What will I learn about: why developing a network of leaders across all levels is the secret sauce that gives your organization the momentum to drastically outperform competitors?

Understand why developing a network of leaders across all levels is the secret sauce that gives your organization the momentum to drastically outperform competitors.

What will I learn about: identify true leadership potential by first assessing your team's gaps and then finding individuals whose natural skills align perfectly with your organizational goals?

Learn how to identify true leadership potential by first assessing your team's gaps and then finding individuals whose natural skills align perfectly with your organizational goals.

What will I learn about: the specific traits to look for in a future leader, such as a proven track record, the ability to influence others naturally, and the perseverance to overcome setbacks?

Discover the specific traits to look for in a future leader, such as a proven track record, the ability to influence others naturally, and the perseverance to overcome setbacks.

What will I learn about: the art of kickstarting a candidate's growth by tailoring your approach to the seven key motivators, ranging from a need for autonomy to a desire for mastery?

Master the art of kickstarting a candidate's growth by tailoring your approach to the seven key motivators, ranging from a need for autonomy to a desire for mastery.

What will I learn about: how to turn budding talent into long-term greatness by shifting their focus from fleeting motivation to sustainable habits of continuous improvement and mentorship?

Find out how to turn budding talent into long-term greatness by shifting their focus from fleeting motivation to sustainable habits of continuous improvement and mentorship.

The Leader’s Greatest Return

Attracting, Developing, and Multiplying Leaders

John C. Maxwell

★ 4.4 / 5(159 ratings)

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Management & Leadership

If You're Curious About These Questions...

You should listen to this audiobook

💡Have you ever wondered why some organizations seem to have an endless supply of top-tier talent while others struggle to find a single capable leader?
💡What if you could master a specific system for spotting and nurturing leadership potential that most managers completely overlook?
💡Are you curious about what John C. Maxwell identifies as the single 'greatest return' on a leader's time and how it can multiply your impact?

Listen to The Leader’s Greatest Return — Free Audiobook

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Key Takeaways from The Leader’s Greatest Return

✓Understand why developing a network of leaders across all levels is the secret sauce that gives your organization the momentum to drastically outperform competitors.
✓Learn how to identify true leadership potential by first assessing your team's gaps and then finding individuals whose natural skills align perfectly with your organizational goals.
✓Discover the specific traits to look for in a future leader, such as a proven track record, the ability to influence others naturally, and the perseverance to overcome setbacks.
✓Master the art of kickstarting a candidate's growth by tailoring your approach to the seven key motivators, ranging from a need for autonomy to a desire for mastery.
✓Find out how to turn budding talent into long-term greatness by shifting their focus from fleeting motivation to sustainable habits of continuous improvement and mentorship.

Learning Tools

Reinforce what you learned from The Leader’s Greatest Return

Mind Map

The Leader’s Greatest Return

The Value of Developing Leaders+

Identifying Potential+

Motivation & Habits+

Training & Environment+

Empowerment & Team Building+

Compounding Leadership+

Quiz — Test Your Understanding

Question 1 of 9

Why does the author argue that an organization needs a whole network of leaders rather than just one strong executive?

A. It reduces the financial burden of hiring outside management consultants.
B. It allows the primary leader to delegate, provides diverse perspectives, and creates powerful momentum.
C. It prevents any single leader from gaining too much power and staging a corporate takeover.
D. It is a structural requirement for remaining competitive in international markets.

Question 2 of 9

What analogy does the author use to describe the process of hiring the right person for an organization's specific goals?

A. You should hire squirrels to climb trees, not train horses to do the job.
B. You should look for lions to lead the pride, not sheep to follow the herd.
C. You should plant oak trees for long-term shade, not weeds for quick growth.
D. You should cast a wide net to catch all fish, rather than using a single fishing pole.

Question 3 of 9

What is the relationship between motivation and habit when developing future leaders?

A. Motivation is a myth; only strict daily habits produce true leadership.
B. Habits are only necessary if a leader lacks intrinsic motivation.
C. Motivation gets future leaders started, but forming good habits helps them sustain their growth over the long run.
D. Motivation and habit are interchangeable terms for the drive to succeed in business.

