Chapitre 1
The Leadership Legacy That Transforms Organizations and Lives
What separates truly exceptional leaders from the rest? It's not just their ability to lead-it's their capacity to develop other leaders. When John C. Maxwell began his leadership journey, he made a discovery that would transform his approach forever: the greatest return on investment for any leader comes from developing other leaders. This philosophy has helped Maxwell build a global leadership development empire that has trained millions. The book has become required reading for executives at companies like Delta Airlines and Chick-fil-A, with CEOs citing it as their leadership development blueprint. Even NBA legend Kobe Bryant kept a dog-eared copy in his office, referring to it as his "leadership playbook" for transitioning from player to business leader. Beyond its commercial success, the book has sparked leadership development movements in over 150 countries, transforming organizations and communities alike.
Chapitre 2
Identifying Leaders: Finding the Gold Within Your Organization
The leadership deficit is everywhere-in businesses, nonprofits, governments, and families. Yet most organizations struggle to identify potential leaders effectively. Like a driver who proactively recognizes you at the airport rather than passively holding a sign, great leaders actively spot leadership potential in others.
When seeking potential leaders, examine six key areas. First, assess your organization's leadership needs by clearly defining what you're trying to accomplish. As Mark Miller of Chick-fil-A notes, leaders often fail because they don't clearly define their target. Second, evaluate your internal assets-who already shows leadership potential within your organization? These people are known quantities whose performance you've witnessed firsthand. They already fit the culture and have established influence.
To measure influence, use the 5 Levels of Leadership framework: Position (title), Permission (relationships), Production (results), People Development (life change), and Pinnacle (earned reputation). Like Andrew Carnegie, who developed 43 millionaires, look for the "gold" in your organization. Chris Hodges, founder of Church of the Highlands, identifies leaders by gathering many to find one-creating "farm teams" where volunteers can practice leadership.
When you can't find what you need internally, look outside, but be careful about cultural fit. David Walker of Triplemint suggests four questions to identify cultural compatibility: How did your last company's culture empower or disempower you? What were the characteristics of your best boss? How did you handle conflict with coworkers? What feedback do you expect and how often?
Attitude is crucial-as Ed Bastian, CEO of Delta Airlines, says, "At Delta, we hire for attitude but train for aptitude." Look for willingness-to learn, improve, serve, think of others, add value, and make sacrifices. Leadership skill comes from the head, but leadership attitude comes from the heart.
Examine potential leaders' abilities. Finding good leaders is like finding a good high jumper-you need one person who can jump seven feet, not seven people who can jump one foot. You can recognize potential leaders' giftedness when they're good at something (excellence), have opportunities to use it (expansion), draw others to them (attraction), and enjoy doing it (fulfillment).
Finally, evaluate their track record of results. What have they achieved? Do they complete tasks with excellence, meet goals, and deliver? If they can't lead themselves to success, they can't lead others there. The best potential leaders are builders-they love results, they're seldom satisfied, they're comfortable with uncertainty, they're impatient to close the "vision gap," and their passion inspires others.
Remember Bob Taylor's remarkable skill in identifying his successor at Taylor Guitars. When Bob needed someone to eventually take over his company, he wrote down detailed criteria for his ideal candidate-someone better at building guitars than himself, self-taught, a professional player, knowledgeable about guitar history, with twenty years of experience yet under thirty, and from San Diego. Though seemingly impossible, Bob found Andy Powers, who met every criterion. His success came from knowing exactly what he was looking for. As Maxwell says, "Know it and you'll see it!"
Chapitre 3
Attracting Leaders: Creating a Magnetic Leadership Environment
Creating a place where potential leaders can gather is essential for attracting leadership talent. Nothing attracts potential leaders more powerfully than an invitation to the leadership table, where they can observe, discuss, and experience leadership firsthand. This shouldn't be exclusive-it should be an open invitation where anyone with potential can rise up.
At the leadership table, potential leaders experience a leadership culture firsthand. Organizations with strong leadership cultures like Zappos, Starbucks, Chick-fil-A, and Netflix rely on people for guidance rather than rules. They participate in dynamic exchanges of ideas, have their thinking challenged, apply what they learn, and hold each other accountable. Most importantly, they benefit from the power of proximity.
