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Developing the Leaders Around You: How to Help Others Reach Their Full Potential
It’s not enough for a leader to have vision, energy, drive, and conviction. If you want to see your dream come to fruition, you must learn how to develop the leaders around you.
Why do some people achieve great personal success, yet never succeed in building a business or making an impact in their organization? Leadership expert and bestselling author John C. Maxwell knows the answer. The greatest leadership principle he’s learned is that those closest to the leader will determine the success level of that leader.
Maxwell examines the differences between leadership styles, outlines principles for inspiring, motivating, and influencing others. These principles can be used in any organization to foster integrity and self discipline and bring a positive change.
In Developing the Leaders Around You, you’ll learn how to be effective in the highest calling of leadership by understanding the five characteristics that set "leader managers" apart from "run-of-the-mill managers":
Vision
Value
Influence
Motivation
Confidence
Whether you’re the leader of a non-profit organization, small business, or Fortune 500 company, Developing the Leaders Around You can help you to take others to the limits of their potential and your organization to a whole new level.
Why do some people achieve great personal success, yet never succeed in building a business or making an impact in their organization? Leadership expert and bestselling author John C. Maxwell knows the answer. The greatest leadership principle he’s learned is that those closest to the leader will determine the success level of that leader.
Maxwell examines the differences between leadership styles, outlines principles for inspiring, motivating, and influencing others. These principles can be used in any organization to foster integrity and self discipline and bring a positive change.
In Developing the Leaders Around You, you’ll learn how to be effective in the highest calling of leadership by understanding the five characteristics that set "leader managers" apart from "run-of-the-mill managers":
Vision
Value
Influence
Motivation
Confidence
Whether you’re the leader of a non-profit organization, small business, or Fortune 500 company, Developing the Leaders Around You can help you to take others to the limits of their potential and your organization to a whole new level.
224 pages, Paperback
Published October 2, 2005
301 people are currently reading
4198 people want to read
About the author
John C. Maxwell
1,003 books5,914 followersJohn Calvin Maxwell is an American author, speaker, and pastor who has written many books, primarily focusing on leadership. Titles include The 21 Irrefutable Laws of Leadership and The 21 Indispensable Qualities of a Leader. Some of his books have been on the New York Times Best Seller List.
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Displaying 1 - 30 of 110 reviews
February 5, 2017
This book has a lot of wisdom and practical advice to help leaders develop more leaders, but I have read some of of this in Maxwell's other books. Part of my frustration with the book comes from the fact that I want to know what to do if you had less than ideal circumstances? What happens when you can't really choose your teams without big consequences? What do you do when the people you would potentially be developing are volunteers who have more connections to higher leadership than you do?
Anyway...I realize that the problem is mostly with me and I think I may have read this book at the wrong time.
Anyway...I realize that the problem is mostly with me and I think I may have read this book at the wrong time.
May 24, 2020
Listened to the audiobook of this one. Classic Maxwell! Full of practical and insightful guidance for leadership development. This book is a great reminder of how I am responsible for the development of the leaders around me. It is my job help them become successful and reach their full potential. I'll probably buy this as a resource to teach from for months and years to come!
January 6, 2024
There’s some helpful points in here but much of it could have been said in half the words so it is a bit of a grind.
The personal growth plan is perhaps the nugget that is most helpful - both putting into practice one for yourself and then working out who those leaders are that you intend to invest in and develop and teaching them to do the same.
If you don’t like sports, most of the stories and analogies will feel tiresome by the third chapter.
The personal growth plan is perhaps the nugget that is most helpful - both putting into practice one for yourself and then working out who those leaders are that you intend to invest in and develop and teaching them to do the same.
If you don’t like sports, most of the stories and analogies will feel tiresome by the third chapter.
July 31, 2017
John C. Maxwell lo hace de nuevo, sin cambiar su fórmula tan conocida por todos sus lectores, nos brinda una serie de técnicas y consejos de muy sencilla aplicación en nuestro día a día para desarrollar nuestras habilidades para el desarrollo de líderes en aquellas personas que trabajan con nosotros o en identificar a aquellos líderes que nos ayudarán a desarrollarnos como líderes, según sea el caso del lector.
Recomendado, si te encuentras interesado en desarrollar nuevos líderes a tu alrededor o identificar algún "rol-model" a seguir y dejarte influenciar por el liderazgo que proyecto en su día a día.
Recomendado, si te encuentras interesado en desarrollar nuevos líderes a tu alrededor o identificar algún "rol-model" a seguir y dejarte influenciar por el liderazgo que proyecto en su día a día.
January 22, 2023
Really short, with good ideas for developing others. Somewhat short on practical advice, or tips for when you're not in an ideal situation - not everyone gets to choose their team and those around them, as this book tends to assume. But overall, good stuff.
Now I think I need to read it on paper so I can highlight parts and think more about the lists and steps - rather than go through it in an audiobook.
Now I think I need to read it on paper so I can highlight parts and think more about the lists and steps - rather than go through it in an audiobook.
March 12, 2015
This book exceeded my expectations, it really is an excellent read. Recognized as a great contributor to the field of leadership, Maxwell attempts in this book to distill the principles one should strive to exhibit as a leader, as well as behaviors that one should look for when selecting potential leaders in the future and building strong teams. The behavioral aspect is, in particular, a differentiating feature of this book. The difference between views leaders have about people is interesting. In Winning by Competitiveness, Maxwell lists “look at others as enemies, Concentrate on yourself, Become suspicious of others, Win only if you are good, Winning determined by your skills.” In the Winning by Cooperation column, he lists “Look at others as friends, Concentrate on others, Become supportive of others, Win if you or others are good, Winning determined by the skills of many.” (6)
Maxwell delivers a number of very interesting practices and anecdotes throughout the book. “…Ogilvy used to give each new manager in his organization a Russian doll. The doll contained five progressively smaller dolls. A message inside the smallest one read: ‘If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But if each of us hires people who are bigger than we are, Ogilvy and Mather will become a company of giants.” (47) Always strive to hire people who will grow, and probably exceed your own capabilities in some way. Regarding the importance of demonstrating confidence, Maxwell tells a story of Boris Yeltsin. “An excellent example [of the natural attraction of people to those with confidence] can be seen in an incident in Russia during an attempted coup. Army tanks had surrounded the government building housing President Boris Yeltsin and his pro-democracy supporters. High-level military leaders had ordered the tank commander to open fire and kill Yeltsin. As the army rolled into position, Yeltsin strode from the building, climbed up on a tank, looked the commander in the eye, and thanked him for coming over to the side of democracy. Later the commander admitted that they had not intended to go over to his side. Yeltsin had appeared so confidant and commanding that the soldiers talked after he left and decided to join him.” (54)
Throughout the book, Maxwell injects wonderful quotes. My two favorite are:
Epictetus – “No person is free who is not master of himself.” (55) Two areas potential leaders must demonstrate is self-discipline of one’s emotional reactions and effective use of time. (55)
Marshal Foch – “There are no hopeless situations: there are only men who have grown hopeless about them.” (72)
In one major area I disagree with Maxwell. He advises to “select people whose philosophy of life is similar to yours” because “it will be difficult to develop someone whose values are too different from yours.” (80) I have personally found that having a very diverse set of point of views is critically important. Maxwell may be essentially stating that people need to have similar beliefs in teamwork, etc. If this is his point, I agree. He needs to make it clear. Additionally, Maxwell discusses the importance of providing tools and resources to your teams. “Giving responsibility without resources is ridiculous; it is incredibly limiting. Abraham Maslow said, ‘If the only tool you have is a hammer, you tend to see every problem as a nail.’ If we want our people to be creative and resourceful, we need to provide resources.” (101) I agree, but with a bit of nuance. There is a fine line between providing resources that enable leaders to use their resourcefulness and creativity to solve problems, and providing so much assistance that people wait for you to finish your efforts as a leader before they start to solve the problem themselves.
Back to the central point, however, a team cannot be made of people who exhibit selfish behavior. “When a team member cares about on one but himself, the whole team suffers…Two shipwrecked men sat together at one end of a lifeboat doing nothing. As they watched intently, the people at the other end of the boat were bailing furiously. One man then said to the other, ‘Thank God that hole isn’t in our end of the boat!’” (132) Overall, this is a wonderful contribution to the study and practical instruction of leadership.
See my other reviews here!
