instructor Hood's Key Ideas from The Ultimate Guide to Developing Leaders
by John C. Maxwell

Leaders must listen to understand and connect with their team members. Listening leads to a deeper comprehension of each individual’s needs, aspirations and perspectives. Effective listening goes beyond merely hearing the words someone says; it involves actively seeking meaning. By genuinely listening, leaders build trust and empathy, fostering stronger connections with their team members.

“Your goal is to equip people in such a way that they learn not only to do their job well, but to lead and to develop their own equipping leader’s mindset.”

Once you gain perspective on how your team operates and their professional goals, your job as a leader is to equip them with the necessary mindset and tools to excel in their positions. Be a role model worth following. People feel more inclined to learn and participate in development activities when they see their leaders vesting in personal and professional growth. Spend quality time playing team-building games, facilitating increased interactions, lessons and a shared experience.

“Telling others to do what you haven’t done yourself isn’t equipping. It’s bossing.”

Identify potential leaders within your organization. They are familiar with the organization’s performance and culture, which reduces the uncertainty and adaptation time associated with external hires. These internal candidates have already established influence among their peers, a critical component of effective leadership.

“The only way for any person to learn leadership is to lead. Leading isn’t a theoretical exercise.”

Once your leaders sit at the “table,” give them goals and the power to enact necessary changes. Discuss their core values individually to ensure they demonstrate integrity and authenticity and agree to be held accountable to these values. Evaluate their strengths and weaknesses. Have discussions to help them develop self-awareness.

“Only secure leaders give power to others.”

Developing new leaders means teaching them to access the motivation to push forward and grow. Giving your new leaders a purpose, autonomy, collaborative partners and the ability to tap into their drive creates sustainable forward progression.

The freedom to chart their own courses and make independent decisions motivates many leaders because it enhances their engagement and output. Leaders develop solid relationships and teamwork as they thrive on collaboration and the shared pursuit of objectives.

“People don’t determine their future. They determine their habits, which determine their future.”

Once your leaders have the drive, the next step in development involves making them work as a team. Creating a team of leaders boosts organizational resilience and eliminates blind spots. Ensure that leaders align with your organization’s vision and understand how their personal and team goals fit its purpose.

“A lot comes into play to develop a great team. That’s why championship teams are so difficult to create and lead.”

Choosing the best new leaders involves using the Pareto principle. This principle, applied to leadership, suggests that 80% of results often come from the top 20% of leaders. Focusing your mentoring efforts on the top 20% of your team maximizes efficiency and effectiveness.

Choose your mentees for their potential and commitment. Personalize your mentoring approach to address each leader’s unique needs, strengths and individual growth.

“Good mentors don’t hesitate to have difficult conversations with the people they mentor. They deal with the ‘elephants’ in the room even when others won’t.”