the purpose of life is not to win the
the purpose of life is not to win the purpose of life is to grow and to share
[Music]
[Music] Stephen Covey observes people and
Stephen Covey observes people and
Stephen Covey observes people and organizations don’t grow much without
organizations don’t grow much without
organizations don’t grow much without delegation and completed staff work
delegation and completed staff work
delegation and completed staff work because they are confined to the
because they are confined to the
because they are confined to the capacities of the boss and reflect both
capacities of the boss and reflect both
capacities of the boss and reflect both personal strengths and weaknesses don’t
personal strengths and weaknesses don’t
personal strengths and weaknesses don’t allow yourself to become a lid on your
allow yourself to become a lid on your
allow yourself to become a lid on your organization give it the best chance for
organization give it the best chance for
organization give it the best chance for a bright future by developing other
a bright future by developing other
a bright future by developing other leaders number three people development
leaders number three people development
leaders number three people development empowers others to fulfill their
empowers others to fulfill their
empowers others to fulfill their leadership responsibilities many leaders
leadership responsibilities many leaders
leadership responsibilities many leaders become a lid on their teams or
become a lid on their teams or
become a lid on their teams or organizations the typical lid is the
organizations the typical lid is the
organizations the typical lid is the person who can’t lead yet possesses a
person who can’t lead yet possesses a
person who can’t lead yet possesses a leadership position it’s the Peter
leadership position it’s the Peter
leadership position it’s the Peter Principle plain-out where people rise to
Principle plain-out where people rise to
Principle plain-out where people rise to the level of their incompetence because
the level of their incompetence because
the level of their incompetence because they can’t empower and motivate people
they can’t empower and motivate people
they can’t empower and motivate people their area of responsibility suffers and
their area of responsibility suffers and
their area of responsibility suffers and their people go nowhere but there’s
their people go nowhere but there’s
their people go nowhere but there’s another kind of person who also puts a
another kind of person who also puts a
another kind of person who also puts a lid on those he leaves the competent
lid on those he leaves the competent
lid on those he leaves the competent person who won’t share responsibility
person who won’t share responsibility
person who won’t share responsibility people development by its very nature
people development by its very nature
people development by its very nature shares responsibility for getting things
shares responsibility for getting things
shares responsibility for getting things done I say that because people
done I say that because people
done I say that because people development is more than just teaching
development is more than just teaching
development is more than just teaching it’s transforming it invites people into
it’s transforming it invites people into
it’s transforming it invites people into the process of leadership because many
the process of leadership because many
the process of leadership because many things can be learned only through
things can be learned only through
things can be learned only through experience history provides abundant
experience history provides abundant
experience history provides abundant examples of people whose greatest gift
examples of people whose greatest gift
examples of people whose greatest gift was in redeeming inspiring liberating
was in redeeming inspiring liberating
was in redeeming inspiring liberating and nurturing the gifts of others John
and nurturing the gifts of others John
and nurturing the gifts of others John Quincy Adams said if your actions
Quincy Adams said if your actions
Quincy Adams said if your actions inspire others to dream more learn more
inspire others to dream more learn more
inspire others to dream more learn more do more and become more you are a leader
do more and become more you are a leader
do more and become more you are a leader when you give someone responsibility and
when you give someone responsibility and
when you give someone responsibility and authority they not only learn but they
authority they not only learn but they
authority they not only learn but they also start to fulfill their leadership
also start to fulfill their leadership
also start to fulfill their leadership responsibilities that action transforms
responsibilities that action transforms
responsibilities that action transforms people and organizations when
people and organizations when
people and organizations when established leaders focus on people
established leaders focus on people
established leaders focus on people development and empower others to lead
development and empower others to lead
development and empower others to lead everybody wins the first benefit comes
everybody wins the first benefit comes
everybody wins the first benefit comes to the people being led when new leaders
to the people being led when new leaders
to the people being led when new leaders are developed they become better at what
are developed they become better at what
are developed they become better at what they do and they help everyone who works
they do and they help everyone who works
they do and they help everyone who works with them to do the same when these new
with them to do the same when these new
with them to do the same when these new leaders start building relationships
leaders start building relationships
leaders start building relationships with their people on level 2 they treat
with their people on level 2 they treat
with their people on level 2 they treat them better and the working environment
them better and the working environment
them better and the working environment improves when they master level 3 they
improves when they master level 3 they
improves when they master level 3 they become more productive the second
become more productive the second
become more productive the second benefit comes to the organization with
benefit comes to the organization with
benefit comes to the organization with the addition of more good leaders the
the addition of more good leaders the
the addition of more good leaders the organization’s current efforts improve
organization’s current efforts improve
organization’s current efforts improve every developed leader adds more
every developed leader adds more
every developed leader adds more horsepower to the organization and
horsepower to the organization and
horsepower to the organization and expanding the leadership of the
expanding the leadership of the
expanding the leadership of the organization also gives it the ability
organization also gives it the ability
organization also gives it the ability to expand its territory and take on new
to expand its territory and take on new
to expand its territory and take on new initiatives the final benefit comes to
initiatives the final benefit comes to
initiatives the final benefit comes to the leaders who are doing the developing
the leaders who are doing the developing
the leaders who are doing the developing because new leaders help to share the
because new leaders help to share the
because new leaders help to share the load all leaders feel a weight of
load all leaders feel a weight of
load all leaders feel a weight of responsibility for leading they
responsibility for leading they
responsibility for leading they understand that leaders are expected to
understand that leaders are expected to
understand that leaders are expected to produce no matter what they feel the
produce no matter what they feel the
produce no matter what they feel the responsibility to the organization and
responsibility to the organization and
responsibility to the organization and to their leaders to fulfill the vision
to their leaders to fulfill the vision
to their leaders to fulfill the vision if there are stockholders they feel
if there are stockholders they feel
if there are stockholders they feel responsible to them for making a profit
responsible to them for making a profit
responsible to them for making a profit they feel responsible to the people they
they feel responsible to the people they
they feel responsible to the people they lead they want to help them succeed and
lead they want to help them succeed and
lead they want to help them succeed and they know that people’s jobs are
they know that people’s jobs are
they know that people’s jobs are ultimately on the line one of the
ultimately on the line one of the
ultimately on the line one of the principles I teach is that everything
principles I teach is that everything
principles I teach is that everything rises and falls on leadership most
rises and falls on leadership most
rises and falls on leadership most people apply that concept of
people apply that concept of
people apply that concept of productivity but it also applies to
productivity but it also applies to
productivity but it also applies to responsibility when I own three
responsibility when I own three
responsibility when I own three companies I felt the weight of my
companies I felt the weight of my
companies I felt the weight of my leadership responsibilities every day I
leadership responsibilities every day I
leadership responsibilities every day I was responsible for the direction that
was responsible for the direction that
was responsible for the direction that companies were heading the values that
companies were heading the values that
companies were heading the values that we were establishing and the bottom line
we were establishing and the bottom line
we were establishing and the bottom line success of the organizations every
success of the organizations every
success of the organizations every leader who has a lot of responsibility
leader who has a lot of responsibility
leader who has a lot of responsibility in an organization feels that way anyone
in an organization feels that way anyone
in an organization feels that way anyone who doesn’t feel it needs to examine
who doesn’t feel it needs to examine
who doesn’t feel it needs to examine their motives because they may be taking
their motives because they may be taking
their motives because they may be taking the response
the response
the response lightly as you develop people and they
lightly as you develop people and they
lightly as you develop people and they begin to share the load of leadership
begin to share the load of leadership
begin to share the load of leadership it’s important for you to give them the
it’s important for you to give them the
it’s important for you to give them the right expectations let them know that
right expectations let them know that
right expectations let them know that you’re responsible to them but not for
you’re responsible to them but not for
you’re responsible to them but not for them by that I mean you will take
them by that I mean you will take
them by that I mean you will take responsibility for providing training
responsibility for providing training
responsibility for providing training supply tools offering opportunities and
supply tools offering opportunities and
supply tools offering opportunities and creating an environment conducive for
creating an environment conducive for
creating an environment conducive for their development they must take
their development they must take
their development they must take responsibility for their growth through
responsibility for their growth through
responsibility for their growth through their choices attitude and commitment if
their choices attitude and commitment if
their choices attitude and commitment if they don’t you will pay for their
they don’t you will pay for their
they don’t you will pay for their failure along with them but that is a
failure along with them but that is a
failure along with them but that is a risk worth taking because the upside
risk worth taking because the upside
risk worth taking because the upside advantages if they succeed are so great
advantages if they succeed are so great
advantages if they succeed are so great and when it does work and people seize
and when it does work and people seize
and when it does work and people seize the opportunity to grow and lead it’s
the opportunity to grow and lead it’s
the opportunity to grow and lead it’s fantastic
fantastic
fantastic philanthropist Melinda Gates understood
philanthropist Melinda Gates understood
philanthropist Melinda Gates understood this dynamic at an incredibly early age
this dynamic at an incredibly early age
this dynamic at an incredibly early age enter valedictory address at Ursuline
enter valedictory address at Ursuline
enter valedictory address at Ursuline Academy in 1982 she said if you are
Academy in 1982 she said if you are
Academy in 1982 she said if you are successful it is because somewhere some
successful it is because somewhere some
successful it is because somewhere some time someone gave you a light or an idea
time someone gave you a light or an idea
time someone gave you a light or an idea that started you off in the right
that started you off in the right
that started you off in the right direction that is true for all of us no
direction that is true for all of us no
direction that is true for all of us no leader is self-made everyone was given a
leader is self-made everyone was given a
leader is self-made everyone was given a start by somebody else that is a gift
start by somebody else that is a gift
start by somebody else that is a gift our gift back is to take responsibility
our gift back is to take responsibility
our gift back is to take responsibility and do our best to lead others with
and do our best to lead others with
and do our best to lead others with effectiveness and integrity a professor
effectiveness and integrity a professor
effectiveness and integrity a professor of leadership at Pepperdine University
of leadership at Pepperdine University
of leadership at Pepperdine University asserts we need leaders who empower
asserts we need leaders who empower
asserts we need leaders who empower people and create other leaders it’s no
people and create other leaders it’s no
people and create other leaders it’s no longer good enough for a manager to make
longer good enough for a manager to make
longer good enough for a manager to make sure that everybody has something to do
sure that everybody has something to do
sure that everybody has something to do and is producing today all employees
and is producing today all employees
and is producing today all employees must buy in and take ownership of
must buy in and take ownership of
must buy in and take ownership of everything they’re doing to foster this
everything they’re doing to foster this
everything they’re doing to foster this it’s important that employees should
it’s important that employees should
it’s important that employees should make decisions that most directly affect
make decisions that most directly affect
make decisions that most directly affect them that’s how the best decisions are
them that’s how the best decisions are
them that’s how the best decisions are made that’s the essence of empowerment
made that’s the essence of empowerment
made that’s the essence of empowerment what he’s describing is level-4
what he’s describing is level-4
what he’s describing is level-4 leadership leadership that empowers
leadership leadership that empowers
leadership leadership that empowers others to share the load in healthy
others to share the load in healthy
others to share the load in healthy organizations led by level four leaders
organizations led by level four leaders
organizations led by level four leaders rewards are given for empowering others
rewards are given for empowering others
rewards are given for empowering others not for climbing over them if you want
not for climbing over them if you want
not for climbing over them if you want to improve an organization improve its
to improve an organization improve its
to improve an organization improve its leaders if you want to grow an
leaders if you want to grow an
leaders if you want to grow an organization through its leaders when
organization through its leaders when
organization through its leaders when you increase the number of leaders you
you increase the number of leaders you
you increase the number of leaders you have and you
have and you
have and you the leaders you have better the
the leaders you have better the
the leaders you have better the potential of the organization increases
potential of the organization increases
potential of the organization increases greatly number four people development
greatly number four people development
greatly number four people development empowers the leader to lead larger many
empowers the leader to lead larger many
empowers the leader to lead larger many leaders don’t want to share
leaders don’t want to share
leaders don’t want to share responsibilities with others because
responsibilities with others because
responsibilities with others because they don’t want to lose any of their
they don’t want to lose any of their
they don’t want to lose any of their power but when you share leadership with
power but when you share leadership with
power but when you share leadership with others it doesn’t actually take away
others it doesn’t actually take away
others it doesn’t actually take away from you instead it actually gives you
from you instead it actually gives you
from you instead it actually gives you something you can get only by developing
something you can get only by developing
something you can get only by developing others it gives you back time as you
others it gives you back time as you
others it gives you back time as you develop people and empower them to lead
develop people and empower them to lead
develop people and empower them to lead their territories expand and so does
their territories expand and so does
their territories expand and so does yours but you are also freed up to do
yours but you are also freed up to do
yours but you are also freed up to do more important things the most important
more important things the most important
more important things the most important of which are often thinking and
of which are often thinking and
of which are often thinking and visioning and strategizing leaders
visioning and strategizing leaders
visioning and strategizing leaders always need more quality thinking time
always need more quality thinking time
always need more quality thinking time yet because most leaders have a bias
yet because most leaders have a bias
yet because most leaders have a bias toward action they often don’t have it
toward action they often don’t have it
toward action they often don’t have it as you develop other leaders and empower
as you develop other leaders and empower
as you develop other leaders and empower them to lead they take on work that used
them to lead they take on work that used
them to lead they take on work that used to be yours and you can use that time to
to be yours and you can use that time to
to be yours and you can use that time to take your team or organization to the
take your team or organization to the
take your team or organization to the next level everyone benefits it’s often
next level everyone benefits it’s often
next level everyone benefits it’s often difficult to hand over responsibility
difficult to hand over responsibility
difficult to hand over responsibility for a task to others especially if you
for a task to others especially if you
for a task to others especially if you believe they won’t do as good a job as
believe they won’t do as good a job as
believe they won’t do as good a job as you will but that’s no excuse
you will but that’s no excuse
you will but that’s no excuse you cannot become an effective level 4
you cannot become an effective level 4
you cannot become an effective level 4 leader unless you are willing to let go
leader unless you are willing to let go
leader unless you are willing to let go of some of your responsibilities so
of some of your responsibilities so
of some of your responsibilities so what’s a good rule of thumb for
what’s a good rule of thumb for
what’s a good rule of thumb for transferring ownership of a leadership
transferring ownership of a leadership
transferring ownership of a leadership responsibility to someone else I use the
responsibility to someone else I use the
responsibility to someone else I use the 80% rule if someone on my team can do
80% rule if someone on my team can do
80% rule if someone on my team can do what am i task 80% as well as I do or
what am i task 80% as well as I do or
what am i task 80% as well as I do or better then I give him or her
better then I give him or her
better then I give him or her responsibility for it if you want to be
responsibility for it if you want to be
responsibility for it if you want to be an effective leader you must move from
an effective leader you must move from
an effective leader you must move from perfectionist to pragmatist number 5
perfectionist to pragmatist number 5
perfectionist to pragmatist number 5 people development provides great
people development provides great
people development provides great personal fulfillment in his book man the
personal fulfillment in his book man the
personal fulfillment in his book man the manipulator
manipulator
manipulator Everitt Ostrom quotes a teacher who
Everitt Ostrom quotes a teacher who
Everitt Ostrom quotes a teacher who learned the secret to reaching people
learned the secret to reaching people
learned the secret to reaching people and changing their lives
and changing their lives
and changing their lives I had a great feeling of relief when I
I had a great feeling of relief when I
I had a great feeling of relief when I began to understand that a youngster
began to understand that a youngster
began to understand that a youngster needs more than just subject matter
needs more than just subject matter
needs more than just subject matter I know mathematics well and I teach it
I know mathematics well and I teach it
I know mathematics well and I teach it well I used to think that was all I
well I used to think that was all I
well I used to think that was all I needed to do now I teach children not
needed to do now I teach children not
needed to do now I teach children not math I accept the fact that I can only
math I accept the fact that I can only
math I accept the fact that I can only succeed partially with some of them but
succeed partially with some of them but
succeed partially with some of them but I don’t have to know all the answers I
I don’t have to know all the answers I
I don’t have to know all the answers I seem to have more answers than when I
seem to have more answers than when I
seem to have more answers than when I tried to be the expert the youngster who
tried to be the expert the youngster who
tried to be the expert the youngster who really made me understand this was Eddie
really made me understand this was Eddie
really made me understand this was Eddie I asked him one day why he thought he
I asked him one day why he thought he
I asked him one day why he thought he was doing so much better than last year
was doing so much better than last year
was doing so much better than last year he gave meaning to my whole new
he gave meaning to my whole new
he gave meaning to my whole new orientation it’s because I like myself
orientation it’s because I like myself
orientation it’s because I like myself now when I’m with you he said the
now when I’m with you he said the
now when I’m with you he said the greatest satisfaction in life comes from
greatest satisfaction in life comes from
greatest satisfaction in life comes from giving to others we are most fulfilled
giving to others we are most fulfilled
giving to others we are most fulfilled when we forget ourselves and focus on
when we forget ourselves and focus on
when we forget ourselves and focus on others and what’s really wonderful is
others and what’s really wonderful is
others and what’s really wonderful is that when we add the giving that comes
that when we add the giving that comes
that when we add the giving that comes from developing people on level 4 to the
from developing people on level 4 to the
from developing people on level 4 to the solid relationships we’ve developed on
solid relationships we’ve developed on
solid relationships we’ve developed on level 2 the closest and warmth that
level 2 the closest and warmth that
level 2 the closest and warmth that result can provide the richest
result can provide the richest
result can provide the richest experiences of our lives we are often
experiences of our lives we are often
experiences of our lives we are often closest to people when we help them grow
closest to people when we help them grow
closest to people when we help them grow my best friends are the people who have
my best friends are the people who have
my best friends are the people who have brought out the best in me and the
brought out the best in me and the
brought out the best in me and the people I’ve tried to help be their best
people I’ve tried to help be their best
people I’ve tried to help be their best our growth journey has been filled with
our growth journey has been filled with
our growth journey has been filled with laughter and tears wins and losses hopes
laughter and tears wins and losses hopes
laughter and tears wins and losses hopes and hurts questions and answers I
and hurts questions and answers I
and hurts questions and answers I treasure the notes I’ve received from
treasure the notes I’ve received from
treasure the notes I’ve received from people who generously share the credit
people who generously share the credit
people who generously share the credit for their growth and success with me
for their growth and success with me
for their growth and success with me Howard Schultz founder of Starbucks said
Howard Schultz founder of Starbucks said
Howard Schultz founder of Starbucks said victory is much more meaningful when it
victory is much more meaningful when it
victory is much more meaningful when it comes not just from one person but from
comes not just from one person but from
comes not just from one person but from the joint achievements of many the
the joint achievements of many the
the joint achievements of many the euphoria is lasting when all
euphoria is lasting when all
euphoria is lasting when all participants lead with their hearts
participants lead with their hearts
participants lead with their hearts winning not just for themselves but for
winning not just for themselves but for
winning not just for themselves but for one another
one another
one another that is a good description of how I feel
that is a good description of how I feel
that is a good description of how I feel about the people closest to me in life
about the people closest to me in life
about the people closest to me in life my family and my inner circle just last
my family and my inner circle just last
my family and my inner circle just last night I enjoyed dinner with a group of
night I enjoyed dinner with a group of
night I enjoyed dinner with a group of them all of whom I have developed in
them all of whom I have developed in
them all of whom I have developed in some way we laughed shared pictures told
some way we laughed shared pictures told
some way we laughed shared pictures told stories and traded ideas the evening
stories and traded ideas the evening
stories and traded ideas the evening went way too fast
went way too fast
went way too fast mark and Stephanie Cole were there I
mark and Stephanie Cole were there I
mark and Stephanie Cole were there I assisted in their ceremony the day they
assisted in their ceremony the day they
assisted in their ceremony the day they got married now years later mark has
got married now years later mark has
got married now years later mark has become my go-to guy in confidant many a
become my go-to guy in confidant many a
become my go-to guy in confidant many a project that needs a good leaders
project that needs a good leaders
project that needs a good leaders attention I give to him Stephanie freely
attention I give to him Stephanie freely
attention I give to him Stephanie freely allows him to travel with me whenever I
allows him to travel with me whenever I
allows him to travel with me whenever I need him what a gift what would I do
need him what a gift what would I do
need him what a gift what would I do without them David and Laurie Hoyt were
without them David and Laurie Hoyt were
without them David and Laurie Hoyt were also there David handles all my speaking
also there David handles all my speaking
also there David handles all my speaking engagements with great care and
engagements with great care and
engagements with great care and professionalism representing me so well
professionalism representing me so well
professionalism representing me so well to so many people
to so many people
to so many people Laurie expresses her love and support
Laurie expresses her love and support
Laurie expresses her love and support for me every time I am with her Charlie
for me every time I am with her Charlie
for me every time I am with her Charlie and Stephanie wetzel were there Charlie
and Stephanie wetzel were there Charlie
and Stephanie wetzel were there Charlie has helped me write for over 17 years
has helped me write for over 17 years
has helped me write for over 17 years with over 20 million books sold I
with over 20 million books sold I
with over 20 million books sold I acknowledged that he has become the
acknowledged that he has become the
acknowledged that he has become the greatest influencer of others in my
greatest influencer of others in my
greatest influencer of others in my inner circle Stephanie is myst social
inner circle Stephanie is myst social
inner circle Stephanie is myst social media she manages my blog as well as my
media she manages my blog as well as my
media she manages my blog as well as my Twitter and Facebook accounts some of
Twitter and Facebook accounts some of
Twitter and Facebook accounts some of the publishing industry credit her with
the publishing industry credit her with
the publishing industry credit her with much of the recent success of my books
much of the recent success of my books
much of the recent success of my books and finally Patrick and Linda Eggers
and finally Patrick and Linda Eggers
and finally Patrick and Linda Eggers were there
were there
were there Patrick used to be a member of my board
Patrick used to be a member of my board
Patrick used to be a member of my board he has been a good friend for over 30
he has been a good friend for over 30
he has been a good friend for over 30 years he’s big enough to be my bodyguard
years he’s big enough to be my bodyguard
years he’s big enough to be my bodyguard and smart enough that he once worked as
and smart enough that he once worked as
and smart enough that he once worked as an honest-to-goodness rocket scientist
an honest-to-goodness rocket scientist
an honest-to-goodness rocket scientist Linda has been my assistant for 15 years
Linda has been my assistant for 15 years
Linda has been my assistant for 15 years she has been a great friend to my wife
she has been a great friend to my wife
she has been a great friend to my wife Margaret and me Linda knows what I’m
Margaret and me Linda knows what I’m
Margaret and me Linda knows what I’m thinking before I think it and she
thinking before I think it and she
thinking before I think it and she handles everything for us as I looked
handles everything for us as I looked
handles everything for us as I looked around the table last night I thought
around the table last night I thought
around the table last night I thought three things first these people that I
three things first these people that I
three things first these people that I have helped to develop have really grown
have helped to develop have really grown
have helped to develop have really grown me in the beginning I helped them more
me in the beginning I helped them more
me in the beginning I helped them more than they helped me today they helped me
than they helped me today they helped me
than they helped me today they helped me more than I helped them there is a huge
more than I helped them there is a huge
more than I helped them there is a huge return in developing people
second these are true friends our best
second these are true friends our best times are when we are with each other in
times are when we are with each other in
times are when we are with each other in 2010 we all went to Israel together and
2010 we all went to Israel together and
2010 we all went to Israel together and had a blast the journey of life was not
had a blast the journey of life was not
had a blast the journey of life was not meant to be traveled alone I’m grateful
meant to be traveled alone I’m grateful
meant to be traveled alone I’m grateful I get to travel much of it with them
I get to travel much of it with them
I get to travel much of it with them third my greatest fulfillment has not
third my greatest fulfillment has not
third my greatest fulfillment has not come from the books that I have written
come from the books that I have written
come from the books that I have written that companies I have started or the
that companies I have started or the
that companies I have started or the recognition I have received my greatest
recognition I have received my greatest
recognition I have received my greatest fulfillment comes from the people I love
fulfillment comes from the people I love
fulfillment comes from the people I love and especially from the people whom I’ve
and especially from the people whom I’ve
and especially from the people whom I’ve helped develop rabbi harold kushner
helped develop rabbi harold kushner
helped develop rabbi harold kushner asserted the purpose of life is not to
asserted the purpose of life is not to
asserted the purpose of life is not to win the purpose of life is to grow and
win the purpose of life is to grow and
win the purpose of life is to grow and to share when you come to look back on
to share when you come to look back on
to share when you come to look back on all that you have done in life you will
all that you have done in life you will
all that you have done in life you will get more satisfaction from the pleasures
get more satisfaction from the pleasures
get more satisfaction from the pleasures you have brought into other people’s
you have brought into other people’s
you have brought into other people’s lives then you will from the times that
lives then you will from the times that
lives then you will from the times that you outdid and defeated them that is
you outdid and defeated them that is
you outdid and defeated them that is great wisdom helping others grow and
great wisdom helping others grow and
great wisdom helping others grow and develop brings great joy satisfaction
develop brings great joy satisfaction
develop brings great joy satisfaction and energy to a leader if you can
and energy to a leader if you can
and energy to a leader if you can achieve level 4 as a leader you will