Leadership is more caught than taught. While lectures, videos, and books have value, nothing compares to hands-on experience with leaders "at the table." Research shows only 5% of learners transfer new skills after learning theory alone, but 90% do so when theory is combined with demonstration, practice, feedback, and ongoing coaching. This proximity creates "who luck"-the invaluable asset of knowing the right people.
The leadership table also provides essential practice opportunities. Leadership isn't theoretical-it's practical. The only way to learn leadership is to lead. Studies show that practice, not innate talent, creates excellence. When Anders Ericsson studied violinists at the Music Academy of West Berlin, he found the top performers had simply practiced thousands more hours than others. By age twenty, the best had accumulated ten thousand hours of purposeful practice-the only factor distinguishing them from the rest.
When creating a leadership roundtable, establish clear expectations from the first meeting: the format is honest discussion rather than teaching; the environment must be encouraging; everyone participates; there are no bad questions; everyone adds value; the purpose is application rather than information; and members hold each other accountable for following through on commitments.
Knowledge isn't the key to success-applying knowledge is. That's why Maxwell teaches the ACT method: Apply, Change, Teach. At each session's end, ask participants what they can apply to their lives, what they can change about themselves, and what they can teach someone else. Begin each subsequent session by having people share how they followed through on previous commitments.
The greatest benefit of facilitating leadership roundtables is seeing potential leaders emerge naturally. You'll observe how people think, solve problems, communicate, and follow through. When you ask questions, watch where others look for answers. Give people room to rise up, then tag the best for personalized development.
John Vereecken exemplifies this process. He came to Maxwell's table twenty years ago and now creates leadership tables for hundreds of thousands across Latin America. When they met in 2000, John was working in rural Mexico, noticing how leadership culture there differed from the U.S. After reading Maxwell's books, he wanted to change the prevailing power-based leadership model. Maxwell gave him permission to translate and teach his materials and offered to personally teach his best leaders annually. Though initially doubtful of his abilities, John successfully trained leaders throughout Latin America, eventually facilitating leadership training for half a million people. This shows what happens when someone is invited to the leadership table-regardless of your position, you can start developing people where you are.
Chapitre 4
Understanding Leaders: The Heart Before the Hand
In 2004, Coca-Cola was struggling with health-conscious consumers rejecting carbonated drinks, stagnant product development, and a plummeting stock price. After two failed CEOs, Neville Isdell was brought out of retirement to lead the company. Despite Wall Street's skepticism, Isdell focused on people first. On his first day, he told employees, "It's all about you. It's all about the people." Instead of making immediate declarations, Isdell embarked on a global listening tour, connecting with employees, customers, and partners.
In August, he gathered his top 150 executives to collaboratively develop a growth plan. By giving them ownership of the strategy, Isdell transformed disheartened executives into enthusiastic allies. This approach worked-the company met growth targets for 11 consecutive quarters and delivered a 30% return to shareholders in 2007. Isdell demonstrated the Law of Connection: leaders touch a heart before they ask for a hand.
Understanding others requires developing soft skills like questioning, listening, and empathy. People commit to leaders when they feel understood, not just when they understand the leader. This connection happens when leaders value people, include them, adopt a teachable spirit, listen well, seek perspectives, and express gratitude.
Good leadership requires shifting from "it's all about me" to "it's all about others" by seeing things from others' viewpoints. Most people share common needs: they're insecure (need confidence), want to feel special (need compliments), desire hope, need understanding, want direction, are selfish (need their needs addressed first), get emotionally low (need encouragement), want inclusion, desire success, and crave appreciation.
Asking questions creates discovery room rather than confining team members with directions. Questions guide direction and pace, with deeper questions creating deeper understanding and connection. Front-end questions set conversation direction, compare perspectives, discover intuitive potential, identify assumptions, and ensure alignment. Back-end questions gauge awareness, observations, feelings, lessons learned, and planned next steps.
Most people delude themselves about being good listeners. The average person hears only half of what's said, listens to half of that, understands half again, believes half of that, and remembers just half of the remainder-meaning in an eight-hour workday, people spend about four hours listening but hear only about two hours of content.
True listening requires finding meaning beyond just hearing words. As Herb Cohen noted, "meanings are not in words, but in people." At the John Maxwell Company, understanding people is a core value. New team members are given two weeks at the start just for relationship-building meetings with colleagues across departments.
Billy Graham understood that "a suffering person does not need a lecture; he needs a listener." His genuine listening helped him retain team members for decades. When leaders listen and maintain confidences, they earn trust. As David Augsburger noted, "Being heard is so close to being loved that for the average person, they are almost indistinguishable."
