8 Steps to Developing People - 8 of 8



“Leadership develops daily, not in a day.”
– John C. Maxwell

Our final step in developing people is the Journey stage; developing people is just that, a journey. Like any other journey, you take time to plan it step by step. Once you embark, you continue traveling until you reach your destination. Consistency is the key to development. John Maxwell says, “See what a person is doing every day, day after day, and you’ll know who that person is and what he or she is becoming.”


4 Development Thoughts to Consider


“Preparing for your leadership journey keeps you focused, consistent, and on schedule.”
– JSP

1st - Personal Leadership


Before you can lead anyone else, you must be able to lead yourself.


2nd - One on One Leadership


Once one can lead and trust themselves, they can develop trusting relationships with others.


3rd - Team/Family Leadership


When the ability to develop and sustain trust in one-on-one relationships is applied at the team level, it produces empowerment and community.


4th - Organizational Leadership


We first lead a few, establishing trust, we earn the opportunity to lead many.


Keep in mind that developing people begins with developing ourselves. Orrin Woodward observes, “Average leaders raise the bar on themselves; good leaders raise the bar for others; great leaders inspire others to raise their own bar.”

The Journey of Personal Development


“Be mindful when developing people there’s always a learning curve, be patient, be consistent, growth takes much time and practice.”
– JSP

Novice


Someone just starting to perform a specific task or assigned goal. Leaders must provide them with the basic information necessary to get them started. They require a leader who is fully committed to their personal development.


A novice can be easily discouraged and possibly disillusioned if their mentor delegates their responsibility for developing them to someone who isn’t invested in their personal development or long-term success.


Apprentice


Someone in training who has not yet mastered all the information and skills to work alone needs assurance that they are doing the right thing in the right way and be corrected when they are doing it incorrectly.


At this stage, the Protégé will likely become aware of their personal limitations and need a watchful mentor’s assurance. Help your people put their progress in the proper perspective, so they don’t become overconfident with early successes or discouraged with initial failures.


Journeyman


They can work independently and have acquired well-developed skills in performing a task and/or role. Be alert; some may become critical and skeptical of those around them, thus negatively influencing the attitudes of others.


Without a watchful leader to guide and encourage them, some can drift into apathy and lack the boldness to take on necessary challenges.

Master


Emerging leaders who’ve acquired considerable wisdom and insight and been mentored to develop their thinking, skill, experience, and competencies will equip them to develop others.


Their confidence and motivation make them outstanding performers providing outcomes that exceed expectations.


They should be given the opportunity to invest in the next generation by mentoring emerging leaders.


They must communicate their approval and blessing on those who have taken the baton to continue the race.


“Leaders who mentor potential leaders multiply their effectiveness. Ultimately much more gets done when leaders are developed and work together.”
– John C. Maxwell

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