Maxwell delivers a number of very interesting practices and anecdotes throughout the book. “…Ogilvy used to give each new manager in his organization a Russian doll. The doll contained five progressively smaller dolls. A message inside the smallest one read: ‘If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But if each of us hires people who are bigger than we are, Ogilvy and Mather will become a company of giants.” (47) Always strive to hire people who will grow, and probably exceed your own capabilities in some way. Regarding the importance of demonstrating confidence, Maxwell tells a story of Boris Yeltsin. “An excellent example [of the natural attraction of people to those with confidence] can be seen in an incident in Russia during an attempted coup. Army tanks had surrounded the government building housing President Boris Yeltsin and his pro-democracy supporters. High-level military leaders had ordered the tank commander to open fire and kill Yeltsin. As the army rolled into position, Yeltsin strode from the building, climbed up on a tank, looked the commander in the eye, and thanked him for coming over to the side of democracy. Later the commander admitted that they had not intended to go over to his side. Yeltsin had appeared so confidant and commanding that the soldiers talked after he left and decided to join him.” (54)
Throughout the book, Maxwell injects wonderful quotes. My two favorite are:
Epictetus – “No person is free who is not master of himself.” (55) Two areas potential leaders must demonstrate is self-discipline of one’s emotional reactions and effective use of time. (55)
Marshal Foch – “There are no hopeless situations: there are only men who have grown hopeless about them.” (72)
In one major area I disagree with Maxwell. He advises to “select people whose philosophy of life is similar to yours” because “it will be difficult to develop someone whose values are too different from yours.” (80) I have personally found that having a very diverse set of point of views is critically important. Maxwell may be essentially stating that people need to have similar beliefs in teamwork, etc. If this is his point, I agree. He needs to make it clear. Additionally, Maxwell discusses the importance of providing tools and resources to your teams. “Giving responsibility without resources is ridiculous; it is incredibly limiting. Abraham Maslow said, ‘If the only tool you have is a hammer, you tend to see every problem as a nail.’ If we want our people to be creative and resourceful, we need to provide resources.” (101) I agree, but with a bit of nuance. There is a fine line between providing resources that enable leaders to use their resourcefulness and creativity to solve problems, and providing so much assistance that people wait for you to finish your efforts as a leader before they start to solve the problem themselves.
Back to the central point, however, a team cannot be made of people who exhibit selfish behavior. “When a team member cares about on one but himself, the whole team suffers…Two shipwrecked men sat together at one end of a lifeboat doing nothing. As they watched intently, the people at the other end of the boat were bailing furiously. One man then said to the other, ‘Thank God that hole isn’t in our end of the boat!’” (132) Overall, this is a wonderful contribution to the study and practical instruction of leadership.
See my other reviews here!
March 10, 2015
The following answers are from my BetterBookClub.com report for cj Advertising...
Q-Give one quote from the book that impacted your thought process and describe how.
A-“The guy who puts the ball through the hoop has ten hands.” –The Great John Wooten, UCLA’s former Basketball Coach
Q-Which co-worker would you recommend this book to?
A-I would recommend this book to any Department Head so that they can develop their team.
Q-Rate this book on a scale of 1-10, 10 being the highest rating.
A-I would give this book an 8 because I listened to the book on CD. I think that it would have been better to see all of the lists that Maxwell talked about written down in front of me. I also liked the sports talk and short stories throughout the book. There was a reference to having morning huddles and prioritizing your activities using A task and B task. This was similar to the Franklin Covey training.
Q-What is a specific real world application that you will be able to make from what you learned in this book?
A-I will try to find people’s inner strengths and focus on those traits to make the person better. I will look for such traits as positive attitude, drive, trustworthiness, desire, vision, determination, etc.
Q-What is the one thing that you think you will do differently or think differently about since you read the book?
A-Being more positive in my outlook on things is something that I will strive towards. I think that I am currently a person who considers the glass being ½ full versus ½ empty. However, I can find myself jumping on the bandwagon to complain which won’t help any of us become better leaders.
Q-How does something you learned from this book tie into one of the core values for cj/MLG/MVS/LIP?
A-Our value of Team Driven Culture ties into this book. Making others better in turn will make you and your organization better in every conceivable way.
Q-Give one quote from the book that impacted your thought process and describe how.
A-“The guy who puts the ball through the hoop has ten hands.” –The Great John Wooten, UCLA’s former Basketball Coach
Q-Which co-worker would you recommend this book to?
A-I would recommend this book to any Department Head so that they can develop their team.
Q-Rate this book on a scale of 1-10, 10 being the highest rating.
A-I would give this book an 8 because I listened to the book on CD. I think that it would have been better to see all of the lists that Maxwell talked about written down in front of me. I also liked the sports talk and short stories throughout the book. There was a reference to having morning huddles and prioritizing your activities using A task and B task. This was similar to the Franklin Covey training.
Q-What is a specific real world application that you will be able to make from what you learned in this book?
A-I will try to find people’s inner strengths and focus on those traits to make the person better. I will look for such traits as positive attitude, drive, trustworthiness, desire, vision, determination, etc.
Q-What is the one thing that you think you will do differently or think differently about since you read the book?
A-Being more positive in my outlook on things is something that I will strive towards. I think that I am currently a person who considers the glass being ½ full versus ½ empty. However, I can find myself jumping on the bandwagon to complain which won’t help any of us become better leaders.
Q-How does something you learned from this book tie into one of the core values for cj/MLG/MVS/LIP?
A-Our value of Team Driven Culture ties into this book. Making others better in turn will make you and your organization better in every conceivable way.
May 26, 2018
Read this before reading more recent books he's written, like the 5 Levels of Leadership. I did it the other way around and found that some of what I read was... how can I call it, retroactively repetitive? Nonetheless, it was valuable reinforcement of ideas that he develops further in later writings. He wraps up with case studies that are valuable to me.
My only negative critique is that he used quite a lot of sports references to convey ideas. Although I did get the points, those sections didn't resonate with me.
My only negative critique is that he used quite a lot of sports references to convey ideas. Although I did get the points, those sections didn't resonate with me.
September 10, 2024
Read it with a campus ministry staff team. Great to think through how to 1) grow oneself in leadership and 2) to take the next step to develop others. Some of the examples are outdated and are contextual to America. Hard to take this book crossing cultures.
December 1, 2012
This one book made a paradigmic shift on how I thought of building a team. Your team makes you so better build leaders around you.
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March 18, 2025Book Review: Developing the Leaders Around You: How to Help Others Reach Their Full Potential
Author: John C. Maxwell
Publisher: Thomas Nelson, 1995
ISBN: 978-0785273115
John C. Maxwell’s “Developing the Leaders Around You” presents a comprehensive and inspiring examination of leadership that exceeds initial expectations. As a hallmark of Maxwell’s extensive body of work, this book serves not only as a guide for existing leaders but also as a crucial resource for those aspiring to cultivate leadership qualities in others. With a strategic focus on key principles and behaviors indicative of potential leaders, Maxwell provides readers with practical frameworks to foster leadership development in diverse settings.
One of the salient features of this work is its differentiation between competitive and cooperative leadership styles. Maxwell advocates for a cooperative approach that prioritizes collaboration and shared success over a more self-serving, competitive mindset. This dichotomy serves as a foundation for cultivating a leadership culture that encourages growth, inclusivity, and the nurturing of talent, ultimately leading to more effective teams and organizations.
Central to Maxwell’s message is the emphasis on hiring individuals with the potential to grow beyond their current capabilities. He posits that organizations must prioritize talent acquisition that aligns with a vision of development rather than mere competency. This forward-thinking perspective resonates throughout the text, underscoring the importance of a growth mindset in both leadership and organizational culture.
Maxwell enhances his arguments with a range of anecdotes, including a particularly striking example involving Boris Yeltsin during a coup attempt in Russia. This anecdote serves to illustrate the critical nature of confidence and decisive action in leadership, reinforcing the idea that effective leaders are often defined by their ability to remain composed and assertive in challenging circumstances.
The book is peppered with insightful quotes on self-discipline and hopefulness, which serve to inspire and motivate readers towards personal and professional growth. However, one aspect of Maxwell’s philosophy that invites scrutiny is his caution against selecting team members who share similar life philosophies. While he highlights the value of diverse perspectives, this stance may lead to a rich but potentially discordant team dynamic. Engaging with team members who bring different viewpoints can foster innovation, yet it also necessitates a strong foundation of shared values to prevent conflict and misalignment within teams.
Maxwell also adeptly addresses the importance of providing resources to teams while warning against enabling dependency. He advocates for a balanced approach that empowers individuals to take initiative and ownership of their development, thereby fostering a culture of accountability and self-reliance. This perspective is crucial in cultivating leaders who are capable and confident, rather than reliant on others for direction.
Furthermore, the book underscores the detrimental effects of selfish behavior within team members, drawing attention to how such attitudes can harm overall team performance. Maxwell emphasizes that effective collaboration hinges on a collective commitment to the group’s objectives, thereby reinforcing the importance of selflessness and shared responsibility in leadership dynamics.
In summary, “Developing the Leaders Around You” stands as a valuable contribution to the field of leadership studies and practices. John C. Maxwell’s insights and actionable strategies provide a robust framework for nurturing leadership potential in others, promoting a cooperative approach that aligns individual growth with organizational success. This book is an essential read for current and aspiring leaders alike, offering timeless principles that resonate across various contexts and industries.
Author: John C. Maxwell
Publisher: Thomas Nelson, 1995
ISBN: 978-0785273115
John C. Maxwell’s “Developing the Leaders Around You” presents a comprehensive and inspiring examination of leadership that exceeds initial expectations. As a hallmark of Maxwell’s extensive body of work, this book serves not only as a guide for existing leaders but also as a crucial resource for those aspiring to cultivate leadership qualities in others. With a strategic focus on key principles and behaviors indicative of potential leaders, Maxwell provides readers with practical frameworks to foster leadership development in diverse settings.
