Archive for the ‘Servant Leadership’ Category

Here is a great book co-written by one of the late John Wooden’s former players, Andrew Hill, who went on to be a greater success off the court than he ever was on the court. He attributes much of his success to the 21 secrets he learned while playing for John Wooden at UCLA. Take a look at the list then pick up the book it is a great read. 

Be Quick-But Don’t Hurry

Andrew Hill & John Wooden

Secret #1: The Team With The Best Players Almost Always Wins

Secret #2: Be Quick-But Don’t Hurry

Secret #3: Focus On Effort, Not Winning

Secret #4: Keep It Simple

Secret #5: Make Your “Yes” Mean Yes

Secret #6: Balance Is Everything

Secret #7: A Good Leader is First & Foremost, A Teacher

Secret #8: Game Time Is When The Coach’s Job Is almost Over

Secret #9: A Great Leader Cannot Worry About Being Well Liked

Secret #10: Great Leaders Give Credit To Others, But Accept The Blame Themselves

Secret #11: Seek Consistency—Avoid Peaks & Valleys

Secret #12: Fairness Is Giving All People The Treatment They Earn & Deserve

Secret #13: The Team That Makes The Most Mistakes…Wins!

Secret #14: Surround Yourself With Strong, Opinionated People

Secret #15: Teamwork Is Not A Preference, It’s A Necessity

Secret #16: Rules Are Made To Be Followed, Not Broken

Secret #17: Concentrate On Your Team, Not The Opposition

Secret #18: Adjust To Your Players—Don’t Expect Them All To Adjust To You

Secret #19: Failing To Prepare is Preparing To Fail

Secret #20: Practice Doesn’t Make Perfect, Perfect Practice Makes Perfect

Secret #21: Be Honest, Direct, & Willing To Risk It All For Your Beliefs

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Angela Ahrendts

Chief Executive Officer, Burberry

Choices

Comments from John Maxwell Interviewing Angela

  • She has been there 6 years and executed a very successful transformation of this company with more than 9000 associates globally.

How did this transformation happen?

  • I asked the question, How can we create the most modern brand?
  • We determined that trust is how we are going to transform company, we had to rediscover our core, reestablish our Britishness
  • We came from the trench coat, this was our heritage.
We made tough choices at the outset, those choices are the company we have become!
  • Our objective was to establish the most connected compassionate culture and then operate intuitively.
  • It is one thing to make a choice, but another to implement (John Maxwell)

How did you put these choices into practice?

  • As a leader it begins with people, put right people in right place at right time, it is all about the people
  • The transformation was built on trusting relationships, these relationships permeate the company’s culture
  • We flipped the leadership roles, tapped into the younger generation as the innovative generators and the older generation will guide and support them, but the younger generation will drive the innovation and the vision for the path forward.

What kind of culture did you want to build?

  • It is a great responsibility to build a great culture, you not only touch the people who work for you but also the people they go home to each night.
  •  Our job is to make the brand relevant so it stays around for the next 100 years, what is best for the brand, removes ego and self from the equation.
  • Burberry World-the website, this is how we were going to change 150 years of history and culture, 100s of people collaborated around the world to make this happen.

This process was greatest uniter for the team.

  • We kept asking: How do we keep creating this content, keep people motivated, keep it moving forward?
  • Get motive and content through a leader who goes around finding young new unknown bands to partner with them to keep them fresh and growing and this provides motivation and content that keeps them moving forward,keeps us on cutting edge of what is going on today.

Intuition is greatest output of trust in your culture, if you have trust intuition just flows through the organization!

  • You can’t prove something will work that has never been done, our people are not afraid to try stuff, you have to have culture where it is OK to fail in order to make progress and grow beyond where you are currently. We want our people to use their instincts. We value people using their feelings.

We value feeling over knowing!

