Developing the Leader Within You by John C

8/13/2019 Developing the Leader Within You by John C

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Developing the Leader Within YouJohn C. Maxwell

Chapters:

1. The definition of leadership: Influene

!. The "e# to leadership: $riorities

%. The &ost i&portant ingredient of leadership: Integrit#

'. The ulti&ate test of leadership: Creating $ositive Change

(. The )ui"est wa# to gain leadership: $ro*le&+,olving-. The extra plus in leadership: ttitude

/. Developing #our &ost appreia*le asset: $eople

0. The indispensa*le )ualit# of leadership: ision

2. The prie tag of leadership: ,elf+Disipline

13. The &ost i&portant lesson of leadership: ,taff Develop&ent


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The ( Levels of Leadership Develop&ent

Level 1: Position / Rights4now #our 5o* desription thoroughl#.6e aware of the histor# of the organi7ation.

8elate the organi7ation9s histor# to the people of the organi7ation

ept responsi*ilit#.

Do #our 5o* with onsistent exellene.ffer reative ideas for hange and i&prove&ent.

Level 2: Permission / Relationship$ossess a genuine love for people.

Ma"e those who wor" with #ou &ore suessful.

,ee through other people9s e#es.Love people &ore than proedures.

Do ;win+win< or don9t do it.

Inlude others in #our 5ourne#.Deal wisel# with diffiult people.

Level 3: Production / ResultsInitiate and aept responsi*ilit# for growth.

Develop and follow a state&ent of purpose.

Ma"e #our 5o* desription and energ# an integral part of the state&ent of purpose.Develop aounta*ilit# for results= *eginning with #ourself.

4now and do the things that give a high return.

Co&&uniate the strateg# and vision of the organi7ation.6eo&e a hange+agent and understand ti&ing.

Ma"e the diffiult deisions that will &a"e a differene.

Level 4: People Development / Reproduction8eali7e that people are #our &ost valua*le asset.

$lae a priorit# on developing people.

6e a &odel for others to follow.$our #our leadership efforts into the top !3 perent of #our people.

>xpose "e# leaders to growth opportunities.

6e a*le to attrat other winners?produers to the o&&on goal.,urround #ourself with an inner ore that o&ple&ents #our leadership.

Level 5: Personhood / RespectYour followers are lo#al and sarifiial.You have spent #ears &entoring and &olding leaders.

You have *eo&e a states&an?onsultant= and are sought out *# others.Your greatest 5o# o&es fro& wathing others grow and develop.

You transend the organi7ation.


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re #ou a Leader or a @ollowerA

Leaders @ollowers

Initiate 8eat

LeadB pi" up phone and &a"e ontat ListenB wait for phone to ring

,pend ti&e planningB antiipate pro*le&s ,pend ti&e living da#+to+da#B reat to pro*le&s

Invest ti&e with people ,pend ti&e with people@ill the alendar *# priorities @ill the alendar *# re)uests

Leader Managers

Leader Mgrs:

are long+ter& thin"ers who see *e#ond the da#9s risis and the )uarterl# report.

interests in their o&panies do not stop with the units the# head. The# want to "now how all of the

o&pan#9s depart&ents affet one another= and the# are onstantl# reahing *e#ond their speifi areas

of influene.

put heav# e&phasis on vision= values= and &otivation.

have strong politial s"ills to ope with onfliting re)uire&ents of &ultiple onstituents.

don9t aept the status )uo.

4nowing how to do a 5o* is the ao&plish&ent of la*or.,howing others is the ao&plish&ent of a teaher.

Ma"ing sure the wor" is done *# others is the ao&plish&ent of a &gr.

Inspiring others to do *etter wor" is the ao&plish&ent of a leader.

Integrit# &eans living it self *efore leading others.

'. The ulti&ate test of leadership: Creating $ositive Change

When #ou9re through hanging= #ou9re through.

Creating a Climate for ChangeThe leader &ust develop a trust with people.The leader &ust &a"e personal hanges *efore as"ing others to hange.

ood leaders understand the histor# of the organi7ation.

$lae influeners in leadership positions.

Develop a &eeting agenda that will assist hange.>nourage influeners to influene others infor&all#.

,how the people how the hange will *enefit the&.ive the people ownership of the hange.

Change ill happenot all hange is i&prove&ent= *ut without hange there an *e no i&prove&ent.

It9s never too late to hange.


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(. The )ui"est wa# to gain leadership: $ro*le&+,olving

!our common reasons h" people do not perform the a" the" should1. The# do not "now what the# are supposed to do.

!. The# do not "now how to do it.

%. The# do not "now wh# the# should do it

'. There are o*stales *e#ond their ontrol.

We all have pro*le&s.

$ro*le&s give &eaning to life.$eople need to hange their perspetives= not their pro*le&s.

Man# outstanding people have overo&e pro*le&s in their lives.

pro*le& is so&ething I an do so&ething a*out. test of a leader is the a*ilit# to reogni7e a pro*le& *efore it *eo&es an e&ergen#.

You an 5udge leaders *# the si7e of the pro*le&s the# ta"le.

,olve tas"+pro*le&s )ui"l#B people pro*le&s will ta"e longer.

Ma"e a ti&e o&&it&ent to people.ever solve a pro*le& for a personB solve it with that person.