achieve level 4 as a leader you will
achieve level 4 as a leader you will create a sense of community where
create a sense of community where
create a sense of community where victories are celebrated gratitude is
victories are celebrated gratitude is
victories are celebrated gratitude is evident and loyalty is shared level 4 is
evident and loyalty is shared level 4 is
evident and loyalty is shared level 4 is the sweetest of all levels a leader can
the sweetest of all levels a leader can
the sweetest of all levels a leader can achieve the downside of people
achieve the downside of people
achieve the downside of people development leading on level 4 requires
development leading on level 4 requires
development leading on level 4 requires high levels of maturity and skill there
high levels of maturity and skill there
high levels of maturity and skill there is a reason that many leaders don’t
is a reason that many leaders don’t
is a reason that many leaders don’t develop people it’s not easy and there’s
develop people it’s not easy and there’s
develop people it’s not easy and there’s no guarantee that it will work out every
no guarantee that it will work out every
no guarantee that it will work out every leader has horror stories of investment
leader has horror stories of investment
leader has horror stories of investment in others that turned out badly you pour
in others that turned out badly you pour
in others that turned out badly you pour yourself into some people and nothing
yourself into some people and nothing
yourself into some people and nothing happens some people take without giving
happens some people take without giving
happens some people take without giving anything in return
anything in return
anything in return others make an effort but fall far short
others make an effort but fall far short
others make an effort but fall far short of your expectations and sometimes you
of your expectations and sometimes you
of your expectations and sometimes you give your best to someone he turns out
give your best to someone he turns out
give your best to someone he turns out to be an absolute star and then he
to be an absolute star and then he
to be an absolute star and then he leaves and becomes part of another
leaves and becomes part of another
leaves and becomes part of another organization what can be worse than that
organization what can be worse than that
organization what can be worse than that well how about not training them and
well how about not training them and
well how about not training them and having them stay if you think about it
having them stay if you think about it
having them stay if you think about it you have only one great choice as a
you have only one great choice as a
you have only one great choice as a leader if you want to leave to the full
leader if you want to leave to the full
leader if you want to leave to the full extent of your potential
extent of your potential
extent of your potential you’d need to invest in your people
you’d need to invest in your people
you’d need to invest in your people people development requires a very high
people development requires a very high
people development requires a very high immaturity level it also requires a very
immaturity level it also requires a very
immaturity level it also requires a very high level of skill that can create
high level of skill that can create
high level of skill that can create problems for some leaders and it
problems for some leaders and it
problems for some leaders and it prevents many from following through
prevents many from following through
prevents many from following through with it
with it
with it here are the primary causes of
here are the primary causes of
here are the primary causes of breakdowns on level four number one
breakdowns on level four number one
breakdowns on level four number one self-centeredness can cause leaders to
self-centeredness can cause leaders to
self-centeredness can cause leaders to neglect people development maturity is
neglect people development maturity is
neglect people development maturity is the ability to think beyond yourself see
the ability to think beyond yourself see
the ability to think beyond yourself see things from the perspective of others
things from the perspective of others
things from the perspective of others and place their needs above your own
and place their needs above your own
and place their needs above your own selfishness prevents people from
selfishness prevents people from
selfishness prevents people from reaching that level of maturity my
reaching that level of maturity my
reaching that level of maturity my friend Gerald Brooks says when you
friend Gerald Brooks says when you
friend Gerald Brooks says when you become a leader you give up the right to
become a leader you give up the right to
become a leader you give up the right to think about yourself becoming a level
think about yourself becoming a level
think about yourself becoming a level four leader requires us to recognize
four leader requires us to recognize
four leader requires us to recognize that we now have the authority to serve
that we now have the authority to serve
that we now have the authority to serve people in a special way and we need to
people in a special way and we need to
people in a special way and we need to exercise that ability you can’t do that
exercise that ability you can’t do that
exercise that ability you can’t do that if you have a self-serving attitude if
if you have a self-serving attitude if
if you have a self-serving attitude if you want to lead on level four you need
you want to lead on level four you need
you want to lead on level four you need to focus 80% of your attention on others
to focus 80% of your attention on others
to focus 80% of your attention on others in helping them to grow learn and
in helping them to grow learn and
in helping them to grow learn and achieve if your focus is always on
achieve if your focus is always on
achieve if your focus is always on yourself and what you want then people
yourself and what you want then people
yourself and what you want then people become an obstacle to your goals their
become an obstacle to your goals their
become an obstacle to your goals their needs are seen as interfering with your
needs are seen as interfering with your
needs are seen as interfering with your goals and you spend most of your time
goals and you spend most of your time
goals and you spend most of your time disappointed with others because they
disappointed with others because they
disappointed with others because they aren’t on your selfish agenda and are
aren’t on your selfish agenda and are
aren’t on your selfish agenda and are forever letting you down leadership
forever letting you down leadership
forever letting you down leadership expert and author max Dupree says the
expert and author max Dupree says the
expert and author max Dupree says the leader is the servant who removes the
leader is the servant who removes the
leader is the servant who removes the obstacles that prevent people from doing
obstacles that prevent people from doing
obstacles that prevent people from doing their jobs what a great description that
their jobs what a great description that
their jobs what a great description that kind of level four mindset requires
kind of level four mindset requires
kind of level four mindset requires maturity it means coming to work every
maturity it means coming to work every
maturity it means coming to work every day placing other people first in our
day placing other people first in our
day placing other people first in our thoughts and actions it means asking who
thoughts and actions it means asking who
thoughts and actions it means asking who can I add value to today and what can I
can I add value to today and what can I
can I add value to today and what can I do for others that is not the mindset of
do for others that is not the mindset of
do for others that is not the mindset of a Nimba tour leader it is the mindset of
a Nimba tour leader it is the mindset of
a Nimba tour leader it is the mindset of a people developer so if you want to
a people developer so if you want to
a people developer so if you want to move up to level four leadership get
move up to level four leadership get
move up to level four leadership get over your selfishness get outside of
over your selfishness get outside of
over your selfishness get outside of yourself and adopt the attitude of
yourself and adopt the attitude of
yourself and adopt the attitude of speaker and master salesmen Zig Ziglar
speaker and master salesmen Zig Ziglar
speaker and master salesmen Zig Ziglar who said if you will help others get
who said if you will help others get
who said if you will help others get what they want they will help you get
what they want they will help you get
what they want they will help you get what you want
what you want
what you want number two insecurity can make leaders
number two insecurity can make leaders
number two insecurity can make leaders feel threatened by people development my
feel threatened by people development my
feel threatened by people development my friend Wayne Smith vice-president of
friend Wayne Smith vice-president of
friend Wayne Smith vice-president of Wesley Seminary at Indiana Wesleyan
Wesley Seminary at Indiana Wesleyan
Wesley Seminary at Indiana Wesleyan University once told me no amount of
University once told me no amount of
University once told me no amount of personal competency can compensate for
personal competency can compensate for
personal competency can compensate for personal insecurity he is so right
personal insecurity he is so right
personal insecurity he is so right insecure leaders continually sabotage
insecure leaders continually sabotage
insecure leaders continually sabotage themselves and others because they worry
themselves and others because they worry
themselves and others because they worry about their position and standing they
about their position and standing they
about their position and standing they have a hard time investing in other
have a hard time investing in other
have a hard time investing in other people why because they fear that
people why because they fear that
people why because they fear that someone will take their place for that
someone will take their place for that
someone will take their place for that reason leaders who don’t deal with their
reason leaders who don’t deal with their
reason leaders who don’t deal with their insecurities and overcome them rarely
insecurities and overcome them rarely
insecurities and overcome them rarely reach level 4 as leaders if you suspect
reach level 4 as leaders if you suspect
reach level 4 as leaders if you suspect that your insecurities may prevent you
that your insecurities may prevent you
that your insecurities may prevent you from moving up to the people develop a
from moving up to the people develop a
from moving up to the people develop a level of leadership that be prepared to
level of leadership that be prepared to
level of leadership that be prepared to do some work in the following three
do some work in the following three
do some work in the following three areas ego leaders who are honest with
areas ego leaders who are honest with
areas ego leaders who are honest with themselves know that they don’t have all
themselves know that they don’t have all
themselves know that they don’t have all the answers they recognize that success
the answers they recognize that success
the answers they recognize that success always comes from the combined
always comes from the combined
always comes from the combined contributions of everyone on the team
contributions of everyone on the team
contributions of everyone on the team success comes when people work together
success comes when people work together
success comes when people work together each person playing his or her part and
each person playing his or her part and
each person playing his or her part and because of this they don’t try to answer
because of this they don’t try to answer
because of this they don’t try to answer every question themselves they don’t try
every question themselves they don’t try
every question themselves they don’t try to make every decision they see wedding
to make every decision they see wedding
to make every decision they see wedding as a collaborative effort and their goal
as a collaborative effort and their goal
as a collaborative effort and their goal isn’t to make others think more highly
isn’t to make others think more highly
isn’t to make others think more highly of them it is to get their people to
of them it is to get their people to
of them it is to get their people to think more highly of themselves how can
think more highly of themselves how can
think more highly of themselves how can you tell if your ego might be getting in
you tell if your ego might be getting in
you tell if your ego might be getting in the way of your ability to move up to
the way of your ability to move up to
the way of your ability to move up to level 4 consider what happens when you
level 4 consider what happens when you
level 4 consider what happens when you meet with your team do your team members
meet with your team do your team members
meet with your team do your team members share their thoughts and ideas freely
share their thoughts and ideas freely
share their thoughts and ideas freely are the best ideas rarely your ideas if
are the best ideas rarely your ideas if
are the best ideas rarely your ideas if you often contribute ideas does the
you often contribute ideas does the
you often contribute ideas does the discussion quickly move from your idea
discussion quickly move from your idea
discussion quickly move from your idea to the best idea and you’re happy about
to the best idea and you’re happy about
to the best idea and you’re happy about it how about when your team performs
it how about when your team performs
it how about when your team performs when your team succeeds do the other
when your team succeeds do the other
when your team succeeds do the other members of the team get the majority of
members of the team get the majority of
members of the team get the majority of credit is there a shared sense of pride
credit is there a shared sense of pride
credit is there a shared sense of pride in the work that’s being done when
in the work that’s being done when
in the work that’s being done when things go wrong do you personally accept
things go wrong do you personally accept
things go wrong do you personally accept the greatest share of blame
the greatest share of blame
the greatest share of blame if you can honestly answer yes to these
if you can honestly answer yes to these
if you can honestly answer yes to these questions ego may not be a problem if
questions ego may not be a problem if
questions ego may not be a problem if you answered no to many of these
you answered no to many of these
you answered no to many of these questions beware you may need to deal
questions beware you may need to deal
questions beware you may need to deal with your ego positive working
with your ego positive working
with your ego positive working environments led by secure leaders allow
environments led by secure leaders allow
environments led by secure leaders allow team members to get the credit level for
team members to get the credit level for
team members to get the credit level for leaders experience genuine joy in the
leaders experience genuine joy in the
leaders experience genuine joy in the success of others when others shine so
success of others when others shine so
success of others when others shine so today
today
today control author Tom Peters observed there
control author Tom Peters observed there
control author Tom Peters observed there is nothing more useless than the person
is nothing more useless than the person
is nothing more useless than the person who says at the end of the day well I
who says at the end of the day well I
who says at the end of the day well I made it through the day without screwing
made it through the day without screwing
made it through the day without screwing up why would anyone have this kind of a
up why would anyone have this kind of a
up why would anyone have this kind of a goal because they’re afraid of making
goal because they’re afraid of making
goal because they’re afraid of making mistakes many insecure leaders try to
mistakes many insecure leaders try to
mistakes many insecure leaders try to avoid making mistakes by doing as little
avoid making mistakes by doing as little
avoid making mistakes by doing as little as possible or by trying to keep a low
as possible or by trying to keep a low
as possible or by trying to keep a low profile and secure leaders often deal
profile and secure leaders often deal
profile and secure leaders often deal with this issue differently they rely on
with this issue differently they rely on
with this issue differently they rely on control they think if they micromanage
control they think if they micromanage
control they think if they micromanage their people they can keep them from
their people they can keep them from
their people they can keep them from making mistakes
making mistakes
making mistakes unfortunately controlling leaders don’t
unfortunately controlling leaders don’t
unfortunately controlling leaders don’t understand that progress comes only from
understand that progress comes only from
understand that progress comes only from taking risk and making mistakes they
taking risk and making mistakes they
taking risk and making mistakes they would be better off taking the advice of
would be better off taking the advice of
would be better off taking the advice of someone like Chuck Braun of idea
someone like Chuck Braun of idea
someone like Chuck Braun of idea connection systems who developed the
connection systems who developed the
connection systems who developed the concept of the mistake quota when he
concept of the mistake quota when he
concept of the mistake quota when he trains people he tells students that he
trains people he tells students that he
trains people he tells students that he expects them to make 30 mistakes per
expects them to make 30 mistakes per
expects them to make 30 mistakes per training session Brod says he can almost
training session Brod says he can almost
training session Brod says he can almost hear the sighs of relief in the room as
hear the sighs of relief in the room as
hear the sighs of relief in the room as people relax and begin participating
people relax and begin participating
people relax and begin participating good leaders forge ahead break ground
good leaders forge ahead break ground
good leaders forge ahead break ground and make mistakes and expect the same
and make mistakes and expect the same
and make mistakes and expect the same from their people authors James Cruz’s
from their people authors James Cruz’s
from their people authors James Cruz’s and Barry Posner say it this way
and Barry Posner say it this way
and Barry Posner say it this way leaders are pioneers people who are
leaders are pioneers people who are
leaders are pioneers people who are willing to step out into the unknown
willing to step out into the unknown
willing to step out into the unknown they are people who are willing to take
they are people who are willing to take
they are people who are willing to take risk to innovate and experiment in order
risk to innovate and experiment in order
risk to innovate and experiment in order to find new and better ways of doing
to find new and better ways of doing
to find new and better ways of doing things to succeed as a leader on level 4
things to succeed as a leader on level 4
things to succeed as a leader on level 4 you must embrace that attitude and give
you must embrace that attitude and give
you must embrace that attitude and give up controlling others since you can’t
up controlling others since you can’t
up controlling others since you can’t prevent mistakes why not adopt an
prevent mistakes why not adopt an
prevent mistakes why not adopt an attitude in which you and your team
attitude in which you and your team
attitude in which you and your team learn from them that’s the only way
learn from them that’s the only way
learn from them that’s the only way anyone can really profit from mistakes
anyone can really profit from mistakes
anyone can really profit from mistakes anyway so don’t try to put people in a
anyway so don’t try to put people in a
anyway so don’t try to put people in a box
box
box try to help them make the most of their
try to help them make the most of their
try to help them make the most of their fumbles flops and failures the shack
fumbles flops and failures the shack
fumbles flops and failures the shack whilst the former CEO of General
whilst the former CEO of General
whilst the former CEO of General Electric said a leaders role is not to
Electric said a leaders role is not to
Electric said a leaders role is not to control people or stay on top of things
control people or stay on top of things
control people or stay on top of things but rather to guide energize and excite
but rather to guide energize and excite
but rather to guide energize and excite that’s what level four leaders do trust
that’s what level four leaders do trust
that’s what level four leaders do trust different leaders seek trust in
different leaders seek trust in
different leaders seek trust in different ways secure leaders see it as
different ways secure leaders see it as
different ways secure leaders see it as the glue that keeps relationships
the glue that keeps relationships
the glue that keeps relationships together and makes business work Steven
together and makes business work Steven
together and makes business work Steven M r.covey author of
M r.covey author of
M r.covey author of said the trust produces speed because it
said the trust produces speed because it
said the trust produces speed because it feeds collaboration loyalty and
feeds collaboration loyalty and
feeds collaboration loyalty and ultimately results contrast that with
ultimately results contrast that with
ultimately results contrast that with the words of Al Neuharth former CEO of
the words of Al Neuharth former CEO of
the words of Al Neuharth former CEO of the US newspaper chain Gannett and
the US newspaper chain Gannett and
the US newspaper chain Gannett and author of confessions of an sob he wrote
author of confessions of an sob he wrote
author of confessions of an sob he wrote now that I was on top
now that I was on top
now that I was on top I knew others would want to topple me I
I knew others would want to topple me I
I knew others would want to topple me I believed in practice in the sob is
believed in practice in the sob is
believed in practice in the sob is Golden Rule expect others to do of you
Golden Rule expect others to do of you
Golden Rule expect others to do of you what you would do to them
what you would do to them
what you would do to them I don’t know about you but I don’t want
I don’t know about you but I don’t want
I don’t know about you but I don’t want to live with that kind of an attitude
to live with that kind of an attitude
to live with that kind of an attitude insecure leaders don’t place their trust
insecure leaders don’t place their trust
insecure leaders don’t place their trust in others nor do they engender trust
in others nor do they engender trust
in others nor do they engender trust from others as a result they don’t
from others as a result they don’t
from others as a result they don’t invest in others and they don’t become
invest in others and they don’t become
invest in others and they don’t become level-4 leaders as a leader you should
level-4 leaders as a leader you should
level-4 leaders as a leader you should never take Trust for granted only when
never take Trust for granted only when
never take Trust for granted only when you lose it do you really understand the
you lose it do you really understand the
you lose it do you really understand the value of it my daughter Elizabeth
value of it my daughter Elizabeth
value of it my daughter Elizabeth learned that in high school when she was
learned that in high school when she was
learned that in high school when she was a cheerleader because Elizabeth was tiny
a cheerleader because Elizabeth was tiny
a cheerleader because Elizabeth was tiny she was a flier that means she was
she was a flier that means she was
she was a flier that means she was always either at the top of the pyramid
always either at the top of the pyramid
always either at the top of the pyramid or being tossed high into the air with
or being tossed high into the air with
or being tossed high into the air with daredevil abandonment she would soar how
daredevil abandonment she would soar how
daredevil abandonment she would soar how was she able to take such risk trust
was she able to take such risk trust
was she able to take such risk trust she had practiced with her teammates for
she had practiced with her teammates for
she had practiced with her teammates for hours having been thrown and safely
hours having been thrown and safely
hours having been thrown and safely caught hundreds of times then during her
caught hundreds of times then during her
caught hundreds of times then during her senior year and an attentive teammate
senior year and an attentive teammate
senior year and an attentive teammate missed and let her fall on a throw she
missed and let her fall on a throw she
missed and let her fall on a throw she wasn’t the same after that
wasn’t the same after that
wasn’t the same after that but then on she experienced moments of
but then on she experienced moments of
but then on she experienced moments of hesitation whenever she was throwing if
hesitation whenever she was throwing if
hesitation whenever she was throwing if you want to become a people development
you want to become a people development
you want to become a people development leader you must give others your trust
leader you must give others your trust
leader you must give others your trust and earned their trust in return
there is no other way to succeed on
there is no other way to succeed on level 4
level 4
level 4 number 3 shortsightedness can keep
number 3 shortsightedness can keep
number 3 shortsightedness can keep leaders from seeing the need for people
leaders from seeing the need for people
leaders from seeing the need for people development how many times have you
development how many times have you
development how many times have you considered giving someone something to
considered giving someone something to
considered giving someone something to do and instead thought it’s easier to
do and instead thought it’s easier to
do and instead thought it’s easier to just do it myself I’ll bet you’ve done
just do it myself I’ll bet you’ve done
just do it myself I’ll bet you’ve done it often why because it is easier doing
it often why because it is easier doing
it often why because it is easier doing work yourself is always faster and
work yourself is always faster and
work yourself is always faster and easier than developing other people to
easier than developing other people to
easier than developing other people to do it but that’s short-term thinking to
do it but that’s short-term thinking to
do it but that’s short-term thinking to become a developer of people you have to
become a developer of people you have to
become a developer of people you have to be willing to adopt a long term mindset
be willing to adopt a long term mindset
be willing to adopt a long term mindset if you pay the price on the front end
if you pay the price on the front end
if you pay the price on the front end the return is great on the back end on
the return is great on the back end on
the return is great on the back end on level 4 the question isn’t what can you
level 4 the question isn’t what can you
level 4 the question isn’t what can you do the question is who can you develop
do the question is who can you develop
do the question is who can you develop investing in people takes a lot of time
investing in people takes a lot of time
investing in people takes a lot of time and energy short sightedness like
and energy short sightedness like
and energy short sightedness like selfishness and insecurity is another
selfishness and insecurity is another
selfishness and insecurity is another sign of immaturity and leader people
sign of immaturity and leader people
sign of immaturity and leader people development requires big-picture
development requires big-picture
development requires big-picture thinking it takes patience helping other
thinking it takes patience helping other
thinking it takes patience helping other people to become a competent leader
people to become a competent leader
people to become a competent leader almost always takes longer than you
almost always takes longer than you
almost always takes longer than you think and is more difficult than you
think and is more difficult than you
think and is more difficult than you expect you must do it anyway otherwise
expect you must do it anyway otherwise
expect you must do it anyway otherwise you live with the potential for yourself
you live with the potential for yourself
you live with the potential for yourself your people and your organization number
your people and your organization number
your people and your organization number 4 lack of commitment can keep leaders
4 lack of commitment can keep leaders
4 lack of commitment can keep leaders from doing the hard work of people
from doing the hard work of people
from doing the hard work of people development nearly anyone can lead
development nearly anyone can lead
development nearly anyone can lead others positionally many people can lead
others positionally many people can lead
others positionally many people can lead others relationally few could be
others relationally few could be
others relationally few could be productive and put a team together to
productive and put a team together to
productive and put a team together to achieve goals but very few people are
achieve goals but very few people are
achieve goals but very few people are both able and willing to develop others
both able and willing to develop others
both able and willing to develop others to become leaders and as white most
to become leaders and as white most
to become leaders and as white most leaders only ever lead followers anyone
leaders only ever lead followers anyone
leaders only ever lead followers anyone who can relate well with people produce
who can relate well with people produce
who can relate well with people produce personally and communicate a vision is
personally and communicate a vision is
personally and communicate a vision is capable of attracting a following
capable of attracting a following
capable of attracting a following however attracting developing and
however attracting developing and
however attracting developing and leading other leaders is much more
leading other leaders is much more
leading other leaders is much more difficult and most leaders are not
difficult and most leaders are not
difficult and most leaders are not willing to put forth the tremendous
willing to put forth the tremendous
willing to put forth the tremendous effort it takes and to make the
effort it takes and to make the
effort it takes and to make the sacrifices necessary to do it
sacrifices necessary to do it
sacrifices necessary to do it in the organizations I have led
in the organizations I have led
in the organizations I have led developing people has been a high
developing people has been a high
developing people has been a high priority I tell the leaders who work for
priority I tell the leaders who work for
priority I tell the leaders who work for me your job is to work yourself out of
me your job is to work yourself out of
me your job is to work yourself out of your job by that I mean I want leaders
your job by that I mean I want leaders
your job by that I mean I want leaders to figure out how to do the job with the
to figure out how to do the job with the
to figure out how to do the job with the highest level of excellence recruit a
highest level of excellence recruit a
highest level of excellence recruit a team develop them model leadership find
team develop them model leadership find
team develop them model leadership find a potential successor train and develop
a potential successor train and develop
a potential successor train and develop that person and empower him or her to
that person and empower him or her to
that person and empower him or her to lead in their place when people do that
lead in their place when people do that
lead in their place when people do that they’ve worked themselves out of a job
they’ve worked themselves out of a job
they’ve worked themselves out of a job and they’re ready to move up to the next
and they’re ready to move up to the next
and they’re ready to move up to the next job that’s a high bar of expectation for
job that’s a high bar of expectation for
job that’s a high bar of expectation for leaders and some organizations leaders
leaders and some organizations leaders
leaders and some organizations leaders can’t even get the job done on their own
can’t even get the job done on their own
can’t even get the job done on their own much less develop someone else to do it
much less develop someone else to do it
much less develop someone else to do it but that’s what level four leadership
but that’s what level four leadership
but that’s what level four leadership takes in my world of leadership people
takes in my world of leadership people
takes in my world of leadership people development is the target for every
development is the target for every
development is the target for every leader I employ and if they are not
leader I employ and if they are not
leader I employ and if they are not willing or able to work themselves out
willing or able to work themselves out
willing or able to work themselves out of their job I might have to take their
of their job I might have to take their
of their job I might have to take their job away from them and give it to
job away from them and give it to
job away from them and give it to someone else who can so the goal for my
someone else who can so the goal for my
someone else who can so the goal for my leaders is never to keep their jobs the
leaders is never to keep their jobs the
leaders is never to keep their jobs the question to them is will you lose it by
question to them is will you lose it by
question to them is will you lose it by developing others or where you lose it
developing others or where you lose it
developing others or where you lose it because you didn’t develop others it is
because you didn’t develop others it is
because you didn’t develop others it is always a leaders choice my nonprofit
always a leaders choice my nonprofit
always a leaders choice my nonprofit organization equipped exists to help
organization equipped exists to help
organization equipped exists to help leaders in countries around the world
leaders in countries around the world
leaders in countries around the world develop people to lead on level four
develop people to lead on level four
develop people to lead on level four every six months equipped sense to
every six months equipped sense to
every six months equipped sense to associate trainers to a site to Train
associate trainers to a site to Train
associate trainers to a site to Train leaders for two days they take
