Discuss feelings. I always give my people an opportunity to tell me how they feel. I also tell them how I’m feeling. It clears the air and makes it possible for us to get down to business.

To get people excited about growing to their potential, you need to remotivate them. Once you help them overcome the old things that knocked them down, they often motivate themselves.

Step 5: I multiply. This is my favorite part of the whole process. Once the new leaders do the job well, it becomes their turn to teach others how to do it.

But you don’t have to be a remarkable or unusually talented person to mentor others.

Before we did it, we talked about what was going to happen. And afterward, we’d discuss what we did.

Step 4: I motivate. I take myself out of the task at this point and let the trainee go. My task is to make sure he knows how to do it without help and to keep encouraging him so he will continue to improve.

The people closest to me determine my level of success or failure. The better they are, the better I am.

You can’t turn people loose without structure, but you also want to give them enough freedom to be creative. The way to do that is to give them the big three: responsibility, authority, and accountability.

The leader’s part of accountability involves taking the time to review the new leader’s work and give honest, constructive criticism.