and powers to zero.
  - Eliminate problems and life loses its creative tension.
• Many outstanding people have overcome problems in their lives.
  - Policies are many; principles are few. Policies will change; principles never do.
  - Dolly Parton sums it all up with these words: "The way I see it, if you want the rainbow you gotta put up with the rain."
• My problem is not my problem.
  - There is world of differences between a person who has a big problem and a person who makes a problem big.
  - Their "problems" are not their real problems. The problem is they react wrongly to "problems" and therefore make their "problems" real problems.
  - What really counts is not what happens to me but what happens in me.
  - Why do achievers overcome problems while thousands are overwhelmed by theirs? They refused to hold on to the common excuses for failure.
  - They turned their stumbling blocks into stepping stones. They realized they could not determine every circumstance in life but they could determine their choice of attitude in every circumstance.
• A problem is something I can do something about
  - If I can't do something about a problem, it's not my problem, it's a fact of life.
  - Be careful in resigning yourself to the position that there is no answer to a problem. Someone else may come along with a solution.

Next time, we will explore more of Maxwell's observations about problem-solving.

 Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Creating Positive Change : Part 4

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

The first order of things to be changed is me, the leader. After I consider how hard it is to change myself, then I will understand the challenge of trying to change others. This is the ultimate test of leadership.

Last time we looked at ten strategies for creating a climate for change. Strategy #10 was "Give the People Ownership of the Change." We will explore methods of doing that in this lesson as we wrap up this chapter.


How to Offer Ownership of Change to Others

1. Inform people in advance so they'll have time to think about the implications of the change and how it will affect them.
2. Explain the overall objective of the change - the reasons for it and how and when it will occur.
3. Show people how the change will benefit them. Be honest with the employees who may lose out as a result of the change. Alert them early and provide assistance to help them find another job, if necessary.
4. Ask those who will be affected by the change to participate in all stages of the change process.
5. Keep communication channels open. Provide opportunities for employees to discuss the change. Encourage questions, comments, and other feedback.
6. Be flexible and adaptable throughout the change process. Admit mistakes and make changes where appropriate.
7. Constantly demonstrate your belief in and commitment to the change. Indicate your confidence in their ability to implement the change.
8. Provide enthusiasm, assistance, appreciation, and recognition to those implementing the change.

Change will happen. The question should not be "Will we ever change?" but "When and how much will we change?"

Not all change is improvement, but without change there can be no improvement.

"In the end, it is important to remember that we cannot become what we need to be by remaining what you are." - Max Dupree

It's a fact that when you're through changing, you're through!

It is never too late to change.

Make a choice today to change. And when change is successful, you will look back at it and call it growth.

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Creating Positive Change : Part 3

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.


The first order of things to be changed is me, the leader. After I consider how hard it is to change myself, then I will understand the challenge of trying to change others. This is the ultimate test of leadership.

Last time, we talked about the various forms of resistance the change agent may encounter. Today, we will discuss how to create a climate for change.

Human behavior studies show that people do not basically resist change; they resist "being changed."

As you read the following, remember: you do not have to be the "boss" or have a title to be a leader.
We are all leaders or future leaders. So, when you read the word "leader," think of yourself in that context.

1. The Leader Must Develop a Trust with People.
   • First question to a leader who wants to make changes within an organization is always: "What is your relationship with your people?"
   • If the relationship is positive, then the leader is ready to take the next step.
2. The Leader Must Make Personal Changes Before Asking Others to Change.
• "As I grow older, I pay less attention to what men say. I just watch what they do." - Andrew Carnegie.
• Great leaders not only say what should be done, they show it!
3. Good Leaders Understand the History of the Organization.
• "Don't take the fence down until you know the reason it was put up." - G.K. Chesterton
• It is important to know what happened in the past before making changes for the future.
4. Place Influence in the Leadership Positions.
• Leaders have two characteristics. First, they are going somewhere; and second, they are able to persuade other people to go with them.
5. Check the "Change in Your Pocket."
• Every leader is given a certain amount of "change" (emotional support in the form of bargaining chips) at the beginning of a relationship. If the relationship weakens, the leader gives up "change" until it is possible for him to become bankrupt with the organization. If the relationship strengthens, the leader receives "change" until it is possible for him to become rich with the organization.
• Always remember: It takes "change" to make change.
• The more "change" in the pocket of the leader, the more changes that can be made in the lives of the people.
6. Good Leaders Solicit the Support of Influencers Before the Change is Made Public.
• This ten-item checklist includes all the steps a good leader will go through in soliciting support for a change from a major influencer in the organization:
  
• List the major influencer(s) of the major groups within your organization.
• How many will be affected directly by this change? (These people are the most important group.)
• How many will be affected indirectly by this change?
• How many will be positive?
• How many will be negative?
• Which group is the majority?
• Which group is the more influential?
• If the positive group is stronger, bring the influencers together for discussion.
• If the negative group is stronger, meet with the influencers individually.
• Know the "key" to each influencer.
7. Develop a Meeting Agenda that Will Assist Change.
• Every new idea goes through three phases: It will not work; it will cost too much; and, I thought it was a good idea all along.
• A wise leader, understanding that people change through a process, will develop a meeting agenda to enhance this process.
8. Encourage the Influencers to Influence Others Informally.
• Major changes should not surprise people.
• A "leadership leak" done properly will prepare the people for the formal meeting.
9. Show the People How the Change Will Benefit Them.
• The proposed change is what is best for the people, not the leader. The people must be first.
10. Give the People Ownership of the Change.
    
