general guidelines - amazon s3s3.amazonaws.com/johnmaxwellteamdotnet/how_to_be_a_real... ·...

General Guidelines

2

©2011 The John Maxwell Team

General Guidelines

General Guidelines for Use:This manual provides a structure to facilitate individual learning and is adaptable for both one-to-one, group and team engagement.

It is a guide, not a directive; therefore it doesn’t have to be followed to the letter. You do not have to use each interactive exercise or each aspect within an interactive exercise. You are working with unique individuals with unique consciousness; allow whatever feels intuitive to you to flow.

One question may open up a coaching dialogue that has far more value to the participant’s evolution than sticking to the rigidity of the structure outlined in this manual. So please use it with dexterity, flexibility and creativity within the framework of each unique client interaction.

Remember, the whole purpose of this learning experience is to raise awareness. Sustainable performance improvement can only come from increased awareness.

Suggestion

Create a personal journal just for these sessions. After each session, take some time to record your thoughts and observations from the session itself. What did you witness in the participant or, if applicable, the group? What did you witness in yourself?

This process of reflection is beneficial in helping you and the participant/s maximize the learning within the process, for example, returning to your thoughts ahead of the next session is a very useful method of returning you, as near as possible, to where you and the participant left off.

Pre-Process Preparation & Assignment:

Watch the video teaching and complete the Participant Guide in its entirety as a student (including the inventory exercises and questions)

Ahead of the first session, instruct participant/s to:

1. Read the Participant Guide from page 3 through to Page 5.

2. Watch Session 1 and complete pages 6,7 and 8 only of the Participant Guide. Do not complete the Relationships Inventory on Page 9.

3. Bring the Participant Guide to the session with notepads and pens.

“How to Be a REAL Success” is structured into 9 Learning Sessions.

3


Session1Session 1

Relationships (Part 1)

Opening the Session

Individual One-to-One

Step 1: Setting the Scene

Always begin and end the sessions on time: no exceptions. If all of the exercises cannot be completed, so be it (you could, at your discretion, set them as assignments)

Your core objective is to ensure the person is comfortable, informed of the process and enthused to return to each session.

Warmly welcome your participant to the process and express your enthusiasm for working with them, as they become a person of influence.

Explain the format and process of the learning experience, the number of sessions, the process within the sessions, and assignment work in-between sessions.

Explain your role as a facilitator and coach, describing your role in a collaborative experience that expands the material in terms of its relevance and application to the individual concerned.

Be explicit about individual responsibilities around timeliness and commitments to assignments.

Explain the use and reference to the workbook as a learning guide in and out of sessions, and the importance of having a notepad with pens to record notes and observations.

Explain that this is a safe, supportive learning environment without judgment or ridicule. Ask the participant to be mindful of this, and willing to be courageous, self-disclosing and honest as a consequence.

Answer any questions that may arise either about the process itself, your role, or the content.

4


Session1Group CoachingStep 1: Setting the Scene

Always begin and end the sessions on time: no exceptions. If all of the exercises cannot be completed, so be it (you could, at your discretion, set them as assignments)

Your core objective is to ensure that everyone is comfortable, informed of the process and enthused to return to each session.

Welcome everyone personally and warmly as they arrive.

Welcome everyone as a group.

Express your excitement at working with the group. Explain the power of John Maxwell’s content is amplified when studied within a mutually supportive group-learning environment.

Explain the format and process of this learning experience, the number of sessions, the process within the sessions, and assignment work in-between sessions.

Be explicit about individual responsibilities within the group:

❦ Timeliness: explain sessions will start and end on time without exception.

❦ Contribution: describe that everyone is invited and encouraged to make a contribution to the group

❦ Respect: outline that this is a mutually supportive environment to accelerate learning, and that all contributions are valued.

❦ Behaviour: Explain that interruptions or talking over other participants is unacceptable practice within the group.

Ensure you model the behaviour that you expect, for example, showing interest in others and their views.

