Speaker 1: Helping leaders motivate their people to a higher level of
Speaker 1: performance through strong human relations, team building, and GOLA giving.
Speaker 1: This is the seven Minute Leadership Podcast with your host
Speaker 1: Paul Fellovaledo.
Speaker 2: Hello everyone, and welcome to the seven Minute Leadership Podcast.
Speaker 2: It's episode six point fifty two. One of the biggest
Speaker 2: mistakes organizations make is believing leadership development ends with the
Speaker 2: person in charge. They hire a supervisor, they send that
Speaker 2: supervisor to a leadership seminar, they give them a title
Speaker 2: and a desk, and they think the job is done
Speaker 2: when it is not. Real leadership does not stop with
Speaker 2: the leader. Real leadership multiplies. The strongest organizations on the
Speaker 2: planet are not built by a single strong leader. They're
Speaker 2: built by leaders who design other leaders, and that is
Speaker 2: a completely different mindset. Most leaders spend their time solving problems.
Speaker 2: Better leaders spend their time building systems. Elite leaders spend
Speaker 2: their time building other leaders who will one day replace them.
Speaker 2: If leadership depends on one person, the organization is fragile.
Speaker 2: If leadership exists everywhere, the organization becomes unstoppable. Think about
Speaker 2: what happens in most workplaces. The boss makes the decisions,
Speaker 2: the boss handles the tough conversations, The boss runs the meetings,
Speaker 2: the boss fixes the mistakes, and everyone else waits. That
Speaker 2: system creates dependency. It trains people to look up the
Speaker 2: chain of command for every answer, and over time, something
Speaker 2: dangerous happens. The team stops thinking. Now imagine the opposite.
Speaker 2: Imagine a workplace where every supervisor is expected to develop
Speaker 2: the next supervisor. Where every team leader is actively teaching
Speaker 2: someone behind them how to lead. That creates a leadership pipeline,
Speaker 2: not a leadership position, a pipeline. The difference between the
Speaker 2: two is enormous. Positions can sit empty, pipelines keep moving.
Speaker 2: When you design leaders who design leaders, you remove the
Speaker 2: single point of failure. So let me give you a
Speaker 2: simple test. If you disappeared for thirty days, would leadership
Speaker 2: still happen inside your organization or would everything freeze? If
Speaker 2: everything freezes, leadership has been centralized around you. That is
Speaker 2: not a leadership system. That is a leadership bottleneck. The
Speaker 2: goal is not to be the smartest leader in the room.
Speaker 2: The goal is to create a room full of people
Speaker 2: who know how to lead, and that requires a deliberate approach. First,
Speaker 2: you must normalize leadership conversations. Don't wait for annual evaluations
Speaker 2: or promotion discussions. Leadership development should show up in daily conversations.
Speaker 2: Ask people questions, how would you handle that situation, what
Speaker 2: decision would you make if you were running this team?
Speaker 2: What did you learn from that mistake? And when you
Speaker 2: ask those questions, you shift people from worker mode into
Speaker 2: leadership mode. Second, expose people to leadership responsibilities early. Too
Speaker 2: many organizations wait until someone is promoted before they let
Speaker 2: them lead, and that's backwards. Let them run a meeting,
Speaker 2: let them lead a small project, Let them handle a
Speaker 2: difficult conversation with your guidance. Leaders is learned through doing
Speaker 2: Reading books helps, listening to podcasts help. Taking courses helps,
Speaker 2: but none of those replace experience. Third, talk openly about
Speaker 2: leadership mistakes. Too many leaders pretend they have everything figured out,
Speaker 2: and that sends the wrong message. When leaders admit mistakes,
Speaker 2: they create a learning culture. They show others that leadership
Speaker 2: is a process, not perfection. If your team believes leaders
Speaker 2: are supposed to be flawless, nobody will want the job. Fourth,
Speaker 2: make leadership visible. Explain how decisions are made. Explain why
Speaker 2: a policy exists. Explain why a strategy changed. Explain why
Speaker 2: a problem was handled a certain way. When leaders keep
Speaker 2: their thinking private, nobody learns how leadership actually works. Transparency
Speaker 2: turns every day decisions into leadership lessons. Now Here is
Speaker 2: the important part. Designing leaders, who design leaders requires humility.
Speaker 2: Some leaders are threatened by the idea of someone else
Speaker 2: becoming strong. They worry about being replaced, They worry about
Speaker 2: losing authority. Strong leaders think differently. They know their legacy
Speaker 2: is measured by the leaders they leave behind. The best
Speaker 2: leaders in history were not surrounded by followers. They were
Speaker 2: surrounded by other leaders. That is the difference between command
Speaker 2: and impact. Command ends when the leader leaves the room.
Speaker 2: Impact continues long after. Look at any organization that collapsed
Speaker 2: after a leader retired. That usually means leadership knowledge was
Speaker 2: never transferred. The system depended on one brain, and that's
Speaker 2: a fragile model. Designing leaders who design leaders solves that problem.
Speaker 2: It spreads leadership across the organization. It creates confidence at
Speaker 2: every level, It builds resilience when things go wrong, and
Speaker 2: most importantly, it protects the culture. Because culture does not
Speaker 2: survive through policies. Culture survives through people who understand what
Speaker 2: leadership looks like. If you want a practical exercise this week.
Speaker 2: Try this. Identify one person on your team who has
Speaker 2: leadership potential, not necessarily the loudest voice, not necessarily the
Speaker 2: most experienced person, someone who thinks, someone who cares, someone
Speaker 2: who is paying attention. Now invest time in them. Walk
Speaker 2: them through your decision making, ask them what they would
Speaker 2: do differently, Give them one small leadership responsibility, and support
Speaker 2: them through it. Then repeat the process with another person
Speaker 2: and another. Before long, you will notice something powerful happening.
Speaker 2: Leadership conversations start happening without you, Decisions start improving across
Speaker 2: the team. Confidence starts growing in places you never expected.
Speaker 2: That is the moment when leadership stops being a job
Speaker 2: title and becomes a shared responsibility. And when that happens,
Speaker 2: something remarkable takes place. You are no longer building followers.
Speaker 2: You're building leaders who will build more leaders and that
Speaker 2: is how organizations last. So if you want to create
Speaker 2: a lasting leadership impact, stop asking how you can lead
Speaker 2: better today, Start asking who are you preparing to lead tomorrow?
Speaker 2: Because the real test of leadership is not how well
Speaker 2: you prefer while you're in the chair. The real test
Speaker 2: is what happens after you leave it. This has been
Speaker 2: the seven Minute Leadership Podcast, and I thank you for listening.
Speaker 1: For more Paul fell of Alito podcasts, visit paulfellowalito dot
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