One of the salient features of this work is its differentiation between competitive and cooperative leadership styles. Maxwell advocates for a cooperative approach that prioritizes collaboration and shared success over a more self-serving, competitive mindset. This dichotomy serves as a foundation for cultivating a leadership culture that encourages growth, inclusivity, and the nurturing of talent, ultimately leading to more effective teams and organizations.
Central to Maxwell’s message is the emphasis on hiring individuals with the potential to grow beyond their current capabilities. He posits that organizations must prioritize talent acquisition that aligns with a vision of development rather than mere competency. This forward-thinking perspective resonates throughout the text, underscoring the importance of a growth mindset in both leadership and organizational culture.
Maxwell enhances his arguments with a range of anecdotes, including a particularly striking example involving Boris Yeltsin during a coup attempt in Russia. This anecdote serves to illustrate the critical nature of confidence and decisive action in leadership, reinforcing the idea that effective leaders are often defined by their ability to remain composed and assertive in challenging circumstances.
The book is peppered with insightful quotes on self-discipline and hopefulness, which serve to inspire and motivate readers towards personal and professional growth. However, one aspect of Maxwell’s philosophy that invites scrutiny is his caution against selecting team members who share similar life philosophies. While he highlights the value of diverse perspectives, this stance may lead to a rich but potentially discordant team dynamic. Engaging with team members who bring different viewpoints can foster innovation, yet it also necessitates a strong foundation of shared values to prevent conflict and misalignment within teams.
Maxwell also adeptly addresses the importance of providing resources to teams while warning against enabling dependency. He advocates for a balanced approach that empowers individuals to take initiative and ownership of their development, thereby fostering a culture of accountability and self-reliance. This perspective is crucial in cultivating leaders who are capable and confident, rather than reliant on others for direction.
Furthermore, the book underscores the detrimental effects of selfish behavior within team members, drawing attention to how such attitudes can harm overall team performance. Maxwell emphasizes that effective collaboration hinges on a collective commitment to the group’s objectives, thereby reinforcing the importance of selflessness and shared responsibility in leadership dynamics.
In summary, “Developing the Leaders Around You” stands as a valuable contribution to the field of leadership studies and practices. John C. Maxwell’s insights and actionable strategies provide a robust framework for nurturing leadership potential in others, promoting a cooperative approach that aligns individual growth with organizational success. This book is an essential read for current and aspiring leaders alike, offering timeless principles that resonate across various contexts and industries.
July 26, 2023
I think the most prominent lesson from this book is that, in order to be a great leader you need to become practiced in making alliterated points, proficient in creating acronyms, and powerful with a lot of pithy sayings.
But, seriously, there were so many. They got old very quickly.
Overall, there were some helpful reminders and things I was able to take away from it. Was it revolutionary? No. Was it helpful? I think so.
Just a few examples of some lines from the book (there are many, many more):
I really believe that it takes a leader to know a leader, grow a leader, and show a leader.
Teams that don’t bond can’t build.
Example is not the main thing in influencing others . . . it is the only thing.
Michelangelo, when questioned about his masterpiece David, answered that the sculpture had always existed within the stone. He had simply chiseled away the rock around it.
The five levels of leadership: position, permission, production, personnel development, and personhood.
To discover the proper course concerning a poor performer, a leader needs to ask himself, “Should this person be trained, transferred, or terminated?”
I have found the best training method to be a five-step process: model, mentor, monitor, motivate, multiply.
A person can pay now and play later, or he can play now and pay later.
Invest money in people; it always yields the highest return on your investment.
A leader who loves the status quo soon becomes a follower.
I use the BEST acronym as a reminder of what people need when they get started with my organization. They need me to:
B elieve in them.
E ncourage them.
S hare with them.
T rust them.
Trust is built on many things:
T ime. Take time to listen and give feedback on performance.
R espect. Give the potential leader respect and he will return it with trust.
U nconditional Positive Regard. Show acceptance of the person.
S ensitivity. Anticipate the feelings and needs of the potential leader.
T ouch. Give encouragement-a handshake, high five, or pat on the back.
Dare to dream: Have the desire to do something bigger than yourself.
Prepare the dream: Do your homework; be ready when the opportunity comes.
Wear the dream: Do it.
Share the dream: Make others a part of the dream, and it will become even greater than you had hoped.
