In reading the following article from leadership expert, John Maxwell, I can’t help but think he could be the biographer of the real life leadership journey of Orrin Woodward.  Orrin has demonstrated the determination, tenacity and commitment to becoming the best leader in just about every category I can think of.  But that wasn’t enough.  Orrin knew that, to keep with the Law of Legacy, he had to become the leader that can duplicate leadership and develop others to realize their own personal potential.  The vision and ingenuity of Orrin Woodward is almost immeasurable.  He has developed the maximum level of influence in the areas of Character, Relationships, Knowledge, Passion, Experience, Past successes, and Ability-  All the areas Dr. Maxwell identifies as indicative of solid leadership.  Orrin is the model leader for each of Maxwell’s R-E-S-P-E-C-T written below.

Orrin then takes it to the next level by writing and publishing Launching a Leadership Revolution-- The foremost practical application leadership manual currently available on any bestseller list.  A book written from personal experience in the development and building of a business that has reached more than 100,000 people, effects hundreds of thousands more through its impact on their lives, and continues to expand throughout the four corners of North America.  Orrin has accomplished this great feat and continues to expand its breadth with the best leadership development system in the world with the Team System which was… oh yeah… created and developed by Orrin as well.

Writing about leadership is one thing.  Practicing leadership is another.  Becoming the leader you were meant to be… that’s the journey!

PICKING POTENTIAL LEADERS
By Dr. John C. Maxwell

The Law of the Inner Circle: Those who are closest to me will determine the level of my success.

The year was 1864. The battle for America's future had been raging for over two and a half years. Brother fought brother and neighbor fought neighbor to determine the destiny of a nation.

Despite having a superior economy, an enormous edge in resources, and a far greater population, the North had been unable to gain the upper hand in the Civil War. President Abraham Lincoln was frustrated at the North's inability to achieve victory.

Lincoln was forced to confront the reality of the Law of the Inner Circle. Although a brilliant leader, Lincoln was not a military man. As such, his success overseeing the Civil War depended upon finding a skillful field general to translate material advantages into actual victories.

Lincoln's two prior military commanders, George McClellan and Henry Halleck, had failed miserably. Each had repeatedly squandered opportunities to crush the Southern Army. With the war's outcome hanging in the balance, Lincoln's next selection would be one of the biggest decisions of his Presidency.

Noting the indecisiveness of previous army generals, Lincoln chose tough-minded Ulysses S. Grant to lead the army. Grant's willingness to pay the price of a total war depleted the South's scant resources, and led to the North's eventual victory.

Identifying Potential Leaders

Good leaders realize the significance of surrounding themselves with talented people. That's why leaders repeatedly ask me, "How can I be sure to hire the right person?"

I have never discovered a foolproof hiring practice, but I do know finding a great hire goes hand in hand with identifying potential leaders.

Over the course of the next two editions of Leadership Wired, I'll explore eleven questions I use to spot a potential leader. Before I begin, I'd like to give credit to my mentor and friend Fred Smith. Several of these questions were developed from my conversations with him.

1. When looking for a leader, do I see a constructive spirit of discontent?

Constructive discontent is a leader's unscratchable itch. It's the trait making a leader averse to average and opposed to the status quo.

Potential leaders possessing constructive discontent will question existing systems and push for improvements. They perceive problems and come up with solutions.

As Kouzes and Posner say, leaders have a pioneering instinct. They are not afraid to step out into the unknown. They are willing to take risks, innovate, and experiment in order to find new and better ways to operate.

2. Do they offer practical ideas?

Highly original thinkers can have problems leading when they are unable to judge their ideas realistically. Brainstorming is not a helpful practice in leadership unless useful ideas are generated.

In the words of John Galsworthy, "Idealism increases in direct proportion to one's distance from the problem." Potential leaders have the rare ability to translate idealistic goals into realistic and workable actions. Leaders are not frozen when obstacles disrupt the perfect plan. They have the flexibility and fortitude to account for resistance to the ideal.

3. When they speak, who listens?

Potential leaders have a "holding court" quality about them. Their words carry weight. What they say is valuable and inspires action.

When watching groups of people interact, in a matter of five minutes, I can pick the leader every time. When it comes time for the group to make a decision, all eyes focus upon the person with the greatest influence.

The extent of a person's influence speaks volumes about their potential in leadership. Here are seven key areas to evaluate the level of influence in a possible hire:

Character — who they are.
Relationships — who they know.
Knowledge — what they know.
Passion — how strongly they feel.
Experience — where they've been.
Past successes — what they've done.
Ability — what they can do.

4. Do others respect them?

Respect is vital for leadership, yet it can be difficult to discern in young leaders who have not fully developed. Peer respect doesn't reveal ability, but it shows character. I'll conclude this edition with the following acronym on respect. I have found it to be a helpful device to evaluate the respectability of emerging leaders.

R — Respects their coworkers and exhibits self-respect. Instead of asking for respect, they give it and earn it.

E — Exceeds the expectations of others. Naturally sets the bar higher than anybody else sets it for them.

S — Stands firm on convictions and values.

P — Possesses maturity well beyond their years and shows self-confidence.

E — Experiences a healthy family life.

C — Contributes to the success of others.

T — Thinks ahead of others. Potential leaders are marked by their ability to outpace the thinking of those around them.

"This article is used by permission from Dr. John C. Maxwell's free monthly e-newsletter 'Leadership Wired' available at www.MaximumImpact.com."

Read more about the Team, Orrin Woodward, and perhaps the greatest business opportunity of our generation here: