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WHY SHOULD I GROW AS A LEADER?

The higher the leadership, the greater the effectiveness.

often open my leadership conferences by explaining what I call the Law of the Lid because it helps people understand the

value of leadership. If you can get a handle on this principle, you will see the incredible impact of leadership on every aspect of life. So here it is: Leadership ability is the lid that determines a person's level of effectiveness. The lower an individual's ability to lead, the lower the lid on his potential. The higher the leadership, the greater the effectiveness. To give you an example, if your leadership rates an , then your effectiveness can never be greater than a !. If your leadership is only a ", then your effectiveness will be no higher than a #. $our leadership ability%for better or for worse%always determines your effectiveness and the potential impact of your organi&ation. Let me tell you a story that illustrates the Law of the Lid. In '(#), two young brothers named *ic+ and ,aurice moved from -ew .ampshire to /alifornia in search of the 0merican *ream. They had 1ust gotten out of high school, and they saw few opportunities bac+ home. So they headed straight for .ollywood where they eventually found 1obs on a movie studio set. 0fter a while, their entrepreneurial spirit and interest in the entertainment industry prompted them to open a theater in 2lendale, a town about five miles northeast of .ollywood. 3ut despite all their efforts, the brothers 1ust couldn't ma+e the business profitable, so they loo+ed for a better business opportunity.

0 -45 6 7768T9-IT$ In '(#!, the brothers opened a small drive:in restaurant in 7asadena, located 1ust east of 2lendale. 0s people in southern /alifornia became more dependent on their cars in the thirties, drive:in restaurants sprang up everywhere. /ustomers would drive into a par+ing lot around a small restaurant, place their orders with carhops, and receive their food on trays right in their cars. The food was served on china plates complete with glassware and metal utensils. *ic+ and ,aurice's tiny drive:in restaurant was a great success, and in '("), they moved the operation to San 3ernardino, a wor+ing:class boomtown fifty miles east of Los 0ngeles. They built a larger facility and expanded their menu from hot dogs, fries, and sha+es to include barbecued beef and por+ sandwiches, hamburgers, and other items. Their business exploded. 0nnual sales reached ;<)),))), and the brothers found themselves
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splitting ;=),))) in profits every year%a sum that put them in the town's financial elite. 3y '(" , their intuition told them that times were changing, so they made modifications to their restaurant business. They eliminated the carhops and started serving only wal+:up customers. They reduced their menu and focused on selling hamburgers. They eliminated plates, glassware, and metal utensils, switching to paper products instead. They reduced their costs and the prices they charged customers. They also created what they called the Speedy Service System. Their +itchen became li+e an assembly line, where each person focused on service with speed. Their goal was to fill each customer's order in thirty seconds or less. 0nd they succeeded. 3y the mid:'(=)s, annual revenue hit ;#=),))), and by then, *ic+ and ,aurice split net profits of about ; ')),))) each year. 5ho were these brothers> 6n the front of their small restaurant hung a neon sign that said simply , / * 6 - 0 L * ' S . 0 , 3 9 8 2 4 8 S . *ic+ and ,aurice ,c*onald had hit the great 0merican 1ac+pot, and the rest, as they say, is history, right> 5rong. The ,c*onalds never went any farther because their wea+ leadership put a lid on their ability to succeed.

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It's true that the ,c*onald brothers were financially secure. Theirs was one of the most profitable restaurant enterprises in the country, and their genius was in customer service and +itchen organi&ation, which led to a new system of food and beverage service. In fact, their talent was so widely +nown in food service circles that people from all over the country wanted to learn more about their meth: ods. 0t one point, they received as many as three hundred calls and letters every month. That led them to the idea of mar+eting the ,c*onald's concept. The idea of franchising restaurants had been around for several decades. To the ,c*onald brothers, it loo+ed li+e a way to ma+e money without having to open another restaurant themselves. In '(=<, they tried it, but their effort was a dismal failure. The reason was simple: They lac+ed the leadership necessary to ma+e it effective. *ic+ and ,aurice were good restaurant owners. They understood how to run a business, ma+e their systems efficient, cut costs, and increase profits. They were efficient managers. 3ut they were not leaders. Their thin+ing patterns clamped a lid down on what they could do and become. 0t the height of their success, *ic+ and ,aurice found themselves smac+:dab against the Law of the Lid.

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In '(=", the brothers hoo+ed up with a man named 8ay ?roc who was a leader. ?roc had been running a small company he founded, which sold machines for ma+ing mil+ sha+es. ,c*onald's was one

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of his best customers, and as soon as he visited the store, he had a vision for its potential. In his mind he could see the restaurant going nationwide in hundreds of mar+ets. .e soon struc+ a deal with *ic+ and ,aurice, and in '(==, he formed ,c*onald's System, Inc. @later called the ,c*onald's /orporationA. ?roc immediately bought the rights to a franchise so that he could use it as a model and prototype to sell other franchises. Then he began to assemble a team and build an organi&ation to ma+e ,c*onald's a nationwide entity. In the early years, ?roc sacrificed a lot. Though he was in his midfifties, he wor+ed long hours 1ust as he had when he first got started in business thirty years earlier. .e eliminated many frills at home, including his country club membership, which he later said added ten stro+es to his golfgame. *uring his first eight years with ,c*onald's, he too+ no salary. .e also personally borrowed money from the ban+ and against his life insurance to help cover the salaries of a few +ey leaders he wanted on the team. .is sacrifice and his leadership paid off. In '(B' for the sum of ;<.! million, ?roc bought the exclusive rights to ,c*onald's from the brothers, and he proceeded to turn it into an 0merican institution and global entity. The ClidC in the life and leadership of 8ay ?roc was obviously much higher than that of his predecessors. In the years that *ic+ and ,aurice ,c*onald had attempted to franchise their food service system, they managed to sell the concept to 1ust fifteen buyers, only ten of whom actually opened restaurants. 6n the other hand, the leadership lid in 8ay ?roc's life was s+y high. 3etween '(== and '(=(, ?roc succeeded in opening ')) restaurants. Dour years after that, there were =)) ,c*onald's. Today the company has opened more than <',))) restaurants in no fewer than ')) countries.' Leadership ability% or more specifically the lac+ of leadership ability%was the lid on the ,c*onald brothers' effectiveness.

S9//4SS 5IT.69T L40*48S.I7 I believe that success is within the reach of 1ust about everyone. 3ut I also believe that personal success without leadership ability brings only limited effectiveness. 0 person's impact is only a fraction of what it could be with good leadership. The higher you want to climb, the more you need leadership. The greater the impact you want to ma+e, the greater your influence needs to be. 5hatever you will accomplish is restricted by your ability to lead others. Let me give you a picture of what I mean. Let's say that when it comes to success, you're an @on a scale from ' to ')A. That's pretty good. I thin+ it would be safe to say that the ,c*onald brothers were in that range. 3ut let's also say that your leadership ability is only a '. $our level of effectiveness would loo+ li+e this:
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To increase your level of effectiveness, you have a couple of choices. $ou could wor+ very hard to increase your dedication to success and excellence%to wor+ toward becoming a '). It's possible that you could ma+e it to that level, though the law of diminishing returns says that your success will increase only to a certain point, after which, it fails to increase in proportion to the amount of wor+ you put into it. In other words, the effort it would ta+e to increase those last two points might ta+e more energy than it did to achieve the first eight. If you really +illed yourself, you might increase your success by that <= percent. 3ut you have another option. Let's say that instead you wor+ hard to increase your level of leadership. 6ver the course of time, you develop yourself as a leader, and eventually, your leadership ability becomes, say, a B. Eisually, the results would loo+ li+e the chart on the opposite page. 3y raising your leadership ability%without increasing your success dedication at all%you can increase your original effectiveness by =)) percentF If you were to raise your leadership to , where it matched your success dedication, you would increase your effectiveness by !)) percentF Leadership has a multiplying effect. I've seen its impact over and over again in all +inds of businesses and nonprofit organi&ations. 0nd that's why I've taught leadership for more than twenty:five years.
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Leadership ability is always the lid on personal and organi&ational effectiveness. If the leadership is strong, the lid is high. 3ut if it's not, then the organi&ation is limited. That's why in times of trouble, organi&ations naturally loo+ for new leadership. 5hen the country is experiencing hard times, it elects a new president. 5hen a church is floundering, it searches for a new senior pastor. 5hen a sports team +eeps losing, it loo+s for a new head coach. 5hen a company is losing money, it hires a new /46. 0 few years ago, I met *on Stephenson, the chairman of 2lobal .ospitality 8esources, Inc., of San *iego, /alifornia, an international hospitality advisory and consulting firm. 6ver lunch,

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I as+ed him about his organi&ation. Today he primarily does consulting, but bac+ then his company too+ over the management of hotels and resorts that weren't doing well financially. They oversaw many excellent facilities such as La /osta in southern /alifornia.
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*on said that whenever they came into an organi&ation to ta+e it over, they always started by doing two things: Dirst, they trained all the staff to improve their level of service to the customers, and second, they fired the leader. 5hen he told me that, I was at first surprised. C$ou always fire him>C I as+ed. C4very time>C CThat's right. 4very time,C he said. C*on't you tal+ to the person first%to chec+ him out to see if he's a good leader>C I said. C-o,C he answered. CIf he'd been a good leader, the organi&ation wouldn't be in the mess it's in.C 0nd I thought to myself, Of course. It's the Law of the Lid. To reach the highest level of effectiveness, you have to raise the lid%one way or another. The good news is that getting rid of the leader isn't the only way. Hust as I teach in conferences that there is a lid, I also teach that you can raise it.

.ow C A N I G R O W A S A L E A D E R ?
Leadership develops daily, not in a day.

ecoming a leader is a lot li+e investing successfully in the stoc+ mar+et. If your hope is to ma+e a fortune in a day,

you're not going to be successful. 5hat matters most is what you do day by day over the long haul. ,y friend Tag Short maintains, CThe secret of our success is found in our daily agenda.C If you continually invest in your leadership development, letting your CassetsC compound, the inevitable result is growth over time. 5hen I teach leadership at conferences, people inevitably as+ me whether leaders are born. I always answer, C$es, of course they are . . . I've yet to meet one that came into the world any other wayFC 5e all laugh, and then I answer the real Iuestion% whether leadership is something a person either possesses or doesn't. 0lthough it's true that some people are born with greater natural gifts than others, the ability to lead is really a collection of s+ills, nearly all of which can be learned and improved. 3ut that process doesn't happen overnight. Leadership is complicated. It

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has many facets: respect, experience, emotional strength, people s+ills, discipline, vision, momentum, timing%the list goes on. 0s you can see, many factors that come into play in leadership are intangible. That's why leaders reIuire so much seasoning to be effective. It was around the time I turned fifty that I truly began to understand the many aspects of leadership with clarity.

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5hether you do or don't have great natural ability for leadership, your development and progress will probably occur according to the following four phases: 7 . 0 S 4 I %I * 6 - ' T ? - 6 5 5 . 0 T I * 6 - ' T ? - 6 5 ,ost people fail to recogni&e the value of leadership. They believe that leadership is only for a few%for the people at the top of the corporate ladder. They have no idea of the opportunities they're passing up when they don't learn to lead. This point was driven home for me when a college president shared with me that only a handful of students signed up for a leadership course offered by the school. 5hy> 6nly a few thought of themselves as leaders. If they had +nown that leadership is influence, and that in the course of each day most individuals usually try to influence at least four other people, their desire might have been spar+ed to learn more about the sub1ect. It's unfortunate because as long as a person doesn't +now what he doesn't +now, he doesn't grow. 7.0S4
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9sually at some point in life, we are placed in a leader ship position only to loo+ around and discover that no one is following us. That's when we reali&e that we need to learn how to lead. 0nd of course, that's when it's possible for the process to start. 4nglish 7rime ,inister 3en1amin *israeli wisely commented, CTo be conscious that you are ignorant of the facts is a great step to +nowledge.C
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That's what happened to me when I too+ my first leadership position in '(B(. I had captained sports teams all my life and had been the student government president in col: lege, so I already thought I was a leader. 3ut when I tried to lead people in the real world, I found out the awful truth. That prompted me to start gathering resources and learning from them. I also had another idea: I wrote to the top ten leaders in my field and offered them one hundred dollars for a half hour of their time so that I could as+ them Iuestions. @That was Iuite a sum for me in '(B(.A Dor the next several years, my wife, ,argaret, and I planned every vacation around where those people lived. If a great leader in /leveland said yes to my reIuest, then that year we vaca:

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tioned in /leveland so that I could meet him. 0nd my idea really paid off. Those men shared insights with me that I could have learned no other way. 7 . 0 S 4 #%' 2 8 6 5 ST08TS
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5hen you recogni&e your lac+ of s+ill and begin the daily discipline of personal growth in leadership, exciting things start to happen. 0while bac+ I was teaching a group of people in *enver, and in the crowd I noticed a really sharp nineteen:year:old named 3rian. Dor a couple of days, I watched as he eagerly too+ notes. I tal+ed to him a few times during brea+s. 5hen I got to the part of the seminar where I emphasi&e that leadership is a process, I as+ed 3rian to stand up so that I could tal+ while everyone listened. I said, C3rian, I've been watching you here, and I'm very impressed with how hungry you are to learn and glean and grow. I want to tell you a secret that will change your life.C 4veryone in the whole auditorium seemed to lean forward. CI believe that in about twenty years, you can be a great leader. I want to encourage you to ma+e yourself a lifelong learner of leadership. 8ead boo+s, listen to tapes regularly, and +eep attending seminars. 0nd whenever you come across a golden nugget of truth or a significant Iuote, file it away for the future. CIt's not going to be easy,C I said. C3ut in five years, you'll see progress as your influence becomes greater. In ten years you'll develop a competence that ma+es your leadership highly effective. 0nd in twenty years, when you're only thirty:nine years old, if you've continued to learn and grow, others will li+ely start as+ing you to teach them about leadership. 0nd some will be ama&ed. They'll loo+ at each other and say, '.ow did he suddenly become so wise>' C3rian, you can be a great leader, but it won't happen in a day. Start paying the price now.C 5hat's true for 3rian is also true for you. Start developing your leadership today, and someday you will experience the effects of this process. 7 . 0 S 4 "%' S I , 7 L $ 2 6 3 4 / 0 9 S 4
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5hen you're in phase #, you can be pretty effective as a leader, but you have to thin+ about every move you ma+e. .owever, when you get to phase ", your ability to lead becomes almost automatic. 0nd that's when the payoff is larger than life. 3ut the only way to get there is to recogni&e the process and pay the price.

To L 4 0 * T 6 , 6 8 8 6 5 , L 4 0 8 - T 6 * 0 $ Leadership is developed daily, not in a day%that is reality. The good news is that your leadership ability is not static. -o matter where you're starting from, you can get better. That's true even for people who have stood on the world stage of leadership. 5hile most presidents of the 9nited States reach their pea+ while in office, others continue to grow and become better leaders

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afterward, such as former president Himmy /arter. Some people Iuestioned his ability to lead while in the 5hite .ouse. 3ut in recent years, /arter's level of influence has continually increased. .is high integrity and dedication in serving people through .abitat for .umanity and other organi&ations have made his influence grow. 7eople are now truly impressed with his life. DI2.TI-2 T698 50$ 9 7 There is an old saying: /hampions don't become champions in the ring%they are merely recogni&ed there. That's true. If you want to see where someone develops into a champion, loo+ at his daily routine. Dormer heavyweight champ Hoe Dra&ier stated, C$ou can map out a fight plan or a life plan. 3ut when the action starts, you're down to your reflexes. That's where your road wor+ shows. If you cheated on that in the dar+ of the morning, you're getting found out now under the bright lights.C' 3oxing is a good analogy for leadership development because it is all about daily preparation. 4ven if a person has natural talent, he has to prepare and train to become successful. 6ne of this country's greatest leaders was a fan of boxing: 7resident Theodore 8oosevelt. In fact, one of his most famous Iuotes uses a boxing analogy: It is not the critic who counts, not the man who points out how the strong man stumbled, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arenaJ whose face is marred by dust and sweat and bloodJ who strives valiantlyJ who errs and comes short again and againJ who +nows the great enthusiasms, the great devotions, and spends himself in a worthy causeJ who, at best, +nows in the end the triumph of high achievementJ and who, at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who +now neither victory nor defeat. 0 boxer himself, 8oosevelt was not only an effective leader, but he was the most flamboyant of all 9.S. presidents.

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T8 @which was 8oosevelt's nic+nameA was +nown for regular boxing and 1udo sessions, challenging horsebac+ rides, and long, strenuous hi+es. 0 Drench ambassador who visited 8oosevelt used to tell about the time that he accompanied the president on a wal+ through the woods. 5hen the two men came to the ban+s of a stream that was too deep to cross by foot, T8 stripped off his clothes and expected the dignitary to do the same so that they could swim to the other side. -othing was an obstacle to 8oosevelt. .is enthusiasm and stamina seemed boundless. 0s the vice presidential candidate in '()), he gave B!# speeches and traveled <),))) miles while campaigning for 7resident

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,c?inley. 0nd years after his presidency, while preparing to deliver a speech in ,ilwau+ee, 8oosevelt was shot in the chest by a would:be assassin. 5ith a bro+en rib and a bullet in his chest, 8oosevelt insisted on delivering his one:hour speech before allowing himself to be ta+en to the hospital.

866S4E4LT ST08T4* SL65 6f all the leaders this nation has ever had, 8oosevelt was one of the toughest%both physically and mentally. 3ut he didn't start that way. 0merica's cowboy president was born in ,anhattan to a prominent wealthy family. 0s a child, he was puny and very sic+ly. .e had debilitating asthma, possessed very poor eyesight, and was painfully thin. .is parents weren't sure he would survive. 5hen he was twelve, young 8oosevelt's father told him, C$ou have the mind, but you have not the body, and without the help of the body the mind cannot go as far as it should. $ou must make the body.C 0nd ma+e it he did. T8 began spending time every day building his body as well as his mind, and he did that for the rest of his life. .e wor+ed out with weights, hi+ed, ice:s+ated, hunted, rowed, rode horsebac+, and boxed. 3y the time T8 graduated from .arvard, he was ready to tac+le the world of politics. -o 6E48-I2.T S9//4SS 8oosevelt didn't become a great leader overnight, either. .is road to the presidency was one of slow, continual growth. 0s he served in various positions, ranging from -ew $or+ /ity 7olice /ommissioner to 7resident of the 9nited States, he +ept learning and growing. .e improved himself, and in time he became a strong leader. 8oosevelt's list of accomplishments is remar+able. 9nder his leadership, the 9nited States emerged as a world power. .e helped the country develop a first:class navy. .e saw that the 7anama /anal was built. .e negotiated peace between 8ussia and Hapan, winning a -obel 7eace 7ri&e in the process. 0nd when people Iuestioned T8's leadership%since he had become president when ,c?inley was assassinated%he campaigned and was reelected by the largest ma1ority of any president up to his time. 4ver the man of action, when 8oosevelt completed his term as president in '()(, he immediately traveled to 0frica where he led a scientific expedition sponsored by the Smithsonian Institution. 6n Hanuary B, '('(, at his home in -ew $or+, Theodore 8oosevelt died in his sleep. Then Eice 7resident ,arshall said, C*eath had to ta+e him sleeping, for if 8oosevelt had been awa+e, there would have been a fight.C 5hen they removed him from his bed, they found a boo+ under his pillow. 9p to the very last, T8 was still striving to learn and improve himself. If you want to be a leader, the good news is that you can do it. 4veryone has the potential, but it isn't accomplished overnight. It reIuires perseverance. 0nd you absolutely cannot ignore that becoming a leader is a process. Leadership doesn't develop in a day. It ta+es a lifetime.

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.ow C A N I B E C O M E D I S C I P L I N E D ?
The first person you lead is you.

t's a tough road to the top. -ot many people ever reach the place where they are considered one of the best at their wor+.

0nd even fewer are believed to be the best% ever. $et that's what Herry 8ice has achieved. .e is called the best person ever to play wide receiver in football. 0nd he has got the records to prove it. 7eople who +now him well say he is a natural. 7hysically his 2od:given gifts are incredible, yet those alone have not made him great. The real +ey to his success has been his self:discipline. .e wor+s and prepares%day in and day out%unli+e anyone else in professional football. *uring practice in high school, 8ice's coach, /harles *avis, made his players sprint twenty times up and down a forty:yard hill. 6n a particularly hot and muggy ,ississippi day, 8ice was ready to give up after eleven trips. 0s he snea+ed toward the loc+er room, he reali&ed what he was doing. C*on't Iuit,C he told himself. C3ecause once you get into that mode of Iuitting, then you feel li+e it's o+ay.C .e went bac+ and finished his sprints, and he has never been a Iuitter since. 0s a professional player, he has become famous for his ability to sprint up another hill%a rugged <.=:mile par+ trail in San /arlos, /alifornia%that 8ice ma+es a regular part of his wor+out schedule. 6ther top players try to +eep up with him on it, but they fall behind, astounded by his stamina. 3ut that's only a part of 8ice's regular routine. 4ven in the off:season, while other players are fishing or lying around en1oying downtime, 8ice is wor+ing, his normal exercise routine lasting from !:)) Hamie Lee /urtis loo+ li+e Hames 4arl Hones.C C5hat a lot of guys don't understand about Herry is that with him, football's a twelve:month thing,C says -DL cor:nerbac+
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?evin Smith. C.e's a natural, but he still wor+s. That's what separates the good from the great.C
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In '((!, 8ice climbed another hill in his career: he made a comebac+ from a devastating in1ury. 7rior to that, he had never missed a game in nineteen seasons of football, a testa: ment to his disciplined wor+ ethic and absolute tenacity. 5hen he blew out his +nee on 0ugust #', '((!, people thought he was finished for the season. 0fter all, only one player had ever had a similar in1ury and come bac+ in the same season%8od 5oodson. .e had rehabilitated his +nee in four and a half months. 8ice did it in three and a half% through sheer grit, determination, and incredible self: discipline. 7eople had never seen anything li+e it before, and they might not again. 0nd 8ice continues to build his records and his reputation while helping his team win.