Step 2: Introducing the Content

Success is a process, a lifelong strategy of building on strengths and minimizing weaknesses, and having focus on the people and points of life that are most important.

Every successful person is surrounded by other successful people they have helped shape and mold. Our success is found in taking others with us on the pathway to success. By lifting others up, we find our own success elevated higher than we could have ever achieved alone.

The process you are about to experience will help you achieve greater success by learning and integrating critical principles that will determine your growth and development in these key areas:

5


Session11. Relationships

• You will relate to others better as you understand essential relational rules.

• You will be far more effective in adding value to people to help them reach their full potential.

2. Equipping

• You will improve your ability to recognise and build on the leadership potential in those around you.

• You will learn and apply teamwork laws that will help you take others to a higher level.

3. Attitude

• You will learn how to improve your attitude through daily practices.

• You’ll understand the affect your attitude has on your and those around you.

• You’ll learn how to adopt an attitude that makes challenges easier to overcome.

4. Leadership

• You’ll learn what successful leaders do to remain at the top.

• You’ll lead others successfully to where you have gone and beyond.

• You’ll improve your ability to influence from the heart and not just the head.

In Session Coaching:

Interactive Exercise 1: Discuss John’s description of success (top of page 6). Explain that you’d like to explore each part of the description in more detail to see how it relates the participant.

Ask the following questions:

• What What is your purpose in life?

Listen intently. If the participant is quiet do not intrude, allow them to think. If the participant has established purpose, explore further by asking:

• How does purpose show up in your life?

• What happens that confirms that what you do is purpose related?

6


Session1If the participant cannot answer the initial question (which is not uncommon), explain that not knowing one’s purpose in life is not unusual and that most people go through life without ever establishing purpose.

Explain that purpose takes time to emerge in a person’s life however, there’s a very high probability that it will never emerge unless it’s actively searched for.

Outline that whilst the participant’s purpose may not be established straight away, you’d like to begin the process by asking some questions.

Ask the participant to think of something they do that makes them feel ‘full of life’, excited, ‘full to the brim’. Ask:

• What were you doing?

• What made it so meaningful?

• What are you naturally gifted at?

• What would a completely fulfilled life look like for you?

• If you life long financial needs were taken care of, what would you choose to do with your working day?

• Why?

• How often do you explore purpose with your followers and family members?

Interactive Exercise 2:Ask the participant the following questions:

• Outside of this experience, what self-learning have you instigated previously?

• In what ways has this investment benefited you?

Imagine we met again when you’re 80 years old. At that age you’ve no one to answer to other than yourself, and can reflect and evaluate on a life gone by.

• What will you have achieved in life to know you’ve maximised on your potential?

• How are you preparing yourself for that outcome now?

• What growth experiences must you engage in to help you become the person you intend to be?

• How do you add value to others?

• What are the daily practices that demonstrate your commitment to helping others develop?

7


Session1Interactive Exercise 3:Discuss the findings of the research by Stanford University at the bottom of page 6.

Ask the participant:

• How closely have the findings related to your experience in the workplace?

• What do you believe are the consequences?

• What percentages apply to your business today?

• In what ways has the participant invested in developing his or her people skills?

• In what ways has the participant invested in developing the people skills of his of her team/department/organisation?

Interactive Exercise 4:Ask the participant the following questions:

• If I were to suggest that you loved yourself, how would you interpret it?

• What does this reveal to you about yourself?

• What would it mean to ‘love’ yourself?

Ask the participant to list 3 things they wouldn’t want others to know about them (specifically in the workplace). Give them 3 minutes to do this and explain that you’ll not be asking for the information to be shared.

Interactive Exercise 5:John teaches how much effort it takes to being ‘likeable’.

• In what areas does the participant have to work hard to be likeable?

• How does the participant currently demonstrate their focus on the interests of others?

Ask the participant to name 2 members of his team, people he or she influences.

• Ask the participant to reveal, against each person, the key to that person’s life. What’s most important to that person? What are their values?

• What do the findings of this line of enquiry reveal to you?

• What, if any, changes do they prompt?

