[leadership] developing the leaders around me

Session 1: The Law of Magnetism

Meaning: 

The Law of Magnetism, a main principle introduced in the first session of Developing the Leaders Around You, by John C. Maxwell, dictates that “Who You Are is Who You Attract.” People naturally gravitate towards others similar to themselves, especially in a leadership capacity. It takes a leader to attract other leaders because “it takes a leader to know [other leaders,] it takes a leader to show [other leaders, and] it takes a leader to grow [other leaders].” Thus, if you want to work with competent and exceptional leaders, you need to be an equally outstanding leader that can recognize, demonstrate for, and mentor other leaders. 

Personal Relevance:

One’s success is directly reflected by their peer group. I always aim to surround myself with people that I can grow from and be elevated by. But, I never really considered how to actively seek out those capable and similar-minded peers instead of waiting for them to gravitate toward me. Maxwell’s Law of Magnetism lesson equipped me to attract other distinguished leaders by spotting potential, modeling, and mentoring. This law made me more aware of what I can contribute to the people around me and what other people can derive from me.

Future Application:

For the future, I will emit the leadership qualities I want to see in my teammates. I will also intentionally search for potential leaders, demonstrate what I, as a leader, can offer them, and build elevating and supportive relationships both in and out of the TALONS program. 

 

Session 2: Leaders Think Differently – Leadership Thinkers

Meaning: 

In Session Two, Maxwell introduces the 10 different yet essential types of leadership thinkers revolving around the concept of “leaders think differently.” Everyone, when they are leading, is an assortment of different types of thinkers. These styles of thinking shape the decisions they make as a leader and influence their success as a leader.

  1. Big Picture Thinkers see ahead of others and more than others. They are visionaries that take risks for opportunities.
  2. Focused Thinkers have the ability to simplify problems and direct their attention to certain thoughts.
  3. Creative Thinkers are innovators who produce unorthodox solutions and ideas. 
  4. Realistic Thinkers “define reality.” They analyze every aspect of a situation and offer practical resolutions. 
  5. Strategic Thinkers are proactive achievers. They plan, in detail, to reach where they want to be, and they act on that plan. 
  6. Possibility Thinkers believe in possibilities and ignore limitations.
  7. Reflective Thinkers “turn[] experience into insight” and progress from those insights.
  8. Shared Thinkers value the thoughts and voices of others. They accomplish more as a group than on their own.
  9. Bottom-Line Thinkers aren’t limited by restrictions; they focus on their goal and accomplishing it. 
  10. Unselfish Thinkers puts other first and contribute everything they have to their team. They are compassionate communicators.

Personal Relevance:

I often struggle with autonomous growth, specifically identifying the areas I need to improve in and developing those specific areas. The 10 defined styles of leadership thinkers is a fundamental guide to self-improvement as a leader. Furthermore, it’s a crucial reminder to be fluid and approach leadership from different perspectives. For instance, though I identify as a mainly strategic, possibility, and creative thinker, I need to develop my shared and unselfish thinkings to maximize my function within a team. 

Future Application:

I will integrate the “leaders think differently” concept into the planning of TALONS events and trips by identifying and analyzing. I will identify the types of thinking I’m weak in and focus on those areas to grow my overall leadership capability. Moreover, I will also analyze my teammates for their dominant thinking styles and assign them tasks that will most efficiently utilize their strengths. 

 

Session 3: Modeling – Work on Yourself Before You Work On Others

Meaning:

Before one starts working on others, one must work on themselves. Maxwell, with the principle of “work on yourself before you work on others,” addresses the accountability of leaders. If leaders haven’t “done what [they are] about to ask others to do[, if leaders aren’t] doing what [they are] about to ask others to do[, if leaders aren’t] willing to do again, what [they are] about to ask others to do[, and if leaders can’t] do well what [they are] asking others to do,” then leaders can’t ask others to do that job. Without the credibility, leadership, connection, and respect bought by the confirmation of the above questions, a leader can’t motivate and mentor others. Therefore, before a leader works on others, they must work on themselves and ensure that they are qualified to work on others. 

Personal Relevance:

This concept resonates with me because of my personal experiences as a mentoree. When I was learning leadership skills a few years ago, I was assigned monetary tasks that my so-called mentor didn’t understand with the excuse that everyone specializes in different areas, and hence, leaders, when mentoring others and delegating tasks, don’t require credibility, leadership, connection, and respect. However, to me, the mentoree, it was utterly confusing and unfair. Maxwell’s “Work on Yourself Before You Work On Others” rule is critical in the modeling and mentoring process; it holds leaders accountable and when employed properly, develops both the mentor and the mentoree. 

Future Application:

In the future, when mentoring the grade nines, I will always seek the confirmation of the 4 essential motivational questions before I mentor others. I aim to model my personal experience, show my willingness, and demonstrate that I’m qualified to communicate my knowledge to others. Furthermore, I will be more mindful of where I am as a leader and continue to grow myself first.

 

Session 4: Equipping is a Three-Step Process

Meaning:

“Good leaders deliberately seek out and find potential leaders. Great leaders not only find them, but also equip them to be great leaders.” – John C. Maxwell

In the fourth session of Developing the Leaders Around You, Maxwell states that “equipping is a three-step process”: 

  1.  Equippers are Leaders 
  2. A person being equipped is a person being developed
  3. An equipped person equips others. 

The highest level of leaders equip and grow potential leaders to achieve their greatest potential together. These leaders become equipped. They find people with potential to equip. They equip others. Their goals aren’t concerning themselves; instead, they strive to share their knowledge with others and reproduce other influential leaders. 

Personal Relevance:

This three-step equipping process is one I strive to develop and internalize. Legacy in leadership is often unrecognized yet important, especially in a team setting. I want to better people other than myself, and I want to be an “equipped person equip[ping] others.” I hope to develop my own leadership abilities, seek out potential leaders, and invest myself in developing them and growing together. 

Future Application:

As the people we interact with are limited, it’s difficult to actively search for potential leaders to equip in a school environment. Nevertheless, in winter and spring, as I’m planning leadership events and adventure trips, I will strive to identify potential within TALONS and equip other leaders by mentoring and modeling. I will contribute all of my leadership experiences and skills to fulfilling greater potential together as this year’s TALONS students. 

Leave a Reply

Your email address will not be published. Required fields are marked *