0 * IS/I7LI-4* * I84/TI6Herry 8ice is a perfect example of the power of self:discipline. -o one achieves and sustains success without it. 0nd no matter how gifted a leader is, his gifts will never reach their maximum potential without the application of self:discipline. It positions a leader to go to the highest level and is a +ey to leadership that lasts. If you want to become a leader for whom self:discipline is an asset, follow these action points: /.0LL4-24 $698 4L/9S4S To develop a lifestyle of discipline, one of your first tas+s must be to challenge and eliminate any tendency to ma+e
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excuses. 0s Drench classical writer Drancois La 8ochefoucauld said, C0lmost all our faults are more pardonable than the methods we thin+ up to hide them.C If you have several reasons why you can't be self:disciplined, reali&e that they are really 1ust a bunch of excuses%all of which need to be challenged if you want to go to the next level as a leader. 84,6E4 84508*S 9-TIL
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0uthor ,i+e *elaney wisely remar+ed, C0ny business or industry that pays eIual rewards to its goof:offs and its eager: beavers sooner or later will find itself with more goof:offs than eager:beavers.C If you lac+ self:discipline, you may be in the habit of having dessert before eating your vegetables. 0 story illustrates the power of withholding rewards. 0n older couple had been at a campground for a couple of days when a family arrived at the site next to them. 0s soon as their sport: utility vehicle came to a stop, the couple and their three +ids piled

out. 6ne child hurriedly unloaded ice chests, bac+pac+s, and other items while the other two Iuic+ly put up tents. The site was ready in fifteen minutes. The older couple was ama&ed. C$ou fol+s sure do wor+ great together,C the elderly gentleman told the dad admiringly. C$ou 1ust need a system,C replied the dad. C-obody goes to the bathroom until camp's set up.C ST0$ D6/9S4*
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0uthor .. Hac+son 3rown Hr. Iuipped, CTalent without discipline is li+e an octopus on roller s+ates. There's plenty of movement, but you never +now if it's going to be for ward, bac+wards, or sideways.C If you +now you have talent, and you've seen a lot of motion%but little concrete results%you may lac+ self:discipline. Loo+ at last wee+'s schedule. .ow much of your time did you devote to regular, disciplined activities> *id you do anything to grow and improve yourself professionally> *id you engage in activities promoting good health> *id you dedicate part of your income to savings or investments> If you've been putting off those things, telling yourself that you'll do them later, you may need to wor+ on your self:discipline.

.ow S H O U L D I P R I O R I T I Z E M Y L I F E ?
The discipline to prioritize and the a ility to work toward a stated goal are essential to a leader's success. T.4 7084T6 7 8I-/I7L4 : T .4
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Twenty percent of your priorities will give you ) percent of your production, ID you spend your time, energy, money, and personnel on the top <) percent of yout priorities. uccess can be defined as the progressive realization of a predetermined goal. This definition tells us that the discipline to prioriti&e and the ability to wor+ toward a stated goal are essential to a leader's success. In fact, I believe they ate the +ey to leadership. ,any years ago, while wor+ing toward a business degree, I learned about the 7areto 7rinciple. It is commonly called the <)N ) principle. 0lthough I received little information about this principle at the time, I began applying it to my life. $ears later I find it is a most useful tool for determining priorities for any person's life or for any organi&ation.
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The solid lines on the illustration of the <)N ) 7rinciple above represent a person or organi&ation that spends time, energy, money, and personnel on the most important priorities. The result is a four:fold return in productivity. The dotted lines represent a person or organi&ation that spends time, energy, money, and personnel on the lesser priorities. The result is a very small return. 4L0,7L4S
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<) percent of our time produces ) percent of the results. /ounseling <) percent of the people ta+e up ) percent of our time. 7roducts <) petcent of the products bring in ) percent of the profit. 8eading <) percent of the boo+ contains ) percent of the content. Hob <) percent of our wor+ gives us ) percent of our satisfaction. Speech <) percent of the presentation produces ) percent of the impact. *onations <) percent of the people will give ) percent of the money. Leadership <) percent of the people will ma+e ) percent of the decisions. 7icnic <) percent of the people will eat ) percent
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4very leader needs to understand the 7ateto 7rinciple in the area of people oversight and leadership. Dor example, <) percent of the people in an organi&ation will be responsible for ) percent of the company's success. The following strategy will enable a leader to inctease the productivity of an organi&ation. '. *etetmine which people are the top <) percent producers.

<. Spend
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) percent of your Cpeople timeC with the top <) ) percent of yout personal development dollars ) percent

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". *etermine what <) percent of the wor+ gives

of the return and train an assistant to do the ) percent less: effective wor+. This Cfrees upC the producer to do what heNshe does best.

=. 0s+ the top <) percent to do on:the:1ob training for the

next <) percent. 8emember, we teach what we +nowJ we reproduce what we are. Li+e begets li+e. I teach this ptinciple at leadership conferences, and I am often as+ed, C.ow do I identify the top <) percent influencersNproducers in my organi&ation>C I suggest that you ma+e a list of evetyone in your company or department. Then as+ yourself this Iuestion about each individual: CIf this person ta+es a negative action against me or withdraws his or her support from me, what will the impact li+ely be>C If you won't be able to function, then put a chec+ mar+ next to that name. If the person can help you or hurt you, but cannot ma+e or brea+ you in terms of your ability to get important things done, then don't put a chec+ mar+ next to that name. 5hen you get through ma+ing the chec+ mat+s, you will have mar+ed between '= and <) percent of the names. Those are the vital relationships that need to be developed and given the proper amount of resources needed to grow the organi&ation. 6820-IG4
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8emember: It's not how hard you wor+J it's how smart you wor+. The ability to 1uggle three or four high priority pro1ects successfully is a must fot every leader. 0 LID4 I- 5.I/. 0-$T.I-2 264S 5ILL 9LTI,0T4L$ 34 0 LID4 I- 5.I/. -6T.I-2 264S. !rioritize "ssignments #igh Importance$#igh %rgency& Tac+le these pro1ects first. #igh Importance$Low %rgency& Set deadlines for completion and get these pro1ects wor+ed into your daily routine. Low Importance$#igh %rgency& Dind Iuic+, efficient ways to get this wor+ done without much petsonal involvement. If possible, delegate it to a Ccan doC assistant.

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Low Importance$Low %rgency& This is busy or repetitious wor+, such as filing. Stac+ it up and do it in one:half hour segments every wee+J get somebody else to do itJ or don't do it at all. 3efore putting off until tomorrow something you can do today, study it clearly. ,aybe you can postpone it indefinitely. /.66S4
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4very person is an initiator or reactor when it comes to planning. 0n example is our calendar. The Iuestion is not C5ill my calendar be full>C but C5ho will fill my calendar>C If we are leaders of others, the Iuestion is not C5ill I see people>C but C5ho will I see>C ,y observation is that leaders tend to initiate and followers tend to react. -ote the difference: L40*48S
Initiate LeadJ pic+ up phone and ma+e contact Spend time planningJ anticipate problems Invest time with people Dill the calendar by priorities

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8eact ListenJ wait for phone to ring Spend time living day:to:day reacting to problems Spend time with people Dill the calendar by reIuests

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,any times priorities are not blac+ or white, but many tones of gray. I have found that the last thing one +nows is what to put first. The following Iuestions will assist your priority process: 'hat is re(uired of me) 0 leader can give up anything except final responsibility. The Iuestion that must always be answered before accepting a new 1ob is C5hat is reIuired of me>C In other words, what do I have to do that no one but me can do> 5hatever those things are, they must be put high on the priority list. Dailure to do them will cause you to be among the unemployed. There will be many responsibilities of the levels under your position, but only a few that reIuire you to be the one and only one who can do them. *istinguish between what you have to do and what can be delegated to someone else. 'hat gives me the greatest return) The effort expended should approximate the tesults expected. 0 Iuestion I must continually as+ myself is, C0m I doing what I do best and receiving a good return for the organi&ation>C Three common problems in many organi&ations are:

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0buse: Too few employees are doing too much. *isuse: Too many employees ate doing too little.

,isuse: Too many employees are doing the wrong

things. 'hat is most rewarding) Life is too short not to be fun. 6ur best wor+ ta+es place when we en1oy it. Some time ago I spo+e at a leaders' conference where I attempted to teach this ptinciple. The title of my lecture was CTa+e This Hob and Love It.C I encouraged the audience to find something they li+ed to do so much they would gladly do it for nothing. Then I suggested they learn to do it so well that people would be happy to pay them for it. $ou en1oy yourself because you are ma+ing your contribution to the world.
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Success in your wor+ will be greatly increased if the three 8s %8eIuirements, 8eturn, 8eward%are similar. In other words, if the reIuirements of my 1ob are the same as my strengths that give me the highest return and doing those things brings me great pleasure, then I will be successful if I act on my priorities.

7 8I68IT$ 7 8I-/I7L4S 78I68ITI4S -4E48 CST0$ 79TC 7riorities continually shift and demand attention. .. 8oss 7erot said that anything that is excellent or praiseworthy stands moment:by:moment on the cutting edge and must be constantly fought for. 5ell:placed priorities always sit on Cthe edge.C To +eep priorities in place:

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4valuate: 4very month review the three 8s @8eIuirementsN8eturnN8ewardA. 4liminate: 0s+ yourself, C5hat am I doing that can be done by someone else>C 4stimate: 5hat are the top pro1ects you are doing this month and how long will they ta+e> 9-I,768T0-/4

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H love this principle. It's a little exaggetated but needs to be said. 5illiam Hames said that the art of being wise is Cthe art of +nowing what to overloo+.C The petty and the mundane steal much of our time. Too many ate living for the wrong things. *r. 0nthony /ampolo tells about a sociological study in which fifty people ovet the age of ninety:five were as+ed one Iuestion: CIf you could live your life over again, what would you do differently>C It was an open:ended Iuestion, and a multiplicity of answers came from these eldest of senior citi&ens. .owever, thtee answers constantly reemerged and dominated the results of the study. Those answers were:

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If I had it to do ovet again, I would teflect more. If I had it to do over again, I would ris+ more. If I had it to do over again, I would do more things that would live on after I am dead.

0 young concert violinist was as+ed the secret of her success. She replied, C7lanned neglect.C Then she explained, C5hen I was in school, there were many things that demanded my time. 5hen I went to my room after brea+fast, I made my bed, straightened the room, dusted the floor, and did whatever else came to my attention. Then I hurried to my violin practice. I found I wasn't progressing as I thought I should, so I reversed things. 9ntil my practice period was completed, accounts for my success.C' T.4 266* IS
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everything else. That program of planned neglect, I believe,

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comfortably into the reIuirements, return, and reward of our wor+> #ow to Break the Tie Between Two *ood Options

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0s+ your overseer or cowor+ers theit preference. /an one of the options be handled by someone else> If so, pass it on and wor+ on the one only you can do. 5hich option would be of more benefit to the customer> Too many times we are li+e the merchant who was so intent on ttying to +eep the store clean that he would never unloc+ the front doot. The real reason for running the store is to have customers come in, not to clean it upF

,a+e your decision based on the purpose of the organi&ation.