• When did you last ask someone you influence for help? Why?

8


Session1

Assignment:

1. Refer to the 3 things that you highlighted in the session that you don’t want others to know. Against each one ask:

• What is that concerns you?

• What’s the worst that can happen?

• How does this relate to how you accept yourself?

• What does it reveal to you about you that could affect how you accepting you are of others?

Be willing to share your findings at the next session.

2. Make a list of the people you influence: ahead of the next session, invest time with each person to explore what the keys are to their lives. Be willing to share your findings at the next session.

3. Identify where your knowledge or expertise is weak. Who in your sphere of influence can you ask for help in that area?

4. Complete the Relationship Inventory on page 9, and answer the questions on page 10 of the participant guide. Bring you guide to the next session to share your findings.

Thank your client and express how much you’re looking forward to at the next session. Confirm date and time.

Take time to record your thoughts and observations in your journal.

• How do you add value to people in your life?

Give 3 recent examples in both your personal and professional life that demonstrated how you live by “the golden rule” (“do unto others as you would have others do unto you”).

9


Session2Session 2

Relationships (Part 2)


Update: 1. Discuss the findings from the assignments from session 1.

• What were the findings from the exercise regarding 3 areas that the participant didn’t want to reveal?

Ask what insights came from the questions:

• What is that concerns you?

• What’s the worst that can happen?

• How does this relate to how you accept yourself?

• What does it reveal to you about you that could affect how you accepting you are of others?

• What will the participant do to bring about the changes?

• When will those changes be done?

2. What did the participant establish from their interactions with people they influence in relation to the keys to their life?

• What was the experience like and what has been learnt as a consequence?

3. Who has the participant requested help from in their team and why?

• How was it positioned to the person and how was it received?

Interactive Exercise 1: Review the completed Relationship Inventory on .

Go through each of the questions one by one with the participant exploring the answers.

For each answer ask:

10


Session2• What brought you to this conclusion?

• What evidence do you have that supports it?

• How could you improve your score in this area?

• What are you willing to do to improve?

• When will it happen?

• On a commitment scale of 0 to 10, 0 being not committed, 10 being completely committed, how committed are you follow through on this action?

Interactive Exercise 2:Review the answers to the questions on page 10 of the Participant Guide.

Q1.Explore the 2 examples offered by the participant.

• What do the answers reveal?

• How relevant is Roosevelt’s statement to the participant’s work?

Q2:• What relationships in the past have aided the participant’s success?

• What relationships have detracted?

• How has the participant negatively affected someone’s success in the past?

• What, if anything, would they choose to do differently now?

• How has the participant positively affected someone’s success in the past?

• What was difference within the participant in each situation that brought about the opposing outcomes?

• How does the participant ensure they’re positively affecting others today?

Q3:• What needs to change as a consequence of this assessment?

• In which relationship/s is the participant not at their best?

• How can this be addressed effectively?


11


Session2

Assignment:

1. Review the past 2 sessions on relationships. Reflect and evaluate on your experience. What insights have you made? What will change as a consequence? How will it help you?

2. Watch Session 2 and complete page 12 ONLY of the Participant Guide. Do not complete the Relationships Inventory on Page 13.

Thank your client, congratulate them on their efforts and express how much you’re looking forward to at the next session. Confirm date and time.


Q4:Review the steps identified.

• How are these areas impacting your relationships currently? Give examples.

• What will change as a consequence of you improving these areas?

• When will the steps be taken?

• How committed are you, between 0 to 10 (0 being not committed at all, 10 being completely committed) to follow through on those dates?

12


Session3Session 3

Equipping (Part 1)


Update: Discuss the findings from the participants’ review of the learning experience from them first 2 sessions on ‘relationships’:

• What were the insights and what changes have/are being made?

Interactive Exercise 1: “Great leaders grow their vision from me to we”

• When have you witnessed a leader grow their vision in this way?

• Describe your vision of success in your business life.

If no vision is forthcoming ask:

• What do you feel the implications of being without vision are?

