Beyond the Title - How Great Leaders Build Other Leaders
Great leaders don’t just manage tasks—they create upward movement in people.
When someone remains stagnant in their role year after year, it can indicate that true leadership is absent. The essence of leadership lies in developing others through intentional, progressive growth.
Here’s two powerful frameworks for growing leaders that expands leadership capacity at every level.
The Leaders Ascent Model
Stage 1: Observation – Learning Through Exposure
Before action comes understanding. New leaders first absorb the environment, watching carefully how leadership functions in context.
Example: A leader invites Sarah to observe team meetings with purpose, noting structure, decision-making processes, and conflict resolution. They discuss her observations afterward, turning passive watching into active learning.
Stage 2: Guided Practice – Building Confidence in a Safe Space
Next comes supported participation. Leaders create low-stakes opportunities for practice while providing a safety net.
Example: Sarah takes responsibility for one agenda item in the next meeting. Her leader helps her prepare thoroughly and remains ready to assist, making the experience challenging but not overwhelming.
Stage 3: Supervised Leadership – Taking Ownership While Being Coached
As confidence grows, the developing leader takes primary responsibility while still being supported. Immediate feedback accelerates growth.
Example: Sarah now runs entire meetings while her leader is present. Their post-meeting discussion focuses on specific strengths and improvement areas, refining her approach through targeted feedback.
Stage 4: Independent Execution – Leading with Full Responsibility
Finally, the new leader takes complete ownership. They operate autonomously, making decisions and leading initiatives independently.
Example: Sarah now manages team meetings entirely on her own. Her mentor checks in periodically but trusts her judgment, knowing she has demonstrated progressive competence.
Balancing Risk and Reward in Development
Leadership development isn’t just about giving people opportunities—it’s about knowing when and how to give them. The four-stage model is a way to manage risk, ensuring that a developing leader is given responsibility in alignment with their capacity.
True Leaders vs. Position-Holders
This model reveals a crucial distinction between true leaders and those merely occupying leadership positions:
🔴 Position-Holders:
- Focus primarily on their own performance metrics
- View team members as resources to accomplish tasks
- Measure success through personal achievements
- Fear being outshined by developing talent
🟢 True Leaders:
- Invest time in developing others
- View team success as their primary achievement
- Find fulfillment in watching others grow
- Actively create opportunities for team members to stretch
One key factor your leadership style will be defined by is this: Do you focus on your own success, or do you build others to succeed beyond you?
Beyond Individual Growth: Leadership as an Organisational Strategy
The Leadership Capability Development Roadmap provides a structured, step-by-step framework for expanding leadership capacity within an organisation, ensuring people grow from individual contributors to confident, capable mentors who develop others.
Organisation's that embed leadership development into their DNA experience:
✔ Increased team ownership and accountability
✔ A stronger leadership pipeline for future growth
✔ More adaptability and resilience in changing environments
✔ A stronger leadership pipeline for future growth
✔ More adaptability and resilience in changing environments
By focusing on empowering others, leadership becomes a distributed capability, not just a position held by a few.
Leadership Legacy
This model reflects a fundamental shift in how leaders view their purpose. Rather than measuring success through personal accomplishments, true leaders measure their impact through the growth of those they've developed.
The question changes from "What did I achieve?" to "Who did I help become more capable?" This perspective transforms leadership from a position into a profound responsibility to nurture potential in others—creating not just immediate results, but lasting organisational capacity and human growth.
Take the Next Step: The Leadership Multiplication Blueprint™
Leadership growth isn't accidental—it's intentional and strategic.
Download The Leadership Multiplication Blueprint™—a proven framework for:
✅ Developing high-impact leaders in your team
✅ Expanding leadership capacity across your organisation
✅ Creating a culture where leadership isn't limited to a few—but multiplied at every level
What if leadership wasn’t just about our title, but the people we build?
True leadership is about empowering others, creating a ripple effect of growth that extends beyond you. Step into the kind of leadership that doesn’t just manage—but multiplies.