Too , 0 - $ 7 8 I 6 8 I T I 4 S 7 0 8 0 L $ G 4 9 S 4very one of us has loo+ed at our des+s filled with memos and papers, heard the phone ringing, and watched the door open all at the same timeF 8emember the Cfro&en feelingC that came over you> 5illiam .. .inson tells us why animal trainers carry a stool when they go into a cage of lions. They have theif whips, of course, and their pistols are at theit sides. 3ut invariably they also carry a stool. .inson says it is the most important tool of the trainer. .e holds the stool by the bac+ and thrusts the legs toward the face of the wild animal. Those who +now maintain that the animal tries to focus on all four legs at once. In the attempt to focus on all four, a +ind of paralysis overwhelms the animal, and it becomes tame, wea+, and disabled because its attention is frag: mented. @-ow we will have more empathy for the lions.A If you are overloaded with wor+, list the priorities on a separate sheet of paper efore you ta+e it to your boss and see what he will choose as the priorities. The last of each month I plan and lay out my priorities for the next month. I sit down with my assistant and have her place those pro1ects on the calendar. She handles hundreds of things for me on a monthly basis. .owever, when something is of .igh ImportanceN.igh 9tgency, I communicate that to her so it will be placed above other things. 0ll true leaders have learned to say no to the good in order to say yes to the best. 5.4- LITTL4 78I68ITI4S *4,0-* T66 ,9/. 7863L4,S 08IS4 8obert H. ,c?ain said, CThe reason most ma1or goals are not achieved is that we spend our time doing second things first.C
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6ften the little things in life trip us up. 0 tragic example is an 4astern 0irlines 1umbo 1et that crashed in the 4verglades of Dlorida. The plane was the now:famous Dlight ")', bound from
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-ew $or+ to ,iami with a heavy load of holiday passengers. 0s the plane approached the ,iami airport for its landing, the light that indicates proper deployment of the landing gear failed to light. The plane flew in a large, looping circle over the swamps of the 4vetglades while the coc+pit crew chec+ed to see if the gear actually had not deployed, or if instead the bulb in the signal light was defective. 5hen the flight engineet tried to remove the light bulb, it wouldn't budge, and the other members of the crew tried to help him. 0s they struggled with the bulb, no one noticed the aircraft was losing altitude, and the plane simply flew right into the swamp. *o&ens of people were +illed in the crash. 5hile an experienced crew of high:priced pilots fiddled with a seventy:five cent light bulb, the plane with its passengers flew right into the ground. TI,4 *40*LI -4S D68/4 9S
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5e find this in 7ar+inson's Law: If you have only one letter to write, it will ta+e all day to do it. If you have twenty letters to write, you'll get them done in one day. 5hen is our most efficient time in our wor+> The wee+ before vacationF 5hy can't we always run our lives the way we do the wee+ before we leave the office, ma+ing decisions, cleaning off the des+, tetutning calls> 9nder normal conditions, we are efficient @doing things rightA. 5hen time pressure mounts or emergencies arise, we become effective @doing the right thingsA. 4fficiency is the foundation for survival. 4ffectiveness is the foundation of success. 6n the night of 0pril '", '('<, the great ocean liner, the Titanic, crashed into an iceberg in the 0tlantic and san+, causing great loss of life. 6ne of the most curious stories to come from the disaster was of a woman who had a place in one of the lifeboats.

...........
She as+ed if she could return to her stateroom for something and was given 1ust three minutes. In her stateroom she ignored her own 1ewelry, and instead grabbed three oranges. Then she Iuic+ly returned to her place in the boat. Hust hours earlier it would have been ludicrous to thin+ she would have accepted a crate of oranges in exchange for even one small diamond, but circumstances had suddenly transformed all the values aboard the ship. The emergency had clarified her priorities. Too 6 D T 4 - 5 4 L 4 0 8 - T 6 6 L 0 T 4 5.0T IS 840LL$ I,768T0-T 2ary 8edding tells this story about Senator 7aul Tsongas of ,assachusetts. In Hanuaty '( " he announced that he would retire from the 9.S. Senate and not see+ reelection. Tsongas was a rising political star. .e was a strong favorite to be reelected, and had
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even been mentioned as a potential future candidate for the 7residency or Eice 7residency of the 9nited States. 0 few wee+s before his announcement, Tsongas had learned he had a form of lymphatic cancer which could not be cured but could be treated. In all li+elihood, it would not greatly affect his physical abilities or life expectancy. The illness did not force Tsongas out of the Senate, but it did fotce him to face the reality of his own mortality. .e would not be able to do everything he might want to do. So what were the things he really wanted to do in the time he had> .e decided that what he wanted most in life, what he would not give up if he could not have everything, was being with his family and watching his children grow up. .e would rather do that than shape the nation's laws of get his name in the history boo+s. Shortly after his decision was announced, a friend wrote a note to congratulate Tsongas on having his priorities straight. The note read: C-obody on his deathbed ever said, 'I wish I had spent more time on my business.'C

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.ow *o I D E V E L O P T R U S T ?
Trust is the foundation of leadership.

ne of the most important lessons a leader can learn is how trust wor+s. To me, it is a little li+e earning and spending

poc+et change. 4ach time you ma+e a good leadership decision, it puts change into your poc+et. 4ach time you ma+e a poor one, you have to pay out some of your change to the people. 4very leader has a certain amount of change in his poc+et when he starts in a new leadership position. Drom then on, he either builds up his change or pays it out. If he ma+es one bad decision after another, he +eeps paying out change. Then one day, after ma+ing one last bad decision, he is going to reach into his poc+et and reali&e he is out of change. It doesn't even matter if the blunder was big or small. 5hen you're out of change, you're out as a leader. 0 leader's history of successes and failures ma+es a big dif: ference in his credibility. $our people +now when you ma+e mista+es. The real Iuestion is whether you're going to 'fess up. If you do, you can often Iuic+ly regain their trust. I've learned firsthand that when it comes to leadership, you 1ust can't ta+e shortcuts, no matter how long you've been leading your people.

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There are three Iualities a leader must exemplify to build trust: competence, connection, and character. 7eople will forgive occasional mista+es based on ability, especially if they can see that you're still growing as a leader. 3ut they won't trust someone who has slips in character. In that area, even occasional lapses are lethal. 0ll effective leaders +now this truth. 7epsi/o chairman and /46 /raig 5eatherup ac+nowledges, C7eople will tolerate honest mista+es, but if you violate their trust you will find it very difficult to ever regain their confidence. That is one reason that you need to treat trust as your most precious asset. $ou may fool your boss but you can never fool your colleagues or subordinates.C 2eneral .. -orman Schwar&+opf points to the significance of character: CLeadership is a potent combination of strategy and character. 3ut if you must be without one, be without strategy.C /haracter and leadership credibility always go hand in hand. 0nthony .arrigan, president of the 9.S. 3usiness and Industrial /ouncil, said, The role of character always has been the +ey factot in the rise and fall of nations. 0nd one can be sute that 0metica is no exception to this tule of histoty 5e won't sutvive as a countty because we are smartet or more sophisticated but because we
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are%we hope%stronger inwardly. In short, chatacter is the only effective bul:wat+ against internal and external forces that lead to a country's disintegtation or collapse. /haracter ma+es trust possible. 0nd trust ma+es leadership possible.

/.080/T48 /6,,9-I/0T4S /haracter communicates many things to followers: /.080/T 48 /6,,9-I/0T4S /6-SIST4-/$ Leaders without inner strength can't be counted on day after day because their ability to perform changes constantly. -30 great Herry 5est commented, C$ou can't get too much done in life if you only wor+ on the days when you feel good.C If your people don't +now what to expect from you as a leader, at some point they won't loo+ to you for leadership.
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Thin+ about what happened in the late '( )s. Several high: profile /hristian leaders stumbled and fell due to moral issues. That lac+ of consistency compromised their ability to lead their people. In fact, it gave a blac+ eye to every pastor across the nation because it caused people to become suspicious of all church leaders, regardless of their personal trac+ records. The flawed charactet of those fallen leaders destroyed the foundation for theif leadership. 5hen I thin+ of leaders who epitomi&e consistency of chatacter, the first person who comes to mind is 3illy 2taham. 8egardless of personal religious beliefs, everybody trusts him. 5hy> 3ecause he has modeled high character for more than half a century. .e lives out his values every day. .e never ma+es a commitment unless he is going to +eep it. 0nd he goes out of his way to personify integrity. /.080/T 48 /6,,9-I/0T4S 76T4-TI0L Hohn ,orley observed, C-o man can climb out beyond the limitations of his own character.C That's especially true when it comes to leadership. Ta+e, for instance, the case of -.L coach ,i+e ?eenan. 0s of mid:'((!, he had a noteworthy record of professional hoc+ey victories: the fifth greatest number of regular: season wins, the third greatest number of play:off victories, six division titles, four -.L finals appearances, and one Stanley /up. $et despite those commendable credentials, ?eenan was unable to stay with a single team for any length of time. In eleven and a half seasons, he coached four different teams. 0nd aftet his stint with the fourth team%the St. Louis 3lues%he was unable to land a 1ob for a long time. 5hy> Spottswriter 4. ,. Swift said of ?eenan, CThe reluctance to hire ?eenan is easily explicable.

4verywhere he has been, he has alienated players and management.C' 4vidently, his players didn't trust him. -either did the ownets, who were benefiting from seeing their teams win. /raig 5eatherup explains, C$ou don't build trust by tal+ing about it. $ou build it by achieving results, always with integrity and in a manner that shows real personal regard for the people with whom you wor+.C< 5hen a leader's character is strong, people trust him, and they trust in his ability to release their potential. That not only gives followers hope for the future, but it also promotes a strong belief in themselves and their organi&ation. /.080/T 48 /6,,9-I/0T4S 84S74/T 5hen you don't have strength within, you can't earn respect without. 0nd respect is absolutely essential for lasting leadership. .ow do leaders earn respect> 3y ma+ing sound decisions, admitting their mista+es, and putting what's best for their followers and the organi&ation ahead of their personal agendas. 0 leader's good character builds trust among his followers. 3ut when a leader brea+s trust, he forfeits his ability to lead. I was again reminded of this while listening to a lesson taught by my friend 3ill .ybels. Dour times a year, he and I teach a seminar called CLeading and /ommunicating to /hange Lives.C 3ill was conducting a session titled CLessons from a Leadership -ightmare,C and he shared observations and insights on some of the leadership mista+es made by 8obert ,c-amara and the Hohnson administration during the Eietnam 5ar: the administration's inability to prioriti&e multiple challenges, its acceptance of faulty assumptions, and Hohnson's failure to face serious staff conflicts. 3ut in my opinion, the greatest insight 3ill shared during that tal+ concerned the failure of 0merican

leaders, including ,c-amara, to face and publicly admit the terrible mista+es they had made concerning the war in Eietnam. Their actions bro+e trust with the 0merican people, and the 9nited States has been suffering from the repercussions ever since. -o leader can brea+ trust with his people and expect to +eep the same level of influence with them. Trust is the foundation of leadership. Eiolate your people's trust, and you're through as a leader.

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.ow C A N I E F F E C T I V E L Y C A S T VISION?

+ou can seize only what you can see.

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ne of the great dreamers of the twentieth century was 5alt *isney. 0ny person who could create the first sound

cartoon, first all:colot cartoon, and first animated feature:length motion pictute is definitely someone with vision. 3ut *isney's greatest masterpieces of vision were *isneyland and 5alt *isney 5orld. 0nd the spar+ for that vision came from an unexpected 3ac+ when 5alt's two daughters were young, he too+ them to an amusement par+ in the Los 0ngeles area on Saturday mornings. .is girls loved it, and he did too. 0n amusement par+ is a +id's paradise, with wonderful atmosphere. 5alt was especially captivated by the carousel. 0s he approached it, he saw a blur of bright images racing around to the tune of energetic calliope music. 3ut when he got closer and the carousel stopped, he could see that his eye had been fooled. .e observed shabby horses with crac+ed
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and chipped paint. 0nd he noticed that only the horses on the outside row moved up and down. The others stood lifeless, bolted to the floor. The cartoonist's disappointment inspired him with a grand vision. In his mind's eye he could see an amusement par+ where the illusion didn't evaporate, where children and adults could en1oy a carnival atmosphere without the seedy side that accompanies some circuses or traveling carnivals. .is dream became *isneyland. 0s Larry Taylor stated in Be an Orange, 5alt's vision could be summari&ed as, C-o chipped paint. 0ll the horses 1ump.C L66? 34D684 $69 L40* Eision is everything for a leader. It is utterly indispensable. 5hy> 3ecause vision leads the leader. It paints the target. It spar+s and fuels the fire within, and draws him forward. It is also the fire lighter for others who follow that leader. Show me a leader without vision, and I'll show you someone who isn't going anywhere. 0t best, he is traveling in circles. To get a handle on vision and how it comes to be a part of a good leader's life, understand these things: EISI6- ST08TS 5IT.I5hen I'm teaching at conferences, someone will occasionally as+ me to give him a vision for his organi&ation. 3ut I can't do it. $ou can't buy, beg, or borrow vision. It has to come from the inside. Dor *isney, vision was never a problem.