Discuss the teaching from Proverbs ‘where there is no vision the people perish’.

• What is you perspective on the teaching?

Use coaching questions to begin the process of building a vision – explore what success looks like.

• What will success look like for you and your business in 12 months time?

If a vision is described:

• How is this vision portrayed to those your influence?

• How was it taken from me to we?

• What demonstrates that the vision lives within those you lead? How is it heard in their language? How often is it referred to?

• How does the participant know the vision has moved from me to we?

• What is your vision for success in your personal life?

13


Session3• Where do you see yourself in 3 and years?

• How does your personal and professional vision correlate?

Interactive Exercise 2:Discuss the teaching ‘Why People Fail to Equip Others’ on Page 12.

Below is a series of coaching questions that explore the participant’s reality in some of the reasons. Use them all of select which one’s you think are most relevant to the participant concerned.

1. ‘It’s hard work.’

• What does the participant find most challenging about equipping others?

• What makes it so?

• How did John’s teaching on how people move/change relate to your leadership experience?

• How have you dealt with and overcome it?

Discuss how flexibility in approach is a vitally important leadership trait, because people are not linear, have unique and diverse personalities, and it is the leaders responsibility to meet people where they are, not vice versa, because the leader is responsible for influence.

• In what ways have you demonstrated flexibility in positively influencing different personalities?

• Where have you been unable to work with someone effectively?

• What happened?

• What was learnt from the experience?

• How has it helped you become a more flexible leader since?

2. ‘We underestimate people.’

• Have you ever worked for a leader who underestimated you?

• Looking back in hindsight, what impact did it have on your and your ability to perform?

Explain to the participant that we often underestimate people unconsciously, that is, it’s rarely deliberate or purposeful. However, the impact is much the same: people tend to meet our expectations of them.

• Who have you underestimated in the past?

• Who might be underestimated in your current circle of influence?

14


Session3If a person is identified:

• What evidence supports your view?

• What opportunities have been given for this person to shine?

• How can you change your view?

If no one identified:

Give 3 recent examples of how your people demonstrate your high expectations of them.

Explain that the biggest error that most people make is seeing existing performance as a representation of potential, when in fact it only represents the current awareness any given individual has of their potential.

Explain that back in the 1950’s Abraham Maslow identified from years of research that human potential has no known limits. Whilst that potential is demonstrated uniquely through the gifts of each individual, its boundaries are limitless.

• Assuming you agree with Maslow, what will change in your approach to those you influence?

• How can you equip them more effectively to unlock untapped potential?

3. ‘We enjoy doing the tasks ourselves’

• What are you primary objectives?

• What are you doing that you enjoy that isn’t a priority against those objectives?

• How could you develop others by giving them responsibility in an area you enjoy yet isn’t your priority?

4. ‘We want to keep control’

• Where have you witnessed this in leaders in the past?

• What was the impact?

• In what areas of your current work could this apply to you?

5. ‘We don’t notice the leadership potential in those around us’?

• How have you identified leadership potential in the past?

• What specific attributes do you look for?

• Who in your current sphere of influence is demonstrating leadership potential?

• What are they doing differently to others?

15


Session3• What would accelerate the growth of those highlighted?

• How might they be empowered to help the rest of the team rise to leadership?

Interactive Exercise 3:Review the completed Relationship Inventory on Page 13.



• What brought you to this conclusion?





On a commitment scale of 0 to 10, 0 being not committed, 10 being completely committed, how committed are you follow through on this action?

16


Session3Assignment:

1. Make a list of your team/followers. Identify a key strength of each individual, a talent that they are more gifted in than you. Against each person and talent, establish what task you currently undertake where they could add more value?

2. Either in your next team or board meeting, or in one to one meetings, ask your colleagues for genuine, authentic feedback. Explain that you are working on your leadership ability with the John Maxwell Team and that you need their help. Ask „in what areas do I seek to control where there’s really no need to?’

Listen and do not seek to defend your position, even if you believe the comments are unjustified. Make notes and bring them to our next session.