Best wishes, and keep leading!
What if the key to retaining your best people and unlocking their full potential was as simple as ensuring they felt seen and valued?
More Than Just a Number
In the hustle of daily life, it’s easy for people to feel invisible—just another cog in the machine. Yet, at our core, we all want to be seen and valued—not just for what we do but for who we are. Leaders hold the unique power to impact people in this way through the simple yet transformative act of recognition.
Why Recognition Matters
Recognition is about more than a quick “good job.” It’s about seeing and valuing the person behind the action.
When a leader takes the time to recognise an individual—not just for what they accomplish, but for the thought, effort, and creativity behind it—it communicates something incredibly meaningful: “I see you, and you matter.”
According to a Gallup study, employees who feel recognized are 2.7 times more likely to be highly engaged in their work. By contrast, 79% of employees who quit their jobs cite “lack of appreciation” as a primary reason.
As a leader, your words and actions carry weight. When you make recognition a consistent habit, you’re not just boosting morale; you’re creating a culture where people feel valued, respected, and empowered to do their best work.
5 Practical Steps to Unlock the Power of Appreciation
Step 1: Spot Opportunities for Recognition
Acknowledge not just big wins but everyday efforts like teamwork or creative ideas.
Action Tip: Track small wins weekly—make quick notes to stay consistent.
Action Tip: Track small wins weekly—make quick notes to stay consistent.
Step 2: Make It Personal and Specific
Generic praise lacks impact. Highlight specific actions and their results.
Example: "James, your quick troubleshooting last week saved us a major delay. Thank you!"
Action Tip: Use concrete examples to show you value peoples expertise and effort.
Example: "James, your quick troubleshooting last week saved us a major delay. Thank you!"
Action Tip: Use concrete examples to show you value peoples expertise and effort.
Step 3: Tailor Recognition to Preferences
Everyone values recognition differently. Some prefer public praise, others private.
Ideas:
Ideas:
- Announce wins in meetings.
- Send a thank-you note.
- Give small tokens of appreciation.
Action Tip: Monitor how your team members prefer to be recognised.
Step 4: Make Recognition a Routine
Consistency builds trust and a culture of appreciation.
Sample Routine:
Sample Routine:
- Monday: Identify standout contributions.
- Wednesday: Give one-on-one feedback.
- Friday: Celebrate wins in a meeting or email.
Action Tip: Schedule 10 minutes weekly for recognition planning.
Step 5: Track Results
Recognition improves morale, productivity, and retention. Measure its impact.
- Use quick feedback surveys.
- Monitor team performance.
- Review turnover rates and exit feedback.
Use Your Power of Recognition
Recognition is not a "nice to have" but a core function of effective leadership. By seeing the person beyond the role, you affirm their importance and make them feel connected and engaged. Don’t let the busyness of leadership distract you from this essential responsibility. Take time to recognise—genuinely, meaningfully—and watch the difference it makes for your people and your team culture.
Recognition is not a "nice to have" but a core function of effective leadership. By seeing the person beyond the role, you affirm their importance and make them feel connected and engaged. Don’t let the busyness of leadership distract you from this essential responsibility. Take time to recognise—genuinely, meaningfully—and watch the difference it makes for your people and your team culture.
Ready to deepen your leadership impact?
Start implementing these recognition strategies today, and watch your team’s engagement soar. If you’re ready to go even further, you can pre-register in my soon-to-be released online course, Mastering Team Leadership: Ignite Success as a Servant-Leader and learn how to build a high-performing team that thrives on recognition and trust.
Best Wishes and Keep Leading!
A common theme that comes up in my coaching conversations is the tension that can exist for people between the concepts of Position, Purpose, and Potential. These three elements—while often interconnected—can also take us in very different directions. The key challenge is understanding which element is in the driver’s seat of your decisions and the trade-offs that come with prioritising one over the others.
Let’s explore each element, its benefits and challenges, and the implications of letting it drive your career and life choices.
