Developing the Leader
Within You
Based on the book by John C. Maxwell
Brought to you by:
The Nonprofit Partnership
Leading in Turbulent Times
12th Annual Northwest PA Nonprofit Day
Presented by:
Rick Capozzi
CapozziGroup
1211 Locke Mountain Road, Hollidaysburg, PA 16648 USA
814.695.8344 Office, 814.280.3954 Mobile/Text
Rick@CapozziGroup.com
Developing the Leader Within You
“People don’t want to be managed. They want to be led. Whoever
heard of a world manager? World leader, education leader, religious
leader, political leader—they lead. They don’t manage. The carrot
always wins over the stick.”
–John Maxwell
This interactive program is based on the book, Developing the Leader Within You
by John Maxwell. Through discussions based on the main points from several
chapters of the book, you will discover numerous catalysts to further your
transition from manager to leader. More specifically you will:




Develop the vision, value, influence, and motivation required of successful
leaders
Discover how properly setting priorities for yourself and others makes you
a more effective leader
Design ways to use problem solving to gain leadership
Determine to be more self-disciplined and to drive it in others
Topics
 Creating positive change
 Setting priorities
 Problem solving
 Self discipline
This program is based on the book, Developing the Leader Within You by John
C. Maxwell. (Nashville: Thomas Nelson, 1993).
John C. Maxwell is an internationally recognized leadership expert, speaker, and
author who has sold over 12 million books. His organizations have trained more
than one million leaders worldwide. Dr. Maxwell is the founder of Injoy
Stewardship Services and EQUIP.
www.MaximumImpact.com
“If you don’t change the direction you are going, then you’re likely to end up where you’re heading…”
--John C. Maxwell
2
About the Speaker: Rick Capozzi
Since 1991, Rick Capozzi has been
delivering personal growth and
development training as well as providing
global marketing services. The world has
been his classroom. As an international
speaker and consultant, his travels have
taken him to South America, Mexico,
Canada, Japan, throughout Western and
Central Europe, and to all but 9 states in
the USA. He delivered ~160 speaking
engagements last year
Highly Requested, Always Progressing
A native of Franklin, PA, USA, Rick
earned his Bachelor of Science degree in
Communication in 1985 from Clarion
University of Pennsylvania. He worked in
Delivering Tangible Results
sales and marketing while doing further
Rick has worked with groups from small
research in numerous aspects of personal
businesses to Fortune 500 companies,
growth and development. In 1991 he
elementary schools through higher
released his first public seminars on
education, local churches to international Motivation and Memory, which remain two
ministries, and individuals to entire
of his most frequently requested topics.
companies. His focus is primarily with soft During his tenure at The Pennsylvania
skills such as time management, etiquette, State University as a Learning Strategist
nonverbal communication, memory,
with the Human Resource Development
motivation, creativity, personality, and
Center, he designed and/or developed
presentation coaching. His knowledge of
some of the department's most popular
the art and science of communication are and highly evaluated programs.
what earn him frequent return visits and
high evaluations. In addition to being a
A Devoted Community Member
professional presenter he is also a writer
Rick has invested heavily in helping others
and presentation coach. He has authored with their personal growth and
two inspirational books and is working on, development. He also believes in giving of
"It's Not About the Rules" which puts a
himself, as a current or past member on
practical spin on the topic of etiquette.
several educational and ministry boards,
as well as having served as a Chamber
Rick also has a passion for missions. Last Ambassador, a Sunday school teacher, a
summer he donated nearly five weeks to
youth leader, a prison ministry volunteer,
serve in Romania, Bulgaria, and Slovakia and most importantly, a dad and husband.
in central Europe as well as in Bolivia,
South America. During these trips he did
Making a Positive Impact
everything from teaching business leaders His mission in life is to make a positive
how to stay optimistic and motivated to
impact on the world by helping people
teaching English to children in the jungles. realize and develop their true potential so
He also assisted in distributions of solar
they can live happily and positively impact
powered radios and provided consulting
the lives of others..
services.
3
Overview
1. The Definition of Leadership: Influence
2. The Key to Leadership: Priorities
3. The Most Important Ingredient of Leadership: Integrity
4. The Ultimate Test of Leadership: Creating Positive Change
5. The Quickest Way to Gain Leadership: Problem Solving
6. The Extra Plus in Leadership: Attitude
7. Developing Your Most Appreciable Asset: People
8. The Indispensable Quality of Leadership: Vision
9. The Price Tag of Leadership: Self-Discipline
10. The Most Important Lesson of Leadership: Staff Development
Our focus today will be on
4. The Ultimate Test of Leadership: Creating Positive Change
2. The Key to Leadership: Priorities
5. The Quickest Way to Gain Leadership: Problem Solving
9. The Price Tag of Leadership: Self-Discipline
What is your goal for today’s program?
How committed to change are you?
4
Leader Managers
John W. Gardner, who was the Secretary of the U.S. Department of Health,
Education, and Welfare, directed a project on the study of leadership defined five
characteristics that set “leader managers” apart from “run-of-the-mill managers.”
1. Leader managers think long-term and look beyond the day’s crisis and the
quarterly report.
2. Leader managers’ focus on their companies does not stop with the
departments they lead. They are interested in how the different areas
affect each other and tend to look past just the areas they influence.
3. Leader managers focus strongly on vision, values, and motivation.
4. Leader managers possess strong political skills as a means to deal with
conflicting requirements of multiple constituents.
5. Leader managers aren’t simply willing to accept the status quo.
“Management is the process of assuring that the program and objectives of
the organization are implemented. Leadership, on the other hand, has to do
with casting vision and motivating people.”
“Making sure the work is done by others is the accomplishment of a manager. Inspiring others to do better
work is the accomplishment of a leader.”
--John C. Maxwell
5
The Ultimate Test of Leadership:
CREATING POSITIVE CHANGE
“Change the Leader, change the organization. Everything rises and falls on
leadership! However, I have found that it’s not easy to change leaders. In fact,
I’ve discovered that leaders resist change as much as followers do. The result?
Unchanged leaders equals unchanged organizations. People do what people
see.” – John C. Maxwell
Maxwell identified a leader in trouble: Check all that apply to you and your leader
You Leader Item
___ ___
Poor understanding of people
___ ___
Has personal problems
___ ___
Feels secure and satisfied
___ ___
Flies into rages
___ ___
Is insecure and defensive
___ ___
Has no team spirit
You Leader Item
___ ___
Lacks imagination
___ ___
Passes the buck
___ ___
Is not organized
___ ___
Will not take a risk
___ ___
Stays inflexible
___ ___
Fights change
Your observation:
The leader as a change agent
People have been resisting change for a long time.
Attitude:
__________________________
__________________________
(Right hand)
Why people resist change:
 It isn’t self-initiated
 Routine is disrupted
 Creates a fear of the unknown
 The purpose is unclear
 Creates fear of failure
 Rewards don’t match effort
 People are too satisfied
 Negative thinking
 Lack of respect for the leader
(Left hand)





