WEEK FORTY-TWO

Hello and welcome to Week Forty-Two of the Jim Rohn One-Year Success Plan. We
hope you are having a great week and are ready for this week's journey.

How necessary is it to identify and develop leaders in your organization? As we have

discussed often this month, leadership goes way beyond just holding a position.
Leadership is the ability to influence others, and I might add the word "positively". To
positively influence others, whether at work, among peers or at home, the ability to have
a positive influence on those around you is a goal that we all should embrace.

Great leadership is able to identify and gather upcoming leaders on an ongoing basis. In
athletics, a wise coach wants to make sure his top players have bought into his system,
because the top players have the greatest influence on the rest of the team. In fact, if you
look at most of the great championship teams you will see great leadership among the top
players. For the Los Angeles Lakers it was Magic Johnson, for the Chicago Bulls it was
Michael Jordan, Bird for the Celtics, Staubach for the Cowboys and Gretzky for the
Oilers. You get the picture--when the coach has his best players 100% committed to
winning and to his/her system, he has his top players literally influencing the rest of the
team.

If you have an organization that is waning, where should you begin? Find your Michael
Jordan, the person who has heart and a desire to succeed and who can set the example for
the rest of the group. It's called positive peer pressure--leadership designed to lead others
into a more positive experience and growth opportunities.

So whether you are leading or following, step up to the challenge of helping create
positive peer pressure (influence) in your organization, group, team and/or home.

Make it a great week!

Kyle

“Respect is the key determinant of high-performance leadership. How much people

respect you determines how well they perform.”
-– Brian Tracy

Copyright Jim Rohn International 2002-2004 620

Copyright Jim Rohn International 2002-2004 621
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Jim Rohn's Tenth Pillar of Success: Leadership, Part Three -

Skills Needed for Effective Leadership and Developing
Potential Leaders in Your Organization
Hi, Jim Rohn here. Remember our key phrase this month: You are a leader! Continue to
grow in your leadership position so that you can effectively lead the group around you,
no matter what size it is!

1. The Foundational Principles of Leadership and Developing a Powerful Vision. In

today's edition, we will cover the basic foundational elements that are central to
becoming a person with tremendous leadership skills and abilities. Two weeks ago we
discussed secrets to having a powerful and compelling vision that helps you attract
others.

2. Character: The Core of Leadership and Leadership Mistakes to Avoid. This week
we will look at what I believe to be the core element of what it means to be a leader--the
issue of character. We looked at what it means to be a person of character who can lead
others forward, and how character is essential in successfully leading others. Last week
we also looked at some typical leadership mistakes people make that hinder their ability
to lead and move their organizations forward, and how you can avoid making those same
mistakes.

3. Skills Needed for Effective Leadership and Developing Other Leaders in Your
Organization. This week we will turn our eye away from the character traits of leaders
and look more at the basic skills that effective leaders demonstrate. We will look at some
strategic ways to develop other leaders around you so you ensure a new generation of
leaders.

4. Becoming the Best Leader You Can Be - Taking Care of Yourself as the Leader
and Motivating Those Who Follow You - In Good Times and Tough Times. Next
week we will take a closer look at making sure that you take care of yourself. In this day
and age it is even more important for the leader to closely guard their own growth and
development. We will also look at how to motivate others to follow you.

Last week we talked about how character is the core of great leadership. Secondary to
character are a leader’s skills. A person with strong character still needs the skills to get
the job done. And the higher the leadership responsibility, the better the skills must be.
Below are what I consider to be the primary skills that every leader should master (or
begin to master as you grow in your leadership). Commit yourself to work on these, and
you will see your leadership and influence grow as well.

Copyright Jim Rohn International 2002-2004 622

First, why is skill development important? Here are a few major reasons:

Leadership is the challenge to be something more than average, and that requires
developing our skills. Skill development is important in and of itself, if for no other
reason than as humans, we were designed to grow. Life is a journey, and we reflect the
purpose of the Master Planner by going as far down that road as we can, developing our
skills to make ourselves better.

Skill development is important because it brings us fulfillment. As we progress in our

skills it gives us a deep sense of personal satisfaction to know that we have learned
something new, and not only learned it but applied it successfully as well.

Skill development is important because it will advance our career.

As much as many modern day people would like to believe that
there shouldn’t be competition, there always will be. And believe it
or not, the winner is usually the person who has honed their skills.
Be it on the ball field or in the boardroom, the winner is usually the
person with the higher level of skills.

Skill development will help you help others, and this is what life is
all about, isn’t it? One of the things a skilled leader can do is to
help people see themselves better than they are. And I think that
goes hand-in-hand with what Zig Ziglar says, “You can get
everything you want out of life if you help others get what they
want out of life.” What comes around goes around. You reap what
you sow. However you say it, when you develop skills, you are
able to help others, and that helps you in the long run.

Now, let's talk about the skills great leaders must master:

The Ability to be Inspirational. A leader needs to be able to inspire others. Yes, we need
to hit the mind with our message, but we also need to stir the heart and its passions as
well. The leader who is only rational will have bored followers who aren't inspired to go
anywhere. The leader who is only emotional will have excited followers who do not
know where to go! It takes both. Develop your ability to inspire your followers and make
them excited to be with you and the organization. Help them see the big picture that
shows they are making a difference.

Good Communication – Especially Vision. Great leaders are those who can take the
vision they have and communicate it in ways that their followers can easily understand,
internalize and own. Many leaders have great vision but fail to lead their organizations
anywhere. Vision that is only kept in your mind is not vision, but a dream. Vision
communicated clearly, memorably and passionately, so that people can grasp it and
follow, is what will take your group, whether large or small, to the next level and beyond.

Copyright Jim Rohn International 2002-2004 623

The Ability and Will to Delegate. Great leaders know that they cannot do it all on their
own. They may be able to do a lot on their own, but they will never achieve the powerful
impact that is possible until they learn to delegate, and then choose to do so. There is an
old proverb that says, “One can put 1,000 to flight and 2 can put 10,000 to flight.” When
we delegate to capable people we increase our effectiveness and impact exponentially.
Unfortunately, too many leaders do not attain greatness because they refuse to let anyone
else do anything. Learn to delegate--to the right people--and you will be moving in the
right direction.

The Ability to Teach Important Principles. When you look at great leaders of history
you see men and women who are able to teach. Christ, the greatest leader in history (his
organization thrives in every country 2,000 years after his death) primarily led people by
teaching them with stories. He knew that he would have to transfer concepts to his
followers that they could remember and apply. In fact, they called him "teacher". A good
example of a modern day business leader who used teaching is Jack Welch at General
Electric. When Welch began leading GE, it had a market cap of 4 billion dollars. Before
he retired, it had reached as high as 400 billion dollars. Now that is a return! And what
was at the core of his leadership? Teaching. GE had its own university long before it was
vogue for companies to do so. He knew that people needed to be taught, and Welch spent
many hours teaching there himself.

The Ability to Set Goals, Strategies and a Course of Action. The leader is responsible
for a few key areas. Vision is one and we have discussed that. The leader is also
responsible for setting the goals of the organization. They must determine (with the help
of others) what the team will shoot for. They need to be big enough to stretch the
followers but realistic enough so as not to discourage them. The leader must also set
strategy, again with the help of others. When they see where the organization must go,
they must also plot the map to get there, at least in a big picture sense. Managers can take
care of the rest, but the leader is responsible for giving the general strategic direction.
Lastly, the leader must set the course of action, defining behaviors of the organization
that will be acted upon. Setting the goals will give your team what it needs to shoot for.
Defining the strategy will show them how to get there. And setting the course of action
will show them what to do while carrying out the strategy.

Keep People Focused on the End Goal. Followers operate on a day-to-day basis. They
get tasks done that need to be done for that day or week, or even quarter. Leaders are
different. They are “big picture” people. They know that the organization will outlive
them and because of that, the perspective must be for the good of the organization, not
just the individuals. They must see where the end is. The Japanese business community is
renowned for setting 100-year goals. We Americans think 20-year goals are looking to
the future, and they are, but 100-year goals? Incredible. So leadership involves not only
setting a course for today, but also farther into the future. Skilled leaders have learned not
only how to inspire those following to catch a vision and pursue it, they've also learned
how to paint a vivid picture of the end results that will continue to motivate them to
accomplish the goals of the organization, long after they are gone. And when they have
created a beginning and defined the end, then they are ready to plot the road between.