The pro*le&+solving proessIdentif# the pro*le&

$rioriti7e the pro*le&.

Define the pro*le&Tal" to the right people.

et the hard fats.

,elet people to help #ou in the pro*le&+solving proess.Collet pro*le& auses

Collet pro*le&+solving solutions.

$rioriti7e and selet the *est solutions.

I&ple&ent the *est solution.>valuate the solution.

,et up priniples or poliies to "eep pro*le&s fro& reurring.

-. The extra plus in leadership: ttitude

Life is 13 E what happens to &e and 23 E how I reat to it.

We are responsi*le for our attitudes.

The leader9s attitude helps deter&ine the attitudes of the followers.

The pessi&ist o&plains a*out the wind.The opti&ist expets it to hange.

The leader ad5usts the sails.

The ,ix ,tages of ttitude ChangeIdentif# pro*le& feelingsIdentif# pro*le& *ehavior

Identif# pro*le& thin"ing

Identif# right thin"ingMa"e a pu*li o&&it&ent to right thin"ing.

Develop a plan for right thin"ing.


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/. Developing #our &ost appreia*le asset: $eople

#he three levels of people/or$ s$ills:Level 1: The person who wor"s *etter with people is a follower.Level !: The person who helps people wor" *etter is a &anager.

Level %: The person who develops *etter people to wor" is a leader.

Principles for people developmentalue of peopleFattitude.

Co&&it&ent to peopleFti&e.Integrit# with peopleFharater

,tandard for peopleFvision.

Influene over peopleFleadership.

,uessful $eople Developers Ma"e the 8ight ssu&ptions a*out $eople>ver#one wants to feel worthwhile.

>ver#one needs and responds to enourage&ent.

$eople tend to *eo&e what the &ost i&portant people in their lives thin" the# will *eo&e.$eople ;*u# into< the leader *efore the# ;*u# into< his or her leadership.

$eople do not are how &uh #ou "now until the# "now how &uh #ou are.Most people do not "now how to *e suessful

@ailure is the opportunit# to *egin again &ore intelligentl#.

Most people are naturall# &otivated.What &otivated peopleA

,ignifiant ontri*utions

oal partiipation8eognition

Clear expetations

What de+&otivates peopleADon9t *elittle an#one.Don9t &anipulate an#one.

Don9t *e insensitive.

Don9t disourage personal growth.

,uessful people developers as" the right )uestions a*out people& I *uilding people or a& I *uilding drea& and using people to do itADo I are enough to onfront people when it will &a"e a differeneA

& I listening to people with &ore than earsB a& I hearing &ore than wordsA

What are the &a5or strengths of this individualA

Gave I plaed a high priorit# on the 5o*AGave I shown the value the person will reeive fro& this relationshipA

We *oth need to *e getting an e)uall# good deal.


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The ten o&&and&ents of onfrontationDo it privatel#= not pu*lil#.

Do it as soon as possi*le. That is &ore natural than waiting a long ti&e.

,pea" to one issue at a ti&e. Don9t overload the person with a long list of issues.

ne #ou9ve &ade a point don9t "eep repeating it.Deal onl# with ations the person an hange.

void saras&. It signals that #ou are angr# at people= not at their ations= and &a# ause the& to resent #ou.

void words li"e alwa#s and never. The# usuall# detrat fro& aura# and &a"e people defensive.$resent ritiis&s as suggestions or )uestions if possi*le.

Don9t apologi7e for the onfrontational &eeting. Doing so detrats fro& it and &a# indiate #ou are not sure

#ou had the right to sa# what #ou did.Don9t forget the o&pli&ents. Hse what I all the ;sandwih< in these t#pes of &eetings: Co&pli&entF

ConfrontFCo&pli&ent.

$eople develop&ent priniples$eople develop&ent ta"es ti&e.

$eople s"ills are essential for suess

6e a &odel that others an followLeaders &ust are for people *efore the# an develop the&.

$eople developers loo" for opportunities to *uild people.

The greatest potential for growth of a o&pan# is growth of its people.

%uccessful e&ecutivesd&itted their &ista"es and aepted the onse)uenes= rather than tr#ing to *la&e others.The# were a*le to get along with a wide variet# of people.

The# had strong interpersonal s"ills= sensitivit# to others= and tat.

The# were al& and onfident= rather than &ood# and volatile.

Listen well enough to lead through their e#es

8elate well enough to o&&uniate with their hearts

Wor" well enough to plae tools in their handsThin" well enough to hallenge and expand their &inds.

#he principle causes of unrest among or$ers are:@ailure to give redit for suggestions.@ailure to orret grievanes

@ailure to enourage

Critii7ing e&plo#ees in front of other people.@ailure to as" e&plo#ees their opinions

@ailure to infor& e&plo#ees their progress

@avoritis&.

#he 'ualities of innersWinner are less sensitive to disapproval and re5etionFthe# *rush it off.

Winners thin" ;*otto& line.&otion+driven people

Do right= then feel good. @eel good= then do right

re o&&it&ent driven re onveniene driven

Ma"e priniple *ased deisions Ma"e popular *ased deisions

tion ontrols attitude ttitude ontrols ation

6elieve it= then see it. ,ee it= then *elieve it

Create &o&entu& Wait for &o&entu&s": ;What are responsi*ilitiesA< s": ;What are rightsA

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Developing the Leader Within You by John C