Chapitre 5
Motivating Leaders: Igniting Internal Drives
One of the most common questions leaders ask is how to motivate their people. As Zig Ziglar wisely noted, "People often say that motivation doesn't last. Well, neither does bathing-that's why we recommend it daily."
Daniel Pink's book "Drive" opens with a fascinating 1949 experiment by Harry Harlow at the University of Wisconsin. While studying how rhesus monkeys learned, they discovered something unexpected about motivation. The monkeys solved puzzles simply for the enjoyment of completing the process, revealing a third driving factor beyond biological needs and external incentives: intrinsic motivation. Twenty years later, Edward Deci's experiments showed that external rewards could actually reduce intrinsic motivation over time.
Rather than trying to externally motivate people, great leaders inspire them to find their own internal motivations. This process requires knowing team members individually, connecting with them, and understanding what makes them tick. Through decades of working with leaders, Maxwell identified seven key internal motivations that drive them forward.
Purpose is the strongest motivator. When the human spirit finds a cause worth fighting for, a "have-to" life transforms into a "want-to" life. To help leaders discover their purpose, ask five key questions about: TALENT (what you do well), DESIRE (what you want to do), RECOGNITION (what others say you do well), RESULTS (what produces returns), and GROWTH (what you can keep improving at).
People thrive when given freedom to make their own decisions. A Cornell University study of 320 small businesses found that companies offering autonomy grew four times faster and had one-third the turnover of those using top-down direction. By shifting from directing people to asking questions, leaders give team members greater control over their lives.
Relationships inspire most people. Personal transformation reaches a new level when we find our people, lock arms with them, and work together toward making a positive impact just beyond our grasp. Making progress requires traction-track plus action-not just spinning wheels. Most people need to grow in small, incremental steps, making each day a masterpiece.
The desire for mastery follows naturally from growth. As Pat Riley said, "Excellence is the gradual result of always striving to do better." Mastery requires the right mindset-an appreciation for craftsmanship and the understanding that perfection is never fully achieved, but the pursuit itself is fulfilling.
Everyone desires recognition, praise, and appreciation. Psychologist Henry H. Goddard discovered that when children received praise, his "ergograph" measured an instant energy surge, while criticism caused energy to decrease. Financial security is a worthy goal, but money is a powerful motivator only until you have enough. After achieving financial goals, its appeal lessens unless you develop a better plan for it-like focusing on giving.
As a leader developing others, you must discover what motivates each person individually. Highly motivated individuals typically score high across all seven motivators-purpose, autonomy, relationships, progress, mastery, recognition, and money. The more reasons someone has to keep moving forward, the better their chances of persisting through difficulties.
Motivation alone isn't sustainable because it's often driven by emotion. As Stephen Guise notes, elite athletes don't rely on being "super motivated"-they train even when bored or tired because of established routines. Motivation gives power to sprint, but success requires marathon endurance through habit development. Use the acronym BEST: Believe in them, Encourage them, Show them, Train them. People don't determine their future; they determine their habits, which determine their future.
Chapitre 6
Equipping Leaders: Where Multiplication Begins
Equipping leaders is where multiplication happens and the leader's greatest return begins. While identifying, attracting, understanding, and motivating leaders are essential, equipping is where influence, time, energy, and resources compound. Strategic leaders who receive the highest return from their people equip and empower them rather than merely using charisma to attract followers.
Maxwell's equipping journey evolved through three distinct models. His first approach in 1974 used a five-step plan: I model, I mentor, I monitor, I motivate, I multiply. In 1981, he developed the IDEA model: Instruction, Demonstration, Exposure, and Accountability-all in life-related contexts. By 1990, he created a multiplication-focused model: I do it; I do it and you are with me; You do it and I am with me; You do it; You do it and someone else is with you. This final model shifted from addition to multiplication, enabling EQUIP to train five million leaders worldwide between 1997 and 2016.
An equipping leader's mindset is like preparing people to climb Mount Everest. You must assess potential leaders' capabilities, determine what equipment and knowledge they need, teach them to think strategically, and ultimately prepare them not just to climb the mountain but to guide others up it as well. The goal is developing people who can both perform well and equip others.