3. Watch Session 2 again and complete page 14 of the Participant Guide and answer the ‘Thought Provoker’ questions on page 15 and 16 and bring your answers and Participant Guide to the next session.



17


Session4Session 4

Equipping (Part 2)


Update: 1. Discuss the participant’s review of his team/followers and their key strengths.

• What was identified?

• What changes has it prompted?

• When will those changes take place?

• What else could you do?

Ask for commitments (0 to 10) for any actions.

2. Discuss the feedback exercise.

• What was the experience like?

• What feedback was offered?

• What resonated with you?

• What has it revealed about your current leadership style?

• What changes, if any, need to be made?

• What else could you do?

• How will you accomplish this?

• By when?


18


Session4Interactive Exercise 1: Review the answers to the questions on page 15 & 16 of the Participant Guide.

Q1.• What hesitations about equipping others have you identified?

If none identified, ask:

• What hesitations do you think existed before working on this learning process?

• How have the hesitations undermined your success?

• How will you know you’re no longer hesitating in these areas? What specifically will have occurred?

Q2:• What development experiences have made the biggest contribution to your

success?

• What made them so impactful?

• How have your brought this experience (or similar) to those you now lead?

Q3: Refer back to the key strengths in other people identified by the participant in

the assignment from the previous session.

Relate the questions to those people and their specific strengths.

Q4: Review the answers to the Mt. Everest questions. Use your coaching skill and

questions to explore each answer:

• What makes the dream so meaningful?

• How does the dream relate to your life’s purpose?

• What does the team you’ve outlined bring to the dream that you don’t?

• What skills or expertise does the dream require that are currently missing?

• How have you communicated vision?

• How has the team contributed to the vision?

• What’s are the next steps?

• By when?


19


Session4Assignment:

1. Handwrite the vision of your dream in the present tense. Leave it for a day then return to rewrite it again without referring to the previous version. Let your imagination flow. Repeat this exercise a third time before bringing your vision to the next session.

2. Watch Session 3 ‘Attitude’ and complete ONLY page18 of the Participant Guide and the ‘Attitude Inventory’ on page 19.



20


Session5Session 5

Attitude (Part 1)


Update: Ask the participant to share their vision of their dream. Listen intently. Ensure the language expressed is in the present tense.

• What was the experience of creating the vision like?

Explain that building a vision is not easy work, however, it is vitally important for success. Outline that we think in pictures, and if the success aspired to cannot be seen in the eye of the mind it will not manifest itself in physical reality.

Explain that with each reiteration of the vision, more detail flows and brings greater clarity to the image. This evokes emotional involvement in the participant, making the vision more compelling.

• Ask: How is the vision aligned with your life’s purpose?

Suggest that the participant continue to refresh the vision until a very clear picture emerges, and to share it with those on the ‘dream team’ to engage and inspire creative input and action.

Interactive Exercise 1: • When identifying potential in others, what are the attributes you look for?

• What makes them so important?

• How many of these can be described as attitudinal?

• How would you describe the attitude of those you lead?

• What does it reveal to you about your own?

• How do you lead people to an improved attitude toward life?

• What recent examples can you give to support this?

• When are you not at your best? Share an example…

21


Session5• What was the impact?

• What would help you avoid that state of mind in future?

• When are you are your best? Share an example…

• What would help you be at your best in other situations?

• What might prompt you to think of your attitude?

• In what ways would you benefit?

• In what ways will those you influence benefit?

• What examples in the past can you think of where a problem became a blessing?

• What enabled the blessing to be recognized?

Interactive Exercise 2:Review the completed Attitude Inventory on Page 19.



• What brought you to this conclusion?





On a commitment scale of 0 to 10, 0 being not committed, 10 being completely committed, how committed are you follow through on this action?

22


Session5Assignment:

1. Continue imprinting your vision with the handwritten exercise.

2. Reflect on this session – what have been the most valuable insights? What makes them so valuable?

3. Having evaluated the learning from the session, complete the questions on page 20 and 21 of the Participant Gu.



23


Session6Session 6

Attitude (Part 2)


Update: 1. Review the participant’s progress with the visioning process.