B 3ecause of his creativity and desire for excellence, he always saw what could be. If you lac+ vision, loo+ inside yourself. *raw on your natural gifts and desires. Loo+ to your calling if you have one. 0nd if you still don't sense a vision of your own, then consider hoo+ing up with a leader whose vision resonates with you. 3ecome his partner. That's what 5alt *isney's brothet, 8oy, did. .e was a good businessman and leader who could ma+e things happen, but 5alt provided the vision. Together, they made an incredible team. EISI6- *805S
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Eision isn't some mystical Iuality that comes out of a vacuum, as some people seem to believe. It grows from a leader's past and the history of the people around him. That was the case for *isney. 3ut it's true for all leaders. Tal+ to any leader, and you're li+ely to discover +ey events in his past that were insttumental in the creation of his vision. EISI6- ,44TS 6T.48S' -44*S True vision is far:reaching. It goes beyond what one individual can accomplish. 0nd if it has real value, it does more than 1ust include othersJ it adds value to them. If you have a vision that doesn't serve others, it's probably too small. EISI6- .4L7S $69 20T.48 84S698/4S 6ne of the most valuable benefits of vision is that it acts li+e a magnet%attracting, challenging, and uniting people. It also rallies finances and other resources. The greater the vision, the more winners it has the potential to attract. The more challenging the vision, the harder the participants fight to achieve it. 4dwin Land, the founder of 7olaroid, advised, CThe first thing you do is teach the person to feel that the vision is very important and nearly impossible. That draws out the drive in winners.C Docus L IST4-I-2

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5here does vision come from> To find the vision that is indispensable to leadership, you have to become a good listener. $ou must listen to several voices. T.4 I--48 E6I/4 0s I have already said, vision starts within. *o you +now your life's mission> 5hat stirs your heart> 5hat do you dream about> If what you're pursuing doesn't come from a desire within%from the very depths of who you are and what you believe%you will not be able to accomplish it. T.4 9-.077$ E6I/4 5here does inspiration for great ideas come from> Drom noticing what doesn't wor+. *iscontent with the status (uo is a great catalyst for vision. 0re you on complacent cruise control> 6r do you find yourself itching to change your world> -o great leader in history has fought to prevent change.

B T.4 S9//4SSD9L E6I/4 -obody can accomplish great things alone. To fulfill a big vision, you need a good team. 3ut you also need good advice from someone who is ahead of you in the leadership 1ourney. If you want to lead othets to greatness, find a mentor. *o you have an adviser who can help you sharpen your vision> T.I-? 0369T 5.0T $69'* LI?4 T6 S44 /.0-24 I- T.4 568L* 0869-* $69. T.4
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0lthough it's true that your vision must come from within, you shouldn't let it be confined by your limited capabilities. 0 truly valuable vision must have 2od in it. 6nly .e +nows your full capabilities. .ave you loo+ed beyond youtself, even beyond your own lifetime, as you've sought your vision> If not, you may be missing your true potential and life's best for you.

I...........
To improve your vision, do the following: living it. makes you dream) 'hat gives you energy)

,easure yourself. If you have previously thought about the vision for your life and articulated it, measure how well you are carrying it out. Tal+ to several +ey people, such as your spouse, a close friend, and +ey employees, as+ing them to state what they thin+ your vision is. If they can articulate it, then you ate probably -o a gut check. If you haven't done a lot of wor+ on vision, spend the next several wee+s or months thin+ing about it. /onsider what really impacts you at a gut level. 'hat makes you cry) 'hat 0lso thin+ about what you'd li+e to see change in the world around you. 5hat do you see that isn't%but could be> 6nce your ideas start to become clearer, write them down and tal+ to a mentor about them. Drom '(<# to '(==, 8obert 5oodruff served as president of /oca:/ola. *uring that time, he wanted /oca:/ola to be available to every 0merican serviceman around the world for five cents, no matter what it cost the company. 5hat a bold goalF 3ut it was nothing compared to the bigger picture he could see in his mind's eye. In his lifetime, he wanted evety person in the world to have tasted /oca:/ola. 5hen you loo+ deep into your heart and soul for a vision, what do you see>

PART 3

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WHY IS INFLUENCE IMPORTANT?
The true measure of leadership is influence. nothing more, nothing less.

f you don't have influence, you will never be able to lead others. So how do you find and measure influence> .ere's a

story to answer that Iuestion. In late summer of '((!, people were 1olted by two events that occurred less than a wee+ apart: the deaths of 7rincess *iana and ,other Teresa. 6n the surface, the two women could not have been mote different. 6ne was a tall, young, glamorous princess from 4ngland who circulated in the highest society. The other, a -obel 7eace 7ri&e recipient, was a small, elderly /atholic nun born in 0lbania, who served the poorest of the poof in /alcutta, India. 5hat's incredible is that their impact was remar+ably similar. In a '((B poll published by the London -aily ,ail, 7rincess *iana and ,other Teresa were voted in first and second places as the world's two most caring people. That's something that doesn't happen unless you have a lot of influence. .ow did someone li+e *iana come to be regarded in the same way as ,other Teresa> The answer is that she demonsttated the powet of influence.

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In '( ', *iana became the most tal+ed:about person on the globe when she married 7rince /harles of 4ngland. -early one billion people watched *iana's wedding ceremony televised from St. 7aul's /athedtal. 0nd since that day, it seemed people never could get enough news about her. 7eople were intrigued with *iana, a commoner who had once been a +indergarten teacher. 0t fitst she seemed painfully shy and totally overwhelmed by all the attention she and her new husband were receiving. 4arly in their marriage, some reports stated that *iana wasn't very happy performing the duties expected of het as a royal princess. .owever, in time she ad1usted to her new role. 0s she started traveling and representing the royal family around the world at various functions, she Iuic+ly made it her goal to serve others and raise funds for numerous charitable causes. 0nd during the process, she built many important relationships%with politicians, organi&ers of humanitarian causes, entertainers, and heads of state. *iana started rallying people to causes such as medical research for 0I*S, care for people with leprosy, and a ban on land mines. She was Iuite influential in bringing that last issue to the

B attention of the world's leaders. 6n a visit to the 9nited States 1ust months before her death, she met with membefs of the /linton administration to convince them to support the 6slo conference banning the devices. 0nd a few wee+s later, they made changes in their position. 7atric+ Duller of the 3ritish 8ed /ross said, CThe attention she drew to the issue influenced /linton. She put the issue on the world agenda, there's no doubt about that.C<

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In the beginning, *iana's title had merely given her a platform to address others, but she soon became a person of influence in her own right. In '((B when she was divorced from 7rince /harles, she lost her title, but that loss didn't at all diminish her impact on others. Instead, her influence continued to increase while that of her former husband and in:laws declined%despite their royal titles and position. Ironically, even in death *iana continued to influence others. 5hen her funeral was broadcast on television and 33/ 8adio, it was translated into forty:fout languages. -3/ estimated that the total audience numbered as many as <.= billion people%more than twice the number of people who watched her wedding.
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7rincess *iana has been characteri&ed in many ways. 3ut one word that I've never heard used to describe her is leader. $et that's what she was. 9ltimately,
she made things happen because she was an influencer, and leadership is influence%nothing more, nothing less.

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There are plenty of misconceptions and myths that people embrace about leaders and leadership. .ere are five common ones:
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while management focuses on maintaining systems and processes. The best way to test whether a person can lead rather than 1ust manage is to as+ him to create positive change. ,anagers can maintain direction, but they can't change it. To move people in a new direction, you need influence.

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,0-024,4-T ,$T. 0 widespread misunderstanding is that leading and managing are one and the same. 9p until a few years ago, boo+s that claimed to be on leadership were often really about management. The main difference between the two is that leadership is about influencing people to follow,

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T.4 4-T84784-498 ,$T. DreIuently, people assume that all salespeople and entte:

preneurs are leaders. 3ut that's not always the case. $ou may femembet the 8onco commercials that appeated on television years ago. They sold items such as the Eeg:6:,atic, 7oc+et Disherman, and Inside:the:Shell 4gg Scrambler. Those products were the brainchildren of an entrepreneur named 8on 7opeil. /alled the salesman of the century, he has also appeared in numerous infomercials for products such as spray:on relief for baldness and food dehydrating devices. 7opeil is certainly enterprising, innovative, and successful, especially if you measure him by the ;#)) million in sales his products have earned. 3ut that doesn't ma+e him a leader. 7eople may be buying what he has to sell, but they're not following him. 0t best, he is able to persuade people for a moment, but he holds no long:term influence with them.
#.

T.4 ?-65L4*24 ,$T. Sir Drancis 3acon said, C?nowledge is power.C ,ost people,

believing power is the essence of leadership, naturally assume that those who possess +nowledge and intelligence are leaders. 3ut that isn't automatically true. $ou can visit any ma1or university and meet brilliant research scientists and philosophers whose ability to thin+ is so high that it's off the charts, but whose ability to lead is so low that it doesn't even register on the charts. IO doesn't necessarily eIuate to leadership.
".

T.4 7I6-448 ,$T. 0nothet misconception is that anyone who is out in front of the

crowd is a leader. 3ut being first isn't always the same as leading. Dor example, Sir 4dmund .illary was the first man to reach the summit of ,ount 4verest. Since his historic ascent in '(=#, many people have CfollowedC him in achieving that feat. 3ut that doesn't ma+e .illary a leader. .e wasn't even the leader on that particular expedition. Hohn .unt was. 0nd when .illary traveled to the South 7ole in '(= as part of the /ommonwealth Trans:0ntatctic 4xpedition, he was accompanying another leader, Sir Eivian Duchs. To be a leader, a person has to not only be out front, but also have people intentionally coming behind him, following his lead, and acting on his vision. =. T . 4 7 6 S I T I 6 - , $ T . The greatest misunderstanding about leadership is that people thin+ it is based on position, but it's not. Stanley .uffty affirmed, CIt's not the position that ma+es the leaderJ it's the leader that ma+es the position.C Loo+ at what happened several years ago at /ordiant, the advertising agency formerly +nown as Saatchi P Saatchi. In '((", institutional investors at Saatchi P Saatchi forced the board of directors to dismiss ,aurice Saatchi, the company's /46. 5hat was the result> Several executives followed him out. So did many of the company's largest accounts, including 3ritish 0irways and ,ars, the candy ma+er. Saatchi's influence was so great that his departure caused the company's stoc+ to fall immediately from

B ; Q to ;" per share.< Saatchi lost his title and position, but he continued to be the leader.

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I personally learned the significance of influence when I accepted my first 1ob out of college at a small church in rural Indiana. I went in with all the right credentials. I was hired as the seniot pastor, which meant that I possessed the position and title of leadet in that organi&ation. I had the proper college degree. I had even been ordained. In addition, I had been trained by my father who was an excellent pastor and a very high:profile leader in the denomination. It made fot a good:loo+ing resume%but it didn't ma+e me a leader. 0t my fust boatd meeting, I Iuic+ly found out who was the real leader of that church. 3y the time I too+ my next position three years later, I had learned the importance of influ : ence. I recogni&ed that hard wor+ was reIuired to gain influence in any organi&ation and to earn the right to become the leader.

