John Maxwell's book, "Winning With People," focuses on improving one's leadership through 25 principles in dealing with people.
For interpersonal professionals, it's a good refresher. For leaders who don't consider themselves strong people-persons, it's quite helpful.
Here are a few Maxwell gems:
No. 1. We must evaluate ourselves. If our leadership isn't as effective as it should be or could be, first examine ourselves. Maxwell offers this introspective question: Have I honestly examined myself and taken responsibility for who I am?
No. 2. Would others say we most often lift them up or take them down? Maxwell says leaders are like elevators - either taking people up or taking them down. Overreacting to small things when a more calm or gentle approach would do is one way leaders take people down. Heavily focusing on mistakes, shortcomings and foul-ups is another. Leaders who lift people up balance correction with praise and discipline with encouragement. These leaders, according to Maxwell, are looked on favorably by employees and earn their trust.
No. 3. Put others first. Great leaders are focused outwardly, not inwardly. Maxwell points out that leaders must transition from "What can these people do for me?" to "What can I do for these people?" When leaders focus on the former they become self-centered and turn people off.
However, when leaders focus on how they can serve those around them, people are more willing to work cooperatively and leverage their efforts to the organization's better good.
No. 4. See other people's points of view. Unfortunately, the tendency of some leaders is to come to the ill-gotten belief that their viewpoint is superior to all others. A know-it-all ego - hubris stemming from their numerous years of experience - expediency or even prejudice are among the most common reasons why some leaders consider only agreeable views.
Philosopher Emile Chartier observed, "Nothing is more dangerous than an idea when it's the only one you have." As wisdom from the Bible book of Proverbs points out, success is the result of many advisers. I've known lots of leaders in my practice, and the most effective are excellent at cultivating and carefully considering other points of view.
No. 5. Learn from others. Make personal learning a passion. Never quit learning. Invest in your own development.
Leaders can learn more if they'll invest in relationships with growth potential. I'd add the advice I received from a successful speaker: Buy a journal and record what you learn from others. Ten years later, I have six journals now packed with a veritable goldmine of learning.
No. 6. Be approachable. The ability to put people at ease is not one that comes naturally to all leaders, but it is essential. Maxwell says we need personal warmth, an appreciation for differences in people, a sensitivity toward people's feelings, an ability to forgive and authenticity.
No. 7. Celebrate. Enjoy and root for the success of others on your team or in your personal life.
The mark of a leader is encouraging - even challenging - others to live up to their personal bests. That task is demanding as well as especially challenging today.
Leaders need to possess highly effective purview over processes as well as leading people, i.e. building trust and achieving goals together.
To that purpose, Maxwell's book is a winner and applying its principles will improve your people skills.
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Springfield-based consultant Mark Holmes speaks nationally on increasing employee and customer retention and improving employee performance. He is the author of "Wooing Customers Back" and "The People Keeper," and his ideas have been featured in the Wall Street Journal and on Fox Business Network. He can be reached at mholmes@thepeoplekeeper.com.