Position: The Path of External Progression
When Position drives decision-making, the focus is on titles, responsibilities, and external recognition. For many, climbing the ladder is seen as the natural next step—after all, promotions and prestigious roles often bring financial rewards, influence, and career visibility.
Benefits of Position-Driven Decisions:
- Positions open doors to influence, resources, and career opportunities.
- They demonstrate clear progression and often provide a sense of external success.
- They offer structured paths to develop expertise and capacity.
Challenges of Position-Driven Decisions:
- A role misaligned with your Purpose can lead to dissatisfaction, even if the position is prestigious.
- Pursuing higher positions may result in overextension or burnout.
- The focus on external validation can overshadow internal fulfillment.
Trade-Offs: When Position takes priority, Purpose may be neglected, leaving individuals feeling unfulfilled, and Potential may be underutilised if the role doesn’t challenge them fully.
Purpose: Living with Meaning and Alignment
For others, Purpose is the guiding force—the internal compass that aligns actions with their calling, values, and vision. Purpose-driven decisions prioritise meaning over external measures like pay or prestige.
Benefits of Purpose-Driven Decisions:
- Provides deep personal satisfaction and fulfillment.
- Aligns work with personal values, contributing to a strong sense of legacy.
- Creates a sense of direction and clarity in decision-making.
Challenges of Purpose-Driven Decisions:
- May involve financial sacrifices or limited recognition.
- Requires resilience, especially when external validation is lacking.
- Pursuing purpose can sometimes feel isolating in environments focused on results.
Trade-Offs: Choosing Purpose over Position or Potential may slow career progression and limit opportunities to grow into your full capacity. However, it ensures that your decisions resonate deeply with your core identity.
Potential: Unlocking What’s Possible
When Potential drives decision-making, the emphasis is on growth and maximising your abilities. This approach values self-improvement and taking on challenges that push you toward your highest capabilities.
Benefits of Potential-Driven Decisions:
- Encourages continuous self-improvement and personal development.
- Helps uncover hidden strengths and talents.
- Prepares individuals for greater challenges and opportunities.
Challenges of Potential-Driven Decisions:
- Can lead to an overemphasis on growth at the expense of meaning or alignment with Purpose.
- May foster comparison or ambition that feels hollow if disconnected from personal fulfillment.
- The relentless pursuit of improvement can become exhausting over time.
Trade-Offs: Prioritising Potential may leave Purpose underexplored if growth is pursued for its own sake, and Position may be sacrificed if development doesn’t align with organisational hierarchies.
The Dynamics Between the Three Elements
One of the most important insights to recognise is that these three elements—Position, Purpose, and Potential—are not inherently opposed to each other, but may act independently of each other. In fact, the ideal scenario is finding an intersection where all three align. However, achieving that balance will likely require intentionality and strategic thinking. Here are some key dynamics to consider:
Position and Purpose:
- For some, their Position is inherently tied to their Purpose—they’re “born to do” a specific role, such as heading an organisation or climbing a mountain.
- For others, their Position is merely a means to an end, and their Purpose exists outside of their role (e.g., providing for their family or contributing to their community).
Purpose and Potential:
- Pursuing Purpose may unlock Potential, but it can also limit opportunities to grow if the focus remains narrowly on what feels meaningful.
- Conversely, chasing Potential can help you grow into your Purpose—but it risks becoming disconnected from deeper fulfillment if done without reflection.
Position and Potential:
- High-level positions often demand individuals to stretch their Potential, building capacity and expertise.
- However, taking a position simply because it’s the next step can leave people wondering if they should have paused to evaluate alignment with their Purpose.
Internal vs. External Measures:
Understanding whether you use internal or external measures to guide your decisions is crucial when navigating the interplay between Position, Purpose, and Potential. Each element tends to align more naturally with one of these measures:
Position: External Measure
Position is inherently tied to external markers, such as job titles, authority, salary, or organisational status.
Purpose: Internal Measure
Purpose revolves around a personal sense of meaning, fulfillment, and alignment with your values or calling.
