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