L 40*48S.I7 5IT.69T L4E48024 I admire and respect the leadership of my good friend 3ill .ybels, the senior pastor of 5illow /ree+ /ommunity /hurch in South 3arrington, Illinois, the largest church in -orth 0merica. 3ill says he believes that the church is the most leadership:intensive enterprise in society. 0 lot of businesspeople I +now are surprised when they hear that statement, but I thin+ 3ill is right. 5hat is the basis of his belief> 7ositional leadetship doesn't wor+ in volunteer organi&ations. If a leader doesn't have leverage%or influence% then he is ineffective. In other organi&ations, the person who has position has incredible leverage. In the military, leaders can use ran+ and, if all else fails, throw people into the brig. In business, bosses have tremendous leverage in the form of salary, benefits, and per+s. ,ost followers are pretty cooperative when their liveli: hood is at sta+e.
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3ut in voluntary organi&ations, such as churches, the only thing that wor+s is leadership in its purest form. Leaders have only their influence to aid them. 0nd as .arry 0. 6verstreet observed, CThe very essence of all power to influence lies in getting the other person to participate.C Dollowers in voluntary organi&ations cannot be forced to get on boatd. If the leader has no influence with them, then they won't follow. If you are a businessperson and you really want to find out whether your people are capable of leading, send them out to volunteer their time in the community. If they can get people to follow them while they'te serving at the 8ed

B /ross, a 9nited 5ay shelter, or their local church, then you +now that they really do have influence% and leadership ability. .ere is my favorite leadership proverb: C.e who thin+s he leads, but has no followers, is only ta+ing a wal+.C If you can't influence others, they won't follow you. 0nd if they won't follow, you're not a leader. -o matter what anybody else tells you, temember that leadership is influence%nothing mote, nothing less.

.ow D O E S I N F L U E N C E W O R K ?
/eal leadership is eing the person others will gladly and confidently follow.

ociologists tell us that even the most introverted individual influences ten thousand other people during his or her

lifetimeF This ama&ing statistic was shared with me by my associate Tim 4lmore. Tim and I concluded that each one of us is both influencing and being influenced by others.

I -DL94-/4 /0- 34 *4E4L674* The prominent leader of any group is Iuite easily discovered. Hust observe the people as they gather. If an issue is to be decided, who is the person whose opinion seems most valuable> 5ho is the one with whom people Iuic+ly agree> ,ost importantly, who is the one the others follow> 8obert *ilenschneider, the /46 of .ill and ?nowlton, a worldwide public relations agency, is one of the nation's
!'

ma1or influence bro+ers. .e s+illfully weaves his persuasive magic in the global arena where governments and mega: corporations meet. .e wrote a boo+ entitled !ower and In1 fluence, in which he shares the idea of the Cpower triangleC to help leaders get ahead. .e says, CThe three components of this triangle are communication, recognition, and influence. $ou start to communicate effectively. This leads to recognition and recognition in turn leads to influence.''' T.4 L4E4LS L 40*48S.I7

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5e can increase our influence and leadership potential if we understand the following levels of leadership:
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L4E4L i: 76SITI6-::7467L4 D6LL65 34/09S4 T.4$ .0E4 T6 This is the basic entry level of leadership. The only influence you have is that which comes with a title. 7eople who stay at this level get into territorial rights, protocol, ttadition, and organi&ational charts. These things are not negative unless they become the basis for authority and influence, but they are poor substitutes for leadership s+ills. 0 person may be Cin controlC because he has been ap: pointed to a position. In that position he may have authority. 3ut real leadership is more than having authorityJ it is more than having the technical training and following the proper procedures. 8eal leadership is being the person others will gladly and confidently follow. 0 real leader +nows the difference between being the boss and being a leadet.

M M M M M

The boss drives his wor+ersJ the leader coaches them. The boss depends upon authorityJ the leader on goodwill. The boss inspires fearJ the leader inspires enthusiasm. The boss says CICJ the leader, Cwe.C The boss fixes the blame for the brea+downJ the leadet fixes the brea+down.

2haracteristics of a 3!ositional Leader3 0ecurity is ased on title, not talent. The story is told of a private in 5orld 5ar I who shouted on the battlefield, C7ut out that matchFC only to find to his chagrin that the offender was 2eneral C3lac+1ac+C 7ershing. 5hen the private, who feared severe punishment, ttied to stammer out his apology, 2eneral 7ershing patted him on the bac+ and said, CThat's all right, son. Hust be glad I'm not a second lieutenant.C The point should be clear. The higher the pet:son's level of true ability and the resulting influence, the more secure and confident he becomes. This level is often gained y appointment. 0ll other levels are gained by ability. Leo *urocher was coaching at first base in an exhibition game the 2iants were playing at 5est 7oint. 6ne noisy cadet +ept shouting at Leo and doing his best to upset him. C.ey, *urocher,C he hollered. C.ow did a little sIuirt li+e you get into the ma1or leagues>C Leo shouted bac+, C,y congressman appointed meFC' !eople will not follow a positional leader eyond his stated authority. They will only do what they have to do when they are reIuired to do it. Low morale is always present. 5hen the leader lac+s confidence, the followers lac+ com: mitment. They are li+e the little boy who was as+ed by 3illy 2taham how to find the nearest post office. 5hen the lad told him, *r. 2raham than+ed him and said, CIf you'll come to the convention center this evening you can heat me telling everyone how to get to heaven.C

CI don't thin+ I'll be there,C the boy replied. C$ou don't even +now your way to the post office.C !ositional leaders have more difficulty working with vol1 unteers, white collar workers, and younger people. Eolunteers don't have to wor+ in the organi&ation so there is no monetary leverage that a positional leader can use to ma+e them respond. 5hite collar wor+ers are used to pattici:pating in decision:ma+ing and resent dictatotial leadership. 3aby boomers in particular are unimpressed with symbols of authority. The following characteristics must be exhibited with excellence on this level befote you can advance to the next level. Level 4& !osition$/ights

M M M M M M M

?now your 1ob description thoroughly. 3e aware of the histoty of the organi&ation. 8elate the organi&ation's histoty to the people of the otgani&ation @in other words, be a team playerA. 0ccept responsibility. *o your 1ob with consistent excellence. *o more than expected. 6ffer creative ideas for change and improvement.
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34/09S4 T.4$ 50-T T6 Dred Smith says, CLeadership is getting people to wor+ for you when they are not obligated.C # That will only happen when you climb to the second level of influence. 7eople don't care how much you +now until they +now how much you care. Leadership begins with the heart, not the head. It flourishes regulations. 0 person on the CpermissionC level will lead by interrela: tionships. The agenda is not the pec+ing order but people development. 6n this level, the leader donates time, energy, and focus on the follower's needs and desires. 0 wonderful illustration of why it's so critical to put people and their needs first is found in the story of .enry Dord in 0mitai 4t&ioni's boo+, ,odern Organizations& C.e made a perfect car, the ,odel T, that ended the need for any other car. .e was totally product:oriented. .e wanted to fill the world with ,odel T cars. 3ut when people started coming to him and saying, ',r. Dord, we'd li+e a different color car,' he remar+ed, '$ou can have any color you want as long as it's blac+.' 0nd that's when the decline started.C 7eople who are unable to build solid, lasting relationships will soon discover that they are unable to sustain long, effective leadership. -eedless to say, you can love people without leading them, but you cannot lead people without loving them. 2aution5 *on't try to s+ip a level. The most often s+ipped level is <, !ermission. Dor example, a husband goes from level ', !osition, a wedding day title, to level #, !roduction. with a meaningful relationship, not more

.e becomes a great provider for the family, but in the process he neglects the essential relationships that hold a family together. The family disintegrates and so does the husband's business. 8elationships involve a process that provides the glue and much of the staying powet for long:term, consistent production. The following characteristics must be mastered on this level before you can advance to the next one. Level 6& !ermission5/elationship

M M M M M M M

7ossess a genuine love for people. ,a+e those who wor+ with you more successful. See through other people's eyes. Love people more than procedures. *o Cwin:winC or don't do it. Include others in your 1ourney. *eal wisely with difficult people.
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level things begin to happen, good things. 7rofit increases. ,orale is high. Turnover is low. -eeds are being met. 2oals are being reali&ed. 0ccompanying the growth is the Cbig moC%momentum. Leading and influencing others is fun. 7roblems are solved with minimum effort. Dresh statistics are shared on a regular basis with the people who undergird the growth of the organi&ation. 4veryone is results: oriented. In fact, results are the main reason for the activity. This is a ma1or difference between levels < and #. 6n the CrelationshipC level, people get together 1ust to get together. There is no other ob1ective. 6n the CresultsC level, people come together to accomplish a purpose. They li+e to get together to get together, but they love to get together to accomplish something. In other words, they are results: oriented. The following characteristics must be mastered with excellence before you can advance to the next level. Level 7& !roduction$/esults

M M M M M

Initiate and accept responsibility for growth. *evelop and follow a statement of purpose. ,a+e your 1ob description and energy an integral part of the statement of purpose. *evelop accountability for results, beginning with yourself. ?now and do the things that give a high return.

M M M

/ommunicate the strategy and vision of the

organi&ation. 3ecome a change:agent and understand timing. ,a+e the difficult decisions that will ma+e a difference. L 4 E 4 L ": 7 4 6 7 L 4 * 4 E 4 L 6 7 , 4 - T % 7 4 6 7 L 4 D 6 L L 6 5 34/09S4
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0 leader is great, not because of his or her power, but because of his or her ability to empower others. Success without a successor is failure. 0 wor+er's main responsibility is doing the wor+ himself. 0 leader's responsibility is developing others to do the wor+. The true leader can be recogni&ed because somehow his people consistently demonstrate superior performances. Loyalty to the leader reaches its highest pea+ when the follower has personally grown through the mentor:ship of the leader. -ote the progression: 0t level <, the follower loves the leadetJ at level #, the follower admires the leaderJ at level ", the follower is loyal to the leader. 5hy> $ou win people's hearts by helping them grow personally. The core of leaders who surround you should all be people you have personally touched or helped to develop in some way. 5hen that happens, love and loyalty will be exhibited by those closest to you and by those who are touched by your +ey leaders. There is, however, a potential problem of moving up the levels of influence as a leader and becoming comfortable with the group of people you have developed around you. ,any new people may view you as a CpositionC leader because you have had no contact with them. These two suggestions will help you become a people developer: $. 'alk slowly through the crowd. .ave some way of +eeping in touch with everyone. 6. -evelop key leaders. I systematically meet with and teach those who are influencers within the organi&ation. They in turn pass on to othets what I have given them. The characteristics that must be mastered at this level ate listed below. Level 8& !eople -evelopment5/eproduction

M M M M M M M

8eali&e that people are your most valuable asset. 7lace a ptiotity on developing people. 3e a model for others to follow. 7our your leadership efforts into the top <) percent of your people. 4xpose +ey leaders to growth opportunities. 0ttract other winnersNproducers to the common goal. Surround yourself with an inner core that complements your leadership.
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,ost of us have not yet arrived at this level. 6nly a life: time of proven leadership will allow us to sit at level = and reap the rewards that are eternally satisfying. I do +now this% some day I want to sit atop this level. It's achievable. The following characteristics define the Level = leader. Level 9& !ersonhood$/espect

M M

$our followers are loyal and sacrificial. $ou have spent years mentoring and molding leaders.

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$ou have become a statesmanNconsultant, and are sought out by others. $our greatest 1oy comes from watching others grow and develop. $ou transcend the organi&ation.