leaders for two days they take
leaders for two days they take additional eaters through training
additional eaters through training
additional eaters through training material in a conference setting
material in a conference setting
material in a conference setting equipping them for leadership at the end
equipping them for leadership at the end
equipping them for leadership at the end of the conference these leaders are
of the conference these leaders are
of the conference these leaders are given training materials in their own
given training materials in their own
given training materials in their own language that they can take back and use
language that they can take back and use
language that they can take back and use to train potential leaders in their
to train potential leaders in their
to train potential leaders in their sphere of influence
sphere of influence
sphere of influence they are also given additional books to
they are also given additional books to
they are also given additional books to help them continue growing during the
help them continue growing during the
help them continue growing during the six months between sessions with equips
six months between sessions with equips
six months between sessions with equips associate trainers as long as these
associate trainers as long as these
associate trainers as long as these local leaders are committed to training
local leaders are committed to training
local leaders are committed to training their own people and becoming level four
their own people and becoming level four
their own people and becoming level four leaders themselves they are welcome to
leaders themselves they are welcome to
leaders themselves they are welcome to engage in equips training process in
engage in equips training process in
engage in equips training process in this way a clip has been able to train
this way a clip has been able to train
this way a clip has been able to train millions of leaders internationally
millions of leaders internationally
millions of leaders internationally during the past decade in many countries
during the past decade in many countries
during the past decade in many countries where equip works this concept it first
where equip works this concept it first
where equip works this concept it first seems odd to people many leaders
seems odd to people many leaders
seems odd to people many leaders especially developing nations are very
especially developing nations are very
especially developing nations are very positional and territorial their goal is
positional and territorial their goal is
positional and territorial their goal is to obtain a position of power attract as
to obtain a position of power attract as
to obtain a position of power attract as many followers as they can and do
many followers as they can and do
many followers as they can and do whatever is necessary to hold on to
whatever is necessary to hold on to
whatever is necessary to hold on to their power the idea of giving
their power the idea of giving
their power the idea of giving themselves away by developing and
themselves away by developing and
themselves away by developing and empowering others to lead is very
empowering others to lead is very
empowering others to lead is very counterintuitive but many get it they do
counterintuitive but many get it they do
counterintuitive but many get it they do it and they see the incredible impact
it and they see the incredible impact
it and they see the incredible impact people develop it can make it transforms
people develop it can make it transforms
people develop it can make it transforms organizations and even impacts cultures
organizations and even impacts cultures
organizations and even impacts cultures but it takes a high level of security
but it takes a high level of security
but it takes a high level of security and skill to do it and it requires a
and skill to do it and it requires a
and skill to do it and it requires a high degree of commitment that’s
high degree of commitment that’s
high degree of commitment that’s behaviors on level four how to develop
behaviors on level four how to develop
behaviors on level four how to develop people only leaders can develop other
people only leaders can develop other
people only leaders can develop other people to become leaders a
people to become leaders a
people to become leaders a well-intentioned person with no
well-intentioned person with no
well-intentioned person with no leadership knowledge and experience
leadership knowledge and experience
leadership knowledge and experience cannot train another person to lead
cannot train another person to lead
cannot train another person to lead theorists to study leadership without
theorists to study leadership without
theorists to study leadership without practicing it cannot equip someone to
practicing it cannot equip someone to
practicing it cannot equip someone to lead no more than a cookbook reader who
lead no more than a cookbook reader who
lead no more than a cookbook reader who has no experience in the kitchen would
has no experience in the kitchen would
has no experience in the kitchen would be able to teach someone how to cook
be able to teach someone how to cook
be able to teach someone how to cook nobody really understands leadership
nobody really understands leadership
nobody really understands leadership until he or she does it put another way
until he or she does it put another way
until he or she does it put another way it takes a leader to know a leader
it takes a leader to know a leader
it takes a leader to know a leader that’s recruiting and positioning it
that’s recruiting and positioning it
that’s recruiting and positioning it takes a leader to show a leader that’s
takes a leader to show a leader that’s
takes a leader to show a leader that’s modeling and equipping and it takes a
modeling and equipping and it takes a
modeling and equipping and it takes a leader to grow a leader that’s
leader to grow a leader that’s
leader to grow a leader that’s developing empowering and measuring in
developing empowering and measuring in
developing empowering and measuring in light of that truth my goal in this
light of that truth my goal in this
light of that truth my goal in this section on people development is to give
section on people development is to give
section on people development is to give you a clear path to follow as you seek
you a clear path to follow as you seek
you a clear path to follow as you seek to develop other people to lead by a
to develop other people to lead by a
to develop other people to lead by a subject going into this is that you are
subject going into this is that you are
subject going into this is that you are already leading people some
already leading people some
already leading people some in some fashion if you are or have in
in some fashion if you are or have in
in some fashion if you are or have in the past the following seven steps will
the past the following seven steps will
the past the following seven steps will make sense if not you will need to gain
make sense if not you will need to gain
make sense if not you will need to gain experience leading on levels one two and
experience leading on levels one two and
experience leading on levels one two and three before you will be capable of
three before you will be capable of
three before you will be capable of implementing these level four best
implementing these level four best
implementing these level four best behaviors if you want to make the most
behaviors if you want to make the most
behaviors if you want to make the most of people development and raise up
of people development and raise up
of people development and raise up others to lead then follow these
others to lead then follow these
others to lead then follow these guidelines number one recruiting find
guidelines number one recruiting find
guidelines number one recruiting find the best people possible recruiting is
the best people possible recruiting is
the best people possible recruiting is the first and most important task in
the first and most important task in
the first and most important task in developing people and creating winning
developing people and creating winning
developing people and creating winning organizations college football coach
organizations college football coach
organizations college football coach Bobby Bowden says if you get the best
Bobby Bowden says if you get the best
Bobby Bowden says if you get the best players and coach them soundly you’re
players and coach them soundly you’re
players and coach them soundly you’re going to win in college sports the most
going to win in college sports the most
going to win in college sports the most successful coaches are the ones who are
successful coaches are the ones who are
successful coaches are the ones who are the best recruiters you can’t develop
the best recruiters you can’t develop
the best recruiters you can’t develop people without potential no matter how
people without potential no matter how
people without potential no matter how hard you work at it so the people you
hard you work at it so the people you
hard you work at it so the people you recruit must possess natural ability in
recruit must possess natural ability in
recruit must possess natural ability in the area where they are to be developed
the area where they are to be developed
the area where they are to be developed exhibit the desire to grow and be a good
exhibit the desire to grow and be a good
exhibit the desire to grow and be a good fit for the organization the key to
fit for the organization the key to
fit for the organization the key to success in recruiting is a clear picture
success in recruiting is a clear picture
success in recruiting is a clear picture of who you are looking for many years
of who you are looking for many years
of who you are looking for many years ago Charlie Grimm was the manager of
ago Charlie Grimm was the manager of
ago Charlie Grimm was the manager of Major League Baseball Chicago Cubs
Major League Baseball Chicago Cubs
Major League Baseball Chicago Cubs speaker Linda Ellerbee tells the story
speaker Linda Ellerbee tells the story
speaker Linda Ellerbee tells the story of how one season the Cubs were having a
of how one season the Cubs were having a
of how one season the Cubs were having a hard time winning games because they
hard time winning games because they
hard time winning games because they didn’t have any good hitters it said
didn’t have any good hitters it said
didn’t have any good hitters it said that Grimm received a phone call one day
that Grimm received a phone call one day
that Grimm received a phone call one day from an excited scout who enthused
from an excited scout who enthused
from an excited scout who enthused Charlie I’ve landed the greatest young
Charlie I’ve landed the greatest young
Charlie I’ve landed the greatest young pitcher in the land he struck out every
pitcher in the land he struck out every
pitcher in the land he struck out every man who came up to bat 27 in a row
man who came up to bat 27 in a row
man who came up to bat 27 in a row nobody even got a foul until there were
nobody even got a foul until there were
nobody even got a foul until there were two out in the ninth
two out in the ninth
two out in the ninth the pitcher is right here with me what
the pitcher is right here with me what
the pitcher is right here with me what shall I do sign up the guy who got the
shall I do sign up the guy who got the
shall I do sign up the guy who got the foul answer grim we’re looking for
foul answer grim we’re looking for
foul answer grim we’re looking for hitters this may sound overly simplistic
hitters this may sound overly simplistic
hitters this may sound overly simplistic but it’s true nonetheless it’s easier to
but it’s true nonetheless it’s easier to
but it’s true nonetheless it’s easier to find something when you know what you’re
find something when you know what you’re
find something when you know what you’re looking for say you’re looking for a
looking for say you’re looking for a
looking for say you’re looking for a tool on a messy work bench
tool on a messy work bench
tool on a messy work bench if you know what it looks like you can
if you know what it looks like you can
if you know what it looks like you can find it much more quickly and easily
find it much more quickly and easily
find it much more quickly and easily than if you don’t if you’re trying to
than if you don’t if you’re trying to
than if you don’t if you’re trying to find a can in your pantry
find a can in your pantry
find a can in your pantry you can find it more quickly and easily
you can find it more quickly and easily
you can find it more quickly and easily if you know what color and size it is
if you know what color and size it is
if you know what color and size it is it’s the same for potential leaders if
it’s the same for potential leaders if
it’s the same for potential leaders if you know what you’re looking for your
you know what you’re looking for your
you know what you’re looking for your chance of finding them goes up
chance of finding them goes up
chance of finding them goes up astronomically recruiting a non leader
astronomically recruiting a non leader
astronomically recruiting a non leader to be developed in leadership is like
to be developed in leadership is like
to be developed in leadership is like asking a horse to climb a tree it just
asking a horse to climb a tree it just
asking a horse to climb a tree it just isn’t going to happen if you want a
isn’t going to happen if you want a
isn’t going to happen if you want a potential tree climber find a squirrel
potential tree climber find a squirrel
potential tree climber find a squirrel if you want a potential leader find
if you want a potential leader find
if you want a potential leader find someone with traits of a good leader
someone with traits of a good leader
someone with traits of a good leader when I go looking for potential leaders
when I go looking for potential leaders
when I go looking for potential leaders I use what I call the four C’s chemistry
I use what I call the four C’s chemistry
I use what I call the four C’s chemistry let’s begin with the easiest one it
let’s begin with the easiest one it
let’s begin with the easiest one it doesn’t take long to figure out if you
doesn’t take long to figure out if you
doesn’t take long to figure out if you like people who are applying for a job
like people who are applying for a job
like people who are applying for a job or asking to be a mentor
or asking to be a mentor
or asking to be a mentor it’s liking them important absolutely if
it’s liking them important absolutely if
it’s liking them important absolutely if you don’t like the person you will not
you don’t like the person you will not
you don’t like the person you will not be an effective mentor to them it’s very
be an effective mentor to them it’s very
be an effective mentor to them it’s very difficult to spend time with people be
difficult to spend time with people be
difficult to spend time with people be open with them and invest in them if you
open with them and invest in them if you
open with them and invest in them if you don’t like them and want to be around
don’t like them and want to be around
don’t like them and want to be around them if you are seriously considering
them if you are seriously considering
them if you are seriously considering recruiting or promoting someone ask
recruiting or promoting someone ask
recruiting or promoting someone ask members of your team to spend time with
members of your team to spend time with
members of your team to spend time with that individual preferably in a social
that individual preferably in a social
that individual preferably in a social setting if possible after they’ve been
setting if possible after they’ve been
setting if possible after they’ve been around that person find out if your team
around that person find out if your team
around that person find out if your team likes and would enjoy working with him
likes and would enjoy working with him
likes and would enjoy working with him or her if not they may not be a good fit
or her if not they may not be a good fit
or her if not they may not be a good fit the Friendship principle which I
the Friendship principle which I
the Friendship principle which I describe in my book winning with people
describe in my book winning with people
describe in my book winning with people always applies all things being equal
always applies all things being equal
always applies all things being equal people will work with people they like
people will work with people they like
people will work with people they like all things not being equal they still
all things not being equal they still
all things not being equal they still will chemistry matters
will chemistry matters
will chemistry matters carried good character makes trust
carried good character makes trust
carried good character makes trust possible trust makes strong
possible trust makes strong
possible trust makes strong relationships possible strong
relationships possible strong
relationships possible strong relationships make mentoring possible
relationships make mentoring possible
relationships make mentoring possible you won’t be able to develop someone
you won’t be able to develop someone
you won’t be able to develop someone who’s character you do not trust
who’s character you do not trust
who’s character you do not trust character is what closes the gap between
character is what closes the gap between
character is what closes the gap between knowing and doing it aligns intentions
knowing and doing it aligns intentions
knowing and doing it aligns intentions and actions that consistency is
and actions that consistency is
and actions that consistency is appealing and it is also essential to
appealing and it is also essential to
appealing and it is also essential to good credible leadership if I suspect
good credible leadership if I suspect
good credible leadership if I suspect that someone I’m considering recruiting
that someone I’m considering recruiting
that someone I’m considering recruiting doesn’t have strong character I don’t go
doesn’t have strong character I don’t go
doesn’t have strong character I don’t go through with it Jim Rome observed good
through with it Jim Rome observed good
through with it Jim Rome observed good people are found not changed he said
people are found not changed he said
people are found not changed he said that he came across a slogan from a
that he came across a slogan from a
that he came across a slogan from a company stating we don’t teach people to
company stating we don’t teach people to
company stating we don’t teach people to be nice we simply hired nice people he
be nice we simply hired nice people he
be nice we simply hired nice people he thought that it was a clever shortcut it
thought that it was a clever shortcut it
thought that it was a clever shortcut it also is good leadership if you go into a
also is good leadership if you go into a
also is good leadership if you go into a mentoring relationship expected to
mentoring relationship expected to
mentoring relationship expected to change a person’s character you’re
change a person’s character you’re
change a person’s character you’re liable to be disappointed capacity
liable to be disappointed capacity
liable to be disappointed capacity during the NBA playoffs I heard
during the NBA playoffs I heard
during the NBA playoffs I heard commentator and former player Charles
commentator and former player Charles
commentator and former player Charles Barkley distinguish the difference
Barkley distinguish the difference
Barkley distinguish the difference between a star player and a support
between a star player and a support
between a star player and a support player the stars can at any time meet
player the stars can at any time meet
player the stars can at any time meet the requirements needed to help the team
the requirements needed to help the team
the requirements needed to help the team explain Barclays support players can
explain Barclays support players can
explain Barclays support players can sometimes do them what determines the
sometimes do them what determines the
sometimes do them what determines the difference between these two types of
difference between these two types of
difference between these two types of players capacity fulfillment on level 4
players capacity fulfillment on level 4
players capacity fulfillment on level 4 is bringing out the best in people
is bringing out the best in people
is bringing out the best in people frustration is trying to bring out what
frustration is trying to bring out what
frustration is trying to bring out what isn’t there if you want to develop
isn’t there if you want to develop
isn’t there if you want to develop people and help them become good leaders
people and help them become good leaders
people and help them become good leaders you must not ask for what they wish they
you must not ask for what they wish they
you must not ask for what they wish they could give only for what they have the
could give only for what they have the
could give only for what they have the potential to give I haven’t always found
potential to give I haven’t always found
potential to give I haven’t always found it easy to assess other people’s
it easy to assess other people’s
it easy to assess other people’s capacity it was especially difficult for
capacity it was especially difficult for
capacity it was especially difficult for me when I began my leadership career but
me when I began my leadership career but
me when I began my leadership career but with the experience I began to see
with the experience I began to see
with the experience I began to see patterns in people as you look at
patterns in people as you look at
patterns in people as you look at potential leaders try to assess their
potential leaders try to assess their
potential leaders try to assess their capacity in the following areas stress
capacity in the following areas stress
capacity in the following areas stress management their ability to withstand
management their ability to withstand
management their ability to withstand and overcome pressure failure deadlines
and overcome pressure failure deadlines
and overcome pressure failure deadlines and obstacles
and obstacles
and obstacles skill their ability to get specific
skill their ability to get specific
skill their ability to get specific tasks done thinking their ability to be
tasks done thinking their ability to be
tasks done thinking their ability to be creative develop strategy solve problems
creative develop strategy solve problems
creative develop strategy solve problems and adapt leadership their ability to
and adapt leadership their ability to
and adapt leadership their ability to gather followers and build a team
gather followers and build a team
gather followers and build a team attitude their ability to remain
attitude their ability to remain
attitude their ability to remain positive and tenacious amidst negative
positive and tenacious amidst negative
positive and tenacious amidst negative circumstances as a leader your goal
circumstances as a leader your goal
circumstances as a leader your goal should be to identify what their
should be to identify what their
should be to identify what their capacity is recognize what they think
capacity is recognize what they think
capacity is recognize what they think their capacity is and motivate challenge
their capacity is and motivate challenge
their capacity is and motivate challenge and equip them in such a way that they
and equip them in such a way that they
and equip them in such a way that they close the gap between the two
close the gap between the two
close the gap between the two contribution some people possess an X
contribution some people possess an X
contribution some people possess an X Factor they are winners they contribute
Factor they are winners they contribute
Factor they are winners they contribute beyond their job responsibilities and
beyond their job responsibilities and
beyond their job responsibilities and they lift the performance of everyone on
they lift the performance of everyone on
they lift the performance of everyone on their team when you discover people with
their team when you discover people with
their team when you discover people with these characteristics recruit them they
these characteristics recruit them they
these characteristics recruit them they are a joy to develop and whatever you
are a joy to develop and whatever you
are a joy to develop and whatever you put into them returns to you compound
put into them returns to you compound
put into them returns to you compound one such person in my life is Mark Cole
one such person in my life is Mark Cole
one such person in my life is Mark Cole whom I mentioned previously he has been
whom I mentioned previously he has been
whom I mentioned previously he has been working with me for 12 years and has a
working with me for 12 years and has a
working with me for 12 years and has a track record of making everything he
track record of making everything he
track record of making everything he touches better everyone who works with
touches better everyone who works with
touches better everyone who works with him performs better as a result of his
him performs better as a result of his
him performs better as a result of his contact it has been a joy to develop him
contact it has been a joy to develop him
contact it has been a joy to develop him because of his sermons heart and
because of his sermons heart and
because of his sermons heart and superior skills what a combination
superior skills what a combination
superior skills what a combination what’s when I was having lunch with
what’s when I was having lunch with
what’s when I was having lunch with coach Lou Holtz he told me with a grin
coach Lou Holtz he told me with a grin
coach Lou Holtz he told me with a grin I’ve had good players and I’ve had bad
I’ve had good players and I’ve had bad
I’ve had good players and I’ve had bad players I’m a better coach with good
players I’m a better coach with good
players I’m a better coach with good players the same is true with leaders if
players the same is true with leaders if
players the same is true with leaders if you want to be better recruit better
you want to be better recruit better
you want to be better recruit better players if you want to develop better
players if you want to develop better
players if you want to develop better leaders recruit people with potential
leaders recruit people with potential
leaders recruit people with potential according to the four C’s
number two positioning placing the right
number two positioning placing the right people in the right position Fred
people in the right position Fred
people in the right position Fred Auerbach won 9 NBA championships as
Auerbach won 9 NBA championships as
Auerbach won 9 NBA championships as coach at the Boston Celtics and 16
coach at the Boston Celtics and 16
coach at the Boston Celtics and 16 championships overall his coach general
championships overall his coach general
championships overall his coach general manager and front office president few
manager and front office president few
manager and front office president few leaders and sports have come anywhere
leaders and sports have come anywhere
leaders and sports have come anywhere close to his accomplishments
close to his accomplishments
close to his accomplishments once when asked about his team’s success
once when asked about his team’s success
once when asked about his team’s success Auerbach said when I first started
Auerbach said when I first started
Auerbach said when I first started coaching people told me to put my five
coaching people told me to put my five
coaching people told me to put my five best players on the court but I learned
best players on the court but I learned
best players on the court but I learned early odd that this was not the key to
early odd that this was not the key to
early odd that this was not the key to success
success
success it wasn’t putting the five best players
it wasn’t putting the five best players
it wasn’t putting the five best players on the court that was going to cause us
on the court that was going to cause us
on the court that was going to cause us to win it was plating the five players
to win it was plating the five players
to win it was plating the five players on the court who could work together the
on the court who could work together the
on the court who could work together the best we want championships because we
best we want championships because we
best we want championships because we put people together they weren’t always
put people together they weren’t always
put people together they weren’t always our best players in other words it’s not
our best players in other words it’s not
our best players in other words it’s not enough just to recruit good players a
enough just to recruit good players a
enough just to recruit good players a leader must understand how those players
leader must understand how those players
leader must understand how those players best fit on the team and put them there
best fit on the team and put them there
best fit on the team and put them there to do that he must have a clear picture
to do that he must have a clear picture
to do that he must have a clear picture of each person’s strengths and
of each person’s strengths and
of each person’s strengths and weaknesses and understand how they fit
weaknesses and understand how they fit
weaknesses and understand how they fit the needs of the team author Jim Collins
the needs of the team author Jim Collins
the needs of the team author Jim Collins has helped many of us to understand this
has helped many of us to understand this
has helped many of us to understand this principle and his book good to great he
principle and his book good to great he
principle and his book good to great he writes about the importance of getting
writes about the importance of getting
writes about the importance of getting the right people in the right seats on
the right people in the right seats on
the right people in the right seats on the bus successful people find their
the bus successful people find their
the bus successful people find their right seats successful leaders help
right seats successful leaders help
right seats successful leaders help their people find their right seats
their people find their right seats
their people find their right seats sometimes that requires moving people
sometimes that requires moving people
sometimes that requires moving people around to find out where they make the
around to find out where they make the
around to find out where they make the greatest contribution sometimes it means
greatest contribution sometimes it means
greatest contribution sometimes it means trying and failing as a leader you have
trying and failing as a leader you have
trying and failing as a leader you have to take it all in stride positioning
to take it all in stride positioning
to take it all in stride positioning people correctly is a process and you
people correctly is a process and you
people correctly is a process and you have to treat it that way but if you
have to treat it that way but if you
have to treat it that way but if you don’t do it you will never help your
don’t do it you will never help your
don’t do it you will never help your people reach their potential
people reach their potential
people reach their potential Norwell you create a team of
Norwell you create a team of
Norwell you create a team of championship-caliber as Red Auerbach
number three modeling showing others how
number three modeling showing others how to lead I once read a story about a
to lead I once read a story about a
to lead I once read a story about a woman who took her young son to see
woman who took her young son to see
woman who took her young son to see Indian leader Mahatma Gandhi Mahatma she
Indian leader Mahatma Gandhi Mahatma she
Indian leader Mahatma Gandhi Mahatma she requested please tell my little boy to
requested please tell my little boy to
requested please tell my little boy to stop eating sugar come back in three
stop eating sugar come back in three
stop eating sugar come back in three days
days
days say Gandhi three days passed and the
say Gandhi three days passed and the
say Gandhi three days passed and the woman returned with her son young boy
woman returned with her son young boy
woman returned with her son young boy stop eating sweets they’re not good for
stop eating sweets they’re not good for
stop eating sweets they’re not good for you Gandhi said to the little boy
you Gandhi said to the little boy
you Gandhi said to the little boy puzzled the woman asked why did you ask
puzzled the woman asked why did you ask
puzzled the woman asked why did you ask us to leave and come back in three days
us to leave and come back in three days
us to leave and come back in three days I don’t understand I asked you to return
I don’t understand I asked you to return
I don’t understand I asked you to return with the board three days replied the
with the board three days replied the
with the board three days replied the leader because three days ago I too was
leader because three days ago I too was
leader because three days ago I too was eating sweets I could not ask him to
eating sweets I could not ask him to
eating sweets I could not ask him to stop eating sweets so long as I had not
stop eating sweets so long as I had not
stop eating sweets so long as I had not stopped eating sweets I’ve already
stopped eating sweets I’ve already
stopped eating sweets I’ve already spoken about how important it is to
spoken about how important it is to
spoken about how important it is to model what you want to see in others so
model what you want to see in others so
model what you want to see in others so I won’t say a lot more about it here
I won’t say a lot more about it here
I won’t say a lot more about it here however as I think about developing
however as I think about developing
however as I think about developing others here are the things I believe I
others here are the things I believe I
others here are the things I believe I must model with integrity in order to
must model with integrity in order to
must model with integrity in order to help people to develop on level for
help people to develop on level for
help people to develop on level for authenticity this is the foundation for
authenticity this is the foundation for
authenticity this is the foundation for development people servanthood this is
development people servanthood this is
development people servanthood this is the soul for developing people growth
the soul for developing people growth
the soul for developing people growth this is the measurement for developing
this is the measurement for developing
this is the measurement for developing people excellence this is the standard
people excellence this is the standard
people excellence this is the standard for developing people passioned this is
for developing people passioned this is
for developing people passioned this is the fuel for developing people success
the fuel for developing people success
the fuel for developing people success this is the purpose for developing
this is the purpose for developing
this is the purpose for developing people and allow me to mention one more