Several years ago I developed a list of behaviors and qualities that I expect from the people in my organization, and I determined to reward those behaviors. I call it the RISE program:
R ewards
I ndicating
S taff
E xpectations
But, seriously, there were so many. They got old very quickly.
Overall, there were some helpful reminders and things I was able to take away from it. Was it revolutionary? No. Was it helpful? I think so.
Just a few examples of some lines from the book (there are many, many more):
I really believe that it takes a leader to know a leader, grow a leader, and show a leader.
Teams that don’t bond can’t build.
Example is not the main thing in influencing others . . . it is the only thing.
Michelangelo, when questioned about his masterpiece David, answered that the sculpture had always existed within the stone. He had simply chiseled away the rock around it.
The five levels of leadership: position, permission, production, personnel development, and personhood.
To discover the proper course concerning a poor performer, a leader needs to ask himself, “Should this person be trained, transferred, or terminated?”
I have found the best training method to be a five-step process: model, mentor, monitor, motivate, multiply.
A person can pay now and play later, or he can play now and pay later.
Invest money in people; it always yields the highest return on your investment.
A leader who loves the status quo soon becomes a follower.
I use the BEST acronym as a reminder of what people need when they get started with my organization. They need me to:
B elieve in them.
E ncourage them.
S hare with them.
T rust them.
Trust is built on many things:
T ime. Take time to listen and give feedback on performance.
R espect. Give the potential leader respect and he will return it with trust.
U nconditional Positive Regard. Show acceptance of the person.
S ensitivity. Anticipate the feelings and needs of the potential leader.
T ouch. Give encouragement-a handshake, high five, or pat on the back.
Dare to dream: Have the desire to do something bigger than yourself.
Prepare the dream: Do your homework; be ready when the opportunity comes.
Wear the dream: Do it.
Share the dream: Make others a part of the dream, and it will become even greater than you had hoped.
Several years ago I developed a list of behaviors and qualities that I expect from the people in my organization, and I determined to reward those behaviors. I call it the RISE program:
R ewards
I ndicating
S taff
E xpectations
March 25, 2024
Big fan of Maxwell. Simple, practical, and very applicable. Here are some great takeaways from the book:
A leader sees the big picture, and understands he needs help from others.
Great leaders produce other leaders.
Grow a leader, and you will grow an organization.
Followers tell you what you want to hear, leaders tell you what you need to hear.
It takes a leader to know a leader, to grow a leader, and to show a leader. But it also takes a lead to attract another leader.
There’s no success without a successor.
Most people only produce when they feel like it, but leaders produce even when they don’t feel like it.
The more people you lead, the more people you need.
Leaders are perpetual learners.
The first thing to look for in a potential leader is character flaws. Everyone has weaknesses, but character is essential.
A great leader will help others have confidence in themselves.
How many leader must be able to to communicate effectively.
To nurture potential leaders, they need the BEST from you:
B — believe in them
E — encourages them
S — share with them
T — trust them
To nurture potential leaders, they must see leadership modeled.
People must trust you before they will follow you.
Time is valuable, and time spent with a potential leader is an investment.
Good leaders give encouragement.
A good leader will show each individual their significance as part of the big picture.
When you nurture those around you, everyone wins.
Good leaders are good listeners.
How you select people is more important than how you manage people.
Respect must be won. Respect comes from trust, care, and the ability to make hard decisions.
A leader sees the big picture, and understands he needs help from others.
Great leaders produce other leaders.
Grow a leader, and you will grow an organization.
Followers tell you what you want to hear, leaders tell you what you need to hear.
It takes a leader to know a leader, to grow a leader, and to show a leader. But it also takes a lead to attract another leader.
There’s no success without a successor.
Most people only produce when they feel like it, but leaders produce even when they don’t feel like it.
The more people you lead, the more people you need.
Leaders are perpetual learners.
The first thing to look for in a potential leader is character flaws. Everyone has weaknesses, but character is essential.
A great leader will help others have confidence in themselves.
How many leader must be able to to communicate effectively.
To nurture potential leaders, they need the BEST from you:
B — believe in them
E — encourages them
S — share with them
T — trust them
To nurture potential leaders, they must see leadership modeled.
People must trust you before they will follow you.
Time is valuable, and time spent with a potential leader is an investment.
Good leaders give encouragement.
A good leader will show each individual their significance as part of the big picture.
When you nurture those around you, everyone wins.
Good leaders are good listeners.
How you select people is more important than how you manage people.
Respect must be won. Respect comes from trust, care, and the ability to make hard decisions.
