Developing The Leaders Around You by John C. Maxwell - Book Summary

The Mill That Changed: A Leadership Legacy

Jim Westfield stood by his office window, watching the Cascade Paper Mill's production floor. He held a mug of coffee that was cooling in his hand. After thirty years as a mill manager, he saw many changes. But nothing compared to what happened last year.

"Remember when we thought this place couldn't be turned around?" asked Sarah, his operations director, joining him at the window.

Jim nodded, thinking back to the day when corporate had sent in Rebecca Chan as the new general manager.

Many veteran mill managers prepared for more cost-cutting and layoffs. Instead, Rebecca had gathered them all together on her first day.

"I don't see a failing mill," she had told them. "I see potential leaders at every level who haven't been given the chance to lead."

At first, Jim had been skeptical. He had seen many leadership styles over the years. Some authoritarian leaders ruled with strict orders. Then, some hands-off managers often vanished into their offices. He noticed every style in between, too. What could this newcomer possibly know about running a paper mill?

But Rebecca was different. Where previous leaders had focused solely on production numbers, she focused on people. "The growth and development of people is the highest calling of leadership," she often quoted from John Maxwell, a leadership author whose books she regularly shared with her team.

In just a few months, she found seven potential leaders. These included hourly workers whom the usual mill managers had missed.

She started mentoring them closely. She didn't just delegate tasks; she taught them how to think strategically about the business.

"What struck me most was her emphasis on self-discipline," Sarah reflected. "Remember how she told Luis that a leader's first victory must always be over themselves?"

Jim smiled. "And how she kept pushing me to spot talent where I wasn't looking."

The results of Rebecca's approach had been undeniable. Production efficiency rose by 32%. Safety incidents dropped by half. For the first time in ten years, they exceeded targets without overworking the team.

More importantly, Jim had watched as positive change rippled throughout the organization. The shop floor operators now proactively suggested improvements rather than just following orders. Middle managers who had once guarded information now shared it freely and coached their teams.

"She turned us from supervisors into genuine leader-managers," Jim said, turning from the window. On his desk sat a small plaque Rebecca had given each member of her leadership team.

It read: "The greatest leadership is not what you do, but what is done by the people you have developed."

Today was Rebecca's last day before moving to her next assignment. Unlike past leadership changes that caused dread, this time, there was calm confidence in the mill. The systems she had built didn't depend on her presence anymore.

As Jim went to the farewell gathering, he thought about Rebecca's true legacy. It wasn't just better metrics or operational changes. It was how people like him had changed their mindsets. Now, they saw their main job as nurturing the next generation of leaders.

The ripple effect had only just begun.

The Ripple Effect: Developing Leaders Who Develop Leaders

Have you ever stood at the edge of a lake and tossed in a small stone, watching as the ripples spread across the water's surface? Investing in developing leaders around us creates waves of positive impact. One action

As John C. Maxwell wisely notes, "The single biggest way to impact an organization is to focus on leadership development."

Why? When we develop leaders, we influence more than just individuals. We create a legacy that boosts our effectiveness.

In his book, "Develop The Leaders Around You," Maxwell reminds us that "the one asset that truly appreciates within any organization is people. Systems become outdated. Buildings deteriorate. Machinery wears.

But people can grow, develop, and become more effective if they have a leader who understands their potential value." Developing leaders around you is not just a nice skill. It's essential for lasting success.

Why Developing Leaders Matters Now More Than Ever

In today's fast-paced world, organizations can't succeed with just one strong leader in charge. Success needs a team of strong leaders who work together. They adapt to challenges and push for innovation. When you develop leaders:

• Your organization becomes more resilient - Multiple leaders mean multiple problem-solvers.

• Your impact multiplies exponentially - Leaders develop other leaders, creating a ripple effect.

• Your legacy goes beyond you. The leaders you create will keep making an impact long after you’re gone.

As Maxwell powerfully states, "Great leaders need to surround themselves with other leaders." He identifies several crucial reasons for this:

• Your success depends on your followers. To succeed, you need strong leaders by your side.

• Your organization's success depends on its members' potential. Investing in training and development brings positive change.

• Great leaders rely on other leaders for support. They help share the load.

• Leaders who grow other leaders boost their own impact. Your influence expands greatly through those you help develop.

• Developed leaders enhance the organization's future - As Maxwell says, "Great leaders make an organization, not structures."