people and allow me to mention one more
people and allow me to mention one more thing when discussing level three where
thing when discussing level three where
thing when discussing level three where you focus on production I mentioned how
you focus on production I mentioned how
you focus on production I mentioned how important it is not to neglect
important it is not to neglect
important it is not to neglect level two relationships severally when
level two relationships severally when
level two relationships severally when focusing on level four people
focusing on level four people
focusing on level four people development do not neglect the modeling
development do not neglect the modeling
development do not neglect the modeling that you worked to establish on level
that you worked to establish on level
that you worked to establish on level three
three
three number four equipping helping others do
number four equipping helping others do
number four equipping helping others do their jobs well commedia Jack Benny was
their jobs well commedia Jack Benny was
their jobs well commedia Jack Benny was once appointed as honorary manager of
once appointed as honorary manager of
once appointed as honorary manager of the Hollywood All Stars baseball team as
the Hollywood All Stars baseball team as
the Hollywood All Stars baseball team as the team prepared to play an exhibition
the team prepared to play an exhibition
the team prepared to play an exhibition game against a professional team in Los
game against a professional team in Los
game against a professional team in Los Angeles
Angeles
Angeles Jack handed a bat to his first batter
Jack handed a bat to his first batter
Jack handed a bat to his first batter and said go up to the plate and hit a
and said go up to the plate and hit a
and said go up to the plate and hit a home
home
home the batter struck out and with great
the batter struck out and with great
the batter struck out and with great theatrics Jack Benny quit as manager how
theatrics Jack Benny quit as manager how
theatrics Jack Benny quit as manager how can I manage them he quipped if they
can I manage them he quipped if they
can I manage them he quipped if they won’t follow orders it’s not enough to
won’t follow orders it’s not enough to
won’t follow orders it’s not enough to simply tell people what they need to do
simply tell people what they need to do
simply tell people what they need to do that’s not developing their potential
that’s not developing their potential
that’s not developing their potential instead a leader must help them to do
instead a leader must help them to do
instead a leader must help them to do their jobs and do them well
their jobs and do them well
their jobs and do them well Peter Drucker pointed out the largest
Peter Drucker pointed out the largest
Peter Drucker pointed out the largest single source of fail promotion is the
single source of fail promotion is the
single source of fail promotion is the failure to think through and help others
failure to think through and help others
failure to think through and help others to think through what a new job requires
to think through what a new job requires
to think through what a new job requires piled as a leader equipped people to do
piled as a leader equipped people to do
piled as a leader equipped people to do their work and succeed at it the best
their work and succeed at it the best
their work and succeed at it the best method I’ve ever found is the five-step
method I’ve ever found is the five-step
method I’ve ever found is the five-step equipping process here’s how it works
equipping process here’s how it works
equipping process here’s how it works step one I do it that speaks of my
step one I do it that speaks of my
step one I do it that speaks of my confidence step two I do it at you’re
confidence step two I do it at you’re
confidence step two I do it at you’re with me now I am demonstrating for you
with me now I am demonstrating for you
with me now I am demonstrating for you how to do step three you do it and I’m
how to do step three you do it and I’m
how to do step three you do it and I’m with you I’m becoming your coach step
with you I’m becoming your coach step
with you I’m becoming your coach step four you do it that’s empowerment
four you do it that’s empowerment
four you do it that’s empowerment Step five you do it and someone is with
Step five you do it and someone is with
Step five you do it and someone is with you
you
you that’s where reproduction begins if you
that’s where reproduction begins if you
that’s where reproduction begins if you adopt this method not only will you
adopt this method not only will you
adopt this method not only will you equip leaders you will also begin
equip leaders you will also begin
equip leaders you will also begin teaching them how to equip others which
teaching them how to equip others which
teaching them how to equip others which sets them up to become level four
sets them up to become level four
sets them up to become level four leaders themselves number five
leaders themselves number five
leaders themselves number five developing teaching them to do life well
developing teaching them to do life well
developing teaching them to do life well one of the recurring things I hear from
one of the recurring things I hear from
one of the recurring things I hear from leaders in America who work with people
leaders in America who work with people
leaders in America who work with people in their 20s is how talented they are
in their 20s is how talented they are
in their 20s is how talented they are and how few life skills they possess
and how few life skills they possess
and how few life skills they possess some speculate that this generation
some speculate that this generation
some speculate that this generation struggled to navigate the basics of life
struggled to navigate the basics of life
struggled to navigate the basics of life is due to the breakdown of the family
is due to the breakdown of the family
is due to the breakdown of the family and the absence of strong fathers in the
and the absence of strong fathers in the
and the absence of strong fathers in the home no matter what the cause may be it
home no matter what the cause may be it
home no matter what the cause may be it is the responsibility of a leader on
is the responsibility of a leader on
is the responsibility of a leader on level four to help people learn how to
level four to help people learn how to
level four to help people learn how to do life well if the only thing you’re
do life well if the only thing you’re
do life well if the only thing you’re helping a new leader learn is how to get
helping a new leader learn is how to get
helping a new leader learn is how to get ahead in the workplace you’re not truly
ahead in the workplace you’re not truly
ahead in the workplace you’re not truly developing that person to succeed
developing that person to succeed
developing that person to succeed because there’s a lot more to life than
because there’s a lot more to life than
because there’s a lot more to life than work and career the Greek philosopher
work and career the Greek philosopher
work and career the Greek philosopher Socrates said the individual leads in
Socrates said the individual leads in
Socrates said the individual leads in order that those who are led can develop
order that those who are led can develop
order that those who are led can develop their potential as human beings and
their potential as human beings and
their potential as human beings and thereby prosper that should be your goal
thereby prosper that should be your goal
thereby prosper that should be your goal in developing people the center for
in developing people the center for
in developing people the center for creative leadership has observed the
creative leadership has observed the
creative leadership has observed the three key elements drive leadership
three key elements drive leadership
three key elements drive leadership development in others assessment
development in others assessment
development in others assessment challenge and support what do these
challenge and support what do these
challenge and support what do these things mean to you as a developing
things mean to you as a developing
things mean to you as a developing leader assessment as a level four leader
leader assessment as a level four leader
leader assessment as a level four leader you should be continually on the lookout
you should be continually on the lookout
you should be continually on the lookout for holes in the life skills of someone
for holes in the life skills of someone
for holes in the life skills of someone you are leading and developing ask
you are leading and developing ask
you are leading and developing ask yourself where does this person seem to
yourself where does this person seem to
yourself where does this person seem to be failing where are this person’s blind
be failing where are this person’s blind
be failing where are this person’s blind spots what does my intuition tell me is
spots what does my intuition tell me is
spots what does my intuition tell me is off in this person’s thinking why is it
off in this person’s thinking why is it
off in this person’s thinking why is it this person reaching his or her
this person reaching his or her
this person reaching his or her potential who is this person following
potential who is this person following
potential who is this person following who might be leading him or her in a
who might be leading him or her in a
who might be leading him or her in a wrong direction
wrong direction
wrong direction what does this person do well when does
what does this person do well when does
what does this person do well when does this person stumble but telltale clues
this person stumble but telltale clues
this person stumble but telltale clues can I find that give me insight into
can I find that give me insight into
can I find that give me insight into where this person needs help where is
where this person needs help where is
where this person needs help where is this person sweet spot
this person sweet spot
this person sweet spot I’ve got level 4 leader is always on the
I’ve got level 4 leader is always on the
I’ve got level 4 leader is always on the lookout for a person’s weaknesses and
lookout for a person’s weaknesses and
lookout for a person’s weaknesses and wrong thinking not to exploit that
wrong thinking not to exploit that
wrong thinking not to exploit that person but to strengthen and help him or
person but to strengthen and help him or
person but to strengthen and help him or her succeed challenge if you’ve done
her succeed challenge if you’ve done
her succeed challenge if you’ve done your work on level 2 to build a strong
your work on level 2 to build a strong
your work on level 2 to build a strong relationship with the people and you’ve
relationship with the people and you’ve
relationship with the people and you’ve proven yourself on level 3 by modeling
proven yourself on level 3 by modeling
proven yourself on level 3 by modeling success and productivity there’s a very
success and productivity there’s a very
success and productivity there’s a very good chance that they will buy into your
good chance that they will buy into your
good chance that they will buy into your leadership and accept a challenge from
leadership and accept a challenge from
leadership and accept a challenge from you to improve to do that ask the people
you to improve to do that ask the people
you to improve to do that ask the people you lead to do the following read books
you lead to do the following read books
you lead to do the following read books related to their areas of strength
related to their areas of strength
related to their areas of strength attend conferences that will inspire
attend conferences that will inspire
attend conferences that will inspire them take on new and challenging tasks
them take on new and challenging tasks
them take on new and challenging tasks in their sweet spot practice difficult
in their sweet spot practice difficult
in their sweet spot practice difficult disciplines that slowly build character
disciplines that slowly build character
disciplines that slowly build character meet with you on a regular basis for
meet with you on a regular basis for
meet with you on a regular basis for mentoring the idea is to challenge them
mentoring the idea is to challenge them
mentoring the idea is to challenge them in every area of their lives where you
in every area of their lives where you
in every area of their lives where you see they need improving just be sure to
see they need improving just be sure to
see they need improving just be sure to gain their permission to do it before
gain their permission to do it before
gain their permission to do it before starting the process support
starting the process support
starting the process support nobody gets ahead in life without the
nobody gets ahead in life without the
nobody gets ahead in life without the help and support of other people one of
help and support of other people one of
help and support of other people one of the great privileges of leading on the
the great privileges of leading on the
the great privileges of leading on the people development level is helping new
people development level is helping new
people development level is helping new leaders navigate through life’s
leaders navigate through life’s
leaders navigate through life’s difficulties the primary way I do this
difficulties the primary way I do this
difficulties the primary way I do this is by allowing the people I mentor to
is by allowing the people I mentor to
is by allowing the people I mentor to request a meeting with me whenever they
request a meeting with me whenever they
request a meeting with me whenever they need it on those occasions they are to
need it on those occasions they are to
need it on those occasions they are to drive the agenda by asking specific
drive the agenda by asking specific
drive the agenda by asking specific difficult questions I answer them as
difficult questions I answer them as
difficult questions I answer them as best I can and in return the next time
best I can and in return the next time
best I can and in return the next time we meet I ask that the person tell me
we meet I ask that the person tell me
we meet I ask that the person tell me how they applied what they learned it’s
how they applied what they learned it’s
how they applied what they learned it’s difficult for someone to make the most
difficult for someone to make the most
difficult for someone to make the most of their leadership potential with the
of their leadership potential with the
of their leadership potential with the rest of their life is erect good life
rest of their life is erect good life
rest of their life is erect good life skills help a person to create a strong
skills help a person to create a strong
skills help a person to create a strong foundation upon which to build a family
foundation upon which to build a family
foundation upon which to build a family career and spiritual life
career and spiritual life
career and spiritual life I admit that I get the greatest joy from
I admit that I get the greatest joy from
I admit that I get the greatest joy from seeing people reach their leadership
seeing people reach their leadership
seeing people reach their leadership potential but it is also very satisfying
potential but it is also very satisfying
potential but it is also very satisfying to know that I’ve helped someone to
to know that I’ve helped someone to
to know that I’ve helped someone to enjoy life and live it well number six
enjoy life and live it well number six
enjoy life and live it well number six empowering enabling people to succeed
empowering enabling people to succeed
empowering enabling people to succeed President Theodore Roosevelt is often
President Theodore Roosevelt is often
President Theodore Roosevelt is often quoted as saying the best executive is
quoted as saying the best executive is
quoted as saying the best executive is the one who has the sense enough to pick
the one who has the sense enough to pick
the one who has the sense enough to pick good men to do what he wants done and
good men to do what he wants done and
good men to do what he wants done and self-restraint enough to keep from
self-restraint enough to keep from
self-restraint enough to keep from meddling with them while they do it what
meddling with them while they do it what
meddling with them while they do it what he is describing is empowerment that’s
he is describing is empowerment that’s
he is describing is empowerment that’s helping people to see what they can do
helping people to see what they can do
helping people to see what they can do without your help and releasing them to
without your help and releasing them to
without your help and releasing them to do it I have to admit that as a leader
do it I have to admit that as a leader
do it I have to admit that as a leader it’s hard not to meddle that’s
it’s hard not to meddle that’s
it’s hard not to meddle that’s especially true when you know that work
especially true when you know that work
especially true when you know that work you’re delegating very well but the
you’re delegating very well but the
you’re delegating very well but the person you’re giving it to is new to it
person you’re giving it to is new to it
person you’re giving it to is new to it yet releasing work to be done by others
yet releasing work to be done by others
yet releasing work to be done by others is an essential leak to empowering and
is an essential leak to empowering and
is an essential leak to empowering and ultimately developing them as leaders as
ultimately developing them as leaders as
ultimately developing them as leaders as you release tasks to leaders you’re
you release tasks to leaders you’re
you release tasks to leaders you’re developing you need to trust them
developing you need to trust them
developing you need to trust them believe in them and hold them
believe in them and hold them
believe in them and hold them accountable Trust creates a bond between
accountable Trust creates a bond between
accountable Trust creates a bond between you and them when I trust the people I
you and them when I trust the people I
you and them when I trust the people I will empower I put a little piece of
will empower I put a little piece of
will empower I put a little piece of myself into their hands when they
myself into their hands when they
myself into their hands when they respond in kind
respond in kind
respond in kind the shared vulnerability creates a bond
the shared vulnerability creates a bond
the shared vulnerability creates a bond between you that deepens the
between you that deepens the
between you that deepens the relationship when you believe in people
relationship when you believe in people
relationship when you believe in people you motivate them few things put wind
you motivate them few things put wind
you motivate them few things put wind and another person’s sales like your
and another person’s sales like your
and another person’s sales like your faith in them and the belief must be
faith in them and the belief must be
faith in them and the belief must be genuine pretending you believe provides
genuine pretending you believe provides
genuine pretending you believe provides no passion for empowerment or can you
no passion for empowerment or can you
no passion for empowerment or can you borrow the belief from someone else
borrow the belief from someone else
borrow the belief from someone else because it will have no power you must
because it will have no power you must
because it will have no power you must draw upon the experiences you have with
draw upon the experiences you have with
draw upon the experiences you have with them and their growth that they have
them and their growth that they have
them and their growth that they have already exhibited besides helping them
already exhibited besides helping them
already exhibited besides helping them it will also help you if you don’t
it will also help you if you don’t
it will also help you if you don’t believe in them you won’t be able to let
believe in them you won’t be able to let
believe in them you won’t be able to let go and release them to achieve when you
go and release them to achieve when you
go and release them to achieve when you hold people accountable you increase
hold people accountable you increase
hold people accountable you increase their chances for positive results why
their chances for positive results why
their chances for positive results why because everyone finds focus in goals
because everyone finds focus in goals
because everyone finds focus in goals they work better toward deadlines
they work better toward deadlines
they work better toward deadlines and they usually rise to the level of a
and they usually rise to the level of a
and they usually rise to the level of a leaders expectations without
leaders expectations without
leaders expectations without accountability people drift with it they
accountability people drift with it they
accountability people drift with it they achieve results number seven measuring
achieve results number seven measuring
achieve results number seven measuring evaluating those whom you develop to
evaluating those whom you develop to
evaluating those whom you develop to maximize their efforts many people look
maximize their efforts many people look
maximize their efforts many people look at winning sports teams and they often
at winning sports teams and they often
at winning sports teams and they often tend to attribute the team’s success to
tend to attribute the team’s success to
tend to attribute the team’s success to how knowledgeable the coach is the games
how knowledgeable the coach is the games
how knowledgeable the coach is the games aren’t won according to what a coach
aren’t won according to what a coach
aren’t won according to what a coach knows games are won according to what a
knows games are won according to what a
knows games are won according to what a coaches players have learned how can you
coaches players have learned how can you
coaches players have learned how can you measure that as a leader by judging how
measure that as a leader by judging how
measure that as a leader by judging how independently your team members are able
independently your team members are able
independently your team members are able to function the Center for
to function the Center for
to function the Center for organizational effectiveness in
organizational effectiveness in
organizational effectiveness in Cincinnati Ohio suggests that there are
Cincinnati Ohio suggests that there are
Cincinnati Ohio suggests that there are different degrees of ability when it
different degrees of ability when it
different degrees of ability when it comes to empowerment based on how
comes to empowerment based on how
comes to empowerment based on how independently a team member can work
independently a team member can work
independently a team member can work here are the six that they recognize
here are the six that they recognize
here are the six that they recognize from least independent to most
from least independent to most
from least independent to most independent number one look into it
independent number one look into it
independent number one look into it report I’ll decide what to do number two
report I’ll decide what to do number two
report I’ll decide what to do number two look into it report alternatives with
look into it report alternatives with
look into it report alternatives with pros and cons and your recommendation
pros and cons and your recommendation
pros and cons and your recommendation number three look into it let me know
number three look into it let me know
number three look into it let me know what you intend to do but don’t do it
what you intend to do but don’t do it
what you intend to do but don’t do it unless I say yes number four look into
unless I say yes number four look into
unless I say yes number four look into it let me know what you intend to do and
it let me know what you intend to do and
it let me know what you intend to do and do it unless I say no number five take
do it unless I say no number five take
do it unless I say no number five take action let me know what you did number
action let me know what you did number
action let me know what you did number six take action no further contact
six take action no further contact
six take action no further contact required
required
required as you work in people development with
as you work in people development with
as you work in people development with team members you can measure where they
team members you can measure where they
team members you can measure where they are in leadership development based on
are in leadership development based on
are in leadership development based on where they typically function according
where they typically function according
where they typically function according to those six benchmarks obviously your
to those six benchmarks obviously your
to those six benchmarks obviously your goal is to help them become leaders who
goal is to help them become leaders who
goal is to help them become leaders who can take action without needing your
can take action without needing your
can take action without needing your input when the leaders you develop reach
input when the leaders you develop reach
input when the leaders you develop reach that benchmark then they and you are
that benchmark then they and you are
that benchmark then they and you are ready to lead them at the highest level
ready to lead them at the highest level
ready to lead them at the highest level of leadership level five which I’ll
of leadership level five which I’ll
of leadership level five which I’ll discuss in the final section of this
discuss in the final section of this
discuss in the final section of this audio book the loss of leadership at the
audio book the loss of leadership at the
audio book the loss of leadership at the people development level as you work to
people development level as you work to
people development level as you work to master the people development level of
master the people development level of
master the people development level of leadership please keep in mind how the
leadership please keep in mind how the
leadership please keep in mind how the following laws of leadership come into
following laws of leadership come into
following laws of leadership come into play the law of process leadership
play the law of process leadership
play the law of process leadership develops daily not in a day no matter
develops daily not in a day no matter
develops daily not in a day no matter how much you want to be a good leader it
how much you want to be a good leader it
how much you want to be a good leader it will take you time to improve your
will take you time to improve your
will take you time to improve your leadership leadership develops daily not
leadership leadership develops daily not
leadership leadership develops daily not in a day
in a day
in a day likewise developing people also takes
likewise developing people also takes
likewise developing people also takes time you can’t make it happen using a
time you can’t make it happen using a
time you can’t make it happen using a microwave mindset you have to be willing
microwave mindset you have to be willing
microwave mindset you have to be willing to take it step by step you have to put
to take it step by step you have to put
to take it step by step you have to put in many hours of mentoring and wait
in many hours of mentoring and wait
in many hours of mentoring and wait months years and sometimes decades for
months years and sometimes decades for
months years and sometimes decades for people to develop into good leaders but
people to develop into good leaders but
people to develop into good leaders but it’s worth the effort
it’s worth the effort
it’s worth the effort just remember mentoring is not a race if
just remember mentoring is not a race if
just remember mentoring is not a race if you run fast and try to finish first
you run fast and try to finish first
you run fast and try to finish first you’ll finish alone leaders who make it
you’ll finish alone leaders who make it
you’ll finish alone leaders who make it to level four cross the finish line in
to level four cross the finish line in
to level four cross the finish line in the company of the people they’ve
the company of the people they’ve
the company of the people they’ve developed the law of addition leaders
developed the law of addition leaders
developed the law of addition leaders add value by serving others as a young
add value by serving others as a young
add value by serving others as a young leader I thought it will be great to
leader I thought it will be great to
leader I thought it will be great to have people follow me forward in my
have people follow me forward in my
have people follow me forward in my vision and help me achieve it I could
vision and help me achieve it I could
vision and help me achieve it I could hardly wait for others to put me first
hardly wait for others to put me first
hardly wait for others to put me first in their lives I was leading for all the
in their lives I was leading for all the
in their lives I was leading for all the wrong reasons good leaders put their
wrong reasons good leaders put their
wrong reasons good leaders put their people first not themselves if you want
people first not themselves if you want
people first not themselves if you want to become a great leader serve the
to become a great leader serve the
to become a great leader serve the people you lead
people you lead
people you lead make their success your success clear
make their success your success clear
make their success your success clear the way for them to achieve invest in
the way for them to achieve invest in
the way for them to achieve invest in them so they can succeed maintain the
them so they can succeed maintain the
them so they can succeed maintain the mindset of a servant many people pursue
mindset of a servant many people pursue
mindset of a servant many people pursue success few pursue success for their
success few pursue success for their
success few pursue success for their people the law of the inner circle a
people the law of the inner circle a
people the law of the inner circle a leaders potential is determined by those
leaders potential is determined by those
leaders potential is determined by those closest to him the highest levels of
closest to him the highest levels of
closest to him the highest levels of achievement in life cannot be
achievement in life cannot be
achievement in life cannot be accomplished by any person working alone
accomplished by any person working alone
accomplished by any person working alone people need one another if you are a
people need one another if you are a
people need one another if you are a leader with a big vision you won’t be
leader with a big vision you won’t be
leader with a big vision you won’t be able to achieve it without a team of
able to achieve it without a team of
able to achieve it without a team of leaders and inner circle these people
leaders and inner circle these people
leaders and inner circle these people help you lead and achieve and are almost
help you lead and achieve and are almost
help you lead and achieve and are almost like an extended family if you desire to
like an extended family if you desire to
like an extended family if you desire to have a great inner circle then start
have a great inner circle then start
have a great inner circle then start developing people only by raising up
developing people only by raising up
developing people only by raising up leaders and inviting them to pursue the
leaders and inviting them to pursue the
leaders and inviting them to pursue the vision with you will you achieve big
vision with you will you achieve big
vision with you will you achieve big things
things
things niccolò machiavelli said the first
niccolò machiavelli said the first
niccolò machiavelli said the first method of estimating the intelligence of
method of estimating the intelligence of
method of estimating the intelligence of a ruler is to look at the men he has
a ruler is to look at the men he has
a ruler is to look at the men he has around him look at the people closest to
around him look at the people closest to
around him look at the people closest to you what is their caliber what could be
you what is their caliber what could be
you what is their caliber what could be said about their integrity a leaders
said about their integrity a leaders
said about their integrity a leaders inner circle is the most accurate
inner circle is the most accurate
inner circle is the most accurate picture of his or her life if you don’t
picture of his or her life if you don’t
picture of his or her life if you don’t like what you see that invest more of
like what you see that invest more of
like what you see that invest more of yourself into potential leaders and
yourself into potential leaders and
yourself into potential leaders and raise them up to succeed they in turn
raise them up to succeed they in turn
raise them up to succeed they in turn will do the same for you the law of
will do the same for you the law of
will do the same for you the law of empowerment only secured leaders give
empowerment only secured leaders give
empowerment only secured leaders give power to others I once her Jack Woltz
power to others I once her Jack Woltz
power to others I once her Jack Woltz say in an interview that when he was at
say in an interview that when he was at
say in an interview that when he was at GE he noticed there were two types of
GE he noticed there were two types of
GE he noticed there were two types of leaders those who would hide their key
leaders those who would hide their key
leaders those who would hide their key players and those who would promote them
players and those who would promote them
players and those who would promote them he said the leaders who hid their best
he said the leaders who hid their best
he said the leaders who hid their best people had a selfish spirit in contrast
people had a selfish spirit in contrast
people had a selfish spirit in contrast those who promoted and empowered others
those who promoted and empowered others
those who promoted and empowered others had a generous spirit people don’t reach
had a generous spirit people don’t reach
had a generous spirit people don’t reach level 4 unless they are willing to
level 4 unless they are willing to
level 4 unless they are willing to empower leaders promote them and release
empower leaders promote them and release
empower leaders promote them and release them to lead that takes a strong sense
them to lead that takes a strong sense
them to lead that takes a strong sense of security and an abundance mindset if
of security and an abundance mindset if
of security and an abundance mindset if you want to succeed on the people
you want to succeed on the people
you want to succeed on the people development level of leadership work to
development level of leadership work to
development level of leadership work to address your insecurities so that you
address your insecurities so that you
address your insecurities so that you can become an empower
can become an empower
can become an empower of other leaders
of other leaders
of other leaders [Music]