Leader is susceptible to
feelings of personal criticism
May mean personal loss
Requires additional
commitment
Narrow-mindedness thwarts
acceptance of new ideas
Tradition
What are the factors causing resistance to change in your organization?
What causes you to resist change?
6
Innovators, Adopters, and Laggards
2% Innovators
10% Early adopters
60% Middle adopters
20% Late adopters
8% Laggards
Where are you? Where are the others on your team? How does this influence
your strategy?
Creating a climate for change:
 Develop trust with people
 Make personal changes
before asking others
 Understand the history
 Place influencers in
leadership positions
 Check the “Change in your
pocket”





Solicit influencer support
before going public
Develop a meeting agenda
that will assist change
Encourage the influencers to
influence others informally
Show how it will benefit them
Give ownership of the change
Change will happen
Not all change is improvement, but without change there can be no improvement
It is never too late to change
Best practices and/or your action steps:
“Change is inevitable. Growth is optional.”
--John C. Maxwell
7
The Key to Leadership:
PRIORITIES
The Pareto Principle (aka: The 20/80 rule)
20% of your priorities will give you 80% of your production IF you spend your
time, energy, money, and personnel on the top 20% of your priorities.
20% of your people are probably generating 80% of your real results.
Most managers spend 80% of their individual coaching time on the bottom 20%
of their teams. (They should instead be spending it on the top 20% leveraging
that end of the resource spectrum.)
It’s not about working harder—it’s about working smarter.
Spend time/work on the things that matter most.
Efficiency vs. Effectiveness
Efficiency is: _____________ ___________ ____________
Effectiveness is: _____________ ___________ ____________
You may be making good time but are you headed in the right direction?
Choose or Lose
Leaders
Initiate
Lead; pick up phone
and make contact
Spend time planning;
anticipate problems
Invest time with people
Fill the calendar by priorities
8
Followers
React
Listen; wait for phone
to ring
Spend time living day-to-day;
react to problems
Spend time with people
Fill the calendar by requests
Priorities
List the priorities you should be focusing on more seriously?
Of those priorities, where do you get most bang for your buck (or hour, or
resources, etc.)?
What do you enjoy the most? What do you dread?
People typically don’t procrastinate on activities they enjoy.
From the book:

Priorities never “Stay Put”

The unimportance of practically everything

Good is the enemy of best

You can’t have it all

Too many priorities can be paralyzing (multi-tasking isn’t always such a
good thing)

Parkinson’s Law

Don’t learn too late what is really important
Best practices and/or your action steps:
What is the main event today? What do you want me to focus on today?”
--John C. Maxwell
9
The Quickest Way to Gain Leadership:
PROBLEM SOLVING
Ask yourself if any of these apply when dealing with performance problems:
1.
2.
3.
4.
Do they know what you are expecting them to do?
Do they know how to accomplish the task/objective?
Do they know why the task/objective needs accomplished?
Are there challenges or obstacles that they can’t control?
So, when you are in a bind, where do you go for help with the problem you are
facing?
Everyone has problems
These problems can give meaning to life
Most of the success stories you are familiar with have had to overcome
challenges and problems in their lives
Are you like the tea-bag?
Have you asked yourself is the problem is your problem?
“One of the tests of leadership is the ability to recognize a problem before it becomes
an emergency.” --Arnold Glasgow
Great leaders usually recognize a problem in the following sequence:
1. They sense it before they see it (intuition).
2. They begin looking for it and ask questions (curiosity).
3. They gather data (processing).
4. They share their feelings and findings with a few trusted colleagues
(communicating).
5. They define the problem (writing).
6. They check their resources (evaluation).
7. They make a decision (leading).
Are you experienced at identifying problems and rectifying quickly and efficiently?
A way to judge a leader is by how big of a problem they are willing to attack.
Solving your task problems can happen quickly; however, plan on the people
problems to take longer.
The right attitude and the right action plan
10
The problem-solving process:
1. Identify the problem
2. Prioritize the problem
3. Define the problem
A. Ask the right questions
B. Talk to the right people
C. Get the hard facts
D. Get involved in the process
4. Select people to help you in the process
5. Collect problem causes
6. Collect problem-solving solutions
7. Prioritize and select the “best” solutions
8. Implement the best solution
9. Evaluate the solution
10. Set up principles or policies to keep problems from recurring
Best practices and/or your action steps:
“A man must be big enough to admit his mistakes, smart enough to profit from them,
and strong enough to correct them.”
--John C. Maxwell
11
The Price Tag of Leadership:
SELF-DISCIPLINE
You are the king who reigns over yourself
We can be our own worst enemy in practicing self-discipline
An enemy I had, whose face I stoutly strove to know,
For hard he dogged my steps unseen, wherever I did go.
My plans he balked, my aims he foiled, he blocked my onward way.
When for some lofty goal I toiled, he grimly said to me, Nay.
One night I seized him and held him fast, from him the veil did draw,
I looked upon his face at last and lo… myself I saw.
Conquer yourself
The starts:
Start early
Start small
Start now
Steps to organize your life:
1. Set your priorities
2. Place your priorities in your calendar
3. Allow a little time of the unexpected
4. Do projects one at a time
5. Organize your work space
6. Work according to your temperament
7. Use your driving time for light work and growth
8. Develop systems that work for you
9. Always have a plan for those minutes between meetings
10. Focus on results, not the activity
Accept accountability
Become character driven instead of emotion driven
What are your opportunity areas with self-discipline?
How can you help others with their self-discipline?
Best practices and/or your action steps:
“We cannot become what we need by remaining what we are.”
--John C. Maxwell
12
Developing the Leader Within You
Your starting points for your next steps:
The Ultimate Test of Leadership: CREATING POSITIVE CHANGE
The Key to Leadership: PRIORITIES
The Quickest Way to Gain Leadership: PROBLEM SOLVING
The Price Tag of Leadership: SELF-DISCIPLINE
~~~
Thank you for your active participation. If there is anything I can
do to help you in your personal or professional development,
please don’t hesitate to get in contact with me.
Rick
Rick Capozzi
1211 Locke Mountain Road
Hollidaysburg, PA 16648
USA
Rick@CapozziGroup.com
814.280.3954 mobile/text
13