November 22, 2018
This is my required reading for Purpose Institute course (fourth semester). It is recommended for you to read the 'Developing the leaders within you' first by the same author before you read this book. On the other hand, the author did a great job in writing a succinct account of the previous book but it's better for you to read that one first.
I am mind blown by the amount of experience by this author as a good leader and a great leader. It is true that "without a successor, there can be no success". This has been made proven many times in the Bible. Delving into this book will enable you to know on what made a good leader and a great leader.
The writing is in conversational way which I enjoyed very much and it made this book to be less like the typical boring academic book. Don't get me wrong about the academical books. I enjoy studying but everyone has that one subject which is less interest to all of us.
Furthermore, this book is written from Christian perspectives which had been proven to be practical in all settings: inside the church and outside church. The non-Christians can benefit this book as well because the principles of this book is centered around respect each other, team work, positive attitude, good work ethic etc which emphasize to make the world a better place to live.
I would like to end this review that "everything rises and falls with leadership". Leadership is not entirely something you are born with except if you are still living in theocracy era; a good leadership is what you are train with or to be. Leadership can be learned!
I am mind blown by the amount of experience by this author as a good leader and a great leader. It is true that "without a successor, there can be no success". This has been made proven many times in the Bible. Delving into this book will enable you to know on what made a good leader and a great leader.
The writing is in conversational way which I enjoyed very much and it made this book to be less like the typical boring academic book. Don't get me wrong about the academical books. I enjoy studying but everyone has that one subject which is less interest to all of us.
Furthermore, this book is written from Christian perspectives which had been proven to be practical in all settings: inside the church and outside church. The non-Christians can benefit this book as well because the principles of this book is centered around respect each other, team work, positive attitude, good work ethic etc which emphasize to make the world a better place to live.
I would like to end this review that "everything rises and falls with leadership". Leadership is not entirely something you are born with except if you are still living in theocracy era; a good leadership is what you are train with or to be. Leadership can be learned!
March 30, 2025
Most people produce only when they feel like it. Leaders produce even when they don’t feel like it.
Great leaders are never satisfied with current levels of performance. They constantly strive for higher and higher levels of achievement.
Begin with BEST
B = believe in them
E = encourage them
S = share with them
T = trust them
When a leaders goal is acceptability rather than excellence, then even the best people in the organization will produce the minimum.
Don’t focus on yesterday’s victory. If your focus is on what’s behind you rather than what’s ahead, you will crash.
“You won’t have the energy because you won’t have interest. Suddenly, you don’t care about the drafts. You’re not interested in minicamp. You don’t care who the best college linebacker is… you don’t care if they’ve signed any of your veteran players to contracts. When you don’t care, it’s time to go, you’re history, you’re done.” - John Madden
Great leaders are never satisfied with current levels of performance. They constantly strive for higher and higher levels of achievement.
Begin with BEST
B = believe in them
E = encourage them
S = share with them
T = trust them
When a leaders goal is acceptability rather than excellence, then even the best people in the organization will produce the minimum.
Don’t focus on yesterday’s victory. If your focus is on what’s behind you rather than what’s ahead, you will crash.
“You won’t have the energy because you won’t have interest. Suddenly, you don’t care about the drafts. You’re not interested in minicamp. You don’t care who the best college linebacker is… you don’t care if they’ve signed any of your veteran players to contracts. When you don’t care, it’s time to go, you’re history, you’re done.” - John Madden
August 8, 2018
I have enjoyed reading a couple of Maxwell's books, but I found this one to be more helpful than the others I have read. I found more things that I could easily apply, and should apply, at the company I work for. His focus on developing others, and how to do it, is something that I have had limited success with during my career. I think Maxwell highlights some things that I did not consider regarding potential candidates, and some things that I did not do with regards to the training (equipping in his terminology) process.
I would recommend this book to people who are needing to develop others within their business, as it provides an approach and framework to developing others.
I would recommend this book to people who are needing to develop others within their business, as it provides an approach and framework to developing others.
December 5, 2023
I really enjoyed this one. It is probably the stage I am at, but I needed someone to say some of the things he said, and I always appreciate the examples and to-the-point quips. It feels like each chapter is a compilation of a bunch of little snippets from magazines, online articles, and conversations throughout the years, but I'm okay with that. I don't read Maxwell for the craft of writing. I read him for the nuggets. This book had plenty of little action-steps I can take with our church staff and volunteers RIGHT NOW, and for that, I am thankful.
Maxwell is so good at developing the PEOPLE around him, and that's one of my greatest weaknesses. I love feeling inept!
Maxwell is so good at developing the PEOPLE around him, and that's one of my greatest weaknesses. I love feeling inept!
