Developing the Leaders Around You Assignment to Rev. Sam Oye

8/3/2019 Developing the Leaders Around You Assignment to Rev. Sam Oye

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HarvestHouse International Bible

College

Leadership Development Assignment

Submitted to Rev. Sam Oye

DEVELOPING THE LEADERS AROUND YOU

Ayodele-josh I. O

October 2011


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Harvesthouse Intl Bible College | Developing the Leaders Around You

Contents

Introduction .................................................................................................................................................. 3

1 - THE LEADERS KEY QUESTION AM I RAISING UP POTENTIAL LEADERS? ................................................ 4

2 - THE LEADERS TOUGHEST CHALLENGE: CREATING AN ATMOSPHERE FOR POTENTIAL LEADERS .......... 7

3 - THE LEADER'S PRIMARY RESPONSIBILITY: IDENTIFYING POTENTIAL LEADERS ..................................... 11

4 - THE LEADERS CRUCIAL TASK: NURTURING POTENTIAL LEADERS ......................................................... 15

5 - THE LEADERS DAILY REQUIREMENT: EQUIPPING POTENTIAL LEADERS............................................... 18

6 - THE LEADERS LIFELONG COMMITMENT: DEVELOPING POTENTIAL LEADERS ..................................... 21

7THE LEADERS HIGHEST RETURN: FORMING A DREAM TEAM OF LEADERS ......................................... 24

8THE LEADERS GREATEST JOY: COACHING A DREAM TEAM OF LEADERS ............................................. 26

9THE LEADERS FINEST HOUR: REALIZING VALUE TO AND FROM LEADERS ........................................... 28

10THE LEADERS LASTING CONTRIBUTION: REPRODUCING GENERATIONS OF LEADERS ...................... 30


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Introduction

This work is an excerpt from the book Developing the Leaders Around You by Dr. John C. Maxwell,Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 19

million books. His organizations have trained more than five million leaders worldwide. He is the

founder of INJOY, Maximum Impact, ISS and EQUIP, an international leadership development

organization working to help leaders.EQUIP is involved with leaders from more than 80 nations. Its

mission is to see effective Christian leaders fulfill the Great Commission in every nation.

Both practical and inspirational, Developing the Leaders Around You is crammed with strategies that

help every leader effectively transform their goals into reality by building leadership in the people

around them. Emphasizing that an organization can't grow until its members grow, Dr. Maxwell

encourages readers to foster a productive team spirit, make difficult decisions, handle confrontation,and to nurture, encourage, and equip people to be leaders.

Scriptural References

You will need to appoint some competent leaders who respect God and are trustworthy and honest.

Then put them over groups of ten, fifty, a hundred, and a thousand. These judges can handle the

ordinary cases and bring the more difficult ones to you. Having them to share the load will make your

work easier. This is the way God wants it done. You won't be under nearly as much stress, and everyone

else will return home feeling satisfied. Moses followed Jethro's advice. He chose some competent

leaders from every tribe in Israel and put them over groups of ten, fifty, a hundred, and a thousand.

They served as judges, deciding the easy cases themselves, but bringing the more difficult ones to

Moses. Exo. 18:21 (CEV)

And the [instructions] which you have heard from me along with many witnesses, transmit and entrust

[as a deposit] to reliable and faithful men who will be competent and qualified to teach others also.

2Tim 2:2 (AMP)

Quote: The best executive is the one who has sense enough to pick good men to do what he wants

done, and self-restraint to keep from meddling with them while they do it. - Theodore Roosevelt

This work is intended to bring into a compact form the various topics discussed in the book and bringthe ideas into the day-to-day life of a leader in the making. Bringing to live, the enormous challenge

of raising potential leaders, and ultimately fulfilling the goal of leadership; succession.


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1 - THE LEADERS KEY QUESTION AM I RAISING UP POTENTIAL

LEADERS?

Great leaders - the truly successful ones are in the top 1 percent -all having one thing in

common. They know that acquiring and keeping good people is a leader's most importanttask in an organization.

The bottom line of this book and the essential message is that, you cant do it alone. If you

really want to be a successful leader, you must develop other leaders around you. You must

establish a team. You must find a way to get your vision see, implemented, and contributed

to by others. The leader sees the big picture, but he needs other leaders to help make his

mental picture a reality.

Most leaders have followers around them. They believe the key to leadership is gaining

more followers. Few leaders surround themselves with other leaders, but the ones who dobring great values to their organizations. And not only is their burden lightened, but their

vision is also carried on and enlarged

Why Leaders Need To Reproduce Leaders

The key to surrounding yourself with other leaders is to find the best people you can, then

develop them into the best leaders they can be.

A. Those closest to the leader will determine the success level of that leader anegative reading of this will be that, those closest to a leader will determine thefailure of that leader. The determination of positive or negative outcome in

leadership depends on my ability as a leader to develop the leaders closest to me.