Question 4 of 9

What is the 'power of proximity' in the context of leadership development?

A. The geographical advantage of having all your corporate offices in the same city.
B. The benefit aspiring leaders gain by spending time in the same room with more experienced leaders.
C. The psychological effect of placing a manager's desk in the center of the employee workspace.
D. The strategy of keeping your competitors physically close to monitor their business tactics.

Question 5 of 9

According to the 70/20/10 learning model, how does the majority (70 percent) of learning occur?

A. Through formal classroom training and reading.
B. Through feedback and coaching from mentors.
C. Through observing senior executives in high-level strategy meetings.
D. Through hands-on, practical experience working on real problems.

Question 6 of 9

What major obstacle often prevents newly trained leaders from realizing their full potential?

A. Insecure bosses who refuse to share control and give up the spotlight.
B. A lack of financial compensation for taking on new leadership roles.
C. The inability to understand the company's core values and mission statement.
D. An over-reliance on the 70/20/10 learning model.

Question 7 of 9

When building a powerful leadership team at the very top of an organization, what type of individuals should you select?

A. The youngest and most ambitious employees to bring fresh energy.
B. Potential leaders who still need a safe space to practice and make mistakes.
C. Established, developed leaders who have already demonstrated their skills.
D. Outside consultants who have no prior ties to the organization's culture.

Question 8 of 9

How do you know if your established leaders are doing a successful job of mentoring others?

A. They completely stop doing their own work to focus entirely on teaching.
B. They eventually equip their mentees to take over their roles, freeing themselves to advance further.
C. They request a higher salary based on the number of mentees they have successfully trained.
D. They hold regular mandatory training seminars for the entire company.

Question 9 of 9

According to the actionable advice, why is it crucial to get to know the people you are developing into leaders?

A. So you can figure out their weaknesses and exploit them for the company's gain.
B. So you can easily terminate their employment if they do not meet strict standards.
C. Because people find it easier to trust and follow those with whom they feel a personal connection.
D. Because human resources requires detailed personal files for all management-level employees.

The Leader’s Greatest Return — Full Chapter Overview

1Recommendation
2Many great leaders are the secret ingredient of any successful organization.
3Seek people with both the skills your organization needs and the potential to lead.
4Motivation gets future leaders started, while good habits help them keep going.
5Emerging leaders thrive when they can learn from and connect with established leaders.
6To learn well, aspiring leaders need practice, guidance, and freedom.
7Empowerment and the right environment help leaders reach their full potential.
8Strong leadership teams combine different skills while working toward the same vision.
9When the leaders you develop begin developing others, your organization grows stronger.
10Final summary

The Leader’s Greatest Return Summary & Overview

The Leader’s Greatest Return (2020) is a guide to leadership development that draws on the author’s 25 years of experience in nurturing leaders all around the world. These blinks explain how to identify leadership potential, cultivate it, and foster a culture in which organizational leaders never stop developing.

Who Should Listen to The Leader’s Greatest Return?

Founders and CEOs looking to find and develop leaders around them
Mentors who want to better equip their mentees
Anyone interested in leadership and professional development

About the Author: John C. Maxwell

John C. Maxwell is a speaker, leadership coach, and the founder of several leadership training organizations operating across the globe. Through these organizations, he has trained over six million people. In 2014, Inc. Magazine named him the most influential leadership expert in the world. John C. Maxwell’s books have sold over 31 million copies and include the titles Leadershift and The 21 Irrefutable Laws of Leadership.

The Leader’s Greatest Return

If You're Curious About These Questions...

Listen to The Leader’s Greatest Return — Free Audiobook

Key Takeaways from The Leader’s Greatest Return

Learning Tools

Mind Map

Quiz — Test Your Understanding

The Leader’s Greatest Return — Full Chapter Overview

The Leader’s Greatest Return Summary & Overview

Who Should Listen to The Leader’s Greatest Return?

About the Author: John C. Maxwell

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