Building A Successful Team By Jim Rohn

Once you've set a goal for yourself as a leader-whether it is to create your own enterprise, energize your organization, build a church, or excel in sports - the challenge is to find good people to help you accomplish that goal. Gathering a successful team of people is not only helpful, it's necessary.

So to guide you in this daunting task of picking the right people, I'm going to share with you a four-part checklist.

Number One: Check each candidate's history. Seek out available information regarding the individual's qualifications to do the job. That's the most obvious step.

Number Two: Check the person's interest level. If they are interested, they are probably a good prospect. Sometimes people can fake their interest, but if you've been a leader for a while, you will be a capable judge of whether somebody is merely pretending. Arrange face-to-face conversation, and try to gauge his or her sincerity to the best of your ability. You won't hit the bull's-eye every time, but you can get pretty good at spotting what I call true interest.

Number Three: Check the prospect's responses. A response tells you a lot about someone's integrity, character, and skills. Listen for responses like these: "You want me to get there that early?" "You want me to stay that late?" "The break is only ten minutes?" "I'll have to work two evenings a week and Saturdays?" You can't ignore these clues. A person's responses are a good indication of his or her character and of how hard he or she will work. Our attitudes reflect our inner selves, so even if we can fool others for a while, eventually, our true selves will emerge.

And Number Four: Check results. The name of the game is results. How else can we effectively judge an individual's performance? The final judge must be results.

There are two types of results to look for. The first is activity results. Specific results are a reflection of an individual's productivity. Sometimes we don't ask for this type of result right away, but it's pretty easy to check activity. If you work for a sales organization and you've asked your new salesman, John, to make ten calls in the first week, it's simple to check his results on Friday. You say, "John, how many calls did you make?" John says, "Well..." and starts telling a story, making an excuse. You respond, "John, I just need a number from one to ten." If his results that first week are not good, it is a definite sign. You might try another week, but if that lack of precise activity continues, you'll soon realize that John isn't capable of becoming a member of your team.

The second area you need to monitor is productivity. The ultimate test of a quality team is measurable progress in a reasonable amount of time. And here's one of the skills of leadership: be up front with your team as to what you expect them to produce. Don't let the surprises come later.

When you're following this four-part checklist, your instincts obviously play a major role. And your instincts will improve every time you go through the process. Remember, building a good team will be one of your most challenging tasks as a leader. It will reap you multiple rewards for a long time to come.

To Your Success,
Jim Rohn
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Creativity by Bobb Biehl

On a one-to-ten scale, how would you respond to these questions?

• How creative do you think you are?
• How competent are you at solving problems?

I believe that creativity for leaders is bringing together new, workable solutions to problems. It’s a fundamental misconception to think, “To be creative, I have to be artistic.” If you can solve a problem, you’re creative.

I’d like you to focus on the one thing you have the strongest desire to create. Asking yourself the following questions can enhance your ability to be creative:

Do I have an attitude of readiness for creativity?
I’m told that the director of the U.S. Patent Office in the late 1800s wanted to close that agency because he believed all the best ideas had already been patented. Do you believe the best has already been, or are you convinced the best is yet to be?

In the area I want to apply creativity, what is the need? As you think about this, how can you state the need—and then solve it using your problem solving skills? I’ve published a book called The Memories Book. Many people have told me the idea was creative. It’s a gift book (that includes 600 questions) in which parents or grandparents can record their memories. It lets them leave a priceless legacy for their descendents.

However, the Memories Book began as an attempt to fill many lonely hours for my wife’s elderly grandmother, Frances Shupe. I saw the problem and worked to solve it; the solution was a concept that could be passed on to others.

When a problem is “burning a hole” in your mind and you think, “There has to be a solution to this,” recognize that need as the soil for creativity. Reflect deeply on the problem, and the solution will “jump out at you.”

Should I try to find an original solution, or is there a model I can follow?

There are at least two types of human creativity. Both are valuable and effective.

• Original creativity is the process whereby you arrive at a solution without having seen anything like it previously.
• Adaptive creativity is the process in which you take existing models and tailor them to fit your situation.

How can I expand my perspective?

By temporarily adjusting the context within which you approach a problem, you may see new solutions. For example, if you’re trying to solve a problem with a budget of $100.00, consider what changes you would make with an unlimited budget. With more dollars available, you could identify a variety of solutions you hadn’t even considered. You can then identify ways in which some of those ideas could be pursued on a “scaled-down” version.

Another idea for expanding your view: Take five minutes to list as many options as you can. Don’t worry now about any drawbacks—just quantity. You may be surprised by your creative solutions.

When something is simple—keep simplifying it! (Make sure you have big sheets of paper to write on when brainstorming.)

Is this need worth a lot of time?

Make sure the problem is worth the amount of time and mental energy you’re exerting.

How do I feel about the problem?

Often, simply realizing how you feel about a problem will prompt creative solutions.

Has someone already solved this problem?

There’s no need to reinvent the wheel. (On the other hand, never stop refining the tire!)

Who could help me think creatively about this problem?

Who’s the most creative person you know? Call that person, explain the problem, and ask for input. Expect to hear creative alternatives!

Could this solution be a “Big Winner”?

Some solutions are “ten-dollar ideas” while others might be “million-dollar ideas.” Identify and invest yourself in the “big ideas.”

REMEMBER...

Whenever you’re tempted to doubt your creativity, ask yourself:

• Do I have an attitude of readiness for creativity?
• In the area I want to apply creativity, what is the need?
• Should I try to find an original solution, or is there a model I can follow?
• How can I expand my perspective?
• Is this need worth a lot of time?
• How do I feel about the problem?
• Has someone already solved this problem?
• Who could help me think creatively about this problem?
• Could this solution be a “Big Winner”?

By knowing the right questions, you’ll continue to increase your leadership confidence.

Note: This material has been adapted from a book called LEADING with Confidence…available at www.BobbBiehl.com
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Bobb Biehl is an executive mentor. He is the founder of Masterplanning Group International. As its president, he has consulted personally with more than 400 clients. In that time he has met one-to-one with over 2,500 executives (board members, senior executives, and staff members) and spent an estimated 35,000 hours in private sessions with some of the finest leaders of our generation. You can visit him at www.BobbBiehl.com.

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