People typically fail in jobs for three reasons: lack of ability/desire, improper training, or misunderstanding what's required. Equipping addresses two of these problems. Maxwell identifies six essential practices for successful equipping, beginning with being an example others want to follow. Leaders should ask themselves LEAD questions about Learning, Experiencing, Applying, and Developing. Developing yourself comes first because you cannot give what you don't have.
The second practice is gathering potential leaders around you through the Proximity Principle. Third, ask challenging questions to reveal thinking abilities. Fourth, encourage learning by doing, following the 70/20/10 model where 70% of development comes from real-life experience. Fifth, set tailored, attainable yet stretching, measurable, and written goals. Finally, remove barriers to growth by providing resources, making connections, and creating environments where people can flourish. Don't give people responsibility without authority or tasks without resources.
Chad Johnson's journey exemplifies successful equipping. After graduating with an accounting degree, Chad joined Maxwell's company as an intern under Mark Cole. Despite leaving a secure job for a low-paying internship, the experience transformed his life. Mark equipped Chad and four other interns through weekly learning sessions, growth plans, and hands-on experience across all departments. Though initially told only one intern would be hired full-time, all five were eventually brought on. Chad worked with Catalyst for ten years before reassessing his career direction and returning to work with Mark as chief of staff.
The ultimate goal for leaders should be to work themselves out of a job by equipping others to replace them. There are only two exceptions: responsibilities your leader has specifically assigned to you personally, and areas of high giftedness where talent cannot be fully taught. To successfully work yourself out of a job, follow three principles: First, make it a high priority by constantly asking "What am I doing that someone else could do?" Second, place developing people above holding positions-the position doesn't make the leader; the leader makes the position. Third, prioritize succession over security, understanding that "a candle gains something by lighting another candle-more light!"
Chapitre 7
Empowering Leaders: Releasing Their Full Potential
Empowering leaders to reach their potential is one of the most powerful actions you can take. Most employees aren't reaching their potential because they feel they're in the wrong job, aren't using their strengths, or lack excitement about their work. The downside of not empowering is far greater than the small losses that come from giving people opportunities to lead.
Many leaders fail to empower others for six primary reasons: lack of time, lack of confidence in others, an "I do it best" mind-set, personal enjoyment of tasks they should delegate, inability to find qualified people, and reluctance from past failures or simple ignorance about how to empower effectively. Without empowerment, it's like training a racehorse but never letting it onto the track-talented leaders need to be released to do what they were made for.
Empowering others requires three essential elements: respect, relationships, and the right environment. True empowerment comes from credibility built through both outward and inward success. Outward success in your career attracts others who admire your abilities, while inner success comes from leading yourself well through character development and intentional growth.
Empowering leaders need both respect and likability to maintain long-term professional relationships. People who respect but don't like you will eventually leave; those who like but don't respect you will be friends but not followers. Only secure leaders give power to others, while insecure leaders make everything about preserving their own power and feeling indispensable.
Even with credibility and security, leaders must create an environment that encourages people to rise to their potential. Empowering environments embrace people's potential by treating them as their best selves. They give people freedom by reducing unnecessary rules and bureaucracy. They encourage collaboration-working together aggressively rather than merely cooperatively. They welcome accountability, recognizing that freedom without accountability creates chaos.
Beyond responsibility and accountability lies ownership. When leaders truly own a project, they become preoccupied with results, thinking about it constantly. They go the extra mile without being asked and refuse to quit until completion. Empowering environments also value people serving one another and reward production. As Winston Churchill said, "It's not enough that we do our best; sometimes we have to do what's required."
Maxwell uses the 10-80-10 method to empower leaders. In the first 10 percent, he sets the stage for success by communicating the objective (vision, mission, values), asking questions to help leaders plan, providing necessary resources, offering encouragement, and releasing them to take ownership. During the middle 80 percent, empowered leaders add more and better ideas, seize opportunities, use their influence, and facilitate the success of their teams. In the final 10 percent, Maxwell adds value if he can, gives recognition to the leader and their team, and asks questions to help them learn from the experience.
Mark Cole, CEO of all Maxwell's companies, has been his longest-mentored staff member. Their empowerment process involves daily discussions where they identify issues, discuss context, list options, settle on direction, and ensure buy-in. Mark describes this as one of the best development tools he's experienced, noting that Maxwell walks alongside him rather than ahead of him.
Chapitre 8
Positioning Leaders: Creating Powerful Leadership Teams
What's more powerful than a motivated, equipped, and empowered leader? A group of such leaders working as a team! When good leaders collaborate under shared vision, there's almost nothing they can't accomplish. However, teams of leaders are difficult to create because leaders prefer gathering teams rather than joining them.