B. An organization's growth potential is directly related to its personnel potential -grow the leader-grow the organization. Increase the capacity of the leaders in an

organization and the organization will attain a new height. I illustrate this in

mathematical terms;

GP=kPP

Where GP is Growth Potential and PP is Personnel Potential and k is the Growth

ConstantC. Potential leaders help carry the load leaders fail because they lack training or

because they possess the wrong attitude about allowing and encouraging others to

come alongside with them. Often leaders wrongly believe they must compete with

people around them instead of working with them. Lets take a look at differences

between two views of leaders possess about people:


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Winning by Competitiveness Winning by Cooperation

Look at others as enemies Look at others as friends

Concentrate on yourself Concentrate on others

Become suspicious of others Become supportive of others

Win only if you are good Win if you or others are

good

Winning determined by your skills Winning

determined by the skill of Many

Small victory Large victory Some joy Much joy

There are winners and losers There are only winners

Peter Drucker was correct when he said, No executive has ever suffered because his

people were strong and effective.

D. Leaders attract potential leaders - birds of a feather really do flock together, it takesa leader to know a leader, grow a leader and show a leader. I have also found that it

takes a leader to attract a leader.

i. Leaders think like themii. Leaders express feelings that other leaders sense Leaders create an

environment that attracts potential leaders

iii. Leaders are not threatened by people with great potential.E. Leaders who mentor potential leaders multiply their effectiveness - There is no

success without a successor. Leaders create and inspire new leaders by instilling in

faith in their leadership abilities and helping them develop and hone leadership skills

they dont know they possess.

F. Developed leaders expand and enhance the future of the organization mostpeople produce when they feel like it, leaders produce even when they dont feel like

it.

G. The more the people you lead, the more leaders you need - a leader's success can bedefined as the maximum utilization of the abilities of those under him. This can bebest exemplified in the life of the greatest leader in the bible Moses, who tried to

do all the job of taking care of the people all alone, but was delivered from the

trouble when Jethro, his father-in-law came and gave him a counsel that transformed

his leadership life and raised the level of his performance.


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George Barna said, Great organizations may have great leaders and a poor structure, but

Ive never seen a great organization that had a great structure and a poor leader. Structure

can mean the difference between a bad organization and a good one. But the difference

between a good organization and a great one is leadership.

Zig Ziglar says, Success is the maximum utilization of the ability that you have. I believe a

leaders success can be defined as themaximum utilization of the abilities of those under him.

Andrew Carnegie explained it like this: I wish to have as my epitaph: Here lies a man who

was wise enough to bring into his service men who knew more than he.


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2 - THE LEADERS TOUGHEST CHALLENGE: CREATING AN ATMOSPHERE

FOR POTENTIAL LEADERS

Those who believe in our abilities do more than stimulate us - they create an atmosphere in

which it becomes easier for us to succeed. Creating an environment that will attract leadersis vital to any organization. Doing that job is the job of leaders. They must be active; they

must be active; they must generate activity that is productive; they must encourage, create

and command changes in the organization. They must create a climate in which potential

leaders will thrive.

Leaders must be environmental change agents

The leaders in any organization must be the environmental change agents; they must be

more like thermostats than thermometers. The thermometer measures the condition of the

atmosphere, while the thermostat determines the condition of the atmosphere.

The attitude of the leader, coupled with a positive atmosphere in the organization, can

encourage people to accomplish great things. And a consistent accomplishment generates

momentum. Many times momentum is the only difference between a winning, positive

growth climate and a losing, negative growth climate.

Leaders cannot afford to overlook the importance of momentum.

With momentum Leaders look better than they actually are.

With momentum Followers increase their performance.

Without momentum Leaders look worse than they actually are.Without momentum Followers decrease their performance.

Only leaders can control the environment of their organization. They can be the change

agents who create a climate conducive to growth.

A. Leaders must model the leadership they desire.Albert Schweitzer, Example is not the main thing in influencing others it is the only

thing. Part of creating an appealing climate is modeling leadership. People emulate what

they see modeled.

B. Focus on the Potential of the Leader and the OrganizationWhen a leader does not believe in us, success is very difficult for us to achieve. To ensure

success, identify the potential in each future leader and cultivate it in light of the needs of


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the organization. Find the one thing that you believe is the potential leaders greatest asset,

and then give 100 percent encouragement in that area.

C. Focus on the Potential Leaders Needs (Desires) Great leaders know the desires of the people they lead. People dont care how much theirleaders know until the know how much he cares about their needs, their dreams, their

desires.

D. Look for the leader within the personThere is no future in any job, the future lies in the person who holds the job. It takes a leader

with vision to see the future leader within the person.