2. Ask the participant to share their findings regarding the most valuable insights of the last session? Explore what made those insights so pertinent.

Interactive Exercise 1: Review the answers to some of the questions on page 20 & 21 of the Participant Guide. Explore the answers of each question.

Attitude Inventory

Q1. – Exhibiting Healthy Ambition.

If yes ask:

• In what way do you exhibit ambition?

• What are you intending to achieve professionally over the next year?

• What must you undertake in the next month to know you’re on track to achieve it?

• What happens then?

(Continue to explore the participant’s view of the road ahead)

• What are you intending to achieve personally over the next year?

• What must you undertake in the next month to know you’re on track to achieve it?

• What happens then?

(Continue to explore the participant’s view of the road ahead)

24


Session6If no:

• What prevents you?

• What would ‘exhibiting ambition’ look like for you?

• What would an ‘ambitious’ you want to achieve in the next year?

• What makes exhibiting ambition so difficult?

• Who is the most ambitious person that you know?

• If you were as ambitious, what would you be planning in your personal and professional life?

Continue to explore…

Q2: – Taking Time To Improve Skills & Increase Knowledge

• This process aside, what learning initiatives have you experienced in the past 6 months?

• What skills do you intend to improve this month?

• What do you read?

• What do you listen to in the car?

• What skills will you have in your repertoire in 6 months time that you do not have today?

• For what purpose?

• How much time do you dedicate to personal growth? (As opposed to professional growth such as skills and technical knowledge).

Q3: – Positive Attitude Toward Organization Both at Work and Outside of Work?

• How would you describe your work?

• If I were to speak with one of your followers or colleagues, and ask them how you speak about the company, what would they tell me?

• If I were to speak with one of your friends outside of work about how you speak about the company, what would they tell me?

25


Session6Interactive Exercise 2:

Thought Provokers

Q1: Attitude of Success• What lesson did this question bring you?

• If you could improve your attitude in any given situation, which situation would you choose?

• Why?

• What do you define as an ‘attitude of success’?

• What would it take for you to replicate a similar attitude to the person you’ve outlined?

• What will happen if you do?

• What will happen if you don’t?

• Which outcome would you prefer?

Q2:• What has your answer revealed?

• In what areas of your life could your attitude be undermining your success?

• What are the implications of your answer on the important relationships in your life?

Q3:• Explore the examples.

• Where was the choice?

• How did it influence the outcome?

• What lesson was learned?

• How has the lesson helped you?

Q4:• If you were facing the challenge today what would you do?

• How has this experience helped you?

• What examples can you give that support your answer?

• What lessons might have been missed?

26


Session6

Assignment:

1. Follow through on the action steps highlighted in this session.

2. Return again to the visioning exercise: rewrite the vision now having had the benefit of experiencing this session.

3. Reflect on this session – what have been the most valuable insights? What makes them so valuable?

4. Watch Session 4 ‘Leadership’ and complete ONLY page 22 of the Participant Guide and the ‘Leadership Inventory’ on page 23.



Q5:• Review the participant’s answers and explore further.

• What brought the participant to that conclusion?

• Clarify the steps that have been identified by the participant – what will be achieved by undertaking them?

• How will the participant know they have been a success?

Gain a commitment, using the scale of 0 to 10 (0 being not committed, 10 being totally committed) for each action step and the timescales associated with it.

27


Session7Session 7

Leadership (Part 1)


Update: 1. Review the participant’s progress against the commitments made in the last

session.

• What was achieved?

• What was learned?

• What’s next?

2. Ask the participant to share their vision.

• Has the vision been taken from me to we (dream team)?

• If not, when?

• If so, what input have they contributed?

• What action steps underpin the vision?

Interactive Exercise 1: • How has the Law of the Lid applied to your working life?

• How is it currently asserting itself in your work?

• What does it deny you?

• Given your understanding of the Law of the lid, what level are you intending to operate at in 6 months time?

