John C. Maxwell – Developing the Leaders Around You Responses.

Session 1 – Making a difference with people who can, want, and will make a different. (My Success Journey)  

This concept is about “making a difference with people who want to make a difference and can make a difference doing something that makes a difference”(Pg 3). It covers the idea that making a difference can only successfully happen if you are working with people who have the real motivation to make that difference. People without the motivation, nor the ability, can’t make a lasting impact and a good impact on what they’re trying to make the difference on. Additionally, just because you have more people, doesn’t mean that you will make more of a difference. “Quality over quantity”. I chose this concept because personally I’ve experienced the same thing where I gather a group people and they simply do not have the motivation to accomplish the group goal. There have also been instances where they joined the group for the perks of being in the group, not for what the group stands for. Therefore, the quality of work created by the members of the group is lower than what could potentially be produced if people with raw passion for the cause would’ve been in the group. In the future, I can use this concept when making committee groups. First, gauge the group to see who the best fit for the committee would be based off skill and experience, and then ask those people if they would be willing and passionate to work in the group. After, ask the whole population who would be interested and they can act like the passion behind the group because they actively choose to join, but of course filter those people because they might have alternative intentions rather than the group goal. 

 

Session 2 – Leaders have the ability to make things happen (The Picture of a Potential Leader)  

This concept describes how leaders are the ones who drive to make things happen. As George Crane said, “There is no future in any job. The future lies in the person who holds the job.” This concept is about how the ability to make things happen can only happen if the person doing the job can make it happen. There are four types of people that are involved with making things happen. Momentum breakers – say/do things that break momentum, momentum takers – say/do things that suck momentum, momentum fakers – say/do things that stage momentum, and momentum makers – say/do things to start momentum. These different people can affect momentum and how things happen, but keep in mind that if you can’t make something happen or move for yourself, you can’t make it happen for other people. This is relevant to me because I’ve met different people who display all four types of people who have momentum. I’ve experienced people who do things that stop the flow of the group, and I’ve met people who start the flow of the group. Interacting with these people on a personal level is what influenced me to pick this concept because I know what it feels like to talk to someone who doesn’t carry the group forward or pretends to have the skills to carry the group forward but realistically does not; this makes working in a committee/group very difficult. To apply this concept to group projects and committee work, you can encourage people to become positive influences on momentum. When I see someone being a momentum break, I can encourage them with positive reinforcement that they are the ones responsible for the job to make things happen and that the job can’t make itself happen.  

 

Session 3 – Model for people; people do what people see (Five thoughts about Modeling)  

This concept describes that people will do what is modelled. Although it is easier to teach what is right, rather than do what is right, people will continue to follow in the footsteps of someone they see as a mentor. Norman Vincent Peale said, “Nothing is more confusing than people who give good advice and set bad examples.” Similarly, no matter what you teach a child, they will insist on behaving like their parents. This concept has two types of leaders. The travel agent leader – which sends people to a destination, and a tour guide leader – who takes people to their destination. Learning about causing clarity, rather than confusion. I’ve experienced this not only in a group setting, where a leader encourages to stay on task, or be hasty with completing tasks but then not completing their own, but also just like the example – with my own parents as well. This contradiction creates a sort of momentum stopper within the group. Group members will doubt and halt their work because of the confusion, and it causes turmoil within the group’s efforts, which is something I’ve seen happen within my own group. To solve this is simple, if I didn’t do it, don’t teach it. Quite simply, practice what I preach. Not only will this implement an improved way for you to teach it because you will know it yourself, but it will also create a stronger example for you to teach to you whoever you mentor.  

 

Session 4 – Levels of leadership  

This concept describes the different levels of what it’s like to be a leader. Entry level leaders know where they are going, credibility leaders are able to take themself there, accepted level leaders are able to take followers there, and highest-level leaders are able to take other leaders there. The idea level to hit is the highest level of leadership, because that is when you know you have equipped other leaders. When you reach an accepted leader, you begin to equip people, but you want to reach above that. Equipping is a three-step process. I become the equipper, the person being equipped becomes a person developing others, which then becomes the person being equipped equips others. I relate to this because I have been in a position where I need to equip someone who would then need to equip someone else. This is experience is extremely prevalent when it comes to TALONS, because I need to equip the Gr. 9s with skills that will equip the future Gr. 9s after them, causing me to be extremely familiar with this process. Applying to the future is actually extremely important because eventually people will take your task, you may move up, or into a different positive, and equipping people to do your job is one of the priorities of a leader. A leader needs to equip another leader. Doing this by example is the best way to do it, but also putting them in a position of leadership close to the tasks you complete is a good way to equip them with good skills for leadership in the future. In the future, for trips and events, striving to hit the highest level of leadership should always be an important factor that assists the process in equipping