Developing the Leaders Around You: How to Help Others Reach Their Full Potential - Softcover

Maxwell, John C.

Softcover

ISBN 10: 0785263675 ISBN 13: 9780785263678

Verlag: HarperChristian Resources, 2003

Inhaltsangabe

Dr. John C. Maxwell is committed to more than just being a leader-he's also committed to nurturing and mentoring thousands of potential leaders around him. This passion is what caused him to found INJOY and EQUIP, and it is the driving force in his ministry.

Both practical and inspirational, Developing the Leaders Around You is crammed with strategies that help you effectively transform your goals into reality by building leadership in the people around you. Emphasizing that an organization can't grow until its members grow, Dr. Maxwell encourages readers to foster a productive team spirit, make difficult decisions, handle confrontation, and to nurture, encourage, and equip people to be leaders.

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Über die Autorin bzw. den Autor

John C. Maxwell is a #1 New York Times bestselling author, coach, and speaker who has sold more than 33 million books in fifty languages. He has been identified as the #1 leader in business and the most influential leadership expert in the world. His organizations - the John Maxwell Company, The John Maxwell Team, EQUIP, and the John Maxwell Leadership Foundation - have translated his teachings into seventy languages and used them to  train millions of leaders from every country of the world. A recipient of the Horatio Alger Award, as well as the Mother Teresa Prize for Global Peace and Leadership from the Luminary Leadership Network, Dr. Maxwell influences Fortune 500 CEOs, the presidents of nations, and entrepreneurs worldwide. For more information about him visit JohnMaxwell.com.

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Developing the Leaders Around You Workbook

How to Help Others Reach Their Full PotentialBy John C. Maxwell

Nelson Books

Copyright © 2007 John C. Maxwell
All right reserved.
ISBN: 978-0-7852-6367-8

Contents

Introduction.....................................................................................vii1. The Leader's Key Question: Am I Raising Up Potential Leaders?.................................12. The Leader's Toughest Challenge: Creating a Climate for Potential Leaders.....................193. The Leader's Primary Responsibility: Identifying Potential Leaders............................454. The Leader's Crucial Task: Nurturing Potential Leaders........................................735. The Leader's Daily Requirement: Equipping Potential Leaders...................................1016. The Leader's Lifelong Commitment: Developing Potential Leaders................................1317. The Leader's Highest Return: Forming a Dream Team of Leaders..................................1558. The Leader's Greatest Joy: Coaching a Dream Team of Leaders...................................171Conclusion.......................................................................................201Notes............................................................................................203

Chapter One

The Leader's Key Question: AM I RAISING UP POTENTIAL LEADERS?

One night, after working quite late, I grabbed a copy of Sports Illustrated, hoping its pages would lull me to sleep. It had the opposite effect. On the back cover was an advertisement that caught my eye and got my emotional juices flowing. It featured a picture of John Wooden, the coach who led the UCLA Bruins for many years. The caption beneath his picture read, "The guy who puts the ball through the hoop has ten hands."

John Wooden was a great basketball coach. Called the "Wizard of Westwood," he brought ten national basketball championships to UCLA in a span of twelve years. Two back-to-back championships are almost unheard of in the world of competitive sports, but he led the Bruins to seven titles in a row. It took a consistent level of superior play, good coaching, and hard practice. But the key to the Bruins' success was Coach Wooden's unyielding dedication to his concept of teamwork.

Coach Wooden knew that if you oversee people and you wish to develop leaders, you are responsible to (1) appreciate them for who they are; (2) believe that they will do their very best; (3) praise their accomplishments; and (4) accept your personal responsibility to them as their leader.

Coach Bear Bryant expressed this same sentiment when he said, "I'm just a plowhand from Arkansas, but I have learned how to hold a team together-how to lift some men up, how to calm others down, until finally they've got one heartbeat together as a team. There's always just three things I say: `If anything goes bad, I did it. If anything goes semi-good, then we did it. If anything goes real good, they did it.' That's all it takes to get people to win." Bear Bryant won people and games. Until a few years ago, he held the title of the winningest coach in the history of college football with 323 victories.

What goal or dream are you trying to accomplish? _______________________________________________________________ _______________________________________________________________ _______________________________________________________________

What obstacles are standing in your way? _______________________________________________________________ _______________________________________________________________ _______________________________________________________________

How have you approached those obstacles or similar problems in the past? What were the results? _______________________________________________________________ _______________________________________________________________ _______________________________________________________________

What are you doing to overcome your current obstacles? _______________________________________________________________ _______________________________________________________________ _______________________________________________________________

What is your concept of teamwork? _______________________________________________________________ _______________________________________________________________ _______________________________________________________________

Up to now, what role has developing leaders played in your plan? _______________________________________________________________ _______________________________________________________________ _______________________________________________________________

Most leaders have followers around them. They believe the key to leadership is gaining more followers. Few leaders surround themselves with other leaders, but the ones who do bring great value to their organizations. And not only is their burden lightened, but their vision is carried on and enlarged.

WHY LEADERS NEED TO REPRODUCE LEADERS

The key to surrounding yourself with other leaders is to find the best people you can, then develop them into the best leaders they can be. Great leaders produce other leaders. Let me tell you why:

Those Closest to the Leader Will Determine the Success Level of That Leader

The greatest leadership principle that I have learned in more than thirty years of leadership is that those closest to the leader will determine the success level of that leader. A negative reading of this statement is also true: Those closest to the leader will determine the level of failure for that leader. In other words, the people close to me "make me or break me."

The determination of a positive or negative outcome in my leadership depends upon my ability as a leader to develop those closest to me. It also depends upon my ability to recognize the value that others bring to my organization. My goal is not to draw a following that results in a crowd. My goal is to develop leaders who become a movement.

Stop for a moment and list the five or six people closest to you in your organization. __________________________________ __________________________________ __________________________________ __________________________________ __________________________________ __________________________________

Are you developing them? Do you have a game plan for them? Are they growing? Have they been able to lift your load? Why? _______________________________________________________________ _______________________________________________________________ _______________________________________________________________

Within my organization, leadership development is continually emphasized. In their first training session, I give new leaders this principle: As a potential leader you are either an asset or a liability to the organization. I illustrate this truth by saying, "When there's a problem, a 'fire' in the organization, you as a leader are often the first to arrive at the scene. You have in your hands two buckets. One contains water and the other contains gasoline. The `spark' before you will either become a greater problem because you pour the gasoline on it, or it will be extinguished because you use the bucket of water."

Every person within your organization also carries two buckets. The question a leader needs to ask is, "Am I training them to use the...

Details zur Ausgabe

• Verlag: HarperChristian Resources
• Erscheinungsdatum: 2003
• Sprache: Englisch
• ISBN 10: 0785263675
• ISBN 13: 9780785263678
• Einband: Taschenbuch
• Anzahl der Seiten: 224
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: gpsr@libri.de; gpsr@libri.de; ; Friedensallee 273; Hamburg; 22763; Deutschland