  • World is moving so fast, our biggest challenge is to make sure our values are imbedded in the culture, never forget where we came from , we must remember our heritage and our values!
We don’t want to be just a great brand, we want to be a really great company!
 
This is our choice, our choice as leaders!

Our vision is that the true measure of our success is how many lives around the world can be touched by power of our performance!

  • The lessons I have learned  are: don’t get intimidated by how fast the world is changing, we are doing this the old fashion way with trust, no matter how fast things are changing stick to your core and build trust into the organization. We then trust our instincts!
Burberry’s Core Values
  1. Protect
  2. Explore
  3. Inspire

“Leadership is all about empowering and trusting your people. When you empower and entrust your people great things happen!” John Maxwell

Choices 

  • We make a decision that is important then we manage it the rest of our life!
  • When I was asked what my growth plan was back in my 20’s I had nothing to say because I had none, I did not know that I needed one.
  • Growth is not automatic, it requires intentionality 
  • “15 Laws of Personal Growth”, John’s new book coming out this fall.
First 4 Laws of Personal Growth 

Law #1:  Law of Intentionality-growth doesn’t just happen, we have to grow on purpose 

  • We must make a choice to grow!
  • For years I never found a person that did have a personal growth plan 
  • We don’t automatically get better.
  • We don’t automatically grow.
  • Only thing automatic in life is death. 
  • There’s a choice you have to make in everything you do. So keep in mind the choice you make, makes you. John Wooden
  • His dad paid him to read good books from junior high up, not paid an allowance to do chores 
  • I will put my money where my values are! 
  • My Dad put good books in my hand. 
  • My father was very intentional about helping us grow. 
  • James Allen-“As a man thinkith” Book 
  • We want to change everything around us except us! 
  • Everything gets better when we get better 
  • You have to crock pot leaders, it is a process, you must intentionally grow leaders.

Key to this law: The secret to growing intentionally is growing every day

 

  • My Secret of success is determined by my daily agenda 
  • Be intentional every day 
  • Your Growth Plan must be: Simple, Basic, Practical, Applicable so you can do it every day. 
  • Daily learn how to grow and develop myself
  • Your greatest investment that you will ever make is in yourself, your personal growth.
  •  If you wouldn’t bet on yourself, then why should anyone else?
  • You want to bet on yourself and investing in your personal growth is betting on yourself. 
  • Make a decision to live daily a life of personal growth and development 

 Law #2 Law of Awareness

  • I have to know me to grow me
  • How do I do this?

#1 Requirement?

  •  What is required of me?
  •  What do I have to do?
  • What is expected of me in life?
2. Return?
  • What gives me the greatest return?
  • What do I do well?
  • Strength Zone, what is your strengths?
  • I work on what I do well
  • Take your personal growth effort and put it to your strengths, focus on your strengths!
  • Weak only becomes average after lots of work, no one wants to be just average
  • Discover what you do well and then put all your energy into developing what you do well
  • If you work on your strength then you can become excellent! 
  • You can become the best you that you can become if you focus on your strengths.

#3 Rewarding?

  • What is rewarding to me?
  •  What do I enjoy doing?
  •  Find what you like doing.
  • I have a problem, I can’t discern between what is work and what is play.
  • I love what I do.  

Add these three up and you get Passion!

  • When people have passion they have energy
  • I love being around people with passion 

#4 Law of Environment

  • Growth thrives in condusive surroundings
  • Many of us are not in a good growth environment
What Makes Up A Growth Environment?
1. Growth environment is a place where others are ahead of me, smarter, faster, better leader, etc
  • If you are at the head of the class you are in the wrong class

2. Place where I am continually challenged.

3. Place where my focus is totally forward, yesterday ended last night, it is over get over it, not where I was, it is where I am heading

4. Place where atmosphere is affirming, like minded, growth oriented and directed.

5. Place where I am often out of my comfort zone, over my head, doesn’t matter how deep it is, you are over you head

  • Always want to be out of comfort zone, it will cause you to stretch, but not out of your strength zone 

6. Growth environment is a place where I am excited everyday

7. A growth environment is a place where it is understood that failure is not my enemy, there will be a lot of failure, lots of mess ups, learn to fail forward. 

