Developing the Leaders Around You Ch 3

Identifying Potential Leaders

• Scarce ability: Recognizing ability is more important than possessing ability. A leader's key responsibility is spotting potential leaders.
• Carnegie's Approach: Dale Carnegie, when hired 43 millionaires, explained he wasn't seeking millionaires, but the potential for them. Finding gold (potential) rather than focusing on the dirt (unproven) is critical in cultivating successful people.
• Selecting the Right Players: Professional sports teams meticulously scout prospects. This strategic selection is pivotal for future success in any organization.
• Hiring is Strategic: Hiring is a commitment, akin to skydiving. Leaders must choose carefully among many options before making a decision. A proper evaluation of personnel is necessary.

Assessing Needs and Potential

• Five A's: A useful approach for assessing potential hires:
• Assessment of needs (big-picture view of organizational requirements)
• Assets on hand (current internal talent)
• Ability of candidates (skills and talents)
• Attitude of candidates (willingness)
• Accomplishments of candidates (past successes)
• Exceptional Candidates: Prioritize a truly exceptional candidate, even if they don't directly fit current needs. Such candidates can make a substantial positive impact on the organization. Often these are "impact players" (superstars).
• Evaluating Potential Leaders: A 25-characteristic grid can measure leadership potential (scores range 0-4 for each characteristic). Quality of character outweighs numerical scores.
• Grading Scale:
• 90–100: Great leader (mentors others)
• 80–89: Good leader (continual growth mentoring)
• 70–79: Emerging leader (growth & mentoring)
• 60–69: Bursting with potential (development)
• Below 60: Needs growth (may not be mentoring material)

The Law of Diminishing Expertise

• Trend in Hiring: Leaders often hire individuals with lower expertise than themselves. This "law of diminishing expertise" results in a skill gap as organizations grow due to a greater ratio of less-expert compared to highly-expert employees.
• Impact of Hiring: Poor hiring creates a disproportionate number of marginal performers in the organization.

Qualities to Look For in a Leader

• Character: Strength of character is paramount. Flaws will eventually impede effectiveness; flaws are different from weaknesses. Honesty, integrity, teachability, dependability, perseverance, and a strong work ethic are key to judging character.
• Influence: Leadership is influence, with the ability to guide others toward a defined goal. Examine sources of influence (position, relationships, results, personnel development, personhood) and quality of followers.
• Positive Attitude: A positive attitude, or no-limit mindset, is exceptionally valuable in individuals. Their attitude affects their approaches to challenges.
• People Skills: Essential for a leader to connect with others; demonstrated through understanding others, genuine concern, and seeking positive interactions. Leaders are followed by those whom they influence.

Evaluating Potential Candidates (further)

• Gifts and Potential: Every individual has gifts; evaluate individuals as potential leaders. Different wannabe categories include "Never Be" (lack the ability), "Could Be" (talent, lacking self-discipline), "Should Be" (raw talent, lacking skills), and "Must Be" (right gifts, skills, attitude, needing opportunity).
• Proven Track Record: A crucial element to evaluate is a person's demonstrable past achievements and ability/learning through experience. This demonstrates understanding of mistakes, effort, and success in prior roles.
• Confidence: Leaders must display confidence, motivating followers to have faith in their abilities.
• Self-Discipline: Leaders require self-discipline to prioritize tasks, set goals, develop plans and exhibit perseverance in achieving them.
• Effective Communication Skills: Communication consumes much time; leaders must clearly convey their vision. Key elements include genuine concern for the individual spoken to, focus on the responder, and the ability to communicate with people of varied backgrounds and experiences.
• Discontent with the Status Quo: Leaders seek improvement; dissatisfaction with current levels of output and a willingness to take risks are important indicators of potential leadership.