June 28, 2025
This was a good book on leadership and developing leaders. I haven't read many and this gave me a good starting place that touched on a bunch of key points I've heard in the workplace.
It focused on identifying, equipping, and developing leaders. Then wraps up with the WHY and some examples of the people John has developed.
He keeps it concise and to the point, for the most part. It doesn't read like a textbook, which is a huge plus.
I recommend it for every manager, coach, and teammate. Even simply being on a team, you'll benefit from this book.
It focused on identifying, equipping, and developing leaders. Then wraps up with the WHY and some examples of the people John has developed.
He keeps it concise and to the point, for the most part. It doesn't read like a textbook, which is a huge plus.
I recommend it for every manager, coach, and teammate. Even simply being on a team, you'll benefit from this book.
December 27, 2018
While this is an important aspect of life and success, I thought the approaches and advice he gave was rudimentary. Great stuff, but nothing groundbreaking and not a lot of substance. There are helpful moments and helpful points you know he will write five more books over. But as a book as a whole I expected a bit better. Maybe I’m being too harsh, I don’t know. I did this book immediately following its companion book, Develop the Leader Within You.
June 11, 2019
I like Maxwell. He has helped me. But this book didn't. As I read it I just couldn't help thinking that he was writing a book not because he had something to say but because he had to say something. It just felt like filler, as if the author had turned into an actor who had to play the part of a leadership guru so he said lines that sounded sort of good. I'm not saying there isn't anything helpful in the book. I am saying it just struck me as a collection of rather weak and forced material.
September 26, 2024
This is a pet solid book for self-development as a leader. Your impact will always be small unless you allow those underneath you to have the autonomy to go out and make mistakes. This is the only way they can learn. By doing this, their trust in you will grow, and the relationship will flourish. I've been reading a lot of Maxwell's books since I started my business, and I can say it's helping my personal growth. I'd highly suggest this to anyone in a leadership position
January 17, 2019
Leadership is important for us individually.
And if we really want to succeed big time,
we need lots of talented people (leaders) around us too.
Which makes the Developing the Leaders around Us, really important too.
This book will give you lots of ideas to help ensure that you aren't trying to do it all yourself.
And if we really want to succeed big time,
we need lots of talented people (leaders) around us too.
Which makes the Developing the Leaders around Us, really important too.
This book will give you lots of ideas to help ensure that you aren't trying to do it all yourself.
May 30, 2019
Yet another great book from John Maxwell. This is a good book to go along with Developing the Leader Within You. While John has written many other books on building teams, this book focuses on building leaders specifically. The ideas within here resonated with me as this is how I run my teams already. John's insight and advice added new tools to take my team to the next level!
August 16, 2021
John Maxwell's focus in this book is to help the reader become a leader of leaders, rather than a leader of followers. It's largely successful, although he lapses into endless sports analogies at times. I'll be using this in an advanced people development class I am teaching this fall and I am looking forward to sharing Maxwell's insights.
May 25, 2023
I found it to be very insightful book. Often when it comes to leadership I have found myself erring on the side of caution rather then risk making mistakes. This book definitely provided me with lots of valuable tools to lead more effectively. I think it’s valuable for anyone wishing to rise past a manager title & into a leader.
January 1, 2018
Platoon Commander
A must read for all platoon commanders. Don't assume that your SNCO already have it all together. Don't be afraid to develop them but your platoon's success is hinged on your ability to grow personally.
A must read for all platoon commanders. Don't assume that your SNCO already have it all together. Don't be afraid to develop them but your platoon's success is hinged on your ability to grow personally.
September 30, 2017
Nothing new or earth shattering. If you want a real leadership book, read Drucker. Based on the way the author uses only male pronouns to describe leaders, I thought of this as a dated period piece, but really it was written in 1995.
July 17, 2019
The bad: doesn’t tell you much you don’t probably already know if you’ve read other books on the matter.
The good: it’s an interesting, positive summary of the tools and techniques used to raise others as leaders. Very interesting.
The good: it’s an interesting, positive summary of the tools and techniques used to raise others as leaders. Very interesting.
April 5, 2020
Was a great read and had some awesome direction and guidance for developing my leadership skills. I read this and used it as a source to learn from and review while being developed in an internship. It brought some great clarity and direction in my leadership direction.
May 3, 2021
Ok read
Some good advice in there but quite wordy. Skimmed several pages because they were too verbose and not pertinent. Liked the focus on building more leaders and delegating down to the team.
Some good advice in there but quite wordy. Skimmed several pages because they were too verbose and not pertinent. Liked the focus on building more leaders and delegating down to the team.
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