The Power of One More: The Ultimate Guide to Happiness and Success

Chapter 16 outlines a list of rules for leaders:

1. Become an evangelist,
2. Listen and observe,
3. Wise leaders build other leaders,
4. Love, believe in, care, and show people how to live better,
5. Repetition, repetition, repetition,
6. Be generous with recognition,
7. Have a cause, crusade, and a mission,
8. Be authentic and humble,
9. Create a culture,
10. Give people the resources they need to be successful,
11. Build a movement (200-11).

To become an evangelist means to develop teams and organizations through enthusiasm, camaraderie, passion, and service to a larger cause.

Listening and observing can help leaders identify the special gifts and skills of the people around them. This goes beyond reading resumes; to find a person’s true gifts means understanding them fully as a person.

Mylett believes that the “number one job of a leader is to develop new leaders” (202). When wise leaders build other leaders, they free up their own time for other productive activities, develop loyalty among the team, and extend their own legacy through others.

Mylett writes that his own experiences as a youth counselor led him to realize that an essential role of a leader is to love people, believe in them, care about them, and show them how to live better. When in doubt about your ability to lead, remember that these four actions directly connect to your effectiveness as a leader. The smallest acts of compassion, kindness, and encouragement can make a big difference in peoples’ lives.

Mylett believes that spoken repetition of the leader’s dream, vision, and goals creates healthy organizational cultures. Speeches that are memorable and easy to understand resonate most with people. A leader needs to create a team where every member can repeat back to the leader the vision and goal.

To be generous with recognition is to remind team members of their accomplishments. In this system, “[r]ecognition is a form of love” (206), so even small comments of encouragement can make a huge difference in someone’s life. To be creative with recognition, try to base recognition on things other than performance, like work ethic or passion for the project.

Having a cause, crusade, and mission shows people what their efforts attempt to accomplish. Missions give people the basic human need of contribution. The mission has two elements: “What are we for?” and “What are we against?” Both components help people rally behind the cause, crusade, or mission. Mylett writes that the “best enemies are usually something you're trying to eradicate or change” (208). As a leader, you must be willing to face these enemies head-on and set an example for your followers.

By being authentic and humble, leaders develop trust with their teams. When making a mistake, leaders need to hold themselves accountable, apologize, and provide a plan for remedy in the future.

Leaders create cultures when they define their mission and the plan of action to achieve their goals. A healthy culture should address all six of the basic human needs. Accountability and transparency are crucial to developing culture. Moreover, a healthy culture will attract talented individuals who want to practice their skills and contribute at the highest levels.

Leaders also need to give people the resources they need to be successful. Resources can include “training, coaching, supplies, equipment, tools, and an ample budget,” but also requires “meeting people’s basic human needs” (210).

Lastly, Mylett recommends that leaders build a movement. Followers need to believe what their leaders say. Mylett ends the chapter by writing, “Being a One More leader is not easy, but when you learn how to apply these leadership principles over time, you not only can propel your life to the highest possible level, but you can also elevate the lives of others that you lead as well” (211). A movement needs to have a solid foundation that inspires and cares for people.