8. A growth environment is a place where other people are growing.

9. A growth environment is a place where people desire change.

10. A growth environment is a place where growth is modeled and it is expected of me to grow.

 


John Maxwell’s most recent book is an excellent source for understanding leadership growth and progression. This book provides a great paradigm for understanding leadership and some great tools for understanding where you fit on the 5 Levels of Leadership.

As John moves through the levels he details the pros and cons of each level and the limitations that are found at that level. He gives clear direction on how to ascend the levels as you grow and develop your leadership abilities.

Here is a chart that summarizes the 5 Levels of Leadership.

Overview of the 5 Levels of Leadership

Level 1: Position

  • Position is lowest level of leadership
  • Your only influence comes by way of your job title
  • People follow because the have to.
  • Based on rights granted by the position and title.
  • Everything is wrong with using position to get people to follow you.
  • Position is a poor substitute for influence.
  • Never a leader at this level, only a boss
  • Have subordinates not team members
  • Rely on rules, regulations, policies and organization charts to control their people.
  • People will only follow within stated boundaries of their authority
  • People do only what is required of them.
  • Don’t get discretionary effort.
  • Usually have difficulty working with volunteers, younger people, and the highly educated.
  • Have no influence
  • Tend to be more independent
  • Does not require effort or ability to achieve this level.
  • Anyone can be appointed a position.

Level 2:  Permission

  •  Based entirely on relationships
  • People follow because they want to
  • When you like people and treat them like individuals, you begin to develop influence with them. You develop trust.
  • Agenda is not preserving position but instead it’s getting to know their people and figuring out how to get along with them.
  • Leaders find out who their people are.
  • Build solid, lasting relationships.
  • You can like people without leading them, but you cannot lead people well without liking them.

 Level 3: Production 

  • Danger of getting to permission level is that leader might stop there.
  • Good leaders don’t just create pleasant working environment, they get things done.
  • Level 3 = Results
  • Leaders gain influence and credibility and people begin to follow them because of what they have done for the organization.
  • Results of hitting level 3: work gets done, morale improves, profits go up, turnover goes down, and goals are achieved and momentum kicks in.
  • Leading others becomes fun
  • “When you are winning nothing hurts” Joe Namath
  • Leaders can become change agents at this level
  • Tackle tough problems and face thorny issues.
  • Make difficult decisions that will make a difference.
  • Take people to the next level of effectiveness.

Level 4:  People Development

  • Leaders become great not because of their power but because of their ability to empower others.
  • Use their position, relationships, and productivity to invest in their followers and develop them until those followers become leaders in their own right.
  • Reproduction
  • Level 4 leaders reproduce themselves
  • Production may win games, but People Development wins Championships!
  • Teamwork goes to very high level here.
  • High investment in people deepens relationships, helps people know one another better and strengthens loyalty.
  • Performance increases at this level
  • You now have more leaders on team
  • These leaders help improve everybody’s performance.
  • Level 4 leaders change the lives of people they lead.
  • Their people follow them because of what their leaders have done for them personally.
  • Relationships are often lifelong.

Level 5: Pinnacle 

  • Highest and most difficult level of leadership
  • Levels 1-4 can be learned
  • Level 5 requires not only effort, skill and intentionality, but also a high level of talent.
  • Only naturally gifted leaders ever make it to this level.
  • Develop other leaders to become level 4 leaders.
  • Developing followers to lead on their own is difficult.
  • Most leaders don’t do it because it takes so much more work than simply leading followers.
  • Developing leaders to the point where they are able and willing to develop other leaders is the most difficult task of all

 

You are the only person in existence who can use your potential. It is an awesome responsibility.

 

You never know when a helping hand will change a person’s entire life.

 

You cannot make it as a wandering generality. You must become a meaningful specific.

 

Tact is the art of building a fire under people without making their blood boil.

 

An idea unrecorded is an idea often lost.

 

Expect the best. Prepare for the worst. Capitalize on what comes.

 

Quit counting time and start making time count.

 

Success is not a destination, it’s a journey – it’s the direction in which you are traveling.

 

One of the greatest disasters of our time is our universal acceptance of the word “tolerance” as a great virtue.

 

Everything that occurs teaches and prepares you for the next stage of life. Nothing is lost.

 

Inspect to make sure you get what you expect.

 

You measure success by how much good you do for others.

 

You need to consider your attitude as seriously as you would consider the largest purchase of your life

 

Top Performers anticipate change and embrace the opportunity to change.

 

Never make a promise without a plan

 

The real test in golf and in life is not in keeping it out of the rough, but in getting out after you are in.

 

Logic won’t change an emotion but action will.

 

Lack of direction, not lack of time, is the problem. We all have twenty-four hour days.

 

Faithfulness is an attitude; it speaks of the qualities of trust, reliability, and loyalty


Several months ago John Maxwell began providing a new free resource for leaders that he calls “A Minute With Maxwell”.  During this minute he takes a word sent in by viewers and spends a minute providing a short leadership lesson. Once you subscribe for free by supplying your email address you get the lesson each morning in your inbox. This is a great way to start out your day and keep your learning to lead journey moving forward.

I have personally enjoyed and learned from this inspirational minute each day for the past several months. I encourage you to give it a try and start out your day with John Maxwell’s leadership lessons.

Click on this link to subscribe and begin getting this daily dose of leadership from John today: johnmaxwellteam.com

Here are some examples to whet your appetite:

 

Suzy Welch
Best-selling author, television commentator, and noted business journalist

  • In response to an interviewer who she knew when she was 23 who keep describing how she was back in the day she commented: “Stop this interview! I am not that girl any more! I have moved on! I am a different person from that young girl you knew back then. And I am not yet the woman I will become!”
  • This is the cause of great rejoicing
  • We are not finished product
  • This can be a source of panic as well.
  • I want to change but I can’t….

We get stuck on journey of who we used to be on the way to who we want to become!

Answer 3 simple questions

  • I used to make Gut and Guilt decisions, reaction decisions.
  • We have to use our brains, we must stop just reacting!
  • You have to take charge, be proactive, take hold of my decisions.
  • You cannot be reactive for long without failure.
  • When making decisions think about consequences in terms of how it will impact things in 10 minutes, 10 months, 10 years.
  • It is not only about slowing down, it is about opening up and making your decision-making process more deliberate.
  • This changed how I made my decisions, it has worked and I have become more successful in all areas of my life since I started doing this.

10-10-10 works so well because it connects your decisions to your values!

  • You must coordinate your decisions with your values.
  • Your values are your fingerprint!
  • Your values are very specific to who you are.
  • Your values define how you want to live, the legacy you want to leave and the character and lifestyle you want to live.
  • Your is Legacy is what you want to leave!

Question #1Your Legacy: What would make you cry at your 70th birthday party with regret?

  • This help identifies the legacy you will leave.
  • What will your legacy look like?
  • You have to know what your values are in order to know what you want your legacy to be.

Question #2-Your Character: What do you want people to say about you and your character when you are not when you are in the room?

Question #3What did you love about your upbringing? & What did you hate about your upbringing?

  •  It is hard to talk about what we don’t like but it is important to think about and recognize those issues as well.
  • We need to understand what we didn’t like because we tend to mimic the things that we don’t like about our upbringing.
  • We need to acknowledge and work not to repeat the same things with our families.

When you start doing this you start living authentic!