    • Openness by the leader paves the way for ownership by the people.
    • Without ownership, changes will be short-term.
      

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Creating Positive Change : Part 2

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

The first order of things to be changed is me, the leader. After I consider how hard it is to change myself, then I will understand the challenge of trying to change others. This is the ultimate test of leadership.


Last time, we talked about the Leader as a Change Agent. Today, we will discuss the various forms of resistance the change agent may encounter.



Why People Resist Change:

• The change isn't self-initiated.
  -When people lack ownership of an idea, they usually resist it, even when it is in their best interest.
  - Wise leaders allow followers to give input and be a part of the process of change.
  
  
• Routine is disrupted.
  - Habits allow us to do things without much thought, which is why most of us have so many of them.
  - Habits are not instincts. They are acquired reactions. They don't just happen; they are caused.
  - First we form habits, but then our habits form us.


• Change creates fear of the unknown.
  - Change means traveling in uncharted waters, and this causes our insecurities to rise.
  - Therefore, many people are more comfortable with old problems than with new solutions.


• The purpose of change is unclear.
  - That's why decisions should be made at the lowest level possible. The decision-maker, because of close proximity to the issue, will make a better decision, and those most affected by the decision will know it quickly by hearing it from a source close to them and to the problem.


• Change creates fear of failure.
  - Elbert Hubbard said that the greatest mistake a person can make is to be afraid of making one.


• The rewards for change don't match the effort change requires.
  - What leaders sometimes fail to recognize is that the followers will always weigh the advantage/disadvantage issue in light of personal gain/loss, not organization gain/loss.


• People are too satisfied with the way things are.
  - We choose to die rather than choose to change.


• Change won't happen when people engage in negative thinking.
  - Regardless of his state in the present, the negative thinker finds disappointment in the future.


• The followers lack respect for the leader.
  - People will view the change according to the way they view the change-agent.
  - When you love your followers genuinely and correctly, they'll respect you and follow you through many changes.


• The leader is susceptible to feelings of personal criticism.
  - For growth and continual effectiveness, every organization must go through a continuous four-stage cycle of create, conserve, criticize, and change.
  - Either the creators handle criticism positively and begin to make changes or they will be replaced by those who will embrace change and, therefore, create.


• Change may mean personal loss.
  - "How will this affect me?"
  - Usually there are three groups of people within the organization:
          1. Those who will lose,
          2. Those who are neutral, and
          3. Those who will benefit.
  - Each group is different and must be handled with sensitivity, but also with straightforwardness.


• Change requires additional commitment.
  - Time is the most precious commodity for many people.
  - Whenever change is about to happen, we all look to see how it will affect our time.


• Narrow-mindedness thwarts acceptance of new ideas.


• Tradition resists change. 
  
  

Next time, we will discover how to create a climate for change.


Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Creating Positive Change : Part 1

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

The first order of things to be changed is me, the leader. After I consider how hard it is to change myself, then I will understand the challenge of trying to change others. This is the ultimate test of leadership.

Change the leader, change the organization. Everything rises and falls on leadership.

Unchanged leaders equals unchanged organizations. People do what people see.

"There is nothing more difficult to take in hand, more perilous to conduct or more uncertain in its success, than to take the lead in the introduction of a new order of things."  Nicolo Machiavelli

"You see, effective teaching comes only through a change person. The more you change, the more you become an instrument of change in the lives of others. If you want to become a change agent, you also must change." Howard Hendricks

The Leader As Change Agent

• Once the leader has personally changed and discerned the difference between novel change and needed change, then that leader must become a change agent.
  
  
• He must first understand the two important requisites to bringing about change: knowing the technical requirements of the change, and understanding the attitude and motivational demands for bringing it about.
  
  
• Both requisites are critically necessary. More often than not, though, when failure to change results, it is because of inadequate or inappropriate motivation, not from lack of technical smarts.
  
  
• A manager usually will be more skilled in the technical requirements of change, whereas the leader will have a better understanding of the attitudinal and motivational demands that the followers need. Note the difference in the beginning the skills of a leader are essential. No change will ever occur if the psychological needs are unmet. Once the change has begun, the skills of a manager are needed to maintain needed change.
  

Next time, we will learn why people resist change.
Donald G Rosenbarger
Senior Vice President
Delta Companies Inc