Some of the qualities to look for in a person:

i. Positivenessii. Servanthoodiii. Growth potentialiv. Follow-throughv. Loyalty

vi. Resiliencyvii.Integrityviii.Big picture mind-setix. Disciplinex. Gratitude

E. Place an emphasis on production, not position and title Seniority also provides littlein and of itself an organization that places great emphasis on titles and position are

teaching their employee the same. Titles are worth little, a lofty title doesnt help a

poor producer to and a lowly title doesnt hinder a super producer. Positions like

titles, doesnt make a leader.F. Provide growth opportunities all people dont view where they are as the starting

point to wherever they want to go in the world. It is the responsibility of leaders to

encourage potential leaders to see themselves in such a place.

Look at the potential leaders around us and ask, What does this person need in order to

grow? as leaders keep this is mind as you examine what a potential leader needs.

i. Expose the potential leader to people successful in his field.ii. Provide a secure environment where the potential leader is free to take risks.iii. Provide the potential leader with an experienced mentor.iv.

Provide the potential leader with the tools and resources he needs.

v. Spend the time and money to train the potential leader in his areas of need.G. Lead (dont manage with vision)i. Some leaders forget to cast vision because they get caught up in managing.


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ii. Managers are maintainers, tending to rely on systems and controls. Leaders areinnovators and creators who rely on people. Creative ideas become reality when

people who are in a position to act catch the vision of their innovative leader.

H. Do big thingsAuthor Henry Drummond says, Unless a man undertakes more than he possibly can do, hewill never do all he can do.

I. Spend more effort on the farm team than on the free agentsThe farm team method involves bringing in the best undeveloped players who can be

found and allowing them to start with the organization at their own level. The advantages

include:

They are coached and developed; know the individuals character and attitude. Skills can be

taught

A person promoted from within already knows the organization and its people.

A person brought up from the farm team is a proven performer.

Invest time and money in his potential leaders. Commit to promoting from within. Show his people that personal and professional growth within the organization is not

only possible but also actual.

J. Make Difficult DecisionsSome toughest decisions a leaders face concern poor performers. Great leaders make smart

choices concerning them. A leader who does not effectively handle them will:

The organizations ability to achieve its purpose

The morale of top performers His own credibility The low performers self image and potential effectiveness

To discover the proper course concerning a poor performer, a leader needs to ask him,

should this person be trained, transferred or terminated? the answer will determine the

appropriate course of action.

K. Pay the Price that Attract leadersSuccess comes with a price, creating a climate for potential leaders are a price that a leader

must pay in order to raise and help them to develop into their full potential. One of the price

is - Personal development

In conclusion, one man that depicts a leader creating a climate for potential leaders is King

David (I Kings 22:1-2, II Samuel 23:1-39), who gave himself an example of worthy of emulation

and gave growth opportunities for potential leaders around him. We saw him started with a

group of men regarded as worthless, whom he eventually raised to become mighty men,


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whose acts were recorded and greatly inspires one. The joy of this was that at the end of his

life when he was not as strong as he always was, it was these men that eventually stood for

him and helped him to maintain his rulership and influence.

Great leaders share themselves and what they have learned.


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3 - THE LEADER'S PRIMARY RESPONSIBILITY: IDENTIFYING POTENTIAL

LEADERS

There is something much more important and scarce than ability: it is the ability to recognize

ability. One of the primary responsibilities of a leader is to identify possible leaders. It is notalways an easy job, but it is critical.

To develop positive, successful people, look for gold. Not the dirt; the good, not the bad.

The more positive qualities you look for, the more you are going to find.

Selecting the Right Players

Every great leader must select the right player in the organization. If you select well, the

benefits are multiplied and seem nearly endless. Hiring an employee is like skydiving: once

you've jumped out of the plane, you're committed.

The key to making the right choices depends on two things:

Your ability to see the big picture and your ability to judge potential employees during the

selection process.

Inventory for finding leaders "the five A's"

Assessment of needs: What is needed? Assets on hand: Who are the people already in the organization who are available? Ability of Candidate: Who is able? Attitude of Candidates: Who is willing? Accomplishments of Candidates: Who gets things done?This inventory begins with an assessment of needs. The leader of the organization must

base that assessment on the big picture.

Assessment of Current Leadership Qualities (For Purpose Leaders)

When assessing a potential leader, pay attention to the quality of the person as addressed

by the characteristics than to the specific score. Since leaders grade differently, score vary.Maxwell's Grading Scale:

90 - 100 Great leaders (should be mentoring other good and great leaders) 80 - 89 Good leaders (must keep growing and keep mentoring others) 70 - 79 Emerging Leaders (focus on growth and begin mentoring others)


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60 - 69 bursting with potential (excellent person to be developed) Below 60 needs growth (may not be ready to be mentored as a leader)

Qualities to Look for in a Leader

1. CharacterCharacter flaws cannot be ignored. They will eventually make a leader ineffective. A

person with good character has honesty, integrity, self-discipline, dependability,

perseverance, conscientiousness and a strong work ethic. Conversely, a person with

weak character often is unable to take responsibility for his/her own actions, meet

deadlines, and fulfill promises/obligations. Character flaws should not be mistaken

for weaknesses, all men have weaknesses, and weaknesses can be overcome

through training and or experience. Character flaws take a longer time and

commitment of the leader to help the potential leader. The assessment of character

can be difficult. Warning signs to watch for include: A persons failure to take responsibility for his actions or circumstances Unfulfilled promises or obligations Failure to meet deadlines

2. InfluenceLeadership is influence. This means a person knows he/she is going somewhere,

and he is able to persuade others to go with him. Look for people who are

followed by other good people, not mediocre ones, as well as people who

follow good role models.

