‘Success without a successor is failure’

books. He is the founder of EQUIP and The John Maxwell Company, organisations that have trained more than five million leaders worldwide.
Every year Dr Maxwell speaks to Fortune 500 companies, international government leaders, and organisations as diverse as the United States Military Academy at West Point, the National Football League, and the United Nations.

The following is a Question and Answer by our Business Reporter Tawanda Musarurwa with Dr Maxwell, who will be in Zimbabwe for the Leadership Summit on November 21. Local firm Industrial Psychology Consultants (Pvt) Ltd is organising the summit.
Tawanda Musarurwa (TM): On November 21 you will be in Harare for the Leadership Summit. From your experience the world over, are there any cultural differences in leadership and how do these impact on organisational success?

John Maxwell (JM): Everything rises and falls on leadership. How an organisation develops people will determine organisational success.
TM: Are leaders born, made or it’s a matter of choice?
JM: Leadership is influence. That’s it! Nothing more, nothing less. Leadership can definitely be taught.

TM: Can you explain how those being led can influence the leadership style of their bosses?
JM: I have found that leaders resist change as much as followers do; however, for organisations to grow effectively, change is necessary.

TM: Research has shown that subordinates run away from organisations because of their bosses. What can bosses do to build lasting and productive relationships with their subordinates?
JM: Leaders must develop people in order to create longevity. People should be the most important and appreciable asset. Leaders must be able to make the right assumptions about people, ask the right questions and give the proper assistance to people.

TM: Did a systems failure or a leadership failure cause the global economic crisis?
JM: It is a combination of both.

TM: What plays a bigger role in success – resources availability or the quality of leadership?
JM: I believe that it is important to define success. Success is adding value to oneself; however, significance is adding value to others. The growth and development of people is the highest calling of leadership. A great leader understands that success without a successor is failure. Therefore leadership is key.

TM: Can you tell me one good quality common in good leaders and how do you identify such a quality in potential leaders?
JM: All great leaders possess two things: They know where they are going, and they are able to persuade others to follow.

TM: Is there any relationship between the level of education and a leader’s success?
JM: Your leadership skills determine the level of your success and the success of people who work around you. One can matriculate to the highest degree possible on paper and still not lead effectively. The effectiveness of one’s work will never rise above one’s ability to lead and influence others.

TM: An informal study carried out by Industrial Psychology Consultants (Pvt) Ltd in the local environment has shown that more than 80 percent of senior executives do not remember their company vision in full. It seems in most cases these visions are copied from the Internet or from other organisations. How can organisations build inspiring visions?

JM: A leader must have a dream for the organisation and be able to communicate it effectively. A leader must see the vision, pursue it, and help others see it.
TM: What can participants expect in brief from your presentation on November 21 in Harare.
JM: They can expect to be enlightened with regards to transformational leadership and discussions from my latest leadership materials.