PICKING POTENTIAL LEADERS – PART 2
by John C. Maxwell
The Law of the Inner Circle: Those who are closest to me will
determine the level of my success.
In the last edition of “Leadership Wired”, I shared four of the
eleven questions I ask myself when selecting leaders to serve
1. Do I see a constructive spirit of discontent?
2. Do they offer practical ideas?
3. When they speak, who listens?
4. Do others respect them?
Your inner circle will prop you up or pull you down as a leader.
You cannot afford to place the wrong people by your side. An
unethical or divisive leader can be poison to the bloodstream of
an entire organization. That’s why I’m a firm believer in making
a comprehensive evaluation of a potential hire. Here are
questions 5-11 that I ask when choosing potential leaders:
5. Can they create or catch a vision?
I have a subset of four questions I try to answer when
evaluating a potential leader’s ability to catch or cast a
Are they able to become a part of someone else’s vision before
they demand that others follow their vision?
I watch emerging leaders to see if they can catch a vision
before I determine whether or not they can create a vision. I
look for potential leaders who are willing to follow before they
lead. I want to see if they can serve before they empower.
Do they add value to the vision given to them?
In other words, do they have the creativity to take a vision and
make it better? Rather than blindly implementing the vision of
another leader, potential leaders are able to improve upon the
vision and make enhancements to it.
Do they show a high level of commitment to the vision?
After they buy into the vision, I want to know if they will pay
the price to make the dream a reality. Potential leaders are
willing to take responsibility for the vision.
Are they passionate about the vision?
A person can accept a vision and take steps toward its
fulfillment, but I am searching for an added dimension of
excitement and energy. I want a person with a contagious passion
for the vision; someone with an infectious enjoyment who spreads
the vision to others.
6. Do they show a willingness to take responsibility?
In my opinion, The Statue of Liberty should have a sister-statue—
The Statue of Responsibility. People are quick to defend against
infringements upon their freedom, but slow to take responsibility
for their actions.
Benjamin Franklin said, “I never knew a man that was good at
making excuses who was good at anything else.” Avoid choosing
employees who are unwilling to take ownership or averse to
responsibility. It’s easier to go from failure to success than
from excuses to success.
7. Do they finish the job?
The bookends of success are initiative and closure. If you
cannot initiate, you cannot make things happen. If you cannot
close, things that could happen never will.
Take notice of the projects you delegate to a potential leader.
Do the jobs get completed 100%, or do they end up back at your
desk demanding time and attention? The answer will tell you a
lot about the leadership ability of the potential leader.
8. Are they emotionally strong?
No one can lead without being criticized or facing
discouragement. A potential leader needs mental toughness. I
don’t want a mean leader, but I do want a tough-minded leader
who confronts reality and pays the price of success.
9. Do they possess strong people skills?
Leaders with people skills will be more enjoyable to work with,
and they will get more accomplished. Be wary of hiring a
potential leader without friendliness, tact, or team spirit.
Observe whether the potential leader motivates or manipulates
others. Motivation is moving people for mutual advantage, and it
is a necessary leadership skill. Manipulation is moving people
for personal advantage. Manipulation is always wrong and damaging
to the health of teams and organizations.
Even without experience in a leadership position, potential
leaders are already exerting influence in some capacity.
Research their track record—both their achievements and their
impact on the lives of those nearest them. If they can lead
people without having a position, they’ll do very well when they
get one. If they can’t lead people without a position, giving
them a title will not help. The leader makes the position; the
position doesn’t make the leader.
10. Will they lead others with a servant’s heart?
Servant-leaders never pursue a mission at the expense of their
people. Rather, servant-leaders earn the loyalty and best
efforts of their people by serving the interests and investing
in the development of those they lead. A servant-leader leads to
see others succeed.
Rabbi Kushner was right when he said, “The purpose of life is
not to win. The purpose of life is to grow and to share. When
you come to look back on all that you’ve done in life, you will
get more satisfaction from the pleasure you have brought into
other people’s lives than you will from the times that you
outdid them and defeated them.”
11. Can they make things happen?
Some people make things happen, and others wonder what happened.
Make sure a potential leader can produce.
Kansan poet Walt Mason gives expression to the value of a
results-oriented producer in his poem, “The Man Who Delivers the
There is a man in the world who never gets turned down,
Wherever he chances to stray.
He gets the glad hand in the populous town,
Or out where the farmers make hay;
He is greeted with pleasure on deserts of sands,
And deep in the isles of the woods;
Wherever he goes there is a welcoming hand—
He’s the man who delivers the goods.
One is too small a number to achieve greatness. To accomplish
anything of significance, you must have the right people by your
side. I trust these 11 questions will aid you as you pick
“This article is used by
permission from Dr. John C. Maxwell’s free monthly e-newsletter
‘Leadership Wired’ available at www.INJOY.com.”