3. Positive AttitudeA positive attitude is one of the most valuable assets a person can have in life.

Look for people with a no-limit mindset, who are willing to try anything, who

always think positive, and are not restricted by self-imposed limitations. Attitude

set the tone, not just for the leader with the attitude, but also for the people

following him.

4. Excellent People SkillsA leader with no people skills soon has no followers, excellent people skills

involve having genuine concern for others, understanding people, and constant

strives to interact well with others. Every leader must know that his behaviortowards others will determine their behavior to him.

5. Evident GiftsEvery person has gifts and abilities and it is your job as a leader to identify and

assess these gifts when you want to employ anyone. Every job candidate can be

thought to be a wanna be leader. And there are four types of wanna bes:


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i. Never be some people lack the ability to do a particular job, though all menare gifted by God, but not for that particular job.

ii. Some people have great natural abilities but lack the self-discipline touse them well.

iii.

Should be has raw talent (gift), but few skills for harnessing that ability. Heneeds training and once given, will be on the move to be who God created

him to be.

iv. Must be the only lacking is opportunity; he has the right gifts, right skills andright attitude.

6. Proven Track RecordAlways check a persons past performance. A good leader always has a proven

track record.

7. ConfidencePeople are naturally attracted to people with confidence. Look for people who

believe in themselves because good leaders remain confidence

whatever the circumstances. Confidence is not simply for show, confidence

empowers. A good leader has the ability to instill within his people confidence in

him. A great leader has the ability to instill within his people confidence in

themselves.

8. Self-DisciplineGreat leasers always have self-discipline without exception. Success dont

come instantly, neither does ability to lead. Disciplined people know how to

manage two things:

i. Emotions a leader does not allow other peoples reactions to dictate theirreaction

ii. Time a leader makes maximum utilization of his time, always striving forimprovement and always growing.

9. Effective Communication SkillsGood leaders can communicate effectively. This means having a genuine

concern for the people they talk to, ability to focus on the other person,

and the skill to communicate with all kinds of people. An effective

communicator also maintains eye contact and always has a warm smile ready.

10.Discontent with the Status QuoLook for people who are not willing to be satisfied with the status quo, and are

willing to be different and take risks. People who refuse to change or take risks

fail to grow. People who like the status quo soon becomes a follower.


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Good leaders deliberately seek out and find potential leaders. Great leaders not only

find them, but also transform them into other leaders.


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4 - THE LEADERS CRUCIAL TASK: NURTURING POTENTIAL LEADERS

Many organizations fail to tap into their potential, because the only reward they give to

their employee is their paycheck/salary. Successful organization do more than this,

aside the paycheck/salary, they also give nurture to potential leaders in the

organization, because nurture has the ability to transform lives. Once a leader identifiesa potential leader, you need to begin the work of developing them into the leader they

can become. Here is a strategy that could be used the acronym BEST can be used to

describe it.

B - Believe in them

E Encourage them

S Share with them

T Trust them

Nurturing process involves more than encouragement, it also includes modeling.

Modeling leadership, strong work ethics, responsibility, character, openness,

consistency, communication and a belief in people.

Things a leader must do to nurture potential leaders around him.

1. Choose a Leadership Model for yourself as leaders our first responsibility is tofind a good model for ourselves. Here are some questions to ask yourself when

picking a model.

i. Does my Models Life Deserve a Following?ii. Does my Models life have a Following?iii. What is the Main Strength That Influences others to Follow My Model?iv. Does my Model Produce other Leaders?v. Is my models Strength Reproducible in My Life?vi. If my Models Strength is Reproducible in My Life, What Steps Must I

Take to Develop and Demonstrate That Strength?

2. Guidelines for Mentoring Relationships when you find a mentor use this guideto develop a positive mentoring relationship with the person.

i. Ask the right Questionsii. Clarify you level of expectationsiii. Accept subordinate learning positioniv. Respect the mentor, but dont idolize himv. Immediately put into effect what you are learningvi. Be discipline in relating to the mentorvii. Reward your mentor with your own progressviii. Dont threaten to give up


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3. Build Trust trust is the single most important factor in building personal andprofessional relationships. Some calls it the glue that binds followers and leaders

together. Trust implies accountability, predictability and reliability. Because

followers want to trust their leader, it must be built day by day.

