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<v Speaker 1>Helping leaders motivate their people to a higher level of

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<v Speaker 1>performance through strong human relations, team building, and GOLA giving.

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<v Speaker 1>This is the seven Minute Leadership Podcast with your host

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<v Speaker 1>Paul Fellovaledo.

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<v Speaker 2>Hello everyone, and welcome to the seven Minute Leadership Podcast.

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<v Speaker 2>It's episode six point fifty two. One of the biggest

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<v Speaker 2>mistakes organizations make is believing leadership development ends with the

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<v Speaker 2>person in charge. They hire a supervisor, they send that

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<v Speaker 2>supervisor to a leadership seminar, they give them a title

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<v Speaker 2>and a desk, and they think the job is done

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<v Speaker 2>when it is not. Real leadership does not stop with

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<v Speaker 2>the leader. Real leadership multiplies. The strongest organizations on the

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<v Speaker 2>planet are not built by a single strong leader. They're

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<v Speaker 2>built by leaders who design other leaders, and that is

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<v Speaker 2>a completely different mindset. Most leaders spend their time solving problems.

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<v Speaker 2>Better leaders spend their time building systems. Elite leaders spend

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<v Speaker 2>their time building other leaders who will one day replace them.

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<v Speaker 2>If leadership depends on one person, the organization is fragile.

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<v Speaker 2>If leadership exists everywhere, the organization becomes unstoppable. Think about

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<v Speaker 2>what happens in most workplaces. The boss makes the decisions,

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<v Speaker 2>the boss handles the tough conversations, The boss runs the meetings,

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<v Speaker 2>the boss fixes the mistakes, and everyone else waits. That

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<v Speaker 2>system creates dependency. It trains people to look up the

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<v Speaker 2>chain of command for every answer, and over time, something

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<v Speaker 2>dangerous happens. The team stops thinking. Now imagine the opposite.

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<v Speaker 2>Imagine a workplace where every supervisor is expected to develop

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<v Speaker 2>the next supervisor. Where every team leader is actively teaching

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<v Speaker 2>someone behind them how to lead. That creates a leadership pipeline,

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<v Speaker 2>not a leadership position, a pipeline. The difference between the

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<v Speaker 2>two is enormous. Positions can sit empty, pipelines keep moving.

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<v Speaker 2>When you design leaders who design leaders, you remove the

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<v Speaker 2>single point of failure. So let me give you a

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<v Speaker 2>simple test. If you disappeared for thirty days, would leadership

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<v Speaker 2>still happen inside your organization or would everything freeze? If

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<v Speaker 2>everything freezes, leadership has been centralized around you. That is

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<v Speaker 2>not a leadership system. That is a leadership bottleneck. The

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<v Speaker 2>goal is not to be the smartest leader in the room.

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<v Speaker 2>The goal is to create a room full of people

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<v Speaker 2>who know how to lead, and that requires a deliberate approach. First,

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<v Speaker 2>you must normalize leadership conversations. Don't wait for annual evaluations

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<v Speaker 2>or promotion discussions. Leadership development should show up in daily conversations.

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<v Speaker 2>Ask people questions, how would you handle that situation, what

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<v Speaker 2>decision would you make if you were running this team?

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<v Speaker 2>What did you learn from that mistake? And when you

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<v Speaker 2>ask those questions, you shift people from worker mode into

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<v Speaker 2>leadership mode. Second, expose people to leadership responsibilities early. Too

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<v Speaker 2>many organizations wait until someone is promoted before they let

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<v Speaker 2>them lead, and that's backwards. Let them run a meeting,

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<v Speaker 2>let them lead a small project, Let them handle a

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<v Speaker 2>difficult conversation with your guidance. Leaders is learned through doing

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<v Speaker 2>Reading books helps, listening to podcasts help. Taking courses helps,

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<v Speaker 2>but none of those replace experience. Third, talk openly about

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<v Speaker 2>leadership mistakes. Too many leaders pretend they have everything figured out,

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<v Speaker 2>and that sends the wrong message. When leaders admit mistakes,

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<v Speaker 2>they create a learning culture. They show others that leadership

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<v Speaker 2>is a process, not perfection. If your team believes leaders

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<v Speaker 2>are supposed to be flawless, nobody will want the job. Fourth,

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<v Speaker 2>make leadership visible. Explain how decisions are made. Explain why

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<v Speaker 2>a policy exists. Explain why a strategy changed. Explain why

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<v Speaker 2>a problem was handled a certain way. When leaders keep

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<v Speaker 2>their thinking private, nobody learns how leadership actually works. Transparency

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<v Speaker 2>turns every day decisions into leadership lessons. Now Here is

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<v Speaker 2>the important part. Designing leaders, who design leaders requires humility.

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<v Speaker 2>Some leaders are threatened by the idea of someone else

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<v Speaker 2>becoming strong. They worry about being replaced, They worry about

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<v Speaker 2>losing authority. Strong leaders think differently. They know their legacy

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<v Speaker 2>is measured by the leaders they leave behind. The best

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<v Speaker 2>leaders in history were not surrounded by followers. They were

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<v Speaker 2>surrounded by other leaders. That is the difference between command

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<v Speaker 2>and impact. Command ends when the leader leaves the room.

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<v Speaker 2>Impact continues long after. Look at any organization that collapsed

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<v Speaker 2>after a leader retired. That usually means leadership knowledge was

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<v Speaker 2>never transferred. The system depended on one brain, and that's

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<v Speaker 2>a fragile model. Designing leaders who design leaders solves that problem.

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<v Speaker 2>It spreads leadership across the organization. It creates confidence at

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<v Speaker 2>every level, It builds resilience when things go wrong, and

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<v Speaker 2>most importantly, it protects the culture. Because culture does not

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<v Speaker 2>survive through policies. Culture survives through people who understand what

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<v Speaker 2>leadership looks like. If you want a practical exercise this week.

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<v Speaker 2>Try this. Identify one person on your team who has

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<v Speaker 2>leadership potential, not necessarily the loudest voice, not necessarily the

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<v Speaker 2>most experienced person, someone who thinks, someone who cares, someone

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<v Speaker 2>who is paying attention. Now invest time in them. Walk

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<v Speaker 2>them through your decision making, ask them what they would

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<v Speaker 2>do differently, Give them one small leadership responsibility, and support

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<v Speaker 2>them through it. Then repeat the process with another person

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<v Speaker 2>and another. Before long, you will notice something powerful happening.

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<v Speaker 2>Leadership conversations start happening without you, Decisions start improving across

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<v Speaker 2>the team. Confidence starts growing in places you never expected.

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<v Speaker 2>That is the moment when leadership stops being a job

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<v Speaker 2>title and becomes a shared responsibility. And when that happens,

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<v Speaker 2>something remarkable takes place. You are no longer building followers.

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<v Speaker 2>You're building leaders who will build more leaders and that

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<v Speaker 2>is how organizations last. So if you want to create

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<v Speaker 2>a lasting leadership impact, stop asking how you can lead

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<v Speaker 2>better today, Start asking who are you preparing to lead tomorrow?

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<v Speaker 2>Because the real test of leadership is not how well

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<v Speaker 2>you prefer while you're in the chair. The real test

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<v Speaker 2>is what happens after you leave it. This has been

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<v Speaker 2>the seven Minute Leadership Podcast, and I thank you for listening.

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<v Speaker 1>For more Paul fell of Alito podcasts, visit paulfellowalito dot

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<v Speaker 1>com