MODULE 1

Being a Team Leader

Leading Means Building Leaders Around You

This single practice captures the core principles from many volumes written on leadership. These principles are all that you need to bring out strong leadership from within yourself every day - day after day. The principles include:

This program teaches how to make a bigger demand on yourself than anyone else. It teaches you to see things others have failed to consider, then making demands on others that those others would never make of themselves and giving people powerful choices. Most of all, leaders build other leaders around them. 

Leadership is not about a position of power where one can make arbitrary decisions based on authority with total apathy. It is more about connecting deeply with others such that they make a connection within themselves and, from there, take their rightful place in the world.

MODULE 2

Being a Team Manager

Managing the Actions of Others Takes Courage 

Leaders and managers are opposites. Leaders inspire results where managers demand them. Being a manager is not about the position. It's about taking a position, a stance, that empowers people to enthusiastically embrace accountability for themselves and others. Managers may seem very busy managing many things like paperwork and scheduling, but the core of management is managing commitments made and kept, commitments of themselves and of others. The rest is administration.

Distinct from any other species, our true human power, what make us different, is our ability to make commitments and then keep them. Managers work to empower their people to make commitments they can keep and to always keep the ones they make. By managing this one thing, they shape reality for people allowing them to produce results many times beyond what would ever have been previously possible. True managers don't make people do things. They sell people on the vale of on doing everything necessary to achieve success. 

MODULE 3

Being a Team Mentor

Mentoring is Training People In New Skills

Mentoring has for centuries meant that we train people to perform specific tasks in a way that produces an intended result. Mentoring works from the outside in, teaching people things that they don't know and even things that they don't know that they don't know. Mentors are essentially great teachers  who don't just educate, they make sure that the learning can be applied fully.

This type of learning from the outside in results in people developing new knowledge and skill. But beyond that, mentors help people learn who to be in the moment that will ensure the job gets done well.

This process involves demonstrating how something is done and then having the person being mentored do what they have been shown again and again until they get both the basic requirements but also the essential nuances needed to produce an outstanding result.

METHOD 4

Being a Team Coach

Coaching Unlocks Brilliance Already Inside You

Coaching and Mentoring are opposites as well. Coaching is about bringing out knowledge, skills, and brilliance from within a person. Mentoring is about installing something new. Mentors coaches use different language. Mentors use inference and reason. Coaches are more "eductive" which means that they bring out the best from within a person.

Great coaches in sports or business have empowered people to bring out from within themselves the wherewithal to produce great accomplishments at a level far beyond any previous ones or ones that otherwise might never have been realized. Coaches don't need expertise in a topic. In fact, the less they know, the better. What matters most is that they be committed to bringing out what is already within a person and putting that to work.

We all remember a great teacher who was at the same time a great coach.

METHOD 5

Being a Team Innovator

Innovation is Boldly Creating From Nothing

In our current time, innovation is occurring at a maximum rate and much of what we will know in the decade to come will be unrecognizable to us because it will go beyond everything we already know. So, it is always critical for a leader to be an innovator who is able to bring into existence, from nothing, new initiatives for others to fulfill. 

True innovation is not based on anything in the past nor is it based on anything in the present. It does take the past and present into consideration but it is truly of the future - something that has never before existed. Otherwise, it isn't really innovation.

It is innovation that keeps a person, a team, and a company strong in the face of change because it is a part of the change itself and can, if powerful enough, shape the future.

METHOD 6

Being a Team Commander

Commanding Requires Giving Others Control

Commanders are people who have the courage to step up into the lonely position of making demands of others to comply with rules, follow instructions, and deliver uniformity of execution in a process. They have what it takes to call the shots within a campaign even though the shots they call could backfire.

Commanders are not only able to give their approval to a set of actions and timing, they are able to say the one word no one wants to say or hear. That word is "NO." Commanders know that everything they say to a team will have consequences for that team and each individual alike, Taking command requires that one be adept at leadership, management, mentoring, and coaching, and having a willingness to embrace innovation when needed. Many people prefer not to step into the role of commander. But since, on occasion, circumstances demand that someone step up, it will be good for you to know how.