The Leadership Development Process: A Roadmap

Developing leaders isn't something that happens by accident. Maxwell outlines a deliberate process that transforms potential into performance:

1. Create a Climate for Growth

The environment in which potential leaders operate is a powerful catalyst for development. Maxwell states, "Leaders in any organization must be change agents for the environment."

A positive environment creates momentum and achievement. It often determines whether an organization grows or stagnates.

To create this climate, Maxwell suggests:

• Focus on people's strengths, not weaknesses.

• Identify and meet the needs and desires of your team members.

• Seek leadership traits such as:

  • Servanthood

  • Positive attitude

  • Growth potential

  • Loyalty

  • Integrity

  • Discipline

  • Gratitude

  • Resilience

  • Determination

• Focus on results, not titles or positions.

• Provide ongoing opportunities for growth through

  exploration, mentorship, and exposure to successful people.

• Invest more time in developing your "farm team" of internal talent.

• Make tough decisions that benefit the organization, not individuals.

2. Identify Potential Leaders

Great leaders have an eye for spotting leadership potential in others. Look for people who:

• They have excellent interpersonal skills. They genuinely care about and understand people.

• Show strong communication abilities - They can effectively share vision and ideas.

• Exercise self-discipline - They don't allow others' actions to dictate their reactions.

• Demonstrate confidence - They believe in their abilities and maintain positive attitudes.

• They have a proven track record. Their past efforts have created positive transformations.

• Display good attitudes toward work - They persevere in the face of adversity.

• Show innovation - They bring new thinking and approaches to challenges.

• Exhibit natural influence - They can motivate others to action.

Ask yourself:

Who around you has these qualities?

Who shows promise even if they don't yet see themselves as leaders?

3. Nurture Their Growth

Once you've identified potential leaders, create an environment where they can flourish. Maxwell emphasizes that "nurturing has the ability to transform people's lives" and recommends these approaches:

• Believe in your people - Trust in their abilities, which motivates them to work harder.

• Be transparent - Be open, candid, and honest; admit mistakes and take responsibility.

• Dedicate quality time - Plan and schedule nurturing activities; this isn't something that happens by chance.

• Provide encouragement - Most potential leaders thrive on external encouragement.

• Be consistent - Help followers know what to expect and how to achieve positive outcomes.

• Create security - When people feel secure, they take risks to break new ground.

• Reward effort - Acknowledge hard work and contribution, not idleness.

• Supply needed resources - From skill training to emotional support to the right tools

• Focus more effort on promising leaders - Invest more time in those showing the greatest potential.

Remember, as Maxwell says, "To develop positive, successful people, look for gold, not dirt." The goal isn't to create replicas of yourself, but to help others discover and develop their unique leadership style.

4. Equip Them With Essential Skills

Leadership development requires both knowledge and practical experience. Maxwell defines equipping as "the process an employee goes through to gain skills for a specific purpose."

In this, the leader acts as a "model, mentor, and empowered."

To equip effectively:

• Develop personal relationships with those you're equipping to understand their strengths, weaknesses, goals, and motivation.

• Communicate your vision and dreams so they can help make them a reality.

• Focus on the committed, not just the interested - As Maxwell notes, "Commitment is one key trait potential leaders need to be successful."

• Set SMART goals (Specific, Measurable, Attainable, Realistic, and Time-bound) and review them regularly.

• Provide hands-on training - Show them what to do, then let them do it with your feedback.

• Give responsibility, authority, and accountability while allowing creativity and initiative.

• Supply the right tools and resources beyond just equipment.

• Monitor progress regularly to check for deviations, make corrections, and provide feedback.

Remember Maxwell's insight: "People need to be trained and developed primarily in their areas of strength."

5. Empower Them to Lead

The true test of your development efforts comes when you step back and let your emerging leaders lead.

Maxwell recommends:

• Delegate meaningful responsibility, not just tasks

• Give them authority that matches their responsibility.

• Trust them to make decisions, even if they differ from your approach.

• Provide support without micromanaging.

• Expose them to different experiences to equip them for challenges.

• Encourage excellence - "Excellence breeds character and character breeds excellence."

• Reward personal growth to motivate continued development.

• Confront appropriately when necessary - Address actions, not personality, and help fix problems

Building a Dream Team of Leaders

Developing individual leaders is powerful, but as Maxwell emphasizes, "Individual leaders may produce results, but individual leaders put together in a team achieve greater heights."

This is what he calls forming a "dream team" of leaders.