Copyright Jim Rohn International 2002-2004 624

Remember, you can always increase your skills. Even if you just increase them a little bit,
you will increase your effectiveness and your impact significantly. Even the smallest of
change in a trajectory will mean a large change in distance.

Next, Chris is going to talk to you about how to multiply leadership in your organization
with an emphasis on what to look for in future leaders.

Until next week, let's do something remarkable!

Jim Rohn

“As a leader you should always start with where people are before you try to take
them to where you want them to go.”
-- Jim Rohn

Copyright Jim Rohn International 2002-2004 625

Hi there, Chris Widener here. This week I want to talk with you about how to multiply
leadership in your organization and what to look for in future leaders.

Extraordinary leaders are those who understand that in order for the organization to grow
and make its maximum impact, the leadership base in the organization must grow first
and grow strong enough to hold the growth. If this does not happen, the organization will
either not grow or will grow and then crumble because there is no solid foundation of
leadership. The effort to multiply leadership must be ongoing and purposeful. Here are
some ways to get your leadership base growing strong and wide!

1. Get Current Titled Leaders Growing in the Right Direction. If you want to
increase the level and effectiveness of your leadership right now, then the first thing you
should do is start with those who already have a title of leadership. You may find that
many of the people appointed as "leaders" are not effective leaders, and as a result you
may have your work cut out for you! Sit down with your leadership team and let them
know that you are going to be encouraging them to grow in the area of leadership. It is
imperative that the titled leaders get on board. If they don’t or won’t, then decisions of
leadership change may have to be made so that the forward motion of your organization
can progress.

2. Establish a Plan of Action for Leadership Development. Once you have decided to
move forward with leadership development, you need a plan. I would suggest a one-year
plan of reading and activities. Currently, I am taking a group of 17 people through a 12-
month (one meeting per month) plan of leadership development. Each person must read
the required book for the month. Each person takes responsibility in a given area. Each
person gives a verbal presentation to the rest of the group on an aspect of leadership.
They are accountable to another person in the group for their development. This is the
plan of action. If you need help setting up a plan like this, feel free to contact me and I
will help.

3. Identify Untitled Leaders. You also want to identify the leaders you have who may
not necessarily have a title of leadership. Know this though, they are leading! They are
influencing the direction of your company or organization. They are leading and
influencing others. Find out who they are and invite them into the official leadership
process. How do you find them? Here are a few ways: Notice at your meetings who the
other people look to for their opinion. That is the leader. Ask people who they think has
leadership potential. A few names will come up over and over. They are your leaders.
Ask people to tell you who has the most influence outside of the titled leaders. Again, a
few names will come up over and over. They are your leaders. Now, get them on board
with you!

4. Develop a Culture of Leadership. Call your leadership development group something

like “Emerging Leaders.” Get t-shirts made up. Have special events for them. Get them
involved. Honor their commitment and growth. Above all, let it be known throughout the
organization that you value leadership development and that you are willing to invest in
people. Not only will you invest in them, but you will honor them and make it fun too!

Copyright Jim Rohn International 2002-2004 626

5. Enable Leadership Attempts: Let them Try, Let Them Fail. This is where most
groups fail. They will let people try, but they won’t let them fail. Once they fail, they take
responsibility away from them again. Leadership development must be a long-term
commitment, and this means you will have to put up with some short-term failures. As
you do, the leaders you are investing in will be growing and learning how to do it right in
the long run. Those are the people who will grow your organization for years.

6. Establish Mentoring: Watch Me Do, Do with Me, Do Alone, Teach Another. Get
the current leaders to teach the newer leaders. Have them take people along to do their
everyday activities. Invest time in them, developing the relationship while they see how it
is done. Then let them do some of the work themselves while you are there. As that gets
better, then it is time to let them do it by themselves. Tell them you can’t make it that day
but they can go to the meeting without you. Once they have mastered the task, have them
turn around and mentor others. This way you are developing more and more layers of
competent, Extraordinary Leaders!