Trust is built on many things: Time, Respect, Unconditional Positive Regard,Sensitivity, and Touch.

4. Show Transparency all leaders make mistakes, they are part of life. Successfulleaders make mistakes, recognize their error, learn from them and work to

correct their fault.

5. Offer Time Potential leaders cannot be mentored from a distance or byinfrequent, short spur of attention. You need to spend planned time with them

as a leader, every time spent with a potential leader is an investment.

6. Believe in People when you believe in people, you motivate them and releasetheir potential.

7. Give encouragement dont expect people to encourage themselves, manyrequire outside encouragement to propel them, so dont forget to always

encourage potential leaders around you and most times, personalize it.

8. Exhibit Consistency consistency breeds trust and provides a grow factor forpotential leaders.

9. Hold hope high every leader is a dealer of hope and the power of hope cannotbe underestimated. Every leader must be able to give hope to those around him

when they cannot find it in themselves.

10.Add Significance make people a part of something worthwhile, nobody wantsto be a part of something insignificant and unimportant. Something they can

look and say; I have achieved, I have accomplished, I have made a difference.

11. Provide Security - People are susceptible to fear at the expense of their dreams.It takes a leader to make them feel secure and with that they are likely to take

risk, try to excel, break new ground and succeed.

12. Reward Production people rise to the level of expectations. If you wantpeople to produce, then you must reward production.

13. Establish A Support System people cannot produce when not given the rightresources. Every potential leader needs support in the following five areas:

i. Emotionalii. Skill trainingiii. Moneyiv. Equipmentv. Personnel


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14.Discern and Personalize the Potential Leaders Journey leaders must be goodat judging others. Peter Drucker said, it is important to disciple a life, not teach

a lesson. Discipleship of another person involves discerning where that person

is, knowing where he is suppose to go, and giving him what he needs to get

there.As a leader, you should spend quality time with promising leader, mentoring and

nurturing them. Here are some guidelines for selecting the right people to mentor.

i. Select people whose philosophy of life is similar to yourii. Choose people with potential you genuinely believe iniii. Determine what they neediv. Evaluate their progress constantlyv. Be committed, serious and available to the people you mentor

Ralph Emerson said, it is one of the most beautiful compensation of this life that no

man can sincerely try to help another without helping himself. When you nurture the

people around you, everyone wins.


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5 - THE LEADERS DAILY REQUIREMENT: EQUIPPING POTENTIAL

LEADERS

At this point, it is clear how to identify potential leaders, how to create a climate for

their nurture and basic ways to nurture them. It is time to look more specifically how toprepare them for leadership within the organization, that preparation is called

equipping.

Equipping is similar to training, though training is a part of equipping process for

preparing the person for leadership.

Equipping, like nurturing is an on-going process. And it cant be done using a formula or

videotape, equipping a potential leader must be tailored to each potential leader.

The ideal equipper is a person who can impart the vision of the work, evaluate thepotential leader, give him the tools he needs and then help him along the way at the

beginning of his journey.

The equipper is a model - a leader who does the job well, right and consistently The Equipper is a mentor- an advisor who has the vision of the organization and

can communicate it to other

The equipper is an empowerer one who can instill in the potential leader thedesire and ability to do the work.

EQUIPPING QUESTIONS

Effective equipping begins with asking questions, to determine the direction of of our

equipping.

1. Questions about the Organization these questions will determine whatequipping needs to be done and the best direction it should take the

organization.

2. Questions about Myself this question will make clear how the equipping will bedone.

3. Question About the Potential develop a prospect list, you are ready to selectthe people to be equipped. The goal now is to narrow the field of prospectiveleaders down to the few people with the most potential.

Ask yourself the following questions about each person to find the ones with

the highest potential.


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i. Is this person compatible philosophically with the organization andleadership?

ii. Does this person show a potential for growth?iii. Are there lingering Questions I have about this person?iv.

Am I selecting this person because of obvious strength or because I dontsee any glaring weaknesses?

v. What is the potential leaders fit?HOW TO EQUIP FOR EXCELLENCE

The following steps are the process of that will help you equip potential leaders. The

foundations of building a relationship with them is very important bedrock on which

equipping can thrive, from which you can build a program for their development,

supervise their progress, empower them to do the jobs and finally get them to pass on

the legacy.

1. Develop a personal relationship with the people you equip2. Share your dream3. Ask for commitment4. Set goals for growth5. Communicate the fundamentals6. Perform the Five-step Process of Training People

Step 1: I model

Step 2: I mentor Step 3: I Monitor Step 4: I Motivate Step 5: I Multiply

7. Give the Big Three All the training in the world will provide limitedsuccess if you dont turn your people lose to do the job. Turn them loose

within a structure that gives space for creativity. To do this, give the

potential leader the following: Responsibility, Authority and Accountability.

