If the Chasing Destiny PowerPