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March 27, 2024 - April 12, 2025
80 percent of the time they work in their strength zone; 15 percent of the time they work in a learning zone; 5 percent of the time they work outside their strength zone; and 0 percent of the time they work in their weakness zone.
The Law of Respect People Naturally Follow Leaders Stronger Than Themselves
Leaders are usually highly visible to the people they lead, especially if they lead by going first. As a result, their actions are always noticed. If you’re a producer, that’s a good thing. Nothing motivates people in a positive way more than seeing a positive leadership model. When people see results from their leaders, they know results are expected from them. And whenever results are an expectation, greater productivity happens. Good leaders on Level 3 know that they are showing the way by going the way because people do what people see.
People don’t appreciate automatically or grow accidentally. Growth occurs only when it’s intentional.
Be the Team Member You Want on Your Team:
Understand Everyone’s Productivity Niche: One of the hallmarks of successful Level 3 leaders is knowing not only where they add the greatest value to the team, but where everyone else adds value, too. Take some time to define each team member’s area of contribution (including your own), and figure out how they all work together to make the team most effective.
developing leaders is probably the most appreciated benefit in the company.
“When you look at people who are eager to learn more,” Blanchard remarked, “you can bet they are on the right track. And when you talk to people who just don’t want any more instruction, then they have pretty much hit the wall. They are done.”
“The test of your leadership is not what happens when you are there, but what happens when you’re not there.”
As you develop people and they begin to share the load of leadership, it’s important for you to give them the right expectations. Let them know that you’re responsible to them, but not for them. By that I mean you will take responsibility for providing training, supplying tools, offering opportunities, and creating an environment conducive for their development. They must take responsibility for their growth through their choices, attitude, and commitment. If they don’t, you will pay for their failure along with them, but that is a risk worth taking because the upside advantages if they
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It’s often difficult to hand over responsibility for a task to others, especially if you believe they won’t do as good a job as you will. But that’s no excuse. You cannot become an effective Level 4 leader unless you are willing to let go of some of your responsibilities. So what’s a good rule of thumb for transferring ownership of a leadership responsibility to someone else? I use the 80 percent rule. If someone on my team can do one of my tasks 80 percent as well as I do (or better), then I give him or her responsibility for it. If you want to be an effective leader, you must move from
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“If you will help others get what they want, they will help you get what you want.”
Helping another person to become a competent leader almost always takes longer than you think and is more difficult than you expect. You must do it anyway. Otherwise you limit the potential for yourself, your people, and your organization.
When I go looking for potential leaders, I use what I call the Four Cs:
Chemistry
“All things being equal, people will work with people they like; all things not being equal, they still will.” Chemistry matters.
Character
Character is what closes the gap between knowing and doing. It aligns intentions and action.
Capacity
“The stars can at any time meet the requirements needed to help the team,” explained Barkley. “Support players can sometimes do that.” (Emphases mine.) What determines the difference between these two types of players? Capacity.
As you look at potential leaders, try to assess their capacity in the following areas:
Stress Management—their
Skill...
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Thinking...
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Leadershi...
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Attitude...
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Contribution
In other words, it’s not enough just to recruit good players. A leader must understand how those players best fit on the team and put them there. To do that, he must have a clear picture of each person’s strengths and weakness and understand how they fit the needs of the team.
However, as I think about developing others, here are the things I believe I must model with integrity in order to help people to develop on Level 4: Authenticity—This is the foundation for developing people. Servanthood—This is the soul for developing people. Growth—This is the measurement for developing people. Excellence—This is the standard for developing people. Passion—This is the fuel for developing people. Success—This is the purpose for developing people.
Without accountability, people drift. With it, they achieve results.
Good leaders put their people first, not themselves.
Maintain the mind-set of a servant.
If you don’t like what you see, then invest more of yourself into potential leaders and raise them up to succeed.
The Highest Goal of Leadership Is to Develop Leaders, Not Gain Followers or Do Work
When you help other people become leaders, you change their lives. You change the way they see the world. You change their capacity. You increase their potential. You change the way they interact with others. If they become good leaders, you help them improve not only their lives, but also the lives of everyone they touch. I believe that is how you change the world for the better.
maintain a teachable spirit, which says, Everyone can teach me something. Everything can teach me something.
Walter Lippmann was right when he said, “The final test of a leader is that he leaves behind him in other men the convictions and the will to carry on.”
To whomsoever much is given, much will be required.
leaders must always be learners.
Be confident, but also be humble.
If you’ve become successful, it’s only because a lot of other people helped you all along the way.
The first step in developing leaders is to have a desire to develop people so that they can succeed without you.
you want to develop people, you must help them discover and build upon their strengths.
One of the keys to developing leaders—at any level—is seeing people not as they are or as others see them, but as they could be.
Seeing what is takes very little talent. Seeing what could be—and helping to make it reality—takes vision, imagination, skill, and commitment.
“The ultimate test for a leader is not whether he or she makes smart decisions and takes decisive action, but whether he or she teaches others to be leaders and builds an organization that can sustain its success even when he or she is not around.”
Integrity Problem-Solving Vision Communication Influence Creativity Passion Teamwork Servanthood Attitude Confidence Self-Discipline
Making the Most of One’s Self Be true to yourself. Make each day your masterpiece. Help others. Drink deeply from good books. Make friendship a fine art. Build shelter against a rainy day. Pray for guidance and give thanks for your blessings every day.
Coach Wooden said, “Success is peace of mind which is a direct result of self-satisfaction in knowing you did your best to become the best that you are capable of becoming.”
“If you prepare properly, you may be outscored, but you will never lose. You always win when you make the full effort to do the best of which you’re capable.”
