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