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