7. Show the Benefits: Both Individual and Corporate. The fact is that people will do
those things that will bring them benefits and rewards, so go all out to show them how
they will benefit as individuals and as a group. Show them
that leadership development will help them make more
money, have better relationships with co-workers and
better job satisfaction. Show them that leadership
development will show itself in all areas of their lives, not
just at work. Show them how the whole organization will
grow, become more efficient, accomplish the goals they
have established and really make a difference in the world
around them. Show them the benefits and you will get
their hearts for leadership!

If you look at the above points you will see that there are a few that deal specifically with
the opportunity to bring in and develop new leaders. But what are the key traits to look
for in people who can become leaders with you? Here are the main traits to look for:

1. Tough Mental State. Leaders face tough situations and need to be able to stay
focused. A tough mental state is essential. You want people who eat hard times for
breakfast, because they will inevitably be called to do so!

2. Tenacity. Again, they will face hard times and obstacles head on so they need a high
“capacity for tenacity!” As Robert Schuler says, “When the Going Gets Tough the Tough
Get Going."

3. A Proven Ability to Lead Others to a Goal. The best people to make titled leaders in
your organization are those who have already shown the ability to lead others. Too often
leaders make the mistake of saying, “Maybe if we give him the job, he’ll rise to the
occasion.”

Copyright Jim Rohn International 2002-2004 627

4. A Desire to Rise Above the Status Quo. Leaders never think in terms of average.
They have no desire to be average. They see themselves higher, they want to be higher,
and they are willing to do what it takes to rise above the crowd.

5. Has the Respect of a Broad Range of Co-Workers. If you want to get a good idea of
who your next leaders are, look to see who already has influence among your group.
Once you find them, your job is to help them rise up and extend even more effective
influence in the organization.

6. Successful Past Leadership Experience (Even if Small). Look at what people in

your organization do outside of their time with you. Do they lead in other areas of life? If
so, then they probably have the capacity to improve their leadership with you as well,
since most leadership principles are applicable to a wide variety of situations.

7. Excellent Communication Skills. As we have seen throughout the One-Year Plan,

communication is essential to success, especially successful leadership. Do they speak
well? Do they write well? Do they get their points across clearly and memorably in ways
that cause others to listen? If so, then you are probably looking at leadership potential.

8. Takes Responsibility. Notice I didn’t say “accepts responsibility.” Good followers

will say, “okay,” when assigned a task. Leaders look ahead and ask you if they can take
projects on. This is key to finding people who want to lead – they take on additional
responsibilities and then deliver!

Have a great week!

Chris Widener

“Personal leadership is the quiet determining factor of all success. You must
personally lead you to success... everyday.”
-– Doug Firebaugh

Copyright Jim Rohn International 2002-2004 628

 Q
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Q. How well do you communicate your vision to your followers? Do

you make the jump from having it in your head to having your team
understand?

Q. How inspirational are you? What could you do to help stir the hearts of your followers
better?

Q. How good are you at setting goals? Strategies? The course of action?

Q. How often do you teach those who serve under you? In what ways could you take
more opportunities to teach others this week?

Copyright Jim Rohn International 2002-2004 629

 A
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1. Take at least three opportunities this week to cast vision for your followers. Be sure to
affect both their heads and their hearts.

A.
B.
C.

2. Take at least three opportunities this week to teach individuals in your organization.

A.
B.
C.

3. Ask at least three people this week if they are clear on the goals, strategies and course
of action needed from them. To the degree they are not, take the time to help them.

A.
B.
C.

4. Look for and identify at least three people in your organization who could be “future
leaders.”

A.
B.
C.

5. Give some serious thought this week to establishing a leadership development

program in your organization.

Copyright Jim Rohn International 2002-2004 630

Review of Brian Tracy's CD Ten:

• The Magic of Self-Direction

• Global competition
• Anxiety and stress
• Goals put you in control
• Your area of excellence
• The million-dollar list
• One great dream

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This week we will be listening to CD 11 of Brian Tracy’s Success
Mastery Academy.

• How to set and achieve goals

• Four major obstacles to goal-setting

• Increasing your likelihood of success

• The power of belief

• The fuel of achievement

• Identifying the obstacles

Copyright Jim Rohn International 2002-2004 631

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Copyright Jim Rohn International 2002-2004 633