  • Authentic living is enjoyable and you share.
  • The upside is amazing!
  • I am not the girl you used to know but I am on the journey to who I am going to become.
  • In order to make good decisions you must connect decision-making to your values.


Dave Ramsey
Personal money-management expert, national radio personality, and best-selling author of The Total Money Makeover

 As a leader you have the responsibility to serve those you lead!

  • 300 people employed at his company.
  • Not boss of those people I am the servant of all those people.
  • Businesses are operated by people who know how to serve their people, customers and communities!

What are the principles that caused us to grow as a business? 

5 Keys things to enable us to win

1. People Matter: This the DNA of our organization. This has to be how you live. 

  • Your customers are people.
  • Your customers matter, they are people, they have sickness, they are not just a place to extract money from!
  • Your team members are people. 
  • Your team matters, they are not just units of production.
  • In many companies their people have  become a commodity.
  • Companies wonder why their why they have people who are not loyal to them. It is because you are not loyal to them.
  • Loyalty breeds loyalty. Be loyal to your people.
  • Love your competitors, treat them well and with respect.

2. An Incredible, Excellent Team Matters:  Our organization is a place where excellence matters.

Of course our company is made up of nice people we fired all the jerks!

  • We have won six years in a row in Nashville  an award as the best place to work for in Nashville.
  • Start the hiring process by prayer, send us the right person, keep your crazy people away.
  • Make sure you really get to know your people during the recruitment process. It takes longer but it is worth it in the long run. 
  • We will fire you for gossip, it is destructive. You must hand your negatives up, never down. I will warn you once,  fire you second time. (See more on this here: The Five Enemies of Unity)
  • As a leader you need to be intentional about the culture you cultivate in your organization.

3. Slow and Steady Matters: This wins the race!

  • You must be consistent.
  • You must have a no quit attitude.
  • He who is impulsive imparts folly.
  • Don’t have business ADD, can’t run after everything that is shiny.
  • Must keep focus.
  • Asked a billionaire what is key to your success?  He reads the story of  the tortoise and the hare, tortoise always win! 
  • Building a successful business is a crock pot process.
  • Take your time!
  • I have worked my butt off for 15 years and now I am overnight success!

4. Financial Principles Matter: You must run business with a budget. You spend less than you take in. You must get out of debt.

  • Slow down, run your business on less than it takes in, operate with margin.
  • Stay out of debt.
  • Debt increase risk and this will maximize the impact of your mistakes.
  • When everything is going good even stupid looks good.
  • Be generous!
  • Be generous and giving to your community.
  • Be generous to your team.
  • Be generous with customers. 
  • You need to have moral component to your business. 
  • By having a generous culture you team will act differently and function at a higher level.
  • When you have generous spirit it sparks creativity among your team members.

5. A higher calling matters: When you play for something bigger than you, you will fight harder, work harder, and achieve more.

  • Define your higher calling.
  • Why do you do what you do?
  • What gives you meaning and purpose?

Leave an amazing legacy!

  • How have Cathy family turned chicken into a higher calling?
  • Their on mission that is bigger than chicken!
  • They are shaping lives of teenagers all over country.
  • What you do for a living has got to be worth getting up every morning.
  • It has to energize you to go busting through all the walls.
  • You won’t do all it takes if you don’t have a higher calling.
  • Your organization must understand the Why? 
  • You better know what your why is and your team better know what your why is.
  • Got to have something that you are aiming at.
  • How cool would it be that you created thousands of millionaires like Microsoft did. Impacted so many lives in such a big way. Changed their family tree forever. 
  • Studying family businesses and how they transition from generation to generation.
  • One part of my higher calling is leaving legacy of those I have had a part in developing and sending them on their way to achieve bigger and better things. To observe them out there when they are doing their own thing, achieving great things on their own. That is rewarding to reflect back on the fact I had some part in their success. 
  • What will your legacy be?
  • What will the dash on your tombstone represent?
  • I am all about making my dash count for as much as possible by leaving a legacy that I can be proud of.