• What must you do in the interim to reach this level?

• What support will you need?

• Who else is involved?

• How will this change benefit you?

• How will it benefit others?

28


Session7Review actions and ask for commitments and timescales using the 0 to 10 scale (0 being not committed, 10 being totally committed).

Interactive Exercise 2:• How has the Law of Process applied to your working life?

• When it comes to developing your team, where do you overestimate the event and underestimate the process?

• Describe your typical working day.

• Given this observation, what does it reveal?

• How much of your time is spent in shaping the success you intend for?

• How much is lost on urgent yet not important tasks?

• What % of your day is dedicated to influencing those that report to you?

• What % of your day is dedicated to influencing those above you?

• What does this assessment reveal?

• What must is missing and must change as a consequence?

• When will you make those changes?

• How will you and the team benefit?

Interactive Exercise 3:• How have you challenged the process in the past?

• What did it achieve?

• What are you discontented with right now?

• What must be challenged to change it?

• What obstacles are you facing or anticipate facing?

• How have you overcome similar obstacles in the past?

• How can that experience contribute to this?

• Who can help?

• What’s the first step in moving it forward?

• How do you model the way in your life?

• Give examples from your personal and professional life.

29


Session7• What would you like the people you lead to say about you when you or they move

on?

• What would the leader that merits that description be doing now that you’re not?

• What are the people you lead hoping for?

• What is it that ‘lights them up’?

• How are you nurturing this hope?

• What does ‘encouraging the heart’ mean for you as a leader?

• How can you demonstrate that meaning more in your work?

• How can you demonstrate it in your personal life?

Interactive Exercise 4:Review the findings of the Leadership Inventory and how it correlates to the findings of the session.

• How would the participant mark their scores following the session?

• What scores will be applicable in 3 months time?

• What has changed in the interim?

• What actions are in place to ensure it’s achieved?

30


Session7

Assignment:1. Conduct a thorough review of this session: list the key learning points and

record how they will improve your leadership.

2. Conduct a thorough review of your key learning points in Relationships, Equipping and Attitude. What have you discovered about your leadership in the process that will serve in making you a better leader? Bring your findings to the next session.

3. Having evaluated the learning from the session, complete the questions on page 24 and 25 of the Participant Guide.

Thank your client, congratulate them on their efforts and express how much you’re looking forward to at the next session. Outline that the next session is the final session of the process. Confirm date and time.


31


Session8Session 8

Leadership (Part 2)


Update: 1. Review the key learning points from the last session on leadership. Explore the

participant’s findings of how the learning will improve his or her leadership.

2. Explore the participant;’ review of the key learning points from Relationships, Equipping and Attitude.

Ask the participant to list the learning points under each heading.

Now identify the action points that have already been undertaken against each area, and those that have yet to be completed.

Determine when the actions will be taken and by when.

Note the commitment level on each.

• What will the benefit be of each action?

• Who else is involved or needs to help to ensure success?

Interactive Exercise 1: Discuss and explore the 3 lessons the participant has learned about leadership by observing successful leaders.

For each lesson ask:

• What made the lesson so pertinent for you?

• How has it impacted your ability to lead others?

• Which leaders do you currently admire?

• What attributes do you admire in the person?

32


Session8

Interactive Exercise 2:• What attributes do others admire in you?

• How have others grown through your leadership?

• How do you think you have benefited from this process?

• How will your team benefit?

Close:Explore how the participant intends to continue their learning. You may want to introduce them to the next JMT learning system, or perhaps given them the opportunity of working with you in a one to one coaching engagement.

Thank the participant/s for entrusting you to collaborate in their development as a leader. Acknowledge the commitment in time and energy the participant has dedicated to improvement so that they may go on to do the same for others.

Remind the participant that a true leader is not the one with the most followers, but the one who creates the most leaders.

Close off by stating that you look forward to working with them again in the near future.

general guidelines - amazon s3s3.amazonaws.com/johnmaxwellteamdotnet/how_to_be_a_real... ·...

Documents