the purpose of life is not to win the purpose of life is to grow and to share
[Music]
[Music] Stephen Covey observes people and
Stephen Covey observes people and
Stephen Covey observes people and organizations don’t grow much without
organizations don’t grow much without
organizations don’t grow much without delegation and completed staff work
delegation and completed staff work
delegation and completed staff work because they are confined to the
because they are confined to the
because they are confined to the capacities of the boss and reflect both
capacities of the boss and reflect both
capacities of the boss and reflect both personal strengths and weaknesses don’t
personal strengths and weaknesses don’t
personal strengths and weaknesses don’t allow yourself to become a lid on your
allow yourself to become a lid on your
allow yourself to become a lid on your organization give it the best chance for
organization give it the best chance for
organization give it the best chance for a bright future by developing other
a bright future by developing other
a bright future by developing other leaders number three people development
leaders number three people development
leaders number three people development empowers others to fulfill their
empowers others to fulfill their
empowers others to fulfill their leadership responsibilities many leaders
leadership responsibilities many leaders
leadership responsibilities many leaders become a lid on their teams or
become a lid on their teams or
become a lid on their teams or organizations the typical lid is the
organizations the typical lid is the
organizations the typical lid is the person who can’t lead yet possesses a
person who can’t lead yet possesses a
person who can’t lead yet possesses a leadership position it’s the Peter
leadership position it’s the Peter
leadership position it’s the Peter Principle plain-out where people rise to
Principle plain-out where people rise to
Principle plain-out where people rise to the level of their incompetence because
the level of their incompetence because
the level of their incompetence because they can’t empower and motivate people
they can’t empower and motivate people
they can’t empower and motivate people their area of responsibility suffers and
their area of responsibility suffers and
their area of responsibility suffers and their people go nowhere but there’s
their people go nowhere but there’s
their people go nowhere but there’s another kind of person who also puts a
another kind of person who also puts a
another kind of person who also puts a lid on those he leaves the competent
lid on those he leaves the competent
lid on those he leaves the competent person who won’t share responsibility
person who won’t share responsibility
person who won’t share responsibility people development by its very nature
people development by its very nature
people development by its very nature shares responsibility for getting things
shares responsibility for getting things
shares responsibility for getting things done I say that because people
done I say that because people
done I say that because people development is more than just teaching
development is more than just teaching
development is more than just teaching it’s transforming it invites people into
it’s transforming it invites people into
it’s transforming it invites people into the process of leadership because many
the process of leadership because many
the process of leadership because many things can be learned only through
things can be learned only through
things can be learned only through experience history provides abundant
experience history provides abundant
experience history provides abundant examples of people whose greatest gift
examples of people whose greatest gift
examples of people whose greatest gift was in redeeming inspiring liberating
was in redeeming inspiring liberating
was in redeeming inspiring liberating and nurturing the gifts of others John
and nurturing the gifts of others John
and nurturing the gifts of others John Quincy Adams said if your actions
Quincy Adams said if your actions
Quincy Adams said if your actions inspire others to dream more learn more
inspire others to dream more learn more
inspire others to dream more learn more do more and become more you are a leader
do more and become more you are a leader
do more and become more you are a leader when you give someone responsibility and
when you give someone responsibility and
when you give someone responsibility and authority they not only learn but they
authority they not only learn but they
authority they not only learn but they also start to fulfill their leadership
also start to fulfill their leadership
also start to fulfill their leadership responsibilities that action transforms
responsibilities that action transforms
responsibilities that action transforms people and organizations when
people and organizations when
people and organizations when established leaders focus on people
established leaders focus on people
established leaders focus on people development and empower others to lead
development and empower others to lead
development and empower others to lead everybody wins the first benefit comes
everybody wins the first benefit comes
everybody wins the first benefit comes to the people being led when new leaders
to the people being led when new leaders
to the people being led when new leaders are developed they become better at what
are developed they become better at what
are developed they become better at what they do and they help everyone who works
they do and they help everyone who works
they do and they help everyone who works with them to do the same when these new
with them to do the same when these new
with them to do the same when these new leaders start building relationships
leaders start building relationships
leaders start building relationships with their people on level 2 they treat
with their people on level 2 they treat
with their people on level 2 they treat them better and the working environment
them better and the working environment
them better and the working environment improves when they master level 3 they
improves when they master level 3 they
improves when they master level 3 they become more productive the second
become more productive the second
become more productive the second benefit comes to the organization with
benefit comes to the organization with
benefit comes to the organization with the addition of more good leaders the
the addition of more good leaders the
the addition of more good leaders the organization’s current efforts improve
organization’s current efforts improve
organization’s current efforts improve every developed leader adds more
every developed leader adds more
every developed leader adds more horsepower to the organization and
horsepower to the organization and
horsepower to the organization and expanding the leadership of the
expanding the leadership of the
expanding the leadership of the organization also gives it the ability
organization also gives it the ability
organization also gives it the ability to expand its territory and take on new
to expand its territory and take on new
to expand its territory and take on new initiatives the final benefit comes to
initiatives the final benefit comes to
initiatives the final benefit comes to the leaders who are doing the developing
the leaders who are doing the developing
the leaders who are doing the developing because new leaders help to share the
because new leaders help to share the
because new leaders help to share the load all leaders feel a weight of
load all leaders feel a weight of
load all leaders feel a weight of responsibility for leading they
responsibility for leading they
responsibility for leading they understand that leaders are expected to
understand that leaders are expected to
understand that leaders are expected to produce no matter what they feel the
produce no matter what they feel the
produce no matter what they feel the responsibility to the organization and
responsibility to the organization and
responsibility to the organization and to their leaders to fulfill the vision
to their leaders to fulfill the vision
to their leaders to fulfill the vision if there are stockholders they feel
if there are stockholders they feel
if there are stockholders they feel responsible to them for making a profit
responsible to them for making a profit
responsible to them for making a profit they feel responsible to the people they
they feel responsible to the people they
they feel responsible to the people they lead they want to help them succeed and
lead they want to help them succeed and
lead they want to help them succeed and they know that people’s jobs are
they know that people’s jobs are
they know that people’s jobs are ultimately on the line one of the
ultimately on the line one of the
ultimately on the line one of the principles I teach is that everything
principles I teach is that everything
principles I teach is that everything rises and falls on leadership most
rises and falls on leadership most
rises and falls on leadership most people apply that concept of
people apply that concept of
people apply that concept of productivity but it also applies to
productivity but it also applies to
productivity but it also applies to responsibility when I own three
responsibility when I own three
responsibility when I own three companies I felt the weight of my
companies I felt the weight of my
companies I felt the weight of my leadership responsibilities every day I
leadership responsibilities every day I
leadership responsibilities every day I was responsible for the direction that
was responsible for the direction that
was responsible for the direction that companies were heading the values that
companies were heading the values that
companies were heading the values that we were establishing and the bottom line
we were establishing and the bottom line
we were establishing and the bottom line success of the organizations every
success of the organizations every
success of the organizations every leader who has a lot of responsibility
leader who has a lot of responsibility
leader who has a lot of responsibility in an organization feels that way anyone
in an organization feels that way anyone
in an organization feels that way anyone who doesn’t feel it needs to examine
who doesn’t feel it needs to examine
who doesn’t feel it needs to examine their motives because they may be taking
their motives because they may be taking
their motives because they may be taking the response
the response
the response lightly as you develop people and they
lightly as you develop people and they
lightly as you develop people and they begin to share the load of leadership
begin to share the load of leadership
begin to share the load of leadership it’s important for you to give them the
it’s important for you to give them the
it’s important for you to give them the right expectations let them know that
right expectations let them know that
right expectations let them know that you’re responsible to them but not for
you’re responsible to them but not for
you’re responsible to them but not for them by that I mean you will take
them by that I mean you will take
them by that I mean you will take responsibility for providing training
responsibility for providing training
responsibility for providing training supply tools offering opportunities and
supply tools offering opportunities and
supply tools offering opportunities and creating an environment conducive for
creating an environment conducive for
creating an environment conducive for their development they must take
their development they must take
their development they must take responsibility for their growth through
responsibility for their growth through
responsibility for their growth through their choices attitude and commitment if
their choices attitude and commitment if
their choices attitude and commitment if they don’t you will pay for their
they don’t you will pay for their
they don’t you will pay for their failure along with them but that is a
failure along with them but that is a
failure along with them but that is a risk worth taking because the upside
risk worth taking because the upside
risk worth taking because the upside advantages if they succeed are so great
advantages if they succeed are so great
advantages if they succeed are so great and when it does work and people seize
and when it does work and people seize
and when it does work and people seize the opportunity to grow and lead it’s
the opportunity to grow and lead it’s
the opportunity to grow and lead it’s fantastic
fantastic
fantastic philanthropist Melinda Gates understood
philanthropist Melinda Gates understood
philanthropist Melinda Gates understood this dynamic at an incredibly early age
this dynamic at an incredibly early age
this dynamic at an incredibly early age enter valedictory address at Ursuline
enter valedictory address at Ursuline
enter valedictory address at Ursuline Academy in 1982 she said if you are
Academy in 1982 she said if you are
Academy in 1982 she said if you are successful it is because somewhere some
successful it is because somewhere some
successful it is because somewhere some time someone gave you a light or an idea
time someone gave you a light or an idea
time someone gave you a light or an idea that started you off in the right
that started you off in the right
that started you off in the right direction that is true for all of us no
direction that is true for all of us no
direction that is true for all of us no leader is self-made everyone was given a
leader is self-made everyone was given a
leader is self-made everyone was given a start by somebody else that is a gift
start by somebody else that is a gift
start by somebody else that is a gift our gift back is to take responsibility
our gift back is to take responsibility
our gift back is to take responsibility and do our best to lead others with
and do our best to lead others with
and do our best to lead others with effectiveness and integrity a professor
effectiveness and integrity a professor
effectiveness and integrity a professor of leadership at Pepperdine University
of leadership at Pepperdine University
of leadership at Pepperdine University asserts we need leaders who empower
asserts we need leaders who empower
asserts we need leaders who empower people and create other leaders it’s no
people and create other leaders it’s no
people and create other leaders it’s no longer good enough for a manager to make
longer good enough for a manager to make
longer good enough for a manager to make sure that everybody has something to do
sure that everybody has something to do
sure that everybody has something to do and is producing today all employees
and is producing today all employees
and is producing today all employees must buy in and take ownership of
must buy in and take ownership of
must buy in and take ownership of everything they’re doing to foster this
everything they’re doing to foster this
everything they’re doing to foster this it’s important that employees should
it’s important that employees should
it’s important that employees should make decisions that most directly affect
make decisions that most directly affect
make decisions that most directly affect them that’s how the best decisions are
them that’s how the best decisions are
them that’s how the best decisions are made that’s the essence of empowerment
made that’s the essence of empowerment
made that’s the essence of empowerment what he’s describing is level-4
what he’s describing is level-4
what he’s describing is level-4 leadership leadership that empowers
leadership leadership that empowers
leadership leadership that empowers others to share the load in healthy
others to share the load in healthy
others to share the load in healthy organizations led by level four leaders
organizations led by level four leaders
organizations led by level four leaders rewards are given for empowering others
rewards are given for empowering others
rewards are given for empowering others not for climbing over them if you want
not for climbing over them if you want
not for climbing over them if you want to improve an organization improve its
to improve an organization improve its
to improve an organization improve its leaders if you want to grow an
leaders if you want to grow an
leaders if you want to grow an organization through its leaders when
organization through its leaders when
organization through its leaders when you increase the number of leaders you
you increase the number of leaders you
you increase the number of leaders you have and you
have and you
have and you the leaders you have better the
the leaders you have better the
the leaders you have better the potential of the organization increases
potential of the organization increases
potential of the organization increases greatly number four people development
greatly number four people development
greatly number four people development empowers the leader to lead larger many
empowers the leader to lead larger many
empowers the leader to lead larger many leaders don’t want to share
leaders don’t want to share
leaders don’t want to share responsibilities with others because
responsibilities with others because
responsibilities with others because they don’t want to lose any of their
they don’t want to lose any of their
they don’t want to lose any of their power but when you share leadership with
power but when you share leadership with
power but when you share leadership with others it doesn’t actually take away
others it doesn’t actually take away
others it doesn’t actually take away from you instead it actually gives you
from you instead it actually gives you
from you instead it actually gives you something you can get only by developing
something you can get only by developing
something you can get only by developing others it gives you back time as you
others it gives you back time as you
others it gives you back time as you develop people and empower them to lead
develop people and empower them to lead
develop people and empower them to lead their territories expand and so does
their territories expand and so does
their territories expand and so does yours but you are also freed up to do
yours but you are also freed up to do
yours but you are also freed up to do more important things the most important
more important things the most important
more important things the most important of which are often thinking and
of which are often thinking and
of which are often thinking and visioning and strategizing leaders
visioning and strategizing leaders
visioning and strategizing leaders always need more quality thinking time
always need more quality thinking time
always need more quality thinking time yet because most leaders have a bias
yet because most leaders have a bias
yet because most leaders have a bias toward action they often don’t have it
toward action they often don’t have it
toward action they often don’t have it as you develop other leaders and empower
as you develop other leaders and empower
as you develop other leaders and empower them to lead they take on work that used
them to lead they take on work that used
them to lead they take on work that used to be yours and you can use that time to
to be yours and you can use that time to
to be yours and you can use that time to take your team or organization to the
take your team or organization to the
take your team or organization to the next level everyone benefits it’s often
next level everyone benefits it’s often
next level everyone benefits it’s often difficult to hand over responsibility
difficult to hand over responsibility
difficult to hand over responsibility for a task to others especially if you
for a task to others especially if you
for a task to others especially if you believe they won’t do as good a job as
believe they won’t do as good a job as
believe they won’t do as good a job as you will but that’s no excuse
you will but that’s no excuse
you will but that’s no excuse you cannot become an effective level 4
you cannot become an effective level 4
you cannot become an effective level 4 leader unless you are willing to let go
leader unless you are willing to let go
leader unless you are willing to let go of some of your responsibilities so
of some of your responsibilities so
of some of your responsibilities so what’s a good rule of thumb for
what’s a good rule of thumb for
what’s a good rule of thumb for transferring ownership of a leadership
transferring ownership of a leadership
transferring ownership of a leadership responsibility to someone else I use the
responsibility to someone else I use the
responsibility to someone else I use the 80% rule if someone on my team can do
80% rule if someone on my team can do
80% rule if someone on my team can do what am i task 80% as well as I do or
what am i task 80% as well as I do or
what am i task 80% as well as I do or better then I give him or her
better then I give him or her
better then I give him or her responsibility for it if you want to be
responsibility for it if you want to be
responsibility for it if you want to be an effective leader you must move from
an effective leader you must move from
an effective leader you must move from perfectionist to pragmatist number 5
perfectionist to pragmatist number 5
perfectionist to pragmatist number 5 people development provides great
people development provides great
people development provides great personal fulfillment in his book man the
personal fulfillment in his book man the
personal fulfillment in his book man the manipulator
manipulator
manipulator Everitt Ostrom quotes a teacher who
Everitt Ostrom quotes a teacher who
Everitt Ostrom quotes a teacher who learned the secret to reaching people
learned the secret to reaching people
learned the secret to reaching people and changing their lives
and changing their lives
and changing their lives I had a great feeling of relief when I
I had a great feeling of relief when I
I had a great feeling of relief when I began to understand that a youngster
began to understand that a youngster
began to understand that a youngster needs more than just subject matter
needs more than just subject matter
needs more than just subject matter I know mathematics well and I teach it
I know mathematics well and I teach it
I know mathematics well and I teach it well I used to think that was all I
well I used to think that was all I
well I used to think that was all I needed to do now I teach children not
needed to do now I teach children not
needed to do now I teach children not math I accept the fact that I can only
math I accept the fact that I can only
math I accept the fact that I can only succeed partially with some of them but
succeed partially with some of them but
succeed partially with some of them but I don’t have to know all the answers I
I don’t have to know all the answers I
I don’t have to know all the answers I seem to have more answers than when I
seem to have more answers than when I
seem to have more answers than when I tried to be the expert the youngster who
tried to be the expert the youngster who
tried to be the expert the youngster who really made me understand this was Eddie
really made me understand this was Eddie
really made me understand this was Eddie I asked him one day why he thought he
I asked him one day why he thought he
I asked him one day why he thought he was doing so much better than last year
was doing so much better than last year
was doing so much better than last year he gave meaning to my whole new
he gave meaning to my whole new
he gave meaning to my whole new orientation it’s because I like myself
orientation it’s because I like myself
orientation it’s because I like myself now when I’m with you he said the
now when I’m with you he said the
now when I’m with you he said the greatest satisfaction in life comes from
greatest satisfaction in life comes from
greatest satisfaction in life comes from giving to others we are most fulfilled
giving to others we are most fulfilled
giving to others we are most fulfilled when we forget ourselves and focus on
when we forget ourselves and focus on
when we forget ourselves and focus on others and what’s really wonderful is
others and what’s really wonderful is
others and what’s really wonderful is that when we add the giving that comes
that when we add the giving that comes
that when we add the giving that comes from developing people on level 4 to the
from developing people on level 4 to the
from developing people on level 4 to the solid relationships we’ve developed on
solid relationships we’ve developed on
solid relationships we’ve developed on level 2 the closest and warmth that
level 2 the closest and warmth that
level 2 the closest and warmth that result can provide the richest
result can provide the richest
result can provide the richest experiences of our lives we are often
experiences of our lives we are often
experiences of our lives we are often closest to people when we help them grow
closest to people when we help them grow
closest to people when we help them grow my best friends are the people who have
my best friends are the people who have
my best friends are the people who have brought out the best in me and the
brought out the best in me and the
brought out the best in me and the people I’ve tried to help be their best
people I’ve tried to help be their best
people I’ve tried to help be their best our growth journey has been filled with
our growth journey has been filled with
our growth journey has been filled with laughter and tears wins and losses hopes
laughter and tears wins and losses hopes
laughter and tears wins and losses hopes and hurts questions and answers I
and hurts questions and answers I
and hurts questions and answers I treasure the notes I’ve received from
treasure the notes I’ve received from
treasure the notes I’ve received from people who generously share the credit
people who generously share the credit
people who generously share the credit for their growth and success with me
for their growth and success with me
for their growth and success with me Howard Schultz founder of Starbucks said
Howard Schultz founder of Starbucks said
Howard Schultz founder of Starbucks said victory is much more meaningful when it
victory is much more meaningful when it
victory is much more meaningful when it comes not just from one person but from
comes not just from one person but from
comes not just from one person but from the joint achievements of many the
the joint achievements of many the
the joint achievements of many the euphoria is lasting when all
euphoria is lasting when all
euphoria is lasting when all participants lead with their hearts
participants lead with their hearts
participants lead with their hearts winning not just for themselves but for
winning not just for themselves but for
winning not just for themselves but for one another
one another
one another that is a good description of how I feel
that is a good description of how I feel
that is a good description of how I feel about the people closest to me in life
about the people closest to me in life
about the people closest to me in life my family and my inner circle just last
my family and my inner circle just last
my family and my inner circle just last night I enjoyed dinner with a group of
night I enjoyed dinner with a group of
night I enjoyed dinner with a group of them all of whom I have developed in
them all of whom I have developed in
them all of whom I have developed in some way we laughed shared pictures told
some way we laughed shared pictures told
some way we laughed shared pictures told stories and traded ideas the evening
stories and traded ideas the evening
stories and traded ideas the evening went way too fast
went way too fast
went way too fast mark and Stephanie Cole were there I
mark and Stephanie Cole were there I
mark and Stephanie Cole were there I assisted in their ceremony the day they
assisted in their ceremony the day they
assisted in their ceremony the day they got married now years later mark has
got married now years later mark has
got married now years later mark has become my go-to guy in confidant many a
become my go-to guy in confidant many a
become my go-to guy in confidant many a project that needs a good leaders
project that needs a good leaders
project that needs a good leaders attention I give to him Stephanie freely
attention I give to him Stephanie freely
attention I give to him Stephanie freely allows him to travel with me whenever I
allows him to travel with me whenever I
allows him to travel with me whenever I need him what a gift what would I do
need him what a gift what would I do
need him what a gift what would I do without them David and Laurie Hoyt were
without them David and Laurie Hoyt were
without them David and Laurie Hoyt were also there David handles all my speaking
also there David handles all my speaking
also there David handles all my speaking engagements with great care and
engagements with great care and
engagements with great care and professionalism representing me so well
professionalism representing me so well
professionalism representing me so well to so many people
to so many people
to so many people Laurie expresses her love and support
Laurie expresses her love and support
Laurie expresses her love and support for me every time I am with her Charlie
for me every time I am with her Charlie
for me every time I am with her Charlie and Stephanie wetzel were there Charlie
and Stephanie wetzel were there Charlie
and Stephanie wetzel were there Charlie has helped me write for over 17 years
has helped me write for over 17 years
has helped me write for over 17 years with over 20 million books sold I
with over 20 million books sold I
with over 20 million books sold I acknowledged that he has become the
acknowledged that he has become the
acknowledged that he has become the greatest influencer of others in my
greatest influencer of others in my
greatest influencer of others in my inner circle Stephanie is myst social
inner circle Stephanie is myst social
inner circle Stephanie is myst social media she manages my blog as well as my
media she manages my blog as well as my
media she manages my blog as well as my Twitter and Facebook accounts some of
Twitter and Facebook accounts some of
Twitter and Facebook accounts some of the publishing industry credit her with
the publishing industry credit her with
the publishing industry credit her with much of the recent success of my books
much of the recent success of my books
much of the recent success of my books and finally Patrick and Linda Eggers
and finally Patrick and Linda Eggers
and finally Patrick and Linda Eggers were there
were there
were there Patrick used to be a member of my board
Patrick used to be a member of my board
Patrick used to be a member of my board he has been a good friend for over 30
he has been a good friend for over 30
he has been a good friend for over 30 years he’s big enough to be my bodyguard
years he’s big enough to be my bodyguard
years he’s big enough to be my bodyguard and smart enough that he once worked as
and smart enough that he once worked as
and smart enough that he once worked as an honest-to-goodness rocket scientist
an honest-to-goodness rocket scientist
an honest-to-goodness rocket scientist Linda has been my assistant for 15 years
Linda has been my assistant for 15 years
Linda has been my assistant for 15 years she has been a great friend to my wife
she has been a great friend to my wife
she has been a great friend to my wife Margaret and me Linda knows what I’m
Margaret and me Linda knows what I’m
Margaret and me Linda knows what I’m thinking before I think it and she
thinking before I think it and she
thinking before I think it and she handles everything for us as I looked
handles everything for us as I looked
handles everything for us as I looked around the table last night I thought
around the table last night I thought
around the table last night I thought three things first these people that I
three things first these people that I
three things first these people that I have helped to develop have really grown
have helped to develop have really grown
have helped to develop have really grown me in the beginning I helped them more
me in the beginning I helped them more
me in the beginning I helped them more than they helped me today they helped me
than they helped me today they helped me
than they helped me today they helped me more than I helped them there is a huge
more than I helped them there is a huge
more than I helped them there is a huge return in developing people
second these are true friends our best
second these are true friends our best times are when we are with each other in
times are when we are with each other in
times are when we are with each other in 2010 we all went to Israel together and
2010 we all went to Israel together and
2010 we all went to Israel together and had a blast the journey of life was not
had a blast the journey of life was not
had a blast the journey of life was not meant to be traveled alone I’m grateful
meant to be traveled alone I’m grateful
meant to be traveled alone I’m grateful I get to travel much of it with them
I get to travel much of it with them
I get to travel much of it with them third my greatest fulfillment has not
third my greatest fulfillment has not
third my greatest fulfillment has not come from the books that I have written
come from the books that I have written
come from the books that I have written that companies I have started or the
that companies I have started or the
that companies I have started or the recognition I have received my greatest
recognition I have received my greatest
recognition I have received my greatest fulfillment comes from the people I love
fulfillment comes from the people I love
fulfillment comes from the people I love and especially from the people whom I’ve
and especially from the people whom I’ve
and especially from the people whom I’ve helped develop rabbi harold kushner
helped develop rabbi harold kushner
helped develop rabbi harold kushner asserted the purpose of life is not to
asserted the purpose of life is not to
asserted the purpose of life is not to win the purpose of life is to grow and
win the purpose of life is to grow and
win the purpose of life is to grow and to share when you come to look back on
to share when you come to look back on
to share when you come to look back on all that you have done in life you will
all that you have done in life you will
all that you have done in life you will get more satisfaction from the pleasures
get more satisfaction from the pleasures
get more satisfaction from the pleasures you have brought into other people’s
you have brought into other people’s
you have brought into other people’s lives then you will from the times that
lives then you will from the times that
lives then you will from the times that you outdid and defeated them that is
you outdid and defeated them that is
you outdid and defeated them that is great wisdom helping others grow and
great wisdom helping others grow and
great wisdom helping others grow and develop brings great joy satisfaction
develop brings great joy satisfaction
develop brings great joy satisfaction and energy to a leader if you can
and energy to a leader if you can
and energy to a leader if you can achieve level 4 as a leader you will
achieve level 4 as a leader you will