8. Give them the tools they need9. Check them systematically10. Conduct periodic Equipment Meetings you can include the following in the

agenda.

i. Good newsii. Visioniii. Content


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iv. Administrationv. Empowerment

Leaders who are equipping potential leaders have the greatest possibility of success, no

matter what type of organization they are in. The greatest leader is willing to train

people and develop them to the point that they eventually surpass him in knowledge

and ability.


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6 - THE LEADERS LIFELONG COMMITMENT: DEVELOPING POTENTIAL

LEADERS

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

most leaders dont come into the fullness of their calling, because it is a very hard work.Developing potential leaders requires more attention and commitment than nurturing

and equipping. The difference is shown in the table below.

NURTURING EQUIPPING DEVELOPMENT

Care Training for work Training for personalgrowth

Focus is on need Focus is on the task Focus is on the person

Relational Transactional Transformational

Maintains Leadership Adds Leadership Multiplies Leadership

Establishing Realizing Empowering

Helping Teaching Mentoring

Need oriented Skill oriented Character oriented

What they want What the organizationneeds

What they need

A desire A science An art

Little or no growth Short-term growth Long-term growth

All Many few

Here are twelve Actions a leader must take to develop potential leaders into the best

they can be.

1. ASK THE THREE MOTIVATION QUESTIONS all growth begins with motivation, youas a leader must find your potential leaders motivation and harness them. Begin by

asking these questions:

i. What do they want?ii. Do they have a good way of getting what they want?


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iii. Will they be rewarded if successful2. BE A GOOD LISTENER good leaders are great listener, listening to your people will

add to your success and to their development. Listen to their ideas and opinions,

especially before you make decisions. Give them credit each time you use their

ideas.3. DEVELOP A PLAN FOR PERSONAL GROWTH growth is not automatic, personalgrowth must be deliberate, planned and consistent.

4. PRACTICAL STEPS FOR PERSONAL GROWTH Set aside time daily for growth personal growth must be planned and

daily scheduled

File Quickly what you have learnt Apply Quickly what you have learnt Grow with someone

Plan your growth5. KEEP THE GROWTH GOING growth is an on-going thing and just like arriving is not

the journey but what you have become and learnt on the journey. Leaders are to be

like trees that grow all through their lives.

6. USE THE FOUR-STAGE PROCESS OF ADAPTATION it takes most people time toadapt to a new situation, they usually go through four stages before new concepts

becomes their own.

Visually they need to see it Emotionally visual attracts the emotion Experientially they are ready to give it a try Convictional it becomes a part of their thinking process

7. FOLLOW THE IDEA GRID share with the people what you are learning, the bestmethod is represented in this acronym.

I Instruct

D Demonstrate

E Exposure

A Accountability

8. GIVE THEM VARIED EXPERIENCE people are likely to resist change and stay in theconfines of their comfort, but as leaders we shouldnt let them be complacent. Weshould strive to expose them to different experiences, such adds to their

development. It keeps them growing, stretching and learning; this helps them to be

better at handling new challenges and face difficult circumstances.

9. STRIVE FOR EXCELLENCE when a leader strives for excellence it has a way it instillson the people, making them to shoot for the top. Focusing on excellence shows the


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peoples character. The success of any organization will not reach beyond the

character of the leader.

10.IMPLEMENT THE LAW OF EFFECT the law states that behaviors immediatelyrewarded increase in frequency; behaviors immediately punished decrease in

frequency.11. CARE ENOUGH TO COMFRONT it is quite easy to reward a positive behavior, butpeople fear the adverse reaction they might get when the reprove a negative

behavior. But when a persons behavior is inappropriate, avoiding confrontation will

always worsen the situation. The organization suffer because the person is not

acting in the best interest of it and also the persons deficiencies will reduces the

effectiveness of the leader.

Confrontation should never be done in anger or resentment, but here are some

guidelines to doing it well:

i. Confront is as soon as possibleii. Separate the person from the wrong actioniii. Confront only what the person can changeiv. Give the person a benefit of doubtv. Be specificvi. Avoid sarcasmvii. Avoid words like always and neverviii. Tell the person how you feel about what was done wrongix. Give the person a game plan to fix the problemx. Affirm him or her as a person and a friend

12. MAKE THE HARD DECISIONS people respond differently to development and itsdiscovered that each person plateau at one of the six levels of development:

Level 1: Some Growth

Level 2: Growth that makes them Capable

Level 3: Growth that makes them able to reproduce themselves in the job

Level 4: Growth that takes them to a higher level job

Level 5: Growth that allows them to take others higher

Level 6: Growth that allows them to handle any job

13. BE PERSONALLY SECURE to be a great developer of people, you must bepersonally secure, because taking people to a greater height might mean they may

pass you by.


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7 THE LEADERS HIGHEST RETURN: FORMING A DREAM TEAM OF

LEADERS

Being on a successful team can be one of the most rewarding experiences in life and

being on the right team can also be one of the most powerful.

A team is a group of people with a common goal, with proper and adequate

cooperation and communication between them. Developing leaders is wonderful but

more rewarding is, developing a team of leaders. A good team is always greater than a

sum of its parts; a team of leaders increase their effectiveness in exponentially. With

the right leaders teamed together.

THE QUALITIES OF A DREAM TEAM

It is important to know that most dream team has some common characteristics:

1. The Team Members Care for One Another teams that dont bond cant build.For a team to be successful, the teammates have to know they will look out for

one another. When a team member cares about no one but himself, the team as

a whole suffers.

2. The Team Members Know What is Important - this quality is developed bymaking sure each team member knows what is important to them. Without this

team members cannot work together.

3. The Team Members Communicate With One Another it is important for theteam leader to communicate what is important to the team; the individual

members of the team must communicate with each other.

4. The Team Members Grow Together growth within a team is likened to growthin a marriage. It is important and necessary, without it, the team and its

individual members do not improve. But like marriage, the growth should

include shared experiences and periods of communication so team members

stay connected to one another. In an organization, it is the team leaders

responsibility to orchestrate the teams growth, making sure that his people

grow both personally and professionally.

5. There is a Team Fit a good team fit requires an attitude of partnership. Everymember must respect each other and learn to trust, once the players know and

respect each other and develop a fit, the teams personality will begin to

emerge.


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6. The Team Members Place Their Individual Rights Beneath the Best Interest ofthe Team their mutual trust will make it possible for them to place their own

rights and privileges.

7. Each Team Member Plays a Special Role - people who occupy special place onthe team feel special and perform special and perform in a special way. Whenpeople are willing to put the team first and recognize their different roles this

make the team better fit because they know what must be accomplished in

order to guarantee victory.

8. An Effective Team has a Good Bench without a good bench a team will notsucceed, a good bench gives depth to the team, because many times the team

needs to go an extra distance, at such the need for a good bench arise.

9. The Team Members Know Exactly where the Team Stands the ability to knowwhere their team stands at every moment during the game separates the great

player from the adequate ones. it is called organizational sense, i.e. the ability to

know what is happening within the organization, how it stacks up against the

competition, how the different players are doing and how much he needs to

give to make the organization move to where it should be.

10.The Team Members are Willing to Pay the Price success always comes down tosacrifice willingness to pay the price. What is to be sacrifice may include time,

money and energy, each team member of the team must be willing to be held

responsible and be willing to give up part of himself for the teams success.


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8 THE LEADERS GREATEST JOY: COACHING A DREAM TEAM OF

LEADERS

All coaches dream of having a team of players who know the game inside and out, who have

the talent, desire and the discipline to compete and succeed on the highest level. Walter

Wriston said the person who figures out how to harness the collective genius of the people

in his or her organization is going to blow the competition away! such a leader knows how

to select, motivate and empower his people.

THE QUALITIES OF A DREAM TEAM COACH

The following are ten characteristics of a dream team coach, that will earn him the teams

respect and loyalty and they will motivate and empower the people to play like a dream

team.

1. A Dream Team Coach chooses Players Well having the right players determines 60 to80 percent of the success of any organization

2. A Dream Team Coach Constantly Communicates the Game Plan a leader should drawup a game plan and continually communicates it to his team players

3. A Dream Team Coach Takes the Time to Huddle when a team huddles, it recalls thegame plan and how it is to be implemented. When team players dont take time to

huddle, the result can be disastrous or even comical.

4. A Dream Team Coach Knows What His or Her Players Prefer to bring out the best in ateam, the coach needs to know the team players and what is important to them.

5. A Dream Team Coach Excels in Problem Solving problems almost create opportunities to learn, grow and improve. All leaders can become good problem solvers.

6. A Dream Team Coach Provides the Support Needed for Success the greatestenvironment of support is created when coaches decide to be facilitators rather than

dictators. The more the players and coach are involved, the more successful the team is.

7. A Dream Team Coach Commands the Respect of the Players without respect, a coachwill never be able to get his player to do what he asks.

8. A Dream Team Coach Does Not Treat Everyone the Same give opportunities, resourcesand playing time according to players past performance.

9. A Dream Team Coach Continues to Win there is only one challenge more difficult thanwinning that a successful coach faces; continuing to win. Winning once can only be a

fluke; winning twice proves you are the best.


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10.A Dream Team Coach understands the Levels of the Players if the leader does not workwith each player according to where he is in his development, the player wont produce,

succeed and develop.

DELEGATION: THE DREAM TEAM COACHS MOST POWERFUL TOOL

Delegation is the most powerful tool leaders have; it increases their individual productivity

as well as the productivity of their department or organization. Lack of delegation will create

a bottleneck to productivity. Here are reasons some leaders fail to delegate effectively:

1. Insecurity2. Lack of Confidence in others3. Lack of Ability to Train others4. Personal Enjoyment of the Task5. Habit6. Inability to Find Someone Else to Do It7. Reluctance Caused by Past Failures8. Lack of Time9. An I DO It Best Mind-setStep Toward Delegation

i. Ask them to be fact findersii. Ask them to make suggestionsiii. Ask them to implement one of their recommendations, but only after your approvaliv. Ask them to take action on their own, but to report the results immediatelyv. Give complete Authority


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9 THE LEADERS FINEST HOUR: REALIZING VALUE TO AND FROM

LEADERS

Through the development process, the new leaders and the developers have values added

to their lives. Organization truly improves and expands when they have leaders devoted to

the development of others. In fact it is said that there is no more noble occupation in theworld than to assist another human being.

VALUE ADDED TONEW LEADERS

i. Modeling set the pace for the organizationii. Vision and Direction ability to keep people focused on the big pictureiii. Encouragement and Affirmation let the people know you truly careiv. Belief in Themselves help them dare to work towards their dreamsv. Willingness to Try New Things the result of believing in themselvesvi. Personal Development finding time with the leaders personallyvii. Commitment to Personal Growth the greatest value to a persons lifeviii. Empowerment give people opportunity, freedom and securityix. Being a Part of Something Greater Than Themselves

VALUES ADDED TO ME BY THE PEOPLE I HAVE DEVELOPED

One of the greatest rewards of adding value to the people is that it comes back multiplied. It

is observed that all staff is of two types; salary takers and salary makers. The takers give as

little as possible and take their salary; while others give everything they have and even more

than make more contributions than the salaries they earn. Here are some differencesbetween the two people by the things they say:

Salary Takers Salary Makers?What will I receive? What can I give?

What will it take to get by? Ill do whatever it takes to get it rightIt is not my job Whatever the job, I can help you

Someone else is responsible Im responsibleHow can I look good? How can the team look good

Will it pass Is it my best

The paycheck is the reason I work The paycheck is a by-product of my workAm I better off because I work here? Is the team better off because I work here

Pay me now, I will produce later I will produce now, you can pay me later

Here are some ways potential leaders add value to their leaders:


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1. Loyalty2. Encouragement3. Personal Counsel and Support4. Follow-through5.

Time6. Balance of Gifts

7. Attraction of others8. People Development9. Increased Influence

When you develop leaders rather than followers, they will do the same for you.


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10 THE LEADERS LASTING CONTRIBUTION: REPRODUCING

GENERATIONS OF LEADERS

A leader who produces followers limits his success to what his direct personal influence

touches. His success ends when he no longer lead. But a leader who produces other leadersmultiplies his influence and he and his people have a future. His organization continues to

build and grow even if he is personally unable to carry on his leadership role.

The true test of success for a leader who develops other leaders is that the leaders must

carry on the tradition of developing other leaders and produce a third generation of leaders:

Teaching them the values and method of developing the next group of leaders.

TRAITS OF A POTENTIAL LEADER

Leaders can develop many kinds of people. There are three things that are required for aperson to become a leader.

i. Desireii. Relational Skillsiii. Practical Leadership Skills

A FOLLOWER BECOMES A LEADER

You may have people who you are preparing to develop who are non-leaders. If you do,

there are four things to keep in mind as you develop them:

i. Maintain a Positive Environmentii. Express High Believe in Themiii. Empower Themiv. Play to Their Strength

A MANAGER BECOMES A LEADER

Managers think differently from a leader, they tend to focus more on task and systems, they

have narrow vision and they sometimes are dogmatic. Your goals as a leader if you havepotential leaders who think like managers are to help them develop relational skills and

change their pattern of thinking. Here are some common characteristics in a leaders

thinking:

1. Leaders Think Big


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2. Leaders Think in Terms of Other People3. Leaders think Continually4. Leaders Think Bottom lines5. Leaders Think Without Lines6.

Leaders Think in Terms of Intangibles7. Leaders Think Quickly

A LEADER CHANGES LEADERSHIP STYLE

There are times in a leaders life in developing other leaders that he might have to change

the way he is leading in other to achieve his aim; here are some things you should do in such

a time:

1. Model a better Leadership Style2.

Identify Where They Err

3. Get their Permission to Help Them Change4. Show them How to Get Here from There5. Give Immediate Feedback

A GOOD LEADER BECOMES A GREAT LEADER

There are times you are to help develop and nurture a leader who is already doing well to

begin to develop others in a larger scale, you need to do the following in order to help them

develop into their next dimension.

1. Put Them on a Personal Plan for Growth2. Create Opportunities to Stretch Them3. Learn From Them

The big question is; ARE YOU DEVELOPING THE LEADERS AROUND YOU?

Documents

Developing the Leaders Around You Assignment to Rev. Sam Oye