 


Mack Brown

Head Coach of the Texas Longhorns, 2009 Big 12 Coach of the Year

Notes from the John Maxwell Interview of Mack Brown

1. Armed Services of United States of America

Description of his recent visit to Middle East to visit military.

  • Player asked him to go to visit troops
  • Saw troops in Germany in hospital, many had lost arms, lost legs etc
  • Have to wear armor to visit
  • Not more dangerous than driving in Austin
  • On front lines, people die here everyday
  • Leadership is strong in armed forces
  • Teach leadership everyday
  • That is why we have academies
  • My job is to do what I am told
  • When our guys leave they may not come back, real stuff
  • Always thank troops for what they do!
  • Our troops are our true heroes
  • They sacrifice everyday for our freedoms
  • Let’s take care of their spouses and families here at home

2. Recruiting:

We all are either recruiting or being recruited.

You are a great recruiter, how do you do that?

  • I have coached lots good players. It is always easier to coach and win with good players, having good players makes me a good coach.

First they must have talent-we call it a 5 play guy, when watching film on the guy, if you can’t tell he is a great in 5 plays then he is not our guy.

You have to have great players to have great teams.

Secondly, the must have good character. We require a 3.0 GPA or above, to me if they are able to do this in high school they have displayed a good level of discipline to do enough of the right things and make enough good decisions over a period of time that it is much more likely they are a good kid and will fit into our program.

Thirdly, they must have played on a winning team, winning breads winning, if they have been winners, they will be more hunger and want to win a championship for us. If they have not been in that environment they are less likely to have the same hunger and will likely settle for less than winning as OK.

  • Our success is because we have recruited highly successful people to be on our teams, if you have been successful in the past you more likely to continue this pattern with us.

Fourth, I look to see if they have played for good, tough, demanding high school coaches. Have they been taught well, been in good system prior to coming to us. This increases the likelihood that they will be successful with our team.

Fifth, they need to have been good in school, a good student beyond academics, involved in the community etc.

  • I only get to pick 20 young men each year and we turn down 350 others in the state and that make lots of moms mad, but we must be very selective and pick on the best of the best in order to be successful.
  • If you get only 20 picks per year, each one must be good, each must be some of the best or you will fail, you will lose and not be employed any more.

 3. Purpose

What is your purpose for coaching?

  • You have to win or you can’t continue to do what you do. This is true no matter what it is that you do.
  • We must be financially successful, football pulled $93 million last year-spent $25 million to run program, so football supports most of the other sports programs at the university,
  • We gave $5 million back to school, able to give back and support school and other activities at the university. This is apart of our greater purpose and part of how we contribute to the larger success of university as a whole.
  • My long-term purpose is to try to recruit good young men, to give them an opportunity to have good experience while they are with us, to have some fun, learn how to win. The most important part of this job is that we prepare them for life. We don’t want their best days to be while they are with us. We want their best days to be ahead of them after they leave us. That can only happen if we do a good job of preparing them while they are with us.

Story about National Championship Game

Before Game Speech

  • Thank you for putting us in this position
  • Jerry Springer show-don’t ever go on this show, everyone laughed, I then told them to have fun during game, enjoy the experience!
  • Go out and do your best and fight hard.

After Game

  • Thank you for such a great performance, without you we could not have won the championship.
  • Be very careful as you leave here and celebrate this victory, all eyes are on you, don’t do something you will regret.
  • Finally and most importantly,

Dont let this be best moment of your life! 

  • This needs to be just the beginning of the rest of you life. Use this to get good job, as a stepping stone to the rest of you life.
  • Keep Growing and learning, got to move on and accomplish new and bigger things in the days ahead.
  • I don’t want to be talking to you when you are 30 or 40 and you look back and tell me that was the best days of your life, I would consider that as a failure because I did not prepare you for the life ahead.