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.ere are some additional insights on the leadership:levels process: T.4

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4ach time there is a change in your 1ob or you 1oin a new circle of friends, you start on the lowest level and begin to wor+ yourself up the steps. T.4
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This increase in commitment is a two:way street. 2reater commitment is demanded not only from you, but from the other individuals involved. 5hen either the leader or the fol: lower is unwilling to ma+e the sacrifices a new level de: mands, influence will begin to decrease. T.4
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-otice the progression from level two through level four. The focus goes from li+ing you to li+ing what you do for the common interest of all concerned @to li+ing what you do for them personallyA. 4ach level climbed by the leader and the followers adds another reason why people will want to follow. T.4
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2rowth can only occur when effective change ta+es place. /hange will become easier as you climb the levels of leadership. 0s you rise, other people will allow and even assist you in ma+ing the needed changes.
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4ach level stands upon the previous one and will crumble if the lower level is neglected. Dor example, if you move from a permission @relationshipsA level to a production @resultsA level and stop caring for the people who are following you and helping you produce, they might begin to develop a feeling of being used. 0s you move up in the levels, the deepet and more solid your leadership will be with a person or group of people.
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-ot every person will respond the same way to your leadership.

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The collective influence of you and the other leaders will bring the rest along. If this does not happen, divided interest and loyalty will occur within the group.
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Since you will be on different levels with different people, you need to +now which people are on which level. If the biggest influencers within the organi&ation are on the highest levels and are supportive of you, then your success in leading others will be attainable. If the best influencers are on the highest levels and not supportive, then problems will soon arise. 4veryone is a leader because everyone influences some: one. -ot everyone will become a great leader, but everyone can become a better leader. 0re you willing to unleash your leadership potential> 5ill you use your leadership s+ills to better man+ind> ,y Influence ,y life shall touch a do&en lives 3efore this day is done. Leave countless mat+s of good or ill, 4'er sets the evening sun. This, the wish I always wish, The ptayet I always ptay: Lord, may my life help othet lives It touches by the way. "

.ow C A N I E ; T E N D M Y I N F L U E N C E ?
The act of empowering others changes lives.

"

n 4nglish artist named 5illiam 5olcott went to -ew $or+ in '(<" to record his impressions of that fascinating city.

6ne morning he was visiting in the office of a former colleague when the urge to s+etch came over him. Seeing some paper on his friend's des+, he as+ed, C,ay I have that>C .is ftiend answered, CThat's not s+etching paper. That's ordinary wrapping paper.C

-ot wanting to lose that spar+ of inspiration, 5olcott too+ the wrapping paper and said, C-othing is ordinary if you +now how to use it.C 6n that ordinary paper 5olcott made two s+etches. Latet that same year, one of those same s+etches sold for ;=)) and the other for ;',))), Iuite a sum for '(<". 7eople under the influence of an empowering person are li+e paper in the hands of a talented artist. -o matter what they're made of, they can become treasures. The ability to empower others is one of the +eys to per:sonal and professional success. Hohn /raig remar+ed, C-o matter how much wor+ you can do, no matter how engaging your personality may be, you will not advance far in business if you cannot wor+ through others.C 0nd business executive H. 7aul 2etty assetted, CIt doesn't ma+e much difference how much other +nowledge or experience an executive possessesJ if he is unable to achieve results through people, he is worthless as an executive.C 7467L4 9-*48 T.4 I-DL94-/4 6D 04,76548I-2 748S6- 084 LI?4 70748 I- T.4 .0-*S 6D 0 T0L4-T4* 08TIST.

5hen you become an empowerer, you wor+ with and through people, but you do much more. $ou enable others to reach the highest levels in their personal and professional development. Simply defined, empowering is giving your influence to others for the purpose of personal and organi&ational growth. It's sharing yourself%your influence, position, power, and opportunities% with othets for the purpose of investing in their lives so that they can function at their best. It's seeing people's potential, sharing your resources with them, and showing them that you believe in them completely. $ou may already be empowering some people in your life without +nowing it. 5hen you entrust your spouse with an important decision and then cheerfully bac+ him up, that's empowering. 5hen you decide that your child is ready to cross the street by hetself and give her your permission to do so, you have empowered her. 5hen you delegate a challenging 1ob to an employee and give her the authority she needs to get it done, you have empowered her. The act of empowering others changes lives, and it's a win:win situation for you and the people you empower. 2iving others your authority isn't li+e giving away an ob1ect, such as your car, for example. If you give away your car, you're stuc+. $ou no longer have transportation. 3ut empowering others by giving them your authority has the same effect as sharing information: $ou haven't lost anything. $ou have increased the ability of othets without decreasing yourself.

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Hust about evetyone has the potential to become an empow:erer, but you cannot empowet everyone. The process wor+s only when certain conditions are met. $ou must have: 76SITI6$ou cannot empower people whom you don't lead. Leadership expert Dred Smith explained, C5ho can give permission for another person to succeed> 0 person in authority. 6thers can encourage, but permission comes only from an authority figure: a parent, boss, or pastor.C 84L0TI6-S.I7 It has been said that relationships ate fotged, not formed. They reIuire time and common experience. If you have made the effort to connect with people, then by the time you're ready to empower them, your relationship should be solid enough for you to be able to lead them. 0nd as you do, remember what 8alph 5aldo 4merson wrote, C4very man Ror womanS is entitled to be valued by his Ror herS best moments.C 5hen you value people and yout relationships with them, you lay the foundation for empowering others. 84S74/T 8elationships cause people to want to be with you, but respect causes them to want to be empowered by you. ,utual respect is essential to the empowerment process. 7sychiatrist 0ri ?iev summed it up this way: C4veryone wants to feel that he counts for something and is important to someone. Invariably, people will give their love, respect, and attention to the person who fills that need.C 5hen you believe in people, care about them, and trust them, they +now it. 0nd that tespect inspires them to want to follow where you lead. /6,,IT,4-T The last Iuality a leadet needs to become an empoweret is commitment. 9S 0ir executive 4d ,c4lroy stressed that Ccommitment gives us new power. -o matter what comes to us% sic+ness, poverty, or disaster, we never turn our eye from the goal.C The process of empowering others isn't always easy, especially when you start doing it for the first time. It's a road that has many bumps and sidetrac+s. 3ut it is one that's worth traveling because the rewards are so great. 8emember: when you empower people, you're not influencing 1ust themJ you're influencing all the people they influence. That's impactF

T.4 8I2.T 0TTIT9*4 6ne mote crucial element of empowering needs to be in place if you want to become a successful leader: $ou need to have the right attitude. ,any people neglect to empower others because they are insecure. They are afraid of losing their 1obs to the people they mentor. They don't want to be replaced or displaced, even if it

means that they would be able to move up to a higher position and leave their current one to be filled by the person they mentor. They're afraid of change. 3ut change is part of empowerment%for the people you empower and for yourself. If you want to go up, there are things you have to be willing to give up.
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If you're not sure about where you stand in terms of your attitude toward the changes involved with empower:ing othets, answer these Iuestions:
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!. *o I allow others freedom of personality and process, or do I

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. 5ould I be willing to publicly give my authority and influence to potential leaders> (. 5ould I be willing to let others wor+ me out of a 1ob> '). 5ould I be willing to hand the leadership baton to the people I empower and truly root for them> If you answer no to mote than a couple of these Iuestions, you may need an attitude ad1ustment. $ou need to believe in others enough to give them all you can and in yourself enough to +now that it won't hurt you. Hust remember that as long as you continue to grow and develop yourself, you'll always have something to give, and you won't need to worry about being displaced. .ow 4 ,76548 6 T.48S T.4I8 7 6T4-TI0L

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6nce you have confidence in yourself and in the persons you wish to empower, you're ready to start the process. $our goal should be to hand over relatively small, simple tas+s in the beginning and progressively increase theif responsibilities and authotity. The greener the people you're wor+ing with, the more time the process will ta+e. 3ut no mattet whether they are raw recruits or seasoned veterans, it's still important to ta+e them through the whole

process. 9se the following steps to guide you as you empower others: i.
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The place to start when empowering people is to evaluate them. If you give inexperienced people too much authority too soon, you can set them up to fail. If you move too slowly with people who have lots of experience, you can frustrate and demorali&e them. 8emember that all people have the potential to succeed. $our 1ob is to see the potential, find out what they lac+ to develop it, and eIuip them with what they need. 0s you evaluate the people you intend to empower, loo+ at these areas: :nowledge. Thin+ about what people need to +now in order to do any tas+ you intend to give them. *on't ta+e for granted that they +now all that you +now. 0s+ them Iuestions. 2ive them history or bac+ground information. /ast a vision by giving them the big picture of how their actions fit into the organi&ation's mission and goals. ?nowledge is not only powerJ it's empowering. 0kill. 4xamine the s+ill level of the people you desire to empower. -othing is more frustrating than being as+ed to do things for which you have no ability. $out 1ob as the empoweter is to find out what the 1ob reIuires and ma+e sure your people have what they need to succeed. -esire. 2ree+ philosopher 7lutarch remar+ed, CThe richest soil, if uncultivated, produces the ran+est weeds.C -o amount of s+ill, +nowledge, or potential can help people succeed if they don't have the desire to be successful. 3ut when desire is present, empowerment is easy. 0s seventeenth:century Drench essayist Hean La Dontaine wrote, C,an is made so that whenevet anything fites his soul, impossibilities vanish.C
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4ven people with +nowledge, s+ill, and desire need to +now what's expected of them, and the best way to inform them is to show them. 7eople do what people see. The people you desire to empowet need to see what it loo+s li+e to fly. 0s their mentor, you have the best opportunity to show them. ,odel the attitude and wot+ ethic you would li+e them to embrace. 0nd anytime you can include them in your wor+, ta+e them along with you. There is no better way to help them learn and understand what you want them to do.
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0s a leader and influencer, you may believe that everyone wants to be successful and automatically strives for success, probably as you have. 3ut not everyone you influence will thin+ the same way you do. $ou have to help others believe that they can succeed and show them that you want them to succeed. .ow do you do that> ;<pect it. 0uthor and professional spea+er *anny /ox advised, CThe important thing to temember is that if you don't have that

inspired enthusiasm that is contagious% whatever you do have is also contagious.C 7eople can sense your underlying attitude no matter what you say or do. If you have an expectation for your people to be successful, they will +now it. =er alize it. 7eople need to hear you tell them that you believe in them and want them to succeed. Tell them often that you +now they are going to ma+e it. Send them encouraging notes. 3ecome a positive prophet of their success. 0nd reinforce your thoughts as often as you can. 6nce people recogni&e and understand that you genuinely want to see them succeed and ate committed to helping them, they will begin to believe they can accomplish what you give them to do.
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,any people are willing to give others 8esponsibility. They gladly delegate tas+s to them. 3ut empowering others is more than sharing your wor+load. It's sharing your power and ability to get things done. ,anagement expert 7eter *ruc+er asserted, C-o executive has ever suffered because his subordinates were strong and effective.C 7eople become strong and effective only when they are given the opportunity to ma+e decisions, initiate actions, solve problems, and meet challenges. 5hen it comes down to it, empowering leadership is sometimes the only real advantage one organi&ation has over another in our competitive society.
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5hen you first transfer authority to the people you empower, you need to tell them that you believe in them, and you need to do it publicly. 7ublic recognition lets them +now that you believe they will succeed. 3ut it also lets the other people they're wor+ing with +now that they have your support and that your authority bac+s them up. It's a tangible way of sharing @and spreadingA your influence. 0s you raise up leaders, show them and their followers that they have your confidence and authority. 0nd you will find that they Iuic+ly become empowered to succeed.
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0lthough you need to publicly praise your people, you can't let them go very long without giving them honest, positive feedbac+. ,eet with them privately to coach them through their mista+es, miscues, and mis1udgments. 0t first, some people may have a difficult time. *uring that early period, be a gtace giver. Try to give them what they need, not what they deserve. 0nd applaud any progress that they ma+e. 7eople do what gets ptaised.
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-o matter who you are wor+ing to empower%your employees, children, colleagues, or spouse%your ultimate aim should be to release them to ma+e good decisions and succeed on their own.