Leadership development has three levels of difficulty: developing yourself (lowest level), developing others as leaders (middle level), and developing a team of leaders (highest level). Though developing yourself is the starting point, it's not easy-Maxwell has worked on improving his leadership for over fifty years.
Your own leadership development determines the caliber of leaders you can attract. People won't follow you if they're better leaders than you are. If your leadership ability is a 5 (out of 10), you'll only attract 3s and 4s. When building a leadership team, look for leaders with a track record of demonstrated leadership, who understand their place and purpose on the team, who know the place and purpose of other leaders, who love and respect the team, who embody the organization's values and vision, who are ready to give up personal agendas for the team, and who continually produce results.
A good team always exceeds the sum of its parts. As Chris Hodges defines it, "A dream is a compelling vision you see in your heart that is too big to accomplish without the help of others." Without a team, dreams are impossible; with bad teams, they become nightmares; with developing teams, they're possible; but with good leadership teams, dreams become inevitable.
To develop a better leadership team, first ensure your leaders are in alignment with the vision. On great teams, individual purposes, goals, and values align with those of the organization and other players. Second, help your leaders bond and care for one another. Research shows that bonded teams outperform random teams by 20% on mundane tasks and 70% on complex ones. Building this connection starts with trust-the foundation for growth and teamwork.
Third, ensure your leaders are growing together using the GROWTH acronym: Give them a growth environment; Recognize each person's growth needs; Open up opportunities tailored to individual development; Walk with them through challenges; Teach them to extract lessons from every experience; and Help them add value to teammates. Fourth, position your leaders to complement and complete one another. John Wooden shared his team-building philosophy: "Each player must have a place for himself and a purpose beyond himself." This embodies the Law of the Niche-everyone has a position where they add maximum value.
Finally, communicate to your leaders how they're making a difference. Most people view themselves as employees with job descriptions rather than seeing the purpose in their work. Leaders should provide a "job lift"-helping team members understand how their work positively impacts others. When leaders understand they are "outSTANDING"-standing up for what matters, standing out in a world that sits, standing together committed to each other, and staying standing for the next generation-they'll be inspired to make a difference.
Chapitre 9
Mentoring Leaders: Creating a Living Legacy
Mentoring is intentionally investing your best into the lives of others. John Wooden compared it to parenting, calling it "the greatest inheritance you can give to others." We cannot reach our potential without mentors who provide perspective on our blind spots and help us go farther, faster. For the mentor, nothing is more fulfilling than developing leaders who will multiply value to others.
Mentoring transforms both the mentor and mentee. Maxwell shares how his life was shaped by mentors who invested in him freely, teaching him life-changing principles. Among his influential mentors were his father Melvin (attitude is the difference maker), Elmer Towns (power in proximity), Les Parrott (expanding influence through writing), Tom Phillippe (becoming a champion for mentees), and John Wooden (making every day a masterpiece).
Sheri Riley exemplifies the power of mentoring through her work with a fifteen-year-old artist named Usher. While working at LaFace Records, she committed to mentoring him not just as a marketing project but as a whole person, becoming his friend and life consultant. She focused on his character development rather than just his brand, helping him build a foundation for long-term success. Usher, who went on to sell over 75 million records with multiple #1 hits, said he "trusted her implicitly" because she genuinely cared about him.
Mentorship is both caught and taught, with the "catching" dependent on the mentor's credibility. A good mentor must have credibility (knowing how to do something), compatible strengths with the mentee, and a proven track record of reproducing leaders. The purpose of mentoring isn't for people to act differently but to become different through an evolutionary process. While coaching tends to be skill-centered, formal and short-term, mentoring is life-centered, informal and long-term.
When mentoring leaders, establish clear expectations for both parties. Mentees must come prepared with questions, earn the mentor's time by showing progress, improve rather than just learn, and mentor others themselves. As a mentor, commit to being a safe person for sharing, making yourself available, giving your best, and looking out for the mentee's best interests. Personalize your approach to each individual's personality, learning style, and needs, recognizing that "you can teach the masses, you can coach groups, but you have to mentor individuals one at a time."
The ultimate goal is for the mentee to eventually surpass the mentor, like Leonardo da Vinci who completed his aging master's painting so brilliantly that the master declared, "My son, I paint no more."