 4. Handling Failure

Last year was not your best year, for lots of us participating in this event the last year was not our best year either with economy, job loses, financial set backs etc, how do you handle failure, how do you deal with setbacks?

  • Accept Responsibility: Acknowledge the failure and your part in it, own it, deal with the facts so you can turn things around.
  • Stop Complaining: if you don’t like where you’re working, either quit griping or quit.
  • Reinvent Yourself: You better get up and reinvent yourself everyday or you will lose your edge. If you are on top the competition is coming after you so you better be getting better and better each day or you will get passed up along the way.

I did not handle it very well, I am 60, and I don’t like losing. I don’t like having a season like that.

What I did learn last season?

  • It had gotten easy for us. We had got used to winning 10+ games and thought we just had to so up and that would happen again. Well it didn’t.
  • We hadn’t prepared the same.
  • We hadn’t worked as hard.
  • We didn’t have the same intensity as we had to get us to that point of winning 10 games each year.
  • We had lost our edge.

When it gets easy, you are about to be in trouble!

  • Began to think we would win just because of Texas on our shirt.
  • You better get up and reinvent yourself over and over.
  • You need to create an edge every day.
  • We lost who we were.
  • We were not working hard with the same edge.

Your worst day can ultimately be your most positive result!

It can cause you to go back and reflect on what happened.

It can cause you to refocus your efforts and begin to work to become better than you have ever been.

You must replace the complacent attitude with a new reinvented attitude with hunger and hard work to achieve new results.

What to do when you face failure?

  1. Take Responsibility
  2. Make changes
  3. Energy to Reinvent Yourself

I am attending the 2011 Chick-fil-A Leadercast today where more than 85,000 people are participating world-wide. I will be posting summaries of the speakers over the next several days.

Here is the first post from John Maxwell’s talk this morning.

John Maxwell

Leadership Expert & Best-Selling Author of The 21 Irrefutable Laws of Leadership

John spoke this morning on The Five Levels of Leadership from the new book he is writing that will be released under the same title in October of this year.

Here are the highlight of his talk.

5 Levels of Leadership

1. Position Level

2. Permission Level

3. Productivity Level

4. People Development Level

5. Pinnacle Level

Leadership

  • Everything rise and falls on leadership
  • Leadership is influence
  • If you increase your influence you increase your leadership
  • Leadership and influence are the same
  • Teach people how to increase their influence then they will increase their level of leadership
  • Leadership is verb not a noun, it is an action word, leadership is action.

Level 1-Position Level-this is where people follow us only due to our position in the organization.

  • We all start here, bottom level
  • Least amount of influence at this level
  • Follow due to position
  • It is here where you just became a leader, you got a position, now what
  • Many people come to me telling me they just became a leader, I know what they really mean is that they just got a position and thus think they have instantly become a leader.

The position does not make you a leader!

  • This is where we shape and define ourselves as leaders, where we learn and identify our abilities in the leadership arena.
  • Downside: the people who follow you will give you the least amount of their energy, trust,  devotion, time, ability and minds.

People don like to follow people because they have to!

  • These followers,  follow you just do so to get paid

What does a level 1 organization look like?

  • With the Level 1 leadership you will find people who are doing these activities at the end of the day:  At 4:30 everyone is clearing desk, 4:45 saying goodbyes, at 5:00 don’t want to be incumbered by anything, no personal relationship stuff on personal time,  4:50 going to restroom, must pee on company time, 4:55  changing shoes, at 5:00 everybody is gone!
  • How can people leave so fast? In organizations where positional leadership is in place people are careful with how they park,  they back in so they can get out of their fast.

Why am I not getting the best out of my people?  This is because of you are still at Level 1 displaying Positional Leadership!

Level 2-Permission Level: The key word at this level is relationships.  People follow you because they want to!

