The Winning Factor

Conclusion

So you’ve decided to be an Igniter, a leader who enables others to excel at whatever they are doing. As you’ve discovered in reading this book, to do so you will need a strong developmental bias—the intrinsic need to grow and develop people. You develop this bias and become an Igniter by doing the following: managing yourself; building trust; using your imagination and imagery and encouraging others to do the same; uncovering and working through blocks; and embracing adversity when it arises. All of this is in service of getting the people in your care—whether they’re employees, athletes, or offspring—excited about and engaged in being the best they can be and committed to themselves and their own development. Committed, in other words, ...