Potential: Dual Measure
Potential sits at the intersection of internal and external measures. It’s about maximising what you’re capable of, developing your abilities, and expanding your capacity.
Choosing Who’s in the Driver’s Seat
The key question is: who’s driving your decisions—Position, Purpose, or Potential? Each element has its own merits, but it’s critical to evaluate what trade-offs you’re making and whether those align with your long-term vision.
Ask yourself:
For Position: Am I pursuing this role because it aligns with my purpose, or because it’s expected of me?
For Purpose: Am I willing to sacrifice financial security or status to align with my values and calling?
For Potential: Am I growing toward my best self, or am I chasing growth for its own sake?
The Spider Chart Self-Assessment Tool
In this blog, I’ve included the spider chart diagram below to provide a visual tool that helps you assess the current driver behind your decisions—whether it’s Position, Purpose, or Potential. This tool is valuable for increasing self-awareness and guiding thoughtful reflection on how your choices align with your long-term goals.
To use the chart, rate each element—Position, Purpose, and Potential—on a scale of 1 to 10 based on how strongly it currently influences your decisions, then plot these scores to see your overall balance and identify areas for reflection or adjustment.
The spider chart helps you visually assess which element—Position, Purpose, or Potential—is currently driving your decisions. There’s no right or wrong balance; the key is gaining awareness of your priorities and reflecting on the future direction that aligns best with your goals.
Based on the example chart above, the person’s scores suggest that their decisions are most influenced by Position (7), followed by Potential (6), and Purpose (4). This indicates that they are prioritising external progression and growth opportunities, but their decisions may not be fully aligned with their deeper sense of purpose or values at this point.
Finding Your Balance
There’s no universal right or wrong when it comes to these elements—it’s about understanding what matters most to you and making decisions accordingly. Some may prioritise Position as a means to fulfill their Purpose. Others may prioritise Purpose and accept the trade-offs in position or financial stability. Still, others may focus on Potential, knowing it will unlock opportunities in the future.
Ultimately, thoughtful reflection on these dynamics can lead to greater clarity and alignment, helping you navigate career and life choices with confidence.
I hope this helps provide you a framework to evaluate your current and future choices, please feel free to reach out if you would like to unpack your situation in more detail.
All the best,
Why Your People Don't Do What You Want - even though you're the boss!
Isn't this strange? You would think its a pretty simple thing for people to do as we expect, especially if we're in charge. It would make things so much easier if they did.
Yet, our people don't always 'do it the way we want', actually they often don't.
Why is this?
Well, before we start finding all the good reasons to confirm we have crappy team members, have we checked we're actually giving people the input they need to perform how we want them to? If not, it could be time to...
stop complaining about our team and start leading them.
Ouch, that's a challenging concept. I know - its easier just to 'blame them'. But while this may help us feel better about ourselves, unfortunately it also means that we will keep doing all the work, we get more frustrated at those around us, team members don't grow, our culture declines and performance continues to spiral downward.
So let's not do that. Instead, lets understand the problems, and how to fix them.
Whether you're a corporate professional, business owner, community group leader or volunteer co-ordinator...if you want to understand the 3 key reasons people don't do what you want, even though you're the boss - click here to read on (you might be shocked how simple these are!)
Hope this helps
Best wishes, and Keep Leading!
Michael
LEADERSHIP UPGRADE
Experts tell us that booking in for a regular medical assessment is critical for early detection of small issues, that could become large ones.
The same is true of our leadership!
As leaders, we're all super-busy and often don't get time or have the tools to self-assess, while sometimes we get stuck in 'set and forget' mode - never stopping to take the pulse of the vital signs of the impact or quality of our leadership.
That's why I'm providing you my free 2 Minute Leadership Health Check here.
It's a great tool to get a quick update of critical leadership areas and help your awareness of those larger problems looming under the surface. It provides you an overall score and some suggested actions to improve your state of health.
Best wishes, and keep leading!
Michael Rowell
LEADERSHIP UPGRADE