0nd that means giving them as much freedom as possible as soon as they are ready for it. 7resident 0braham Lincoln was a master at empowering his leaders. Dor example, when he appointed 2enetal 9lysses S. 2rant as commander of the 9nion armies in ' B", he sent him this message:

< I neither as+ nor desire to +now anything of your

plans. Ta+e the responsibility and act, and call on me for assistance.C That's the attitude you need as an empowerer. 2ive authority and responsibility, and offer assistance as needed. The person who has been the most empowering in my life is my father, ,elvin ,axwell. .e always encouraged me to be the best person I could be, and he gave me his permission and his power whenever he could. $ears later when we tal+ed about it, my father told me his philosophy: <I never consciously limited you as long as I +new what you were doing was morally right.C -ow that's an empowering attitudeF

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If you head up any +ind of organi&ation%a business, club, church, or family%learning to empower others is one of the most impottant things you'll ever do as its leader. 4mpowerment has an incredibly high return. It not only helps the individuals you raise up by ma+ing them more confident, energetic, and productive, but it also has the ability to improve your life, give you additional fteedom, and promote the growth and health of your organi&ation. 0s you empower others, you will find that most aspects of yout life will change for the better 4mpowering others can free you personally to have more time for the important things in your life, increase the effectiveness of your organi&ation, increase your influence with others and, best of all, ma+e an inctedibly positive impact on the lives of the people you empower.

I o

.ow C A N I M A K E M Y LEADERSHIP LAST?

" leader's lasting value is measured y succession.

n '((!, one of the finest business leaders in the world died. .is name was 8oberto 2oi&ueta, and he was the chairman and

chief executive of the /oca:/ola /ompany. In a speech he gave to the 4xecutives' /lub of /hicago a few months before he died, 2oi&ueta made this statement: C0 billion hours ago, human life

appeared on 4arth. 0 billion minutes ago, /hristianity emerged. 0 billion seconds ago, the 3eatles performed on 'The 4d Sullivan Show.' 0 billion /oca:/olas ago . . . was yesterday morning. 0nd the Iuestion we are as+ing ourselves now is, '5hat must we do to ma+e a billion /oca:/olas ago this morning>'C ,a+ing /oca:/ola the best company in the world was 2oi&ueta's lifelong Iuest, one he was still pursuing diligently when he suddenly, unexpectedly died. /ompanies that lose a /46 often go into turmoil, especially if his departure is unexpected, as 2oi&ueta's was. Shortly before his death, 2oi&ueta said in an interview with the "tlanta >ournal1 2onstitution that retirement was Cnot on my radar screen. 0s long as I'm having the fun I'm having, as long as I have the energy necessary, as long as I'm not +eeping people from theit day in the sun, and as long as the board wants me to stay on, I will stay on.C Hust months after the interview, he was diagnosed with cancer. Six wee+s later, he died. 9pon 2oi&ueta's death, former president Himmy /atter observed, C7erhaps no othet corporate leader in modern times has so beautifully exemplified the 0merican dream. .e believed that in 0merica, all things are possible. .e lived that dream. 0nd because of his extraordinary leadership s+ills, he helped thousands of othets reali&e their dreams as well.C

26IG94T0'S L420/$ The legacy left to the company by 2oi&ueta is inctedible. 5hen he too+ over /oca:/ola in '( ', the company's value was ;" billion. 9nder 2oi&ueta's leadership, it rose to ;'=) billion. That's an increase in value of more than #,=)) percentF /oca:/ola became the second most valuable corporation in 0metica, ahead of the car ma+ers, the oil companies, ,icrosoft, 5al:,art, and all the rest. The only company more valuable was 2eneral 4lectric. ,any of /o+e's stoc+holdets became millionaires many times over. 4mory 9niversity in 0tlanta, whose portfolio contains a large bloc+ of /oca:/ola stoc+, now has an endowment comparable to that of .arvard. 3ut high stoc+ value wasn't the most significant thing 2oi&ueta gave to the /oca:/ola company. Instead it was the way he left a legacy. 5hen the /46's death was announced, there was no panic among /oca:/ola stoc+holders. 7aine 5ebber analyst 4manuel 2oldman said that 2oi&ueta Cprepared the company for his not being there as well as any executive I've ever seen.C .ow did he do it> Dirst, by ma+ing the company as strong as he possibly could. Second, by preparing a successor for the top position named *ouglas Ivester. ,ic+ey .. 2ramig, writer for the "tlanta 2onstitution, reported, C9nli+e some companies, which face a crisis when the top executive leaves or dies, /oca:/ola is expected to retain its status as one of the world's most admired corporations. 2oi&ueta had groomed Ivester to follow his footsteps since the 2eorgia native's '((" appointment to the company's -o. < post. 0nd as an indication of how strongly 5all Stteet felt about

/oca:/ola's footings, the company's stoc+ barely tippled six wee+s ago when 2oi&ueta was diagnosed with lung cancer.C ' *oug Ivester, an accountant by training, started his cateer with /oca:/ola in '(!( as the assistant controller. Dour years later, he was named chief financial officer. .e was +nown for his exceptional financial creativity, and he was a ma1ot force in 2oi&ueta's ability to Revol tio!i"e the company's approach to investment and the handling of debt. 3y '( (, 2oi&ueta must have decided that Ivester had untapped potential, because he moved him out of his sttictly financial role and sent him to 4urope to obtain operating and international experience. 0 year later, 2oi&ueta brought him bac+ and named him president of /oca:/ola 9S0, where he oversaw expenditures and mar+eting. Drom there he continued to groom Ivester, and in '((", there could be no doubt that Ivester would follow 2oi&ueta into the top position. 2oi&ueta made him president and chief operating officet. 5hat 8oberto 2oi&ueta did was very unusual. Dew chief executives of companies today develop strong leaders and groom them to ta+e over the organi&ation. Hohn S. 5ood, a consultant at 4gon Gehnder International Inc., has noted that Ccompanies have not in the recent past been investing as heavily in bringing people up. If they're not able to grow them, they have to go get them.C So why was 8oberto 2oi&ueta different> .e +new the positive effect of mentoting firsthand. 8oberto 2oi&ueta was born in /uba and educated at $ale, where he earned a degree in chemical engineering. 5hen he returned to .avana in '(=", he answered a newspaper ad for a bilingual chemist. The company hiring turned out to be /oca:/ola. 3y '(BB, he had become vice president of technical research and development at the company's headIuarters in 0tlanta. .e was the youngest man ever to hold such a position in the company. 3ut in the early '(!)s, something even more important happened. 8obert 5 5oodruff, the patriarch of /oca:/ola, too+ 2oi&ueta under his wing and began developing him. In '(!=, 2oi&ueta became the executive vice president of the company's technical division and too+ on other corporate responsibilities, such as overseeing legal affairs. 0nd in '( ), with 5oodruff's blessing, 2oi&ueta became president and chief operating officer. 6ne year later he was the chairman and chief executive. The teason 2oi&ueta so confidently selected, developed, and groomed a successor in the '(()s is that he was building on the legacy that he had received in the '(!)s. L40*48S 5 .6 L40E4 L420/$
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Hust about anybody can ma+e an organi&ation loo+ good for a moment%by launching a flashy new program or product, drawing crowds to a big event, or slashing the budget to boost the bottom line. 3ut leaders who leave a legacy ta+e a different approach.

They lead with tomorrow as well as today in mind. That's what 2oi&ueta did. .e planned to +eep leading as long as he was effective, yet he ptepared his successor anyway. .e always loo+ed out for the best intetests of the organi&ation and its stoc+holders. /840T4
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The most stable companies have strong leaders at every level of the organi&ation. The only way to develop such widespread leadership is to ma+e developing leaders a part of your culture. That is a strong part of /oca:/ola's legacy. .ow many other successful companies do you +now about that have had a succession of leaders come up within the tan+s of their own organi&ation> 70$
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There is no success without sacrifice. 4ach organi&ation is uniIue, and that dictates what the price will be. 3ut any leader who wants to help his organi&ation must be willing to pay that price to ensure lasting success. E0L94 T40, L40*48S.I7 I-*IEI*90L L40*48S.I7 -o matter how good he is, no leader can do it all alone. Hust as in sports a coach needs a team of good players to win, an organi&ation needs a team of good leaders to succeed. The larger the otgani&ation, the stronger, larger, and deeper the team of leaders needs to be. 50L? 050$ I-T428IT$ In the case of /oca:/ola, the leadet didn't get the oppot:tunity to wal+ away because he died an untimely death. 3ut if he had lived, I believe 2oi&ueta would have done 1ust that. 5hen it's a leader's time to leave the organi&ation, he has got to be willing to wal+ away and let his successor do his own thing. ,eddling only hurts him and the organi&ation. D45 L 40*48S 70SS I T 6,ax *upree, author of Leadership Is an "rt, declared, CSuccession is one of the +ey responsibilities of leadership.C $et of all the characteristics of leadership, legacy is the one that the fewest leaders seem to learn. 0chievement comes to someone when he is able to do great things for himself. Success comes when he empowers followers to do great things with him. Significance comes when he develops leaders to do great things for him. 3ut a legacy is created only when a person puts his organi&ation into the position to do great things without him. I learned the importance of legacy the hard way. 3ecause the church grew so much while I was in my first leadership position in .illham, Indiana, I thought I was a success. 5hen I began there, we had only three people in attendance. Dor three years, I built up that church, reached out to the community, and influenced many people's lives. 5hen I left, our average attendance was in the high
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two hundreds, and our record was more than three hundred people. I had programs in place, and everything loo+ed rosy to me. I thought I had teally done something significant. 4ighteen months after I had moved to my second church, I had lunch with a friend I hadn't seen in a while, and he had 1ust spent some time in .illham. I as+ed him about how things were going bac+ there, and I was surprised to hear his answer. C-ot too good,C he answered. C8eally>C I said. C5hy> Things were going great when ' left. 5hat's wrong>C C5ell,C he said, Cit's +ind of fallen off. Some of the programs you got started +ind of petered out. The church is running only about a hundred people. It might get even smallet before it's all ovet.C That really bothered me. 0 leader hates to see something that he put his sweat, blood, and tears into starting to fail. 0t first, I got tic+ed off at the leader who followed me. 3ut then it hit me. If I had done a really good 1ob there, it wouldn't matter what +ind of leader followed me, good or bad. The fault was really mine. I hadn't set up the organi&ation to succeed after I left. It was the first time I reali&ed the significance of legacy.

7080*I2, S .IDT 0fter that, I started to loo+ at leadership in a whole new way. 4very leader eventually leaves his organi&ation%one way or another. .e may change 1obs, get promoted, or retire. 0nd even if a person refuses to tetire, he is going to die. That made me reali&e that part of my 1ob as a leader was to start preparing my people and organi&ation for what inevitably lies ahead. That prompted me to change my focus from leading followers to developing leaders. ,y lasting value, li+e that of any leader, would be measured by my ability to give the organi&ation a smooth succession. ,y best personal succession story concerns my departure from S+yline /hurch. 5hen I first arrived there in '( ', I made one of my primary goals the identification and development of leaders because I +new that our success