achieve level 4 as a leader you will create a sense of community where
create a sense of community where
create a sense of community where victories are celebrated gratitude is
victories are celebrated gratitude is
victories are celebrated gratitude is evident and loyalty is shared level 4 is
evident and loyalty is shared level 4 is
evident and loyalty is shared level 4 is the sweetest of all levels a leader can
the sweetest of all levels a leader can
the sweetest of all levels a leader can achieve the downside of people
achieve the downside of people
achieve the downside of people development leading on level 4 requires
development leading on level 4 requires
development leading on level 4 requires high levels of maturity and skill there
high levels of maturity and skill there
high levels of maturity and skill there is a reason that many leaders don’t
is a reason that many leaders don’t
is a reason that many leaders don’t develop people it’s not easy and there’s
develop people it’s not easy and there’s
develop people it’s not easy and there’s no guarantee that it will work out every
no guarantee that it will work out every
no guarantee that it will work out every leader has horror stories of investment
leader has horror stories of investment
leader has horror stories of investment in others that turned out badly you pour
in others that turned out badly you pour
in others that turned out badly you pour yourself into some people and nothing
yourself into some people and nothing
yourself into some people and nothing happens some people take without giving
happens some people take without giving
happens some people take without giving anything in return
anything in return
anything in return others make an effort but fall far short
others make an effort but fall far short
others make an effort but fall far short of your expectations and sometimes you
of your expectations and sometimes you
of your expectations and sometimes you give your best to someone he turns out
give your best to someone he turns out
give your best to someone he turns out to be an absolute star and then he
to be an absolute star and then he
to be an absolute star and then he leaves and becomes part of another
leaves and becomes part of another
leaves and becomes part of another organization what can be worse than that
organization what can be worse than that
organization what can be worse than that well how about not training them and
well how about not training them and
well how about not training them and having them stay if you think about it
having them stay if you think about it
having them stay if you think about it you have only one great choice as a
you have only one great choice as a
you have only one great choice as a leader if you want to leave to the full
leader if you want to leave to the full
leader if you want to leave to the full extent of your potential
extent of your potential
extent of your potential you’d need to invest in your people
you’d need to invest in your people
you’d need to invest in your people people development requires a very high
people development requires a very high
people development requires a very high immaturity level it also requires a very
immaturity level it also requires a very
immaturity level it also requires a very high level of skill that can create
high level of skill that can create
high level of skill that can create problems for some leaders and it
problems for some leaders and it
problems for some leaders and it prevents many from following through
prevents many from following through
prevents many from following through with it
with it
with it here are the primary causes of
here are the primary causes of
here are the primary causes of breakdowns on level four number one
breakdowns on level four number one
breakdowns on level four number one self-centeredness can cause leaders to
self-centeredness can cause leaders to
self-centeredness can cause leaders to neglect people development maturity is
neglect people development maturity is
neglect people development maturity is the ability to think beyond yourself see
the ability to think beyond yourself see
the ability to think beyond yourself see things from the perspective of others
things from the perspective of others
things from the perspective of others and place their needs above your own
and place their needs above your own
and place their needs above your own selfishness prevents people from
selfishness prevents people from
selfishness prevents people from reaching that level of maturity my
reaching that level of maturity my
reaching that level of maturity my friend Gerald Brooks says when you
friend Gerald Brooks says when you
friend Gerald Brooks says when you become a leader you give up the right to
become a leader you give up the right to
become a leader you give up the right to think about yourself becoming a level
think about yourself becoming a level
think about yourself becoming a level four leader requires us to recognize
four leader requires us to recognize
four leader requires us to recognize that we now have the authority to serve
that we now have the authority to serve
that we now have the authority to serve people in a special way and we need to
people in a special way and we need to
people in a special way and we need to exercise that ability you can’t do that
exercise that ability you can’t do that
exercise that ability you can’t do that if you have a self-serving attitude if
if you have a self-serving attitude if
if you have a self-serving attitude if you want to lead on level four you need
you want to lead on level four you need
you want to lead on level four you need to focus 80% of your attention on others
to focus 80% of your attention on others
to focus 80% of your attention on others in helping them to grow learn and
in helping them to grow learn and
in helping them to grow learn and achieve if your focus is always on
achieve if your focus is always on
achieve if your focus is always on yourself and what you want then people
yourself and what you want then people
yourself and what you want then people become an obstacle to your goals their
become an obstacle to your goals their
become an obstacle to your goals their needs are seen as interfering with your
needs are seen as interfering with your
needs are seen as interfering with your goals and you spend most of your time
goals and you spend most of your time
goals and you spend most of your time disappointed with others because they
disappointed with others because they
disappointed with others because they aren’t on your selfish agenda and are
aren’t on your selfish agenda and are
aren’t on your selfish agenda and are forever letting you down leadership
forever letting you down leadership
forever letting you down leadership expert and author max Dupree says the
expert and author max Dupree says the
expert and author max Dupree says the leader is the servant who removes the
leader is the servant who removes the
leader is the servant who removes the obstacles that prevent people from doing
obstacles that prevent people from doing
obstacles that prevent people from doing their jobs what a great description that
their jobs what a great description that
their jobs what a great description that kind of level four mindset requires
kind of level four mindset requires
kind of level four mindset requires maturity it means coming to work every
maturity it means coming to work every
maturity it means coming to work every day placing other people first in our
day placing other people first in our
day placing other people first in our thoughts and actions it means asking who
thoughts and actions it means asking who
thoughts and actions it means asking who can I add value to today and what can I
can I add value to today and what can I
can I add value to today and what can I do for others that is not the mindset of
do for others that is not the mindset of
do for others that is not the mindset of a Nimba tour leader it is the mindset of
a Nimba tour leader it is the mindset of
a Nimba tour leader it is the mindset of a people developer so if you want to
a people developer so if you want to
a people developer so if you want to move up to level four leadership get
move up to level four leadership get
move up to level four leadership get over your selfishness get outside of
over your selfishness get outside of
over your selfishness get outside of yourself and adopt the attitude of
yourself and adopt the attitude of
yourself and adopt the attitude of speaker and master salesmen Zig Ziglar
speaker and master salesmen Zig Ziglar
speaker and master salesmen Zig Ziglar who said if you will help others get
who said if you will help others get
who said if you will help others get what they want they will help you get
what they want they will help you get
what they want they will help you get what you want
what you want
what you want number two insecurity can make leaders
number two insecurity can make leaders
number two insecurity can make leaders feel threatened by people development my
feel threatened by people development my
feel threatened by people development my friend Wayne Smith vice-president of
friend Wayne Smith vice-president of
friend Wayne Smith vice-president of Wesley Seminary at Indiana Wesleyan
Wesley Seminary at Indiana Wesleyan
Wesley Seminary at Indiana Wesleyan University once told me no amount of
University once told me no amount of
University once told me no amount of personal competency can compensate for
personal competency can compensate for
personal competency can compensate for personal insecurity he is so right
personal insecurity he is so right
personal insecurity he is so right insecure leaders continually sabotage
insecure leaders continually sabotage
insecure leaders continually sabotage themselves and others because they worry
themselves and others because they worry
themselves and others because they worry about their position and standing they
about their position and standing they
about their position and standing they have a hard time investing in other
have a hard time investing in other
have a hard time investing in other people why because they fear that
people why because they fear that
people why because they fear that someone will take their place for that
someone will take their place for that
someone will take their place for that reason leaders who don’t deal with their
reason leaders who don’t deal with their
reason leaders who don’t deal with their insecurities and overcome them rarely
insecurities and overcome them rarely
insecurities and overcome them rarely reach level 4 as leaders if you suspect
reach level 4 as leaders if you suspect
reach level 4 as leaders if you suspect that your insecurities may prevent you
that your insecurities may prevent you
that your insecurities may prevent you from moving up to the people develop a
from moving up to the people develop a
from moving up to the people develop a level of leadership that be prepared to
level of leadership that be prepared to
level of leadership that be prepared to do some work in the following three
do some work in the following three
do some work in the following three areas ego leaders who are honest with
areas ego leaders who are honest with
areas ego leaders who are honest with themselves know that they don’t have all
themselves know that they don’t have all
themselves know that they don’t have all the answers they recognize that success
the answers they recognize that success
the answers they recognize that success always comes from the combined
always comes from the combined
always comes from the combined contributions of everyone on the team
contributions of everyone on the team
contributions of everyone on the team success comes when people work together
success comes when people work together
success comes when people work together each person playing his or her part and
each person playing his or her part and
each person playing his or her part and because of this they don’t try to answer
because of this they don’t try to answer
because of this they don’t try to answer every question themselves they don’t try
every question themselves they don’t try
every question themselves they don’t try to make every decision they see wedding
to make every decision they see wedding
to make every decision they see wedding as a collaborative effort and their goal
as a collaborative effort and their goal
as a collaborative effort and their goal isn’t to make others think more highly
isn’t to make others think more highly
isn’t to make others think more highly of them it is to get their people to
of them it is to get their people to
of them it is to get their people to think more highly of themselves how can
think more highly of themselves how can
think more highly of themselves how can you tell if your ego might be getting in
you tell if your ego might be getting in
you tell if your ego might be getting in the way of your ability to move up to
the way of your ability to move up to
the way of your ability to move up to level 4 consider what happens when you
level 4 consider what happens when you
level 4 consider what happens when you meet with your team do your team members
meet with your team do your team members
meet with your team do your team members share their thoughts and ideas freely
share their thoughts and ideas freely
share their thoughts and ideas freely are the best ideas rarely your ideas if
are the best ideas rarely your ideas if
are the best ideas rarely your ideas if you often contribute ideas does the
you often contribute ideas does the
you often contribute ideas does the discussion quickly move from your idea
discussion quickly move from your idea
discussion quickly move from your idea to the best idea and you’re happy about
to the best idea and you’re happy about
to the best idea and you’re happy about it how about when your team performs
it how about when your team performs
it how about when your team performs when your team succeeds do the other
when your team succeeds do the other
when your team succeeds do the other members of the team get the majority of
members of the team get the majority of
members of the team get the majority of credit is there a shared sense of pride
credit is there a shared sense of pride
credit is there a shared sense of pride in the work that’s being done when
in the work that’s being done when
in the work that’s being done when things go wrong do you personally accept
things go wrong do you personally accept
things go wrong do you personally accept the greatest share of blame
the greatest share of blame
the greatest share of blame if you can honestly answer yes to these
if you can honestly answer yes to these
if you can honestly answer yes to these questions ego may not be a problem if
questions ego may not be a problem if
questions ego may not be a problem if you answered no to many of these
you answered no to many of these
you answered no to many of these questions beware you may need to deal
questions beware you may need to deal
questions beware you may need to deal with your ego positive working
with your ego positive working
with your ego positive working environments led by secure leaders allow
environments led by secure leaders allow
environments led by secure leaders allow team members to get the credit level for
team members to get the credit level for
team members to get the credit level for leaders experience genuine joy in the
leaders experience genuine joy in the
leaders experience genuine joy in the success of others when others shine so
success of others when others shine so
success of others when others shine so today
today
today control author Tom Peters observed there
control author Tom Peters observed there
control author Tom Peters observed there is nothing more useless than the person
is nothing more useless than the person
is nothing more useless than the person who says at the end of the day well I
who says at the end of the day well I
who says at the end of the day well I made it through the day without screwing
made it through the day without screwing
made it through the day without screwing up why would anyone have this kind of a
up why would anyone have this kind of a
up why would anyone have this kind of a goal because they’re afraid of making
goal because they’re afraid of making
goal because they’re afraid of making mistakes many insecure leaders try to
mistakes many insecure leaders try to
mistakes many insecure leaders try to avoid making mistakes by doing as little
avoid making mistakes by doing as little
avoid making mistakes by doing as little as possible or by trying to keep a low
as possible or by trying to keep a low
as possible or by trying to keep a low profile and secure leaders often deal
profile and secure leaders often deal
profile and secure leaders often deal with this issue differently they rely on
with this issue differently they rely on
with this issue differently they rely on control they think if they micromanage
control they think if they micromanage
control they think if they micromanage their people they can keep them from
their people they can keep them from
their people they can keep them from making mistakes
making mistakes
making mistakes unfortunately controlling leaders don’t
unfortunately controlling leaders don’t
unfortunately controlling leaders don’t understand that progress comes only from
understand that progress comes only from
understand that progress comes only from taking risk and making mistakes they
taking risk and making mistakes they
taking risk and making mistakes they would be better off taking the advice of
would be better off taking the advice of
would be better off taking the advice of someone like Chuck Braun of idea
someone like Chuck Braun of idea
someone like Chuck Braun of idea connection systems who developed the
connection systems who developed the
connection systems who developed the concept of the mistake quota when he
concept of the mistake quota when he
concept of the mistake quota when he trains people he tells students that he
trains people he tells students that he
trains people he tells students that he expects them to make 30 mistakes per
expects them to make 30 mistakes per
expects them to make 30 mistakes per training session Brod says he can almost
training session Brod says he can almost
training session Brod says he can almost hear the sighs of relief in the room as
hear the sighs of relief in the room as
hear the sighs of relief in the room as people relax and begin participating
people relax and begin participating
people relax and begin participating good leaders forge ahead break ground
good leaders forge ahead break ground
good leaders forge ahead break ground and make mistakes and expect the same
and make mistakes and expect the same
and make mistakes and expect the same from their people authors James Cruz’s
from their people authors James Cruz’s
from their people authors James Cruz’s and Barry Posner say it this way
and Barry Posner say it this way
and Barry Posner say it this way leaders are pioneers people who are
leaders are pioneers people who are
leaders are pioneers people who are willing to step out into the unknown
willing to step out into the unknown
willing to step out into the unknown they are people who are willing to take
they are people who are willing to take
they are people who are willing to take risk to innovate and experiment in order
risk to innovate and experiment in order
risk to innovate and experiment in order to find new and better ways of doing
to find new and better ways of doing
to find new and better ways of doing things to succeed as a leader on level 4
things to succeed as a leader on level 4
things to succeed as a leader on level 4 you must embrace that attitude and give
you must embrace that attitude and give
you must embrace that attitude and give up controlling others since you can’t
up controlling others since you can’t
up controlling others since you can’t prevent mistakes why not adopt an
prevent mistakes why not adopt an
prevent mistakes why not adopt an attitude in which you and your team
attitude in which you and your team
attitude in which you and your team learn from them that’s the only way
learn from them that’s the only way
learn from them that’s the only way anyone can really profit from mistakes
anyone can really profit from mistakes
anyone can really profit from mistakes anyway so don’t try to put people in a
anyway so don’t try to put people in a
anyway so don’t try to put people in a box
box
box try to help them make the most of their
try to help them make the most of their
try to help them make the most of their fumbles flops and failures the shack
fumbles flops and failures the shack
fumbles flops and failures the shack whilst the former CEO of General
whilst the former CEO of General
whilst the former CEO of General Electric said a leaders role is not to
Electric said a leaders role is not to
Electric said a leaders role is not to control people or stay on top of things
control people or stay on top of things
control people or stay on top of things but rather to guide energize and excite
but rather to guide energize and excite
but rather to guide energize and excite that’s what level four leaders do trust
that’s what level four leaders do trust
that’s what level four leaders do trust different leaders seek trust in
different leaders seek trust in
different leaders seek trust in different ways secure leaders see it as
different ways secure leaders see it as
different ways secure leaders see it as the glue that keeps relationships
the glue that keeps relationships
the glue that keeps relationships together and makes business work Steven
together and makes business work Steven
together and makes business work Steven M r.covey author of
M r.covey author of
M r.covey author of said the trust produces speed because it
said the trust produces speed because it
said the trust produces speed because it feeds collaboration loyalty and
feeds collaboration loyalty and
feeds collaboration loyalty and ultimately results contrast that with
ultimately results contrast that with
ultimately results contrast that with the words of Al Neuharth former CEO of
the words of Al Neuharth former CEO of
the words of Al Neuharth former CEO of the US newspaper chain Gannett and
the US newspaper chain Gannett and
the US newspaper chain Gannett and author of confessions of an sob he wrote
author of confessions of an sob he wrote
author of confessions of an sob he wrote now that I was on top
now that I was on top
now that I was on top I knew others would want to topple me I
I knew others would want to topple me I
I knew others would want to topple me I believed in practice in the sob is
believed in practice in the sob is
believed in practice in the sob is Golden Rule expect others to do of you
Golden Rule expect others to do of you
Golden Rule expect others to do of you what you would do to them
what you would do to them
what you would do to them I don’t know about you but I don’t want
I don’t know about you but I don’t want
I don’t know about you but I don’t want to live with that kind of an attitude
to live with that kind of an attitude
to live with that kind of an attitude insecure leaders don’t place their trust
insecure leaders don’t place their trust
insecure leaders don’t place their trust in others nor do they engender trust
in others nor do they engender trust
in others nor do they engender trust from others as a result they don’t
from others as a result they don’t
from others as a result they don’t invest in others and they don’t become
invest in others and they don’t become
invest in others and they don’t become level-4 leaders as a leader you should
level-4 leaders as a leader you should
level-4 leaders as a leader you should never take Trust for granted only when
never take Trust for granted only when
never take Trust for granted only when you lose it do you really understand the
you lose it do you really understand the
you lose it do you really understand the value of it my daughter Elizabeth
value of it my daughter Elizabeth
value of it my daughter Elizabeth learned that in high school when she was
learned that in high school when she was
learned that in high school when she was a cheerleader because Elizabeth was tiny
a cheerleader because Elizabeth was tiny
a cheerleader because Elizabeth was tiny she was a flier that means she was
she was a flier that means she was
she was a flier that means she was always either at the top of the pyramid
always either at the top of the pyramid
always either at the top of the pyramid or being tossed high into the air with
or being tossed high into the air with
or being tossed high into the air with daredevil abandonment she would soar how
daredevil abandonment she would soar how
daredevil abandonment she would soar how was she able to take such risk trust
was she able to take such risk trust
was she able to take such risk trust she had practiced with her teammates for
she had practiced with her teammates for
she had practiced with her teammates for hours having been thrown and safely
hours having been thrown and safely
hours having been thrown and safely caught hundreds of times then during her
caught hundreds of times then during her
caught hundreds of times then during her senior year and an attentive teammate
senior year and an attentive teammate
senior year and an attentive teammate missed and let her fall on a throw she
missed and let her fall on a throw she
missed and let her fall on a throw she wasn’t the same after that
wasn’t the same after that
wasn’t the same after that but then on she experienced moments of
but then on she experienced moments of
but then on she experienced moments of hesitation whenever she was throwing if
hesitation whenever she was throwing if
hesitation whenever she was throwing if you want to become a people development
you want to become a people development
you want to become a people development leader you must give others your trust
leader you must give others your trust
leader you must give others your trust and earned their trust in return
there is no other way to succeed on
there is no other way to succeed on level 4
level 4
level 4 number 3 shortsightedness can keep
number 3 shortsightedness can keep
number 3 shortsightedness can keep leaders from seeing the need for people
leaders from seeing the need for people
leaders from seeing the need for people development how many times have you
development how many times have you
development how many times have you considered giving someone something to
considered giving someone something to
considered giving someone something to do and instead thought it’s easier to
do and instead thought it’s easier to
do and instead thought it’s easier to just do it myself I’ll bet you’ve done
just do it myself I’ll bet you’ve done
just do it myself I’ll bet you’ve done it often why because it is easier doing
it often why because it is easier doing
it often why because it is easier doing work yourself is always faster and
work yourself is always faster and
work yourself is always faster and easier than developing other people to
easier than developing other people to
easier than developing other people to do it but that’s short-term thinking to
do it but that’s short-term thinking to
do it but that’s short-term thinking to become a developer of people you have to
become a developer of people you have to
become a developer of people you have to be willing to adopt a long term mindset
be willing to adopt a long term mindset
be willing to adopt a long term mindset if you pay the price on the front end
if you pay the price on the front end
if you pay the price on the front end the return is great on the back end on
the return is great on the back end on
the return is great on the back end on level 4 the question isn’t what can you
level 4 the question isn’t what can you
level 4 the question isn’t what can you do the question is who can you develop
do the question is who can you develop
do the question is who can you develop investing in people takes a lot of time
investing in people takes a lot of time
investing in people takes a lot of time and energy short sightedness like
and energy short sightedness like
and energy short sightedness like selfishness and insecurity is another
selfishness and insecurity is another
selfishness and insecurity is another sign of immaturity and leader people
sign of immaturity and leader people
sign of immaturity and leader people development requires big-picture
development requires big-picture
development requires big-picture thinking it takes patience helping other
thinking it takes patience helping other
thinking it takes patience helping other people to become a competent leader
people to become a competent leader
people to become a competent leader almost always takes longer than you
almost always takes longer than you
almost always takes longer than you think and is more difficult than you
think and is more difficult than you
think and is more difficult than you expect you must do it anyway otherwise
expect you must do it anyway otherwise
expect you must do it anyway otherwise you live with the potential for yourself
you live with the potential for yourself
you live with the potential for yourself your people and your organization number
your people and your organization number
your people and your organization number 4 lack of commitment can keep leaders
4 lack of commitment can keep leaders
4 lack of commitment can keep leaders from doing the hard work of people
from doing the hard work of people
from doing the hard work of people development nearly anyone can lead
development nearly anyone can lead
development nearly anyone can lead others positionally many people can lead
others positionally many people can lead
others positionally many people can lead others relationally few could be
others relationally few could be
others relationally few could be productive and put a team together to
productive and put a team together to
productive and put a team together to achieve goals but very few people are
achieve goals but very few people are
achieve goals but very few people are both able and willing to develop others
both able and willing to develop others
both able and willing to develop others to become leaders and as white most
to become leaders and as white most
to become leaders and as white most leaders only ever lead followers anyone
leaders only ever lead followers anyone
leaders only ever lead followers anyone who can relate well with people produce
who can relate well with people produce
who can relate well with people produce personally and communicate a vision is
personally and communicate a vision is
personally and communicate a vision is capable of attracting a following
capable of attracting a following
capable of attracting a following however attracting developing and
however attracting developing and
however attracting developing and leading other leaders is much more
leading other leaders is much more
leading other leaders is much more difficult and most leaders are not
difficult and most leaders are not
difficult and most leaders are not willing to put forth the tremendous
willing to put forth the tremendous
willing to put forth the tremendous effort it takes and to make the
effort it takes and to make the
effort it takes and to make the sacrifices necessary to do it
sacrifices necessary to do it
sacrifices necessary to do it in the organizations I have led
in the organizations I have led
in the organizations I have led developing people has been a high
developing people has been a high
developing people has been a high priority I tell the leaders who work for
priority I tell the leaders who work for
priority I tell the leaders who work for me your job is to work yourself out of
me your job is to work yourself out of
me your job is to work yourself out of your job by that I mean I want leaders
your job by that I mean I want leaders
your job by that I mean I want leaders to figure out how to do the job with the
to figure out how to do the job with the
to figure out how to do the job with the highest level of excellence recruit a
highest level of excellence recruit a
highest level of excellence recruit a team develop them model leadership find
team develop them model leadership find
team develop them model leadership find a potential successor train and develop
a potential successor train and develop
a potential successor train and develop that person and empower him or her to
that person and empower him or her to
that person and empower him or her to lead in their place when people do that
lead in their place when people do that
lead in their place when people do that they’ve worked themselves out of a job
they’ve worked themselves out of a job
they’ve worked themselves out of a job and they’re ready to move up to the next
and they’re ready to move up to the next
and they’re ready to move up to the next job that’s a high bar of expectation for
job that’s a high bar of expectation for
job that’s a high bar of expectation for leaders and some organizations leaders
leaders and some organizations leaders
leaders and some organizations leaders can’t even get the job done on their own
can’t even get the job done on their own
can’t even get the job done on their own much less develop someone else to do it
much less develop someone else to do it
much less develop someone else to do it but that’s what level four leadership
but that’s what level four leadership
but that’s what level four leadership takes in my world of leadership people
takes in my world of leadership people
takes in my world of leadership people development is the target for every
development is the target for every
development is the target for every leader I employ and if they are not
leader I employ and if they are not
leader I employ and if they are not willing or able to work themselves out
willing or able to work themselves out
willing or able to work themselves out of their job I might have to take their
of their job I might have to take their
of their job I might have to take their job away from them and give it to
job away from them and give it to
job away from them and give it to someone else who can so the goal for my
someone else who can so the goal for my
someone else who can so the goal for my leaders is never to keep their jobs the
leaders is never to keep their jobs the
leaders is never to keep their jobs the question to them is will you lose it by
question to them is will you lose it by
question to them is will you lose it by developing others or where you lose it
developing others or where you lose it
developing others or where you lose it because you didn’t develop others it is
because you didn’t develop others it is
because you didn’t develop others it is always a leaders choice my nonprofit
always a leaders choice my nonprofit
always a leaders choice my nonprofit organization equipped exists to help
organization equipped exists to help
organization equipped exists to help leaders in countries around the world
leaders in countries around the world
leaders in countries around the world develop people to lead on level four
develop people to lead on level four
develop people to lead on level four every six months equipped sense to
every six months equipped sense to
every six months equipped sense to associate trainers to a site to Train
associate trainers to a site to Train
associate trainers to a site to Train leaders for two days they take
leaders for two days they take