Chapitre 10
Reproducing Leaders: Creating Generations of Impact
The only limitation to an organization's future is the number of good leaders it develops. Leadership ability determines effectiveness, while the Law of the Bench shows that great teams need depth of leadership talent for expanded capacity, flexibility, sustainability, and multiple options.
Maxwell learned about reproducing leaders from Paul's instruction to Timothy: "Pass on what you heard from me... to reliable leaders who are competent to teach others." This passage illustrates leadership reproduction extending to at least four generations: from Paul to Timothy, from Timothy to reliable leaders, and from those leaders to others.
To create a culture that promotes leadership reproduction, the team leader must be the primary culture carrier, modeling the six Cs: Character (be it), Clarity (show it), Communication (say it), Contribution (own it), Consistency (do it), and Celebration (embrace it). Everyone must mentor someone-creating an environment where teaching and learning become normal and expected. Leaders must focus on developing other leaders rather than recruiting followers, which only shrinks an organization's potential. People must continually grow themselves out of their jobs by developing their replacements.
While mentors provide guidance and advice, sponsors actively open doors for developing leaders. As Sheri Riley explains, an advisor speaks on your behalf, a mentor pours into you, but a sponsor creates opportunities for you to walk through. Economist Sylvia Ann Hewlett notes that sponsors believe in your potential, champion you at decision-making tables, and provide air cover for risk-taking.
When developing reproducing leaders, focus on creating "3-G leaders" who are grounded, gifted, and growing. Grounded leaders demonstrate humility, teachability, authenticity, maturity, and integrity. Giftedness determines potential, creating advantages and opportunities for leaders. Growing leaders must already be growing, understand the growth process, see growth potential in others, and be capable of facilitating that growth.
The most important area to develop is how leaders think. Help them think better by exposing them to high-level meetings and discussions to learn how top leaders think. Encourage them to think bigger, as David Schwartz noted, "Where success is concerned, people are not measured in inches, or pounds, or college degrees, or family background; they are measured by the size of their thinking." When developing leaders becomes a lifestyle throughout your organization, you'll have a deep bench of leaders ready for any opportunity.
Chapitre 11
The Compounding Effect: Your Greatest Leadership Return
The final chapter explores how developing leaders creates compounding returns over time. Maxwell shares how the Pareto principle (80/20 rule) transformed his productivity by focusing on the most important priorities. Small advantages in leadership development compound dramatically over time, similar to how in nature, plants with slight advantages eventually dominate entire forests.
Small leadership advantages compound into major advantages over time. Maxwell recommends focusing on four areas to develop advantages: gifting, timing, relationships, and intentionality. His formula-Right Choices + Consistency + Time = Ridiculously Significant Returns-has proven transformative over decades of application.
Maxwell discovered that applying the Pareto principle to leadership development creates extraordinary returns. By investing 80 percent of his time in his top 20 percent of leaders, he creates multiplication through strategic focus. This approach doesn't neglect others-it creates a cascading effect where top leaders develop those beneath them, creating a culture where everyone develops someone else.
Developed leaders create compounding returns in seven key ways. First, they help carry the leadership load. Organizations with excellent leadership are 13 times more likely to outperform competitors in metrics like financial performance and customer satisfaction. Second, they multiply your resources in five critical areas: time, thinking, production, people, and loyalty. Third, they help create momentum, which makes large problems small, average people excellent, and positive change possible.
Fourth, developed leaders expand your influence. A hundred leaders typically influence many more than a thousand followers, creating an exponential expansion of impact. Fifth, they keep you on your toes. Nothing challenges a leader to grow like leading growing leaders. Sixth, they ensure a better future for your organization through succession planning. Finally, developed leaders multiply whatever investment you make in them. Good leaders are multipliers who increase whatever they're given.
Maxwell shares the success story of Kevin Myers, whom he began mentoring in 1997 when Kevin led a congregation of about 800 people. Kevin has been "like a river, not a reservoir," pouring into others what Maxwell invested in him. His church has become a generous donor to EQUIP, developed 130 leaders through a residency program (adopted by other churches to develop 100 more), mentored 51 senior pastors, and trained numerous church planters.
Developing leaders gives returns to others, to the leaders themselves, and to the developer-making it "the most impacting and rewarding thing you can do as a leader." It's the investment that keeps on giving, creating a legacy that extends far beyond your own reach and lifetime.