  • You have connected with your people
  • You like them and they like you
  • You are a supervisor that people like
  • Many in these positions are not likable
  • It is tough being in people business and have people not like you
  • Leadership is influence
  • Hard to influence someone if they don’t like you

3 Key Practices to Level 2 Leadership

  1. Listen-walk slowly thru crowd and hear what your people are saying.
  2. Observe-conscious of your teams members, understand who they are, how they think, what their strengths and weaknesses are.
  3. Learning-Leaders are learners, you must be learning and growing in order to become someone worthy of being followed.

Level 2 Leaders begin to display an attitude of Servanthood, they are becoming people who love to serve!

Level 3-Productivity Level

  • At this level you start to become an effective as a leader
  • Produce results at this level
  • Produce by example

People do what people see!

Too many leaders are like travel agents telling people to go where they have never been themselves!

  • As a leader you must be continually modeling things.
  • This is where you are becoming productive as a leader.
  • Here you become attractive to productive people

Law of Magnetism=We attract people who are like we are, not what we want!

  • Do you possess those qualities that you desire?
  • Who you are as a leader are the people you attract?

The more you grow, the easier it becomes to lead!

  • This is level where many of your problems are solved
  • Your problem is not your problem, not having momentum on your side is actually the problem.

Leaders create momentum!

Momentum is a problem solver!

  • Momentum and Level 3 leadership solves 80% of your problems

Prior to level 3 you spend much of your time solving problems

Level 4-People Development Level-the critical practice at this level is your ability as a leader to reproduce yourself in others by intentionally developing your people.

  • Most important asset to organization is your people
  • Leaders grow their organizations by growing their people
  • As your people  increase their capacity, the capacity of organization grows.

Keys to Great People Development

1. Recruitment-better person you bring in the more you can do with them

  • 80% of you success in equipping is in the front door, on who you bring
  • Must have the clear picture of what you are looking for.
  • Qualities
  • Character

2.  Positioning-put in the right place( Jim Collins, Good to Great, Bus illustration, right people on the bus in the right seats)

  • This is huge part of your success in developing your people!
  • Successful people have always positioned themselves well, put themselves in the positions where their strengths are.
  • Successful people are always working in their strength zone.
  • Successful leaders position other leaders well
  • They place their team members in positions to be successful by putting in  a position that fits their strengths.
  • Always observing other people and learning what they do well and don’t do well (see above about walking slowly through the crowd, your people, listening and observing them and learning about who they are)
  • Basketball scrimmage illustration: His high school coach always started year off by holding a scrimmage between the 1st and 2nd teams.  He always had the 1st team play out of position, eg, center play point guard and vice versa. He then had 2nd team play their natural positions. The 2nd team always beat the 1st team in this situation.
  • Having team members playing out of position weakens your team and frustrates them because they can’t be successful in such a situation.

If you are out of position you will never reach your full potential!

 Essential to Equipping Your Team Members Well

  1. I do it alone.
  2. I do it and you are with me. (you are watching me and learning from me)
  3. You do it and I am with you. (watching you and tweaking, fine tuning you, coaching you along the way, developing you)
  4. You do it alone, you don’t need me anymore.
  5. You do it and do it with somebody else.
Compounding begins when you have trained somebody who has trained somebody!
Level 5-Pinnacle Level-(Respect Leadership) At this level you have done so well with so many for so long that you are followed and respected just because of who you are.

People follow you just because of who you are!

  • Leadership is an always ongoing journey, it is always a learning process.

Take Home Exercise: Take  the people who you lead, put their names down, and then score yourself with each one of your people and determine what level you are on with each one.

  • This will enable you to know how to lead them.

Your people don’t see you from your perspective. Your people’s view of you and your directions is seen from the perspective of where they are on the leadership level grid.  Their reactions will each be different depending on where they are on the leadership level grid. You must take this into consideration as you lead and develop them.

  • Their reactions will vary according to their perspectives
  • Leadership is influence, increase your influence and then you increase your leadership