Chapter 12 Desire the Best for Others: The Foundation of High Road Leadership

In Chapter 12 of High Road Leadership, John Maxwell explores a leadership principle often overlooked in high-pressure, results-driven environments: desiring the best for others. For Maxwell, high-road leadership isn’t just about steering the organization to success; it’s about creating a culture where everyone feels valued and empowered. The essence of Chapter 12 can be summed up in three words: intentionality, encouragement, and trust.

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Let’s examine the takeaways and actionable steps that can help leaders achieve better results and foster a thriving, resilient team.

Key Takeaways
1. A Heart for People Is Essential in Leadership

• Maxwell emphasizes that true leadership begins with a genuine desire to see others succeed. This goes beyond professional advancement; it encompasses personal growth, happiness, and fulfillment. When leaders genuinely wish the best for their team, it creates an environment of trust and loyalty. People are more willing to invest their energy, creativity, and commitment when they feel their well-being is valued.

2. Desiring the Best for Others Builds Resilience

• In a supportive environment, people are more willing to take risks, try new things, and recover quickly from failures. Knowing that their leaders want them to succeed gives them the confidence to step out of their comfort zones. This resilience is invaluable in an era where change and challenges are constants.

3. Influence Over Authority

• Maxwell argues that authority doesn’t create real loyalty; influence does. When leaders desire the best for their team members, they move from having authority over them to truly influencing them. Influence is a powerful motivator; people will go the extra mile for a leader who they know has their best interests at heart.

4. The Ripple Effect of Kindness and Empathy

• Desiring the best for others often translates into small but impactful acts of kindness and empathy. This not only boosts morale but also strengthens team dynamics. When people witness kindness in their work environment, they are more likely to extend it to others, creating a ripple effect that benefits the entire organization.

5. Intentional Leadership Builds Legacy

• High-road leadership requires intentionality. It’s about consistently showing up, making positive decisions, and prioritizing people. Leaders who operate with intentionality leave a lasting impact. They become mentors and role models, and their legacy lives on in the positive changes they inspire in others.

Actionable Steps for Leaders
1. Make Time for One-on-One Conversations

• To show genuine interest in someone’s success, start by understanding their goals, challenges, and passions. Schedule regular one-on-one meetings to discuss both personal and professional aspirations. Show empathy and understanding, and actively listen without interrupting.

2. Publicly Acknowledge Achievements

• Recognizing big and small accomplishments can foster a positive environment. Instead of just rewarding top performers, celebrate incremental progress and effort. Publicly acknowledging people’s hard work and dedication boosts morale and reinforces that their contributions are valued.

3. Encourage Growth and Learning

• When leaders desire the best for their teams, they support their growth through training, mentorship, and constructive feedback. Provide learning opportunities by offering workshops, recommending books, and encouraging professional development. When people see that their growth is supported, they feel more committed to the team and their roles.

4. Be Transparent and Honest

• Transparent communication is critical for building trust. When leaders are honest about challenges, expectations, and decisions, they create an environment where people feel comfortable sharing their own thoughts and concerns. Honest communication is the foundation of a supportive team culture.

5. Show Empathy, Especially in Challenging Times

• Desiring the best for others also means supporting them during difficult periods. Whether someone is facing a professional setback or a personal challenge, empathy goes a long way. Check-in on your team members and let them know you’re there to help however you can. This shows that you care about their well-being beyond their work output.

6. Practice Gratitude and Appreciation

• A simple “thank you” can go a long way. Expressing gratitude regularly makes people feel appreciated and motivates them to continue doing their best. Look for opportunities to express appreciation for your team’s efforts individually and collectively.

Benefits of Desiring the Best for Others
Leaders foster a positive work culture that encourages collaboration, resilience, and innovation by actively desiring the best for others. People who feel valued and supported are more likely to:

• Stay with the organization longer
• Contribute innovative ideas
• Handle stress and challenges more effectively
• Collaborate better with teammates

This approach also enhances the leader’s own fulfillment and professional growth. Maxwell reminds us that high-road leaders find joy in helping others succeed, creating a cycle of positivity and shared success. Desiring the best for others isn’t a superficial strategy; it’s a transformative approach that helps everyone reach new heights.

Concluding Thoughts
As John Maxwell outlined, high-road leadership is about adopting a mindset of selflessness, empathy, and intentionality. Leaders set a powerful example by choosing to desire the best for others and create a culture where people feel empowered, valued, and motivated to give their best. Leadership isn’t just about achieving results; it’s about inspiring people to reach their full potential and making a positive impact that goes beyond the confines of the organization. Desiring the best for others isn’t always the easiest path but the most rewarding one.

​Bill Storm
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