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Sep
19
 

“Great Leadership by definition is relentlessly development” and “leaders should turn in their leadership badge” if they don’t develop emerging leaders. These words from Bill Hybels during this year’s Global Leadership Summit cut me to my core. I examined the roles where I wear the “leadership badge” and honestly said that I am not developing others as I should.

This wakeup call resulted in a reinvention of those roles. Vision and direction are important, but people, including their development, are the highest priority.

Who do I develop? Some say pick those with highest potential and others say pick those who are struggling and here’s my list.

  1. A person whose gifts are clear and not being put to their full use
  2. A person who is all in with the purpose and mission of the organization
  3. A person who has embraced all the tools, resources and information they’ve been given
  4. A person who reminds you of you

How do I develop them? Bill gave us five things to do that I’ve put at the bottom of this post and here are my five for all leaders in any organization regardless of size or budget.

  1. Start a “Be With” program with them
  2. Explore and understand their gifts and help put them to full use
  3. Select a book (i.e. The Servant, Good To Great, The Anatomy of a Principled Leader, etc..), read it together and discuss it
  4. Assign them to a short term task force (from Bill’s list below)

Here’s Bill Hybels list of how to develop emerging leaders

  1. Put them in high challenge roles
  2. Assign them to a short term task force
  3. Give them real time feedback
  4. Give the coaching/mentoring
  5. Give them classroom workshops and seminars

How much time each week will you spend developing leaders?

Who will you start investing in today?

Jeff Harmon Jeff Harmon is the president of Brilliance Within Coaching & Consulting which specializes in developing servant leaders while helping them translate their strategies into actionable plans that drive business results. Jeff is the author of “The Anatomy of a Principled Leader.” Jeff has been developing leaders for nearly 20 years and has led the execution of over 100,000 hours of business strategy for information technology, financial services and non-profit organizations.

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