supplement 13-15

13. The Law of Reproduction – It Takes a Leader to Raise Up a Leader

Principles of the Law:

It takes a leader to raise up a leader…that is the Law of Reproduction.

People cannot give to others what they do not possess. Followers simply cannot develop
leaders. But just because a person is a leader does not necessarily mean that he will raise
up other leaders.

Remember that the Law of Empowerment teaches that only secure leaders give power to
others.

The problem with the old follow-the-leader games is that to win, you had to make the
other guy lose. That’s opposite of the way you raise up leaders.

To keep others down, you have to go down with them.

Just as it takes a giant killer to produce other giant killers, it takes a leader to raise up
other leaders.

If you want to continue developing as a leader, spend time with the best leaders you can
find.

No matter what the profession, the principles of leadership remain the same.

Why don’t all leaders develop other leaders?
- some don’t see the value of developing others
- some focus too much on followers
- some leaders are insecure

We teach what we know; we reproduce what we are.

Keep in mind that leaders who develop leaders…
1. See the big picture
2. Attract potential leaders
3. Create an eagle environment

Effective leaders cast a vision, offer incentives, encourage creativity, allow risks, and
provide accountability.

The Law of Reproduction can have an incredible impact on an organization. If a
company has poor leaders, what little leadership it has will only get worse. If a company
has strong leaders – and they are reproducing themselves – then the leadership just keeps
getting better and better.

Copyright © HUB Consulting 2006. All rights reserved.

It all starts at the top because it takes a leader to raise up another leader. Followers can’t

do it. Neither can institutional programs. It takes one to know one, show one, and grow
one. That’s the Law of Reproduction.

Questions for Further Review:

1. Discuss the value of developing others.

2. Describe opportunities that you embrace which allow you to spend time with other
strong leaders.

3. List the characteristics of a secure leader.

4. Examine the balance between developing others and doing things yourself.

Action Plan:

A. Establish a mentoring program within your organization. Incorporate leaders from
outside your organization.

B. Identify a leader you admire. Invite him/her to act as your mentor for the next year.

C. Mentor an aspiring leader in your organization.

Evaluation:
Evaluate yourself on a score of 1 to 5 (1 is poor, 5 is great)

_______ I am secure in my role as a leader.

_______ I develop others by giving them power.

_______ TOTAL (Your leadership score for the Law of Reproduction)

Copyright © HUB Consulting 2006. All rights reserved.

14. The Law of Buy-In – People Buy Into the Leader, Then the Vision

Principles of the Law:

The leader finds the dream and then the people. The people find the leader, and then the
dream. That’s how the Law of Buy-In works.

People don’t at first follow worthy causes. They follow worthy leaders who promote
worthwhile causes. People buy into the leader first, then the leader’s vision. Having an
understanding of that changes your whole approach to leading people.

If a leader has not built his credibility with his people, it really doesn’t matter how great a
vision he has.

Every message that people receive is filtered through the messenger who delivers it.

Once people have bought into someone, they are willing to give his vision a chance.
People want to go along with people they get along with.

You cannot separate a leader from the cause he promotes. It cannot be done, no matter
how hard you try. It’s not an either/or proposition. The two always go together.

When followers don’t like the leader or the vision, they look for another leader.

When followers don’t like the leader but they do like the vision, they still look for
another leader.

When followers like the leader but not the vision, they change the vision.

When followers like the leader and the vision, they will get behind both.

As a leader, having a great vision and a worthy cause is not enough to get people to
follow you. First, you have to become a better leader; you must get your people to buy
into you. That is the price you have to pay if you want your vision to have a chance of
becoming a reality.

Effective leaders work hard to build credibility with people. They forge relationships
with people in their organization. They answer everybody’s questions so that they can
understand the leader and how they think as a leader. Effective leaders share ideas,
hopes, and dreams for the work in an organization. This will start to produce growth in
an organization.

As a leader, you don’t earn any points for failing in a noble cause. You don’t get credit
for being “right.” Your success is measured by your ability to actually take the people
where they need to go. But you can do that only if the people first buy into you as a
leader. That’s the reality of the Law of Buy-In.

Copyright © HUB Consulting 2006. All rights reserved.

Questions for Further Review:
1. How can school leaders develop buy-in in their organization?
2. Which activities cause leaders to lose buy-in from others?
3. What strategies can school leaders use to gain buy-in from their staff?
4. What strategies can school leaders use to gain buy-in from their students?
5. What strategies can school leaders use to gain buy-in from their parents and
community leaders?

Action Plan:

A. Describe the steps you make to develop credibility when leading an organization.
B. Identify the leadership characteristics you possess that others want to emulate.
C. Identify the leadership characteristics you possess that would prevent others from
buying-in to your vision.
D. Conduct a needs assessment in your organization regarding the Law of Buy-In.

Evaluation:
Evaluate yourself on a score of 1 to 5 (1 is poor, 5 is great)

_______ I have established credibility with my people.

_______ My people have bought into me and are willing to give my vision a
chance.

_______ TOTAL (Your leadership score for the Law of Buy-In)

Copyright © HUB Consulting 2006. All rights reserved.

15. The Law of Victory – Leaders Find a Way for the Team to Succeed

Principles of the Law:

Victorious leaders feel the alternative to winning is totally unacceptable, so they figure
out what must be done to achieve victory, and then they go after it with everything at
their disposal. For successful leaders, victory is the only option.

Crisis seems to bring out the best – and worst – in leaders.

When the pressure is on, great leaders are at their best. Whatever is inside them comes to
the surface and works for or against them.

You can really see the Law of Victory at sporting events. Games have immediate and
measurable outcomes.

Leaders always find a way for the team to win. What’s important for them is what they
can do right now to lead their team to victory.

Flashy individual play doesn’t always bring victory. What’s needed more than anything
else is leadership.

Good coaches find a way for their teams to win. Leaders find a way for their
organization to succeed. That’s the Law of Victory.

Three Components of Victory
1. Unity of vision
2. Diversity of skills
3. A leader dedicated to victory and raising players to their potential

Teams succeed only when the players have a unified vision, no matter how much talent
or potential there is. A team doesn’t win the championship if its players have different
agendas.

Unity of vision doesn’t happen spontaneously. The right players with the proper
diversity of talent don’t come together on their own. It takes a leader to make those
things happen, and it takes a leader to provide the motivation, empowerment, and
direction required to win.

Leaders who practice the Law of Victory believe that anything less than success is
unacceptable. And they have no Plan B. That keeps them fighting.

Questions for Further Review:

1. In your role as school leader, what defines victory?

Copyright © HUB Consulting 2006. All rights reserved.

2. How do you react in crisis situations? Cite specifics from a recent example.
3. How do you develop a unity of vision in your leadership team?
4. Are leaders in your organization trying to “win” when it isn’t necessary?
5. Describe situations when “winning” isn’t necessary?

Action Plan:

A. Carefully review your recent wins as a leader.

B. Carefully review your recent losses as a leader.

C. Develop a professional growth plan designed to increase your “winning” percentage.

D. Concentrate your efforts on tasks that must be “won.” Eliminate tasks from your
routine where “winning” isn’t necessary.

Evaluation:
Evaluate yourself on a score of 1 to 5 (1 is poor, 5 is great)

_______ My team consistently wins.

_______ I feel the alternative to winning is totally unacceptable.

_______ TOTAL (Your leadership score for the Law of Victory)

Copyright © HUB Consulting 2006. All rights reserved.