leaders for two days they take additional eaters through training
additional eaters through training
additional eaters through training material in a conference setting
material in a conference setting
material in a conference setting equipping them for leadership at the end
equipping them for leadership at the end
equipping them for leadership at the end of the conference these leaders are
of the conference these leaders are
of the conference these leaders are given training materials in their own
given training materials in their own
given training materials in their own language that they can take back and use
language that they can take back and use
language that they can take back and use to train potential leaders in their
to train potential leaders in their
to train potential leaders in their sphere of influence
sphere of influence
sphere of influence they are also given additional books to
they are also given additional books to
they are also given additional books to help them continue growing during the
help them continue growing during the
help them continue growing during the six months between sessions with equips
six months between sessions with equips
six months between sessions with equips associate trainers as long as these
associate trainers as long as these
associate trainers as long as these local leaders are committed to training
local leaders are committed to training
local leaders are committed to training their own people and becoming level four
their own people and becoming level four
their own people and becoming level four leaders themselves they are welcome to
leaders themselves they are welcome to
leaders themselves they are welcome to engage in equips training process in
engage in equips training process in
engage in equips training process in this way a clip has been able to train
this way a clip has been able to train
this way a clip has been able to train millions of leaders internationally
millions of leaders internationally
millions of leaders internationally during the past decade in many countries
during the past decade in many countries
during the past decade in many countries where equip works this concept it first
where equip works this concept it first
where equip works this concept it first seems odd to people many leaders
seems odd to people many leaders
seems odd to people many leaders especially developing nations are very
especially developing nations are very
especially developing nations are very positional and territorial their goal is
positional and territorial their goal is
positional and territorial their goal is to obtain a position of power attract as
to obtain a position of power attract as
to obtain a position of power attract as many followers as they can and do
many followers as they can and do
many followers as they can and do whatever is necessary to hold on to
whatever is necessary to hold on to
whatever is necessary to hold on to their power the idea of giving
their power the idea of giving
their power the idea of giving themselves away by developing and
themselves away by developing and
themselves away by developing and empowering others to lead is very
empowering others to lead is very
empowering others to lead is very counterintuitive but many get it they do
counterintuitive but many get it they do
counterintuitive but many get it they do it and they see the incredible impact
it and they see the incredible impact
it and they see the incredible impact people develop it can make it transforms
people develop it can make it transforms
people develop it can make it transforms organizations and even impacts cultures
organizations and even impacts cultures
organizations and even impacts cultures but it takes a high level of security
but it takes a high level of security
but it takes a high level of security and skill to do it and it requires a
and skill to do it and it requires a
and skill to do it and it requires a high degree of commitment that’s
high degree of commitment that’s
high degree of commitment that’s behaviors on level four how to develop
behaviors on level four how to develop
behaviors on level four how to develop people only leaders can develop other
people only leaders can develop other
people only leaders can develop other people to become leaders a
people to become leaders a
people to become leaders a well-intentioned person with no
well-intentioned person with no
well-intentioned person with no leadership knowledge and experience
leadership knowledge and experience
leadership knowledge and experience cannot train another person to lead
cannot train another person to lead
cannot train another person to lead theorists to study leadership without
theorists to study leadership without
theorists to study leadership without practicing it cannot equip someone to
practicing it cannot equip someone to
practicing it cannot equip someone to lead no more than a cookbook reader who
lead no more than a cookbook reader who
lead no more than a cookbook reader who has no experience in the kitchen would
has no experience in the kitchen would
has no experience in the kitchen would be able to teach someone how to cook
be able to teach someone how to cook
be able to teach someone how to cook nobody really understands leadership
nobody really understands leadership
nobody really understands leadership until he or she does it put another way
until he or she does it put another way
until he or she does it put another way it takes a leader to know a leader
it takes a leader to know a leader
it takes a leader to know a leader that’s recruiting and positioning it
that’s recruiting and positioning it
that’s recruiting and positioning it takes a leader to show a leader that’s
takes a leader to show a leader that’s
takes a leader to show a leader that’s modeling and equipping and it takes a
modeling and equipping and it takes a
modeling and equipping and it takes a leader to grow a leader that’s
leader to grow a leader that’s
leader to grow a leader that’s developing empowering and measuring in
developing empowering and measuring in
developing empowering and measuring in light of that truth my goal in this
light of that truth my goal in this
light of that truth my goal in this section on people development is to give
section on people development is to give
section on people development is to give you a clear path to follow as you seek
you a clear path to follow as you seek
you a clear path to follow as you seek to develop other people to lead by a
to develop other people to lead by a
to develop other people to lead by a subject going into this is that you are
subject going into this is that you are
subject going into this is that you are already leading people some
already leading people some
already leading people some in some fashion if you are or have in
in some fashion if you are or have in
in some fashion if you are or have in the past the following seven steps will
the past the following seven steps will
the past the following seven steps will make sense if not you will need to gain
make sense if not you will need to gain
make sense if not you will need to gain experience leading on levels one two and
experience leading on levels one two and
experience leading on levels one two and three before you will be capable of
three before you will be capable of
three before you will be capable of implementing these level four best
implementing these level four best
implementing these level four best behaviors if you want to make the most
behaviors if you want to make the most
behaviors if you want to make the most of people development and raise up
of people development and raise up
of people development and raise up others to lead then follow these
others to lead then follow these
others to lead then follow these guidelines number one recruiting find
guidelines number one recruiting find
guidelines number one recruiting find the best people possible recruiting is
the best people possible recruiting is
the best people possible recruiting is the first and most important task in
the first and most important task in
the first and most important task in developing people and creating winning
developing people and creating winning
developing people and creating winning organizations college football coach
organizations college football coach
organizations college football coach Bobby Bowden says if you get the best
Bobby Bowden says if you get the best
Bobby Bowden says if you get the best players and coach them soundly you’re
players and coach them soundly you’re
players and coach them soundly you’re going to win in college sports the most
going to win in college sports the most
going to win in college sports the most successful coaches are the ones who are
successful coaches are the ones who are
successful coaches are the ones who are the best recruiters you can’t develop
the best recruiters you can’t develop
the best recruiters you can’t develop people without potential no matter how
people without potential no matter how
people without potential no matter how hard you work at it so the people you
hard you work at it so the people you
hard you work at it so the people you recruit must possess natural ability in
recruit must possess natural ability in
recruit must possess natural ability in the area where they are to be developed
the area where they are to be developed
the area where they are to be developed exhibit the desire to grow and be a good
exhibit the desire to grow and be a good
exhibit the desire to grow and be a good fit for the organization the key to
fit for the organization the key to
fit for the organization the key to success in recruiting is a clear picture
success in recruiting is a clear picture
success in recruiting is a clear picture of who you are looking for many years
of who you are looking for many years
of who you are looking for many years ago Charlie Grimm was the manager of
ago Charlie Grimm was the manager of
ago Charlie Grimm was the manager of Major League Baseball Chicago Cubs
Major League Baseball Chicago Cubs
Major League Baseball Chicago Cubs speaker Linda Ellerbee tells the story
speaker Linda Ellerbee tells the story
speaker Linda Ellerbee tells the story of how one season the Cubs were having a
of how one season the Cubs were having a
of how one season the Cubs were having a hard time winning games because they
hard time winning games because they
hard time winning games because they didn’t have any good hitters it said
didn’t have any good hitters it said
didn’t have any good hitters it said that Grimm received a phone call one day
that Grimm received a phone call one day
that Grimm received a phone call one day from an excited scout who enthused
from an excited scout who enthused
from an excited scout who enthused Charlie I’ve landed the greatest young
Charlie I’ve landed the greatest young
Charlie I’ve landed the greatest young pitcher in the land he struck out every
pitcher in the land he struck out every
pitcher in the land he struck out every man who came up to bat 27 in a row
man who came up to bat 27 in a row
man who came up to bat 27 in a row nobody even got a foul until there were
nobody even got a foul until there were
nobody even got a foul until there were two out in the ninth
two out in the ninth
two out in the ninth the pitcher is right here with me what
the pitcher is right here with me what
the pitcher is right here with me what shall I do sign up the guy who got the
shall I do sign up the guy who got the
shall I do sign up the guy who got the foul answer grim we’re looking for
foul answer grim we’re looking for
foul answer grim we’re looking for hitters this may sound overly simplistic
hitters this may sound overly simplistic
hitters this may sound overly simplistic but it’s true nonetheless it’s easier to
but it’s true nonetheless it’s easier to
but it’s true nonetheless it’s easier to find something when you know what you’re
find something when you know what you’re
find something when you know what you’re looking for say you’re looking for a
looking for say you’re looking for a
looking for say you’re looking for a tool on a messy work bench
tool on a messy work bench
tool on a messy work bench if you know what it looks like you can
if you know what it looks like you can
if you know what it looks like you can find it much more quickly and easily
find it much more quickly and easily
find it much more quickly and easily than if you don’t if you’re trying to
than if you don’t if you’re trying to
than if you don’t if you’re trying to find a can in your pantry
find a can in your pantry
find a can in your pantry you can find it more quickly and easily
you can find it more quickly and easily
you can find it more quickly and easily if you know what color and size it is
if you know what color and size it is
if you know what color and size it is it’s the same for potential leaders if
it’s the same for potential leaders if
it’s the same for potential leaders if you know what you’re looking for your
you know what you’re looking for your
you know what you’re looking for your chance of finding them goes up
chance of finding them goes up
chance of finding them goes up astronomically recruiting a non leader
astronomically recruiting a non leader
astronomically recruiting a non leader to be developed in leadership is like
to be developed in leadership is like
to be developed in leadership is like asking a horse to climb a tree it just
asking a horse to climb a tree it just
asking a horse to climb a tree it just isn’t going to happen if you want a
isn’t going to happen if you want a
isn’t going to happen if you want a potential tree climber find a squirrel
potential tree climber find a squirrel
potential tree climber find a squirrel if you want a potential leader find
if you want a potential leader find
if you want a potential leader find someone with traits of a good leader
someone with traits of a good leader
someone with traits of a good leader when I go looking for potential leaders
when I go looking for potential leaders
when I go looking for potential leaders I use what I call the four C’s chemistry
I use what I call the four C’s chemistry
I use what I call the four C’s chemistry let’s begin with the easiest one it
let’s begin with the easiest one it
let’s begin with the easiest one it doesn’t take long to figure out if you
doesn’t take long to figure out if you
doesn’t take long to figure out if you like people who are applying for a job
like people who are applying for a job
like people who are applying for a job or asking to be a mentor
or asking to be a mentor
or asking to be a mentor it’s liking them important absolutely if
it’s liking them important absolutely if
it’s liking them important absolutely if you don’t like the person you will not
you don’t like the person you will not
you don’t like the person you will not be an effective mentor to them it’s very
be an effective mentor to them it’s very
be an effective mentor to them it’s very difficult to spend time with people be
difficult to spend time with people be
difficult to spend time with people be open with them and invest in them if you
open with them and invest in them if you
open with them and invest in them if you don’t like them and want to be around
don’t like them and want to be around
don’t like them and want to be around them if you are seriously considering
them if you are seriously considering
them if you are seriously considering recruiting or promoting someone ask
recruiting or promoting someone ask
recruiting or promoting someone ask members of your team to spend time with
members of your team to spend time with
members of your team to spend time with that individual preferably in a social
that individual preferably in a social
that individual preferably in a social setting if possible after they’ve been
setting if possible after they’ve been
setting if possible after they’ve been around that person find out if your team
around that person find out if your team
around that person find out if your team likes and would enjoy working with him
likes and would enjoy working with him
likes and would enjoy working with him or her if not they may not be a good fit
or her if not they may not be a good fit
or her if not they may not be a good fit the Friendship principle which I
the Friendship principle which I
the Friendship principle which I describe in my book winning with people
describe in my book winning with people
describe in my book winning with people always applies all things being equal
always applies all things being equal
always applies all things being equal people will work with people they like
people will work with people they like
people will work with people they like all things not being equal they still
all things not being equal they still
all things not being equal they still will chemistry matters
will chemistry matters
will chemistry matters carried good character makes trust
carried good character makes trust
carried good character makes trust possible trust makes strong
possible trust makes strong
possible trust makes strong relationships possible strong
relationships possible strong
relationships possible strong relationships make mentoring possible
relationships make mentoring possible
relationships make mentoring possible you won’t be able to develop someone
you won’t be able to develop someone
you won’t be able to develop someone who’s character you do not trust
who’s character you do not trust
who’s character you do not trust character is what closes the gap between
character is what closes the gap between
character is what closes the gap between knowing and doing it aligns intentions
knowing and doing it aligns intentions
knowing and doing it aligns intentions and actions that consistency is
and actions that consistency is
and actions that consistency is appealing and it is also essential to
appealing and it is also essential to
appealing and it is also essential to good credible leadership if I suspect
good credible leadership if I suspect
good credible leadership if I suspect that someone I’m considering recruiting
that someone I’m considering recruiting
that someone I’m considering recruiting doesn’t have strong character I don’t go
doesn’t have strong character I don’t go
doesn’t have strong character I don’t go through with it Jim Rome observed good
through with it Jim Rome observed good
through with it Jim Rome observed good people are found not changed he said
people are found not changed he said
people are found not changed he said that he came across a slogan from a
that he came across a slogan from a
that he came across a slogan from a company stating we don’t teach people to
company stating we don’t teach people to
company stating we don’t teach people to be nice we simply hired nice people he
be nice we simply hired nice people he
be nice we simply hired nice people he thought that it was a clever shortcut it
thought that it was a clever shortcut it
thought that it was a clever shortcut it also is good leadership if you go into a
also is good leadership if you go into a
also is good leadership if you go into a mentoring relationship expected to
mentoring relationship expected to
mentoring relationship expected to change a person’s character you’re
change a person’s character you’re
change a person’s character you’re liable to be disappointed capacity
liable to be disappointed capacity
liable to be disappointed capacity during the NBA playoffs I heard
during the NBA playoffs I heard
during the NBA playoffs I heard commentator and former player Charles
commentator and former player Charles
commentator and former player Charles Barkley distinguish the difference
Barkley distinguish the difference
Barkley distinguish the difference between a star player and a support
between a star player and a support
between a star player and a support player the stars can at any time meet
player the stars can at any time meet
player the stars can at any time meet the requirements needed to help the team
the requirements needed to help the team
the requirements needed to help the team explain Barclays support players can
explain Barclays support players can
explain Barclays support players can sometimes do them what determines the
sometimes do them what determines the
sometimes do them what determines the difference between these two types of
difference between these two types of
difference between these two types of players capacity fulfillment on level 4
players capacity fulfillment on level 4
players capacity fulfillment on level 4 is bringing out the best in people
is bringing out the best in people
is bringing out the best in people frustration is trying to bring out what
frustration is trying to bring out what
frustration is trying to bring out what isn’t there if you want to develop
isn’t there if you want to develop
isn’t there if you want to develop people and help them become good leaders
people and help them become good leaders
people and help them become good leaders you must not ask for what they wish they
you must not ask for what they wish they
you must not ask for what they wish they could give only for what they have the
could give only for what they have the
could give only for what they have the potential to give I haven’t always found
potential to give I haven’t always found
potential to give I haven’t always found it easy to assess other people’s
it easy to assess other people’s
it easy to assess other people’s capacity it was especially difficult for
capacity it was especially difficult for
capacity it was especially difficult for me when I began my leadership career but
me when I began my leadership career but
me when I began my leadership career but with the experience I began to see
with the experience I began to see
with the experience I began to see patterns in people as you look at
patterns in people as you look at
patterns in people as you look at potential leaders try to assess their
potential leaders try to assess their
potential leaders try to assess their capacity in the following areas stress
capacity in the following areas stress
capacity in the following areas stress management their ability to withstand
management their ability to withstand
management their ability to withstand and overcome pressure failure deadlines
and overcome pressure failure deadlines
and overcome pressure failure deadlines and obstacles
and obstacles
and obstacles skill their ability to get specific
skill their ability to get specific
skill their ability to get specific tasks done thinking their ability to be
tasks done thinking their ability to be
tasks done thinking their ability to be creative develop strategy solve problems
creative develop strategy solve problems
creative develop strategy solve problems and adapt leadership their ability to
and adapt leadership their ability to
and adapt leadership their ability to gather followers and build a team
gather followers and build a team
gather followers and build a team attitude their ability to remain
attitude their ability to remain
attitude their ability to remain positive and tenacious amidst negative
positive and tenacious amidst negative
positive and tenacious amidst negative circumstances as a leader your goal
circumstances as a leader your goal
circumstances as a leader your goal should be to identify what their
should be to identify what their
should be to identify what their capacity is recognize what they think
capacity is recognize what they think
capacity is recognize what they think their capacity is and motivate challenge
their capacity is and motivate challenge
their capacity is and motivate challenge and equip them in such a way that they
and equip them in such a way that they
and equip them in such a way that they close the gap between the two
close the gap between the two
close the gap between the two contribution some people possess an X
contribution some people possess an X
contribution some people possess an X Factor they are winners they contribute
Factor they are winners they contribute
Factor they are winners they contribute beyond their job responsibilities and
beyond their job responsibilities and
beyond their job responsibilities and they lift the performance of everyone on
they lift the performance of everyone on
they lift the performance of everyone on their team when you discover people with
their team when you discover people with
their team when you discover people with these characteristics recruit them they
these characteristics recruit them they
these characteristics recruit them they are a joy to develop and whatever you
are a joy to develop and whatever you
are a joy to develop and whatever you put into them returns to you compound
put into them returns to you compound
put into them returns to you compound one such person in my life is Mark Cole
one such person in my life is Mark Cole
one such person in my life is Mark Cole whom I mentioned previously he has been
whom I mentioned previously he has been
whom I mentioned previously he has been working with me for 12 years and has a
working with me for 12 years and has a
working with me for 12 years and has a track record of making everything he
track record of making everything he
track record of making everything he touches better everyone who works with
touches better everyone who works with
touches better everyone who works with him performs better as a result of his
him performs better as a result of his
him performs better as a result of his contact it has been a joy to develop him
contact it has been a joy to develop him
contact it has been a joy to develop him because of his sermons heart and
because of his sermons heart and
because of his sermons heart and superior skills what a combination
superior skills what a combination
superior skills what a combination what’s when I was having lunch with
what’s when I was having lunch with
what’s when I was having lunch with coach Lou Holtz he told me with a grin
coach Lou Holtz he told me with a grin
coach Lou Holtz he told me with a grin I’ve had good players and I’ve had bad
I’ve had good players and I’ve had bad
I’ve had good players and I’ve had bad players I’m a better coach with good
players I’m a better coach with good
players I’m a better coach with good players the same is true with leaders if
players the same is true with leaders if
players the same is true with leaders if you want to be better recruit better
you want to be better recruit better
you want to be better recruit better players if you want to develop better
players if you want to develop better
players if you want to develop better leaders recruit people with potential
leaders recruit people with potential
leaders recruit people with potential according to the four C’s
number two positioning placing the right
number two positioning placing the right people in the right position Fred
people in the right position Fred
people in the right position Fred Auerbach won 9 NBA championships as
Auerbach won 9 NBA championships as
Auerbach won 9 NBA championships as coach at the Boston Celtics and 16
coach at the Boston Celtics and 16
coach at the Boston Celtics and 16 championships overall his coach general
championships overall his coach general
championships overall his coach general manager and front office president few
manager and front office president few
manager and front office president few leaders and sports have come anywhere
leaders and sports have come anywhere
leaders and sports have come anywhere close to his accomplishments
close to his accomplishments
close to his accomplishments once when asked about his team’s success
once when asked about his team’s success
once when asked about his team’s success Auerbach said when I first started
Auerbach said when I first started
Auerbach said when I first started coaching people told me to put my five
coaching people told me to put my five
coaching people told me to put my five best players on the court but I learned
best players on the court but I learned
best players on the court but I learned early odd that this was not the key to
early odd that this was not the key to
early odd that this was not the key to success
success
success it wasn’t putting the five best players
it wasn’t putting the five best players
it wasn’t putting the five best players on the court that was going to cause us
on the court that was going to cause us
on the court that was going to cause us to win it was plating the five players
to win it was plating the five players
to win it was plating the five players on the court who could work together the
on the court who could work together the
on the court who could work together the best we want championships because we
best we want championships because we
best we want championships because we put people together they weren’t always
put people together they weren’t always
put people together they weren’t always our best players in other words it’s not
our best players in other words it’s not
our best players in other words it’s not enough just to recruit good players a
enough just to recruit good players a
enough just to recruit good players a leader must understand how those players
leader must understand how those players
leader must understand how those players best fit on the team and put them there
best fit on the team and put them there
best fit on the team and put them there to do that he must have a clear picture
to do that he must have a clear picture
to do that he must have a clear picture of each person’s strengths and
of each person’s strengths and
of each person’s strengths and weaknesses and understand how they fit
weaknesses and understand how they fit
weaknesses and understand how they fit the needs of the team author Jim Collins
the needs of the team author Jim Collins
the needs of the team author Jim Collins has helped many of us to understand this
has helped many of us to understand this
has helped many of us to understand this principle and his book good to great he
principle and his book good to great he
principle and his book good to great he writes about the importance of getting
writes about the importance of getting
writes about the importance of getting the right people in the right seats on
the right people in the right seats on
the right people in the right seats on the bus successful people find their
the bus successful people find their
the bus successful people find their right seats successful leaders help
right seats successful leaders help
right seats successful leaders help their people find their right seats
their people find their right seats
their people find their right seats sometimes that requires moving people
sometimes that requires moving people
sometimes that requires moving people around to find out where they make the
around to find out where they make the
around to find out where they make the greatest contribution sometimes it means
greatest contribution sometimes it means
greatest contribution sometimes it means trying and failing as a leader you have
trying and failing as a leader you have
trying and failing as a leader you have to take it all in stride positioning
to take it all in stride positioning
to take it all in stride positioning people correctly is a process and you
people correctly is a process and you
people correctly is a process and you have to treat it that way but if you
have to treat it that way but if you
have to treat it that way but if you don’t do it you will never help your
don’t do it you will never help your
don’t do it you will never help your people reach their potential
people reach their potential
people reach their potential Norwell you create a team of
Norwell you create a team of
Norwell you create a team of championship-caliber as Red Auerbach
number three modeling showing others how
number three modeling showing others how to lead I once read a story about a
to lead I once read a story about a
to lead I once read a story about a woman who took her young son to see
woman who took her young son to see
woman who took her young son to see Indian leader Mahatma Gandhi Mahatma she
Indian leader Mahatma Gandhi Mahatma she
Indian leader Mahatma Gandhi Mahatma she requested please tell my little boy to
requested please tell my little boy to
requested please tell my little boy to stop eating sugar come back in three
stop eating sugar come back in three
stop eating sugar come back in three days
days
days say Gandhi three days passed and the
say Gandhi three days passed and the
say Gandhi three days passed and the woman returned with her son young boy
woman returned with her son young boy
woman returned with her son young boy stop eating sweets they’re not good for
stop eating sweets they’re not good for
stop eating sweets they’re not good for you Gandhi said to the little boy
you Gandhi said to the little boy
you Gandhi said to the little boy puzzled the woman asked why did you ask
puzzled the woman asked why did you ask
puzzled the woman asked why did you ask us to leave and come back in three days
us to leave and come back in three days
us to leave and come back in three days I don’t understand I asked you to return
I don’t understand I asked you to return
I don’t understand I asked you to return with the board three days replied the
with the board three days replied the
with the board three days replied the leader because three days ago I too was
leader because three days ago I too was
leader because three days ago I too was eating sweets I could not ask him to
eating sweets I could not ask him to
eating sweets I could not ask him to stop eating sweets so long as I had not
stop eating sweets so long as I had not
stop eating sweets so long as I had not stopped eating sweets I’ve already
stopped eating sweets I’ve already
stopped eating sweets I’ve already spoken about how important it is to
spoken about how important it is to
spoken about how important it is to model what you want to see in others so
model what you want to see in others so
model what you want to see in others so I won’t say a lot more about it here
I won’t say a lot more about it here
I won’t say a lot more about it here however as I think about developing
however as I think about developing
however as I think about developing others here are the things I believe I
others here are the things I believe I
others here are the things I believe I must model with integrity in order to
must model with integrity in order to
must model with integrity in order to help people to develop on level for
help people to develop on level for
help people to develop on level for authenticity this is the foundation for
authenticity this is the foundation for
authenticity this is the foundation for development people servanthood this is
development people servanthood this is
development people servanthood this is the soul for developing people growth
the soul for developing people growth
the soul for developing people growth this is the measurement for developing
this is the measurement for developing
this is the measurement for developing people excellence this is the standard
people excellence this is the standard
people excellence this is the standard for developing people passioned this is
for developing people passioned this is
for developing people passioned this is the fuel for developing people success
the fuel for developing people success
the fuel for developing people success this is the purpose for developing
this is the purpose for developing
this is the purpose for developing people and allow me to mention one more
people and allow me to mention one more
