28 of 29 people found the following review helpful:
5.0 out of 5 stars
Don't add, multiply!, January 24, 2001
The basic premise of this book is that you can multiply the efficiency of your organization by devoting time to developing the potential leaders around you. The idea is that once you commit to developing potential leaders, they in turn become leaders who can develop other leaders, and as the number of leaders grows, productivity increases. The book provides guidelines as to how to identify those individuals who have the potential for leadership, and then gives instruction on how to develop them. The guidelines and instruction Maxwell gives can be summarized as follows: choose the individuals who are the most willing to grow and learn new things as your potential leaders, and grow them by investing time in them, empowering them for success by delegating wisely and providing counsel. Maxwell views the development as a nurturing process, very relationally based. His ideas are sound (though I have oversimplified them here in the interest of brevity), and his examples and descriptions thorough. There is a somewhat general nature to his examples in some cases, mostly because the book is written for leaders of all types (coaches, supervisors, CEOs, parents...) and it is meant to be universal in scope. The book does contain a wealth of information, (I must have marked 10-12 pages in order to refer to them later) and gives the reader an opportunity for self-assessment with a questionnaire. Additionally, the universal quality of his principles enables individual application to unique situations, which is perhaps the most valuable quality of this fine book.
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20 of 20 people found the following review helpful:
4.0 out of 5 stars
Maxwell's Anecdotal Style Makes This an Enjoyable Read, January 24, 2004
John C. Maxwell has made a name for himself as an authority on leadership, landing on bestseller lists in both the Christian and general markets. That's quite an accomplishment, and it's one he has legitimately earned. In addition to writing more than two-dozen books, he has established several organizations geared toward training and equipping leaders and has developed numerous ancillary products like tape series, handbooks and manuals, and curriculum materials. In short, he's an expert in his field and one of the best communicators out there.
That said, you should know that Maxwell mines the wealth of information and resources he has amassed and recycles it all to create new books --- which means that one Maxwell book often overlaps into another one, which overlaps into another one, and so on. Longtime readers of Maxwell are well aware of this, having discovered a significant amount of familiar material in the context of information that's genuinely new. He's often criticized for this, but he still manages to sell a whole lot of books, so I suspect it isn't as much of a problem as his critics would like to believe.
In DEVELOPING THE LEADERS AROUND YOU, Maxwell provides both inspirational and practical assistance for leaders who are committed to helping others reach their leadership potential. In trademark Maxwell style, the author gets his point across by making the most of reader-friendly features like assessment tests, charts, cartoons, sports analogies, and mnemonic devices like original acronyms (such as RISE, Rewards Indicating Staff Expectations). He also sprinkles the text with well-chosen quotations --- some profound, some funny, but all of them relevant to the topic at hand.
One of the things I like most about this book is its helpfulness to people outside of the business community. It's especially appropriate for CEOs and other leaders like pastors, but many of the principles and practical tips can be applied to people in all walks of life who supervise (or even parent) others. That's because at the heart of each principle is the priority Maxwell places on building strong relationships and learning to relate to people in a healthy and positive way. Another strength is that it is a stand-alone volume; there's no need to be familiar with any of Maxwell's previous works to benefit from this one.
Here's an example of what you can expect to find, from a chapter on a lifelong commitment to developing potential leaders. In addition to straight text, Maxwell offers a chart defining the distinctions among nurturing, equipping and developing others; three specific questions designed to determine the potential leader's motivation; an example of a practical plan for personal growth; a description of the four steps it takes for someone to adopt a new idea and adapt to new situations; several mnemonic devices, including the IDEA grid (Instruction, Demonstration, Exposure, Accountability); 10 guidelines for positive confrontation; and an analysis of the six levels of leadership growth. Clearly, this is an author who covers all the bases.
Anyone who has read Maxwell or sat through one of his many speaking engagements knows that he has a reputation for excelling in communicating his ideas. (I've actually attended several after-lunch Maxwell sessions, and I did not fall asleep. This is something of a record and high praise indeed.) With DEVELOPING THE LEADERS AROUND YOU, that reputation remains intact. His casual, anecdotal style makes this an enjoyable read --- not bad for a topic that could easily produce the opposite result.
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26 of 28 people found the following review helpful:
4.0 out of 5 stars
Representative Maxwell, March 1, 2002
There is nothing original in this book but, as with other books produced by Maxwell, it is well-organized and well-written. Also timely. Maxwell focuses on three key objectives: Developing leadership within one's self (discussed in greater depth in his book Developing the Leader Within You), developing leadership within associates, and thereby maximizing the potential of all human assets within any organization, regardless of its size or nature. Maxwell has a tendency to re-cycle essentially the same ideas from one book to the next but all of them are sound. My own opinion is that the scope and depth of Noel Tichy's The Leadership Engine are greater and hence more valuable than Maxwell's in this volume. However, not damning with faint praise, this is a book which will probably be well-received by middle managers who are encouraged to read it by their supervisors. As for those supervisors, I think the severely limited time available to them for discretionary reading is best allocated elsewhere. My own recommendations to them include the aforementioned book by Tichy, Hamer's The Agenda, Buckingham and Coffman's First, Break All the Rules, O'Toole's Leading Change, Fitz-enz's The ROI of Human Capital, and The Essential Drucker.
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