For a leadership team to be successful, Maxwell identifies these foundational qualities:

• Effective communication - Team members freely offer suggestions and criticism when necessary

• Shared growth experiences - Teams grow through shared experiences and regular interactions

• Team-first mentality - As Maxwell says, "Individualism wins trophies, but teamwork wins pennants."

• Mutual care and support - Members seek each other's interests and work toward common goals

• Role clarity - Every member plays a unique part that maximizes their distinctive qualities

• Depth on the bench - A strong substitute bench creates healthy competition and allows for rest

• Willingness to sacrifice - Teams must be committed and ready to pay the price for success

As Maxwell wisely observes, "Teams that don't bond can't build."

Coaching Your Leadership Team

Once you've built a dream team, effective coaching becomes essential.

Maxwell outlines ten qualities of great team coaches:

• Select the right people who fit your "game plan."

• Clearly communicate expectations before and during "the game."

• Take timeouts to regroup, adjust, and remind the team to stay focused.

• Identify individual wants and preferences to align personal and team goals.

• Expect and normalize problems as opportunities to learn and grow.

• Act as a facilitator, not a dictator - provide support and encouragement.

• Earn respect through trustworthiness, caring, and making hard decisions.

• Differentiate treatment based on performance and contribution.

• Build and maintain a winning momentum by staying focused and rewarding effort.

• Delegate effectively to build confidence and initiative.

Building a Leadership Culture

Building a culture that includes leadership development is key. It transforms the entire organization.

In a leadership culture:

• Everyone takes responsibility for developing others.

• Mentoring and coaching happen naturally and continuously.

• Knowledge and skills are freely shared.

• Growth is expected and celebrated.

• The organization attracts and retains top talent.

The Value Exchange of Leadership

Maxwell highlights that leadership development is a two-way exchange of value. Leaders give to and receive from those they develop:

Value leaders provide to those they develop:

• Vision and direction - Giving focus and clarity of purpose

• Encouragement, care, and love - Motivating potential leaders beyond their limits

• Belief - Creating the self-confidence to tackle seemingly impossible tasks

• Personal growth opportunities - Through mentorship, coaching, and shared experiences

• Empowerment - Providing opportunity, freedom, and security

Value leaders receive from those they develop:

• Loyalty and allegiance - Commitment to the leader and organization

• Encouragement - Supporting the leader when the burden feels heavy

• Honest perspective - Offering different viewpoints and wisdom

• Implementation support - Completing projects and solving problems

• Time freedom - Allowing the leader to focus on the most critical tasks

• Extended influence - Representing the leader and expanding their reach

As Maxwell beautifully puts it: "One of the greatest rewards of adding value to people is that it comes back to you multiplied."

Your Leadership Legacy

The true test of your leadership isn’t your achievements. It’s what your team achieves after you’re no longer there. Maxwell emphasizes that "a leader who produces other leaders multiplies his influence."

Real leadership creates more leaders. The ones you train should train others. This way, your vision and impact continue for generations.

As Maxwell notes, "Most people are of the opinion that leaders are born, not made," but this mindset produces followers rather than leaders and creates only short-term success.

As you reflect on your leadership journey, ask yourself:

• Who am I currently investing in?

• What am I doing to help them reach their full potential?

• How can I create more opportunities for them to grow and lead?

• Am I building a culture that nurtures future leaders?

• How am I ensuring my leaders develop the next generation?

Taking Action: Your Next Steps

Leadership development isn't a theoretical exercise—it requires intentional action. Maxwell reminds us that developing leaders requires three essential elements:

• It begins with desire in the potential leader.

• It requires good relational skills - the ability to work and relate well with others.

• It demands the development of practical leadership skills through modeling, equipping, and developing.

To start your leadership development journey, here are four steps you can take today:

• Create a conducive environment for growth - Bring potential leaders closer to learn from you.

• Show genuine belief in their potential - Give them confidence to move forward.

• Empower them with leadership roles - Grant the authority to act on your behalf.

• Focus on developing their strengths - Build on what they do well, not their weaknesses.

Remember Maxwell's profound insight: "The growth and development of people is the highest calling of leadership." This work requires patience, persistence, and a genuine belief in others' potential. But the rewards—for you, for them, and your organization—are immeasurable.

Your investment in developing leaders will have a lasting ripple effect. It creates a positive impact that lasts long after you’re gone. As Maxwell powerfully states: "Grow a leader, grow the organization."

"The greatest leadership is not what you do, but what is done by the people you have developed."

What leader will you begin developing today?