people and allow me to mention one more thing when discussing level three where
thing when discussing level three where
thing when discussing level three where you focus on production I mentioned how
you focus on production I mentioned how
you focus on production I mentioned how important it is not to neglect
important it is not to neglect
important it is not to neglect level two relationships severally when
level two relationships severally when
level two relationships severally when focusing on level four people
focusing on level four people
focusing on level four people development do not neglect the modeling
development do not neglect the modeling
development do not neglect the modeling that you worked to establish on level
that you worked to establish on level
that you worked to establish on level three
three
three number four equipping helping others do
number four equipping helping others do
number four equipping helping others do their jobs well commedia Jack Benny was
their jobs well commedia Jack Benny was
their jobs well commedia Jack Benny was once appointed as honorary manager of
once appointed as honorary manager of
once appointed as honorary manager of the Hollywood All Stars baseball team as
the Hollywood All Stars baseball team as
the Hollywood All Stars baseball team as the team prepared to play an exhibition
the team prepared to play an exhibition
the team prepared to play an exhibition game against a professional team in Los
game against a professional team in Los
game against a professional team in Los Angeles
Angeles
Angeles Jack handed a bat to his first batter
Jack handed a bat to his first batter
Jack handed a bat to his first batter and said go up to the plate and hit a
and said go up to the plate and hit a
and said go up to the plate and hit a home
home
home the batter struck out and with great
the batter struck out and with great
the batter struck out and with great theatrics Jack Benny quit as manager how
theatrics Jack Benny quit as manager how
theatrics Jack Benny quit as manager how can I manage them he quipped if they
can I manage them he quipped if they
can I manage them he quipped if they won’t follow orders it’s not enough to
won’t follow orders it’s not enough to
won’t follow orders it’s not enough to simply tell people what they need to do
simply tell people what they need to do
simply tell people what they need to do that’s not developing their potential
that’s not developing their potential
that’s not developing their potential instead a leader must help them to do
instead a leader must help them to do
instead a leader must help them to do their jobs and do them well
their jobs and do them well
their jobs and do them well Peter Drucker pointed out the largest
Peter Drucker pointed out the largest
Peter Drucker pointed out the largest single source of fail promotion is the
single source of fail promotion is the
single source of fail promotion is the failure to think through and help others
failure to think through and help others
failure to think through and help others to think through what a new job requires
to think through what a new job requires
to think through what a new job requires piled as a leader equipped people to do
piled as a leader equipped people to do
piled as a leader equipped people to do their work and succeed at it the best
their work and succeed at it the best
their work and succeed at it the best method I’ve ever found is the five-step
method I’ve ever found is the five-step
method I’ve ever found is the five-step equipping process here’s how it works
equipping process here’s how it works
equipping process here’s how it works step one I do it that speaks of my
step one I do it that speaks of my
step one I do it that speaks of my confidence step two I do it at you’re
confidence step two I do it at you’re
confidence step two I do it at you’re with me now I am demonstrating for you
with me now I am demonstrating for you
with me now I am demonstrating for you how to do step three you do it and I’m
how to do step three you do it and I’m
how to do step three you do it and I’m with you I’m becoming your coach step
with you I’m becoming your coach step
with you I’m becoming your coach step four you do it that’s empowerment
four you do it that’s empowerment
four you do it that’s empowerment Step five you do it and someone is with
Step five you do it and someone is with
Step five you do it and someone is with you
you
you that’s where reproduction begins if you
that’s where reproduction begins if you
that’s where reproduction begins if you adopt this method not only will you
adopt this method not only will you
adopt this method not only will you equip leaders you will also begin
equip leaders you will also begin
equip leaders you will also begin teaching them how to equip others which
teaching them how to equip others which
teaching them how to equip others which sets them up to become level four
sets them up to become level four
sets them up to become level four leaders themselves number five
leaders themselves number five
leaders themselves number five developing teaching them to do life well
developing teaching them to do life well
developing teaching them to do life well one of the recurring things I hear from
one of the recurring things I hear from
one of the recurring things I hear from leaders in America who work with people
leaders in America who work with people
leaders in America who work with people in their 20s is how talented they are
in their 20s is how talented they are
in their 20s is how talented they are and how few life skills they possess
and how few life skills they possess
and how few life skills they possess some speculate that this generation
some speculate that this generation
some speculate that this generation struggled to navigate the basics of life
struggled to navigate the basics of life
struggled to navigate the basics of life is due to the breakdown of the family
is due to the breakdown of the family
is due to the breakdown of the family and the absence of strong fathers in the
and the absence of strong fathers in the
and the absence of strong fathers in the home no matter what the cause may be it
home no matter what the cause may be it
home no matter what the cause may be it is the responsibility of a leader on
is the responsibility of a leader on
is the responsibility of a leader on level four to help people learn how to
level four to help people learn how to
level four to help people learn how to do life well if the only thing you’re
do life well if the only thing you’re
do life well if the only thing you’re helping a new leader learn is how to get
helping a new leader learn is how to get
helping a new leader learn is how to get ahead in the workplace you’re not truly
ahead in the workplace you’re not truly
ahead in the workplace you’re not truly developing that person to succeed
developing that person to succeed
developing that person to succeed because there’s a lot more to life than
because there’s a lot more to life than
because there’s a lot more to life than work and career the Greek philosopher
work and career the Greek philosopher
work and career the Greek philosopher Socrates said the individual leads in
Socrates said the individual leads in
Socrates said the individual leads in order that those who are led can develop
order that those who are led can develop
order that those who are led can develop their potential as human beings and
their potential as human beings and
their potential as human beings and thereby prosper that should be your goal
thereby prosper that should be your goal
thereby prosper that should be your goal in developing people the center for
in developing people the center for
in developing people the center for creative leadership has observed the
creative leadership has observed the
creative leadership has observed the three key elements drive leadership
three key elements drive leadership
three key elements drive leadership development in others assessment
development in others assessment
development in others assessment challenge and support what do these
challenge and support what do these
challenge and support what do these things mean to you as a developing
things mean to you as a developing
things mean to you as a developing leader assessment as a level four leader
leader assessment as a level four leader
leader assessment as a level four leader you should be continually on the lookout
you should be continually on the lookout
you should be continually on the lookout for holes in the life skills of someone
for holes in the life skills of someone
for holes in the life skills of someone you are leading and developing ask
you are leading and developing ask
you are leading and developing ask yourself where does this person seem to
yourself where does this person seem to
yourself where does this person seem to be failing where are this person’s blind
be failing where are this person’s blind
be failing where are this person’s blind spots what does my intuition tell me is
spots what does my intuition tell me is
spots what does my intuition tell me is off in this person’s thinking why is it
off in this person’s thinking why is it
off in this person’s thinking why is it this person reaching his or her
this person reaching his or her
this person reaching his or her potential who is this person following
potential who is this person following
potential who is this person following who might be leading him or her in a
who might be leading him or her in a
who might be leading him or her in a wrong direction
wrong direction
wrong direction what does this person do well when does
what does this person do well when does
what does this person do well when does this person stumble but telltale clues
this person stumble but telltale clues
this person stumble but telltale clues can I find that give me insight into
can I find that give me insight into
can I find that give me insight into where this person needs help where is
where this person needs help where is
where this person needs help where is this person sweet spot
this person sweet spot
this person sweet spot I’ve got level 4 leader is always on the
I’ve got level 4 leader is always on the
I’ve got level 4 leader is always on the lookout for a person’s weaknesses and
lookout for a person’s weaknesses and
lookout for a person’s weaknesses and wrong thinking not to exploit that
wrong thinking not to exploit that
wrong thinking not to exploit that person but to strengthen and help him or
person but to strengthen and help him or
person but to strengthen and help him or her succeed challenge if you’ve done
her succeed challenge if you’ve done
her succeed challenge if you’ve done your work on level 2 to build a strong
your work on level 2 to build a strong
your work on level 2 to build a strong relationship with the people and you’ve
relationship with the people and you’ve
relationship with the people and you’ve proven yourself on level 3 by modeling
proven yourself on level 3 by modeling
proven yourself on level 3 by modeling success and productivity there’s a very
success and productivity there’s a very
success and productivity there’s a very good chance that they will buy into your
good chance that they will buy into your
good chance that they will buy into your leadership and accept a challenge from
leadership and accept a challenge from
leadership and accept a challenge from you to improve to do that ask the people
you to improve to do that ask the people
you to improve to do that ask the people you lead to do the following read books
you lead to do the following read books
you lead to do the following read books related to their areas of strength
related to their areas of strength
related to their areas of strength attend conferences that will inspire
attend conferences that will inspire
attend conferences that will inspire them take on new and challenging tasks
them take on new and challenging tasks
them take on new and challenging tasks in their sweet spot practice difficult
in their sweet spot practice difficult
in their sweet spot practice difficult disciplines that slowly build character
disciplines that slowly build character
disciplines that slowly build character meet with you on a regular basis for
meet with you on a regular basis for
meet with you on a regular basis for mentoring the idea is to challenge them
mentoring the idea is to challenge them
mentoring the idea is to challenge them in every area of their lives where you
in every area of their lives where you
in every area of their lives where you see they need improving just be sure to
see they need improving just be sure to
see they need improving just be sure to gain their permission to do it before
gain their permission to do it before
gain their permission to do it before starting the process support
starting the process support
starting the process support nobody gets ahead in life without the
nobody gets ahead in life without the
nobody gets ahead in life without the help and support of other people one of
help and support of other people one of
help and support of other people one of the great privileges of leading on the
the great privileges of leading on the
the great privileges of leading on the people development level is helping new
people development level is helping new
people development level is helping new leaders navigate through life’s
leaders navigate through life’s
leaders navigate through life’s difficulties the primary way I do this
difficulties the primary way I do this
difficulties the primary way I do this is by allowing the people I mentor to
is by allowing the people I mentor to
is by allowing the people I mentor to request a meeting with me whenever they
request a meeting with me whenever they
request a meeting with me whenever they need it on those occasions they are to
need it on those occasions they are to
need it on those occasions they are to drive the agenda by asking specific
drive the agenda by asking specific
drive the agenda by asking specific difficult questions I answer them as
difficult questions I answer them as
difficult questions I answer them as best I can and in return the next time
best I can and in return the next time
best I can and in return the next time we meet I ask that the person tell me
we meet I ask that the person tell me
we meet I ask that the person tell me how they applied what they learned it’s
how they applied what they learned it’s
how they applied what they learned it’s difficult for someone to make the most
difficult for someone to make the most
difficult for someone to make the most of their leadership potential with the
of their leadership potential with the
of their leadership potential with the rest of their life is erect good life
rest of their life is erect good life
rest of their life is erect good life skills help a person to create a strong
skills help a person to create a strong
skills help a person to create a strong foundation upon which to build a family
foundation upon which to build a family
foundation upon which to build a family career and spiritual life
career and spiritual life
career and spiritual life I admit that I get the greatest joy from
I admit that I get the greatest joy from
I admit that I get the greatest joy from seeing people reach their leadership
seeing people reach their leadership
seeing people reach their leadership potential but it is also very satisfying
potential but it is also very satisfying
potential but it is also very satisfying to know that I’ve helped someone to
to know that I’ve helped someone to
to know that I’ve helped someone to enjoy life and live it well number six
enjoy life and live it well number six
enjoy life and live it well number six empowering enabling people to succeed
empowering enabling people to succeed
empowering enabling people to succeed President Theodore Roosevelt is often
President Theodore Roosevelt is often
President Theodore Roosevelt is often quoted as saying the best executive is
quoted as saying the best executive is
quoted as saying the best executive is the one who has the sense enough to pick
the one who has the sense enough to pick
the one who has the sense enough to pick good men to do what he wants done and
good men to do what he wants done and
good men to do what he wants done and self-restraint enough to keep from
self-restraint enough to keep from
self-restraint enough to keep from meddling with them while they do it what
meddling with them while they do it what
meddling with them while they do it what he is describing is empowerment that’s
he is describing is empowerment that’s
he is describing is empowerment that’s helping people to see what they can do
helping people to see what they can do
helping people to see what they can do without your help and releasing them to
without your help and releasing them to
without your help and releasing them to do it I have to admit that as a leader
do it I have to admit that as a leader
do it I have to admit that as a leader it’s hard not to meddle that’s
it’s hard not to meddle that’s
it’s hard not to meddle that’s especially true when you know that work
especially true when you know that work
especially true when you know that work you’re delegating very well but the
you’re delegating very well but the
you’re delegating very well but the person you’re giving it to is new to it
person you’re giving it to is new to it
person you’re giving it to is new to it yet releasing work to be done by others
yet releasing work to be done by others
yet releasing work to be done by others is an essential leak to empowering and
is an essential leak to empowering and
is an essential leak to empowering and ultimately developing them as leaders as
ultimately developing them as leaders as
ultimately developing them as leaders as you release tasks to leaders you’re
you release tasks to leaders you’re
you release tasks to leaders you’re developing you need to trust them
developing you need to trust them
developing you need to trust them believe in them and hold them
believe in them and hold them
believe in them and hold them accountable Trust creates a bond between
accountable Trust creates a bond between
accountable Trust creates a bond between you and them when I trust the people I
you and them when I trust the people I
you and them when I trust the people I will empower I put a little piece of
will empower I put a little piece of
will empower I put a little piece of myself into their hands when they
myself into their hands when they
myself into their hands when they respond in kind
respond in kind
respond in kind the shared vulnerability creates a bond
the shared vulnerability creates a bond
the shared vulnerability creates a bond between you that deepens the
between you that deepens the
between you that deepens the relationship when you believe in people
relationship when you believe in people
relationship when you believe in people you motivate them few things put wind
you motivate them few things put wind
you motivate them few things put wind and another person’s sales like your
and another person’s sales like your
and another person’s sales like your faith in them and the belief must be
faith in them and the belief must be
faith in them and the belief must be genuine pretending you believe provides
genuine pretending you believe provides
genuine pretending you believe provides no passion for empowerment or can you
no passion for empowerment or can you
no passion for empowerment or can you borrow the belief from someone else
borrow the belief from someone else
borrow the belief from someone else because it will have no power you must
because it will have no power you must
because it will have no power you must draw upon the experiences you have with
draw upon the experiences you have with
draw upon the experiences you have with them and their growth that they have
them and their growth that they have
them and their growth that they have already exhibited besides helping them
already exhibited besides helping them
already exhibited besides helping them it will also help you if you don’t
it will also help you if you don’t
it will also help you if you don’t believe in them you won’t be able to let
believe in them you won’t be able to let
believe in them you won’t be able to let go and release them to achieve when you
go and release them to achieve when you
go and release them to achieve when you hold people accountable you increase
hold people accountable you increase
hold people accountable you increase their chances for positive results why
their chances for positive results why
their chances for positive results why because everyone finds focus in goals
because everyone finds focus in goals
because everyone finds focus in goals they work better toward deadlines
they work better toward deadlines
they work better toward deadlines and they usually rise to the level of a
and they usually rise to the level of a
and they usually rise to the level of a leaders expectations without
leaders expectations without
leaders expectations without accountability people drift with it they
accountability people drift with it they
accountability people drift with it they achieve results number seven measuring
achieve results number seven measuring
achieve results number seven measuring evaluating those whom you develop to
evaluating those whom you develop to
evaluating those whom you develop to maximize their efforts many people look
maximize their efforts many people look
maximize their efforts many people look at winning sports teams and they often
at winning sports teams and they often
at winning sports teams and they often tend to attribute the team’s success to
tend to attribute the team’s success to
tend to attribute the team’s success to how knowledgeable the coach is the games
how knowledgeable the coach is the games
how knowledgeable the coach is the games aren’t won according to what a coach
aren’t won according to what a coach
aren’t won according to what a coach knows games are won according to what a
knows games are won according to what a
knows games are won according to what a coaches players have learned how can you
coaches players have learned how can you
coaches players have learned how can you measure that as a leader by judging how
measure that as a leader by judging how
measure that as a leader by judging how independently your team members are able
independently your team members are able
independently your team members are able to function the Center for
to function the Center for
to function the Center for organizational effectiveness in
organizational effectiveness in
organizational effectiveness in Cincinnati Ohio suggests that there are
Cincinnati Ohio suggests that there are
Cincinnati Ohio suggests that there are different degrees of ability when it
different degrees of ability when it
different degrees of ability when it comes to empowerment based on how
comes to empowerment based on how
comes to empowerment based on how independently a team member can work
independently a team member can work
independently a team member can work here are the six that they recognize
here are the six that they recognize
here are the six that they recognize from least independent to most
from least independent to most
from least independent to most independent number one look into it
independent number one look into it
independent number one look into it report I’ll decide what to do number two
report I’ll decide what to do number two
report I’ll decide what to do number two look into it report alternatives with
look into it report alternatives with
look into it report alternatives with pros and cons and your recommendation
pros and cons and your recommendation
pros and cons and your recommendation number three look into it let me know
number three look into it let me know
number three look into it let me know what you intend to do but don’t do it
what you intend to do but don’t do it
what you intend to do but don’t do it unless I say yes number four look into
unless I say yes number four look into
unless I say yes number four look into it let me know what you intend to do and
it let me know what you intend to do and
it let me know what you intend to do and do it unless I say no number five take
do it unless I say no number five take
do it unless I say no number five take action let me know what you did number
action let me know what you did number
action let me know what you did number six take action no further contact
six take action no further contact
six take action no further contact required
required
required as you work in people development with
as you work in people development with
as you work in people development with team members you can measure where they
team members you can measure where they
team members you can measure where they are in leadership development based on
are in leadership development based on
are in leadership development based on where they typically function according
where they typically function according
where they typically function according to those six benchmarks obviously your
to those six benchmarks obviously your
to those six benchmarks obviously your goal is to help them become leaders who
goal is to help them become leaders who
goal is to help them become leaders who can take action without needing your
can take action without needing your
can take action without needing your input when the leaders you develop reach
input when the leaders you develop reach
input when the leaders you develop reach that benchmark then they and you are
that benchmark then they and you are
that benchmark then they and you are ready to lead them at the highest level
ready to lead them at the highest level
ready to lead them at the highest level of leadership level five which I’ll
of leadership level five which I’ll
of leadership level five which I’ll discuss in the final section of this
discuss in the final section of this
discuss in the final section of this audio book the loss of leadership at the
audio book the loss of leadership at the
audio book the loss of leadership at the people development level as you work to
people development level as you work to
people development level as you work to master the people development level of
master the people development level of
master the people development level of leadership please keep in mind how the
leadership please keep in mind how the
leadership please keep in mind how the following laws of leadership come into
following laws of leadership come into
following laws of leadership come into play the law of process leadership
play the law of process leadership
play the law of process leadership develops daily not in a day no matter
develops daily not in a day no matter
develops daily not in a day no matter how much you want to be a good leader it
how much you want to be a good leader it
how much you want to be a good leader it will take you time to improve your
will take you time to improve your
will take you time to improve your leadership leadership develops daily not
leadership leadership develops daily not
leadership leadership develops daily not in a day
in a day
in a day likewise developing people also takes
likewise developing people also takes
likewise developing people also takes time you can’t make it happen using a
time you can’t make it happen using a
time you can’t make it happen using a microwave mindset you have to be willing
microwave mindset you have to be willing
microwave mindset you have to be willing to take it step by step you have to put
to take it step by step you have to put
to take it step by step you have to put in many hours of mentoring and wait
in many hours of mentoring and wait
in many hours of mentoring and wait months years and sometimes decades for
months years and sometimes decades for
months years and sometimes decades for people to develop into good leaders but
people to develop into good leaders but
people to develop into good leaders but it’s worth the effort
it’s worth the effort
it’s worth the effort just remember mentoring is not a race if
just remember mentoring is not a race if
just remember mentoring is not a race if you run fast and try to finish first
you run fast and try to finish first
you run fast and try to finish first you’ll finish alone leaders who make it
you’ll finish alone leaders who make it
you’ll finish alone leaders who make it to level four cross the finish line in
to level four cross the finish line in
to level four cross the finish line in the company of the people they’ve
the company of the people they’ve
the company of the people they’ve developed the law of addition leaders
developed the law of addition leaders
developed the law of addition leaders add value by serving others as a young
add value by serving others as a young
add value by serving others as a young leader I thought it will be great to
leader I thought it will be great to
leader I thought it will be great to have people follow me forward in my
have people follow me forward in my
have people follow me forward in my vision and help me achieve it I could
vision and help me achieve it I could
vision and help me achieve it I could hardly wait for others to put me first
hardly wait for others to put me first
hardly wait for others to put me first in their lives I was leading for all the
in their lives I was leading for all the
in their lives I was leading for all the wrong reasons good leaders put their
wrong reasons good leaders put their
wrong reasons good leaders put their people first not themselves if you want
people first not themselves if you want
people first not themselves if you want to become a great leader serve the
to become a great leader serve the
to become a great leader serve the people you lead
people you lead
people you lead make their success your success clear
make their success your success clear
make their success your success clear the way for them to achieve invest in
the way for them to achieve invest in
the way for them to achieve invest in them so they can succeed maintain the
them so they can succeed maintain the
them so they can succeed maintain the mindset of a servant many people pursue
mindset of a servant many people pursue
mindset of a servant many people pursue success few pursue success for their
success few pursue success for their
success few pursue success for their people the law of the inner circle a
people the law of the inner circle a
people the law of the inner circle a leaders potential is determined by those
leaders potential is determined by those
leaders potential is determined by those closest to him the highest levels of
closest to him the highest levels of
closest to him the highest levels of achievement in life cannot be
achievement in life cannot be
achievement in life cannot be accomplished by any person working alone
accomplished by any person working alone
accomplished by any person working alone people need one another if you are a
people need one another if you are a
people need one another if you are a leader with a big vision you won’t be
leader with a big vision you won’t be
leader with a big vision you won’t be able to achieve it without a team of
able to achieve it without a team of
able to achieve it without a team of leaders and inner circle these people
leaders and inner circle these people
leaders and inner circle these people help you lead and achieve and are almost
help you lead and achieve and are almost
help you lead and achieve and are almost like an extended family if you desire to
like an extended family if you desire to
like an extended family if you desire to have a great inner circle then start
have a great inner circle then start
have a great inner circle then start developing people only by raising up
developing people only by raising up
developing people only by raising up leaders and inviting them to pursue the
leaders and inviting them to pursue the
leaders and inviting them to pursue the vision with you will you achieve big
vision with you will you achieve big
vision with you will you achieve big things
things
things niccolò machiavelli said the first
niccolò machiavelli said the first
niccolò machiavelli said the first method of estimating the intelligence of
method of estimating the intelligence of
method of estimating the intelligence of a ruler is to look at the men he has
a ruler is to look at the men he has
a ruler is to look at the men he has around him look at the people closest to
around him look at the people closest to
around him look at the people closest to you what is their caliber what could be
you what is their caliber what could be
you what is their caliber what could be said about their integrity a leaders
said about their integrity a leaders
said about their integrity a leaders inner circle is the most accurate
inner circle is the most accurate
inner circle is the most accurate picture of his or her life if you don’t
picture of his or her life if you don’t
picture of his or her life if you don’t like what you see that invest more of
like what you see that invest more of
like what you see that invest more of yourself into potential leaders and
yourself into potential leaders and
yourself into potential leaders and raise them up to succeed they in turn
raise them up to succeed they in turn
raise them up to succeed they in turn will do the same for you the law of
will do the same for you the law of
will do the same for you the law of empowerment only secured leaders give
empowerment only secured leaders give
empowerment only secured leaders give power to others I once her Jack Woltz
power to others I once her Jack Woltz
power to others I once her Jack Woltz say in an interview that when he was at
say in an interview that when he was at
say in an interview that when he was at GE he noticed there were two types of
GE he noticed there were two types of
GE he noticed there were two types of leaders those who would hide their key
leaders those who would hide their key
leaders those who would hide their key players and those who would promote them
players and those who would promote them
players and those who would promote them he said the leaders who hid their best
he said the leaders who hid their best
he said the leaders who hid their best people had a selfish spirit in contrast
people had a selfish spirit in contrast
people had a selfish spirit in contrast those who promoted and empowered others
those who promoted and empowered others
those who promoted and empowered others had a generous spirit people don’t reach
had a generous spirit people don’t reach
had a generous spirit people don’t reach level 4 unless they are willing to
level 4 unless they are willing to
level 4 unless they are willing to empower leaders promote them and release
empower leaders promote them and release
empower leaders promote them and release them to lead that takes a strong sense
them to lead that takes a strong sense
them to lead that takes a strong sense of security and an abundance mindset if
of security and an abundance mindset if
of security and an abundance mindset if you want to succeed on the people
you want to succeed on the people
you want to succeed on the people development level of leadership work to
development level of leadership work to
development level of leadership work to address your insecurities so that you
address your insecurities so that you
address your insecurities so that you can become an empower
can become an empower
can become an empower of other leaders
of other leaders
of other leaders [Music]
Please follow and like us: