Equipping 101
What Every Leader Needs to Know
Author: John C. Maxwell
Publisher: Thomas Nelson, Inc.,
2003
ISBN: 0-7852-6352-7
112 pages
THE BIG IDEA
“One is too small a number to achieve greatness,” says New York
Times best-selling author and leadership expert Dr. John C. Maxwell
in this engaging primer on how to build and equip a team.
About John Maxwell “Equipping 101” offers valuable insight and practical tools in a
pocket-sized format that delivers what you need to know on such
Called the nation's topics as the power of teamwork, why equipping is essential to a
foremost expert
on leadership, leader’s success, the qualities to look for in potential leaders, ten
John Maxwell steps for investing in others, how to become an “enlarger” of
was born in people, and investing in your team for the future.
central Ohio five
and a half
decades ago. He
credits his excellent leadership PART I: EQUIPPING FOR SUCCESS
instincts and his early leadership
training to his father, Melvin
Maxwell, whom he followed into WHY DO I NEED TO EQUIP OTHERS?
the ministry. For over twenty-five C. Gene Wilkes, in his book “Jesus on Leadership”, asserts:
years, John led churches in
Indiana, Ohio, and California.
•Teams involve more people, thus affording more resources, ideas,
In 1985, John Maxwell founded and energy than would an individual.
The INJOY Group, a collection of •Teams maximize a leader’s potential and minimize his or her
three distinct companies that weaknesses. Strengths and weaknesses are more exposed in
employ 200 people and provide
resources and services that help individuals.
people reach their personal and •Teams provide multiple perspectives on how to meet a need or
leadership potential. In addition to reach a goal, thus devising several alternatives for each situation.
building a successful organization, •Teams share the credit for victories and the blame for losses. This
John has authored more than
thirty books, including the New fosters genuine humility and authentic community.
York Times best sellers “The 21 •Teams keep leaders accountable for the goal.
Irrefutable Laws of Leadership”
and “Failing Forward”. Published by BusinessSummaries, 7891 W Flagler St, # 346 Miami Florida, 33144
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Equipping 101, by
Disruptive John
Ideas, C. Maxwell
by Leandro Herrero
WHY DO WE STAND ALONE?
1. Ego. There are no supermen or superwomen. So the question is not whether you
can do everything by yourself; it’s how soon you’re going to realize that you can’t.
2. Insecurity. Insecurity rather than poor judgment or lack of intelligence most
often causes leaders to surround themselves with weak people. Only secure leaders
give power to others.
3. Naiveté. Some leaders naively understand the difficulty of achieving big things.
As a result, they try to go it alone.
4. Temperament. Some people aren’t very outgoing and simply don’t think in terms
of team building and equipping. As they face challenges, it never occurs to them to
enlist others to achieve something.
HOW TO INVEST IN YOUR TEAM
1. Make the decision to build a team – this starts the investment in the team.
2. Gather the best team possible – this elevates the potential of the team.
3. Pay the price to develop the team – this ensures the growth of the team.
4. Do things together as a team – this provides community for the team.
5. Empower team members with responsibility and authority – this raises up
leaders for the team.
6. Give credit for success to the team – this lifts the morale of the team.
7. See that the investment in the team is paying off – this brings accountability
to the team.
8. Stop your investment in players who do not grow – this eliminates greater
losses for the team.
9. Create new opportunities for the team – this allows the team to stretch.
10. Give the team the best possible chance to succeed – this guarantees the
team has a high return.
Part II: Equipping the Right People
QUALITIES TO LOOK FOR IN A LEADER
1. CHARACTER. You can tell much about a person’s ability to lead others from how
well he manages his own life. Look at his interaction with others too.
[2]
Equipping 101, by
Disruptive John
Ideas, C. Maxwell
by Leandro Herrero
2. INFLUENCE. Leadership is influence. Every leader has these two characteristics:
(A) he is going somewhere; and (B) he is able to persuade others to go with him.
3. POSITIVE ATTITUDE. Attitude sets the tone.
4. EXCELLENT PEOPLE SKILLS. Excellent people skills involve a genuine concern
for others, the ability to understand people, and the decision to make positive
interaction with others a primary concern.
5. EVIDENT GIFTS. Make an assessment of those gifts when considering a person
for employment or for equipping.
6. PROVEN TRACK RECORD. Everyone who breaks new ground, who strives to
do something, makes mistakes. People without proven track records either haven’t
learned from their mistakes or simply haven’t tried at all.
7. CONFIDENCE. Confidence is not simply for show. Confidence empowers. A
good leader has the ability to instill within his people confidence in himself. A great
leader also has the ability to instill within his people confidence in themselves.
8. SELF-DISCIPLINE. Great leaders always have self-discipline – without
exception.
9. EFFECTIVE COMMUNICATION SKILLS. A leader’s ability to convey
confidence and his ability to communicate effectively are similar. Both require action
on his part and a response from the follower.
10. DISCONTENT WITH THE STATUS QUO. Dissatisfaction with the status quo
does not mean a negative attitude or grumbling. A person who refuses to risk
change fails to grow. A leader who loves the status quo soon becomes a follower.
Part III: Equipping for the Next Level
HOW TO BECOME AN ENLARGER
1. Believe in others before they believe in you.
2. Serve others before they serve you.
3. Add value to others before they add value to you.
TO PUT PEOPLE IN THEIR PLACE
1. KNOW THE TEAM. You’ve got to start where the team actually is; only then can
you take it somewhere.
2. KNOW THE SITUATION. Even though the vision or purpose of an organization
may be fairly constant, its situation changes constantly.
[3]
Equipping 101, by
Disruptive John
Ideas, C. Maxwell
by Leandro Herrero
3. KNOW THE PLAYER. You must know the person you are trying to position in the
right niche.
START BY FINDING THE RIGHT PLACE FOR YOU
•Be secure: If not, you’ll be inflexible and reluctant to change.
•Get to know yourself: You won’t be able to find your niche if you don’t know your
strengths and weaknesses.
•Trust your leader: A good leader will help you to start moving in the right
direction.
•See the big picture: Your place on the team only makes sense in the context of
the big picture.
•Rely on your experience: Try what seems right and learn from your failures and
successes.
~///~
[4]
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