Leaders with a limitless mindset use their organisation to help them, their own team and other teams to grow. They believe in their own and other people’s potential and want to do something about it. Leaders with a limitless mindset do not coast in their role day after day and week and week after week. They take action.

For your organisation to continuously grow and become one of the best in your industry then you must focus on the development of your people. When an organisation prioritises people development over everything else, this is when the culture can transform into a highly effective leadership culture.

1. Culture

When an organisation has a highly effective leadership culture, the people are a lot happier, more productive and work a lot better together as a team.

As you work with your team to help them develop, you will also be developing yourself at the same time. So, it’s important that you start to focus on people development sooner rather than later. It is best to work with people individually rather than trying to develop everybody all at once.

Do your best to reduce the overwhelm of trying to develop everybody as fast as you can. Set up a plan of when you are going to work with each individual and share this plan with them, so they know too. The methods you use to develop your people are so important too and is how you reach the next level.

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As the leader of your team, it’s so important that you support your team along the development journey because they are ultimately your responsibility. Support is a two-way street, so when you show your team support, they will do the same in return to you.

Personal growth is self-development, and we can only do that for ourselves. Nobody else can carry out our development for us and we must have the passion, confidence, and humility to do this and make improvements.

Highly effective leaders work on developing their whole team, and that is what we are discussing during this chapter.

2. Team Development

However, it is also about knowing and understanding who on your team has that burning desire to want to get better, and how we provide what is needed to fulfil that burning desire on your team.

It’s such a great feeling when you know the people on your team who have that burning desire. You will know that they will be team members who will provide you the most help, so it is up to you to support them the most.

They will be the team members who will lead the rest of the team in transforming the culture into a highly effective leadership culture. They will be the leaders within the team.

They are hungry for you to provide them what they need to develop themselves, so it is up to you to provide those tools. You will have their buy-in and their passion for self-development and personal growth.

It all comes down to character. There will be people on your team who already have a high-level character, but still want to keep developing it and there will be people on your team who have a lower-level character and want to do their best to develop it to reach the others.

3. Character

Character doesn’t have anything to do with your team’s job titles, rank or position within the organisation. It is your team’s character that is going to transform the culture into a highly effective leadership culture.

It is your team’s character that is going to keep their burning desire going, not their title.

The leader of the whole organisation should be the person whose desire is burning hotter than anyone else’s, but most of the time that is not the case.

The next level leaders often do not inspire or lead any people development initiatives for the people within their charge, so there is no snowball effect from the top down.

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It is usually the mid-level leaders and supervisors have that burning desire, along with their teams to continuously improve and transform the culture. It would be great if the leader at the top had the hottest burning desire and inspired an entire organisation, but that just doesn’t happen.

In 2015 when I solely took over my first team as fleet performance manager, it was up to me to be the most valuable leader I could be so I could help my team be the most valuable leaders they could be. So, whenever I learned a new leadership principle, I would practice it with my team.

Then I would create videos to teach the leadership principles I was learning with my own team, and with the whole organisation. I would share these videos on the company internal social network site, so everybody had access.

I knew my team had a burning desire to get better, and they were hungry to put their new learnings into practice too. So, they started to share their new learnings with the team and the organisation too.

The organisation I was working with, my own line manager didn’t have that burning desire, nor did the other managers I was working with. But I did and I wasn’t going to let anybody stop me.

Then, after about two weeks of me and the team sharing videos, the other managers started buying in to what we were doing. They started to develop themselves with new learnings and would share them with their own teams and with us.

We would share the books that we were reading on leadership and personal growth to each other, and even during meetings we would make them part of the agenda.

4. Reading Leadership Books

I encouraged everybody within our depot to start reading leadership and personal growth books too so they could develop themselves both at work and at home. It wasn’t just about being good at the job, it was about being good at helping others be good at the job.

It was about helping others be good at helping others. To this day, wherever I am working I always give the same message.

After a while you start to realise that there are books and other materials that others are reviewing or reading that you haven’t, so it’s great to find something new to help develop yourself from a teammate or colleague.

When you keep encouraging people to develop themselves, you start to see the team members who have the hottest burning desire, so they are the ones you support the most. They can then do the same with the other team members in multiplying your influence.

With this you are creating leaders within the team, who are then creating more leaders. Leveraging each other’s influence within the team and the organisation is true highly effective leadership and builds the momentum up.

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Have you ever tried anything similar within your team or organisation? If not, then I strongly encourage you to do so. Start by reading a leadership book (like this one), take action by practicing what you have learned, and then sharing what you have learned with your team.

The more books you read and share, and the more books your team reads and shares, you could create your own team library.

If you then inspire other teams to do the same, you could end up building an organisational people development library of leadership and personal growth books. How good does that sound, and it all came from your idea?

You could even create YouTube style videos of what you learn and share them with your organisation. Trust me, they will go down well with your people.

Did you know that you are making a commitment to things that are not important if you don’t make a commitment to things are important?

I welcome hearing how this post has influenced the way you think, the way you lead, or the results you have achieved because of what you’ve learned in it. Please feel free to share your thoughts with me by commenting below.

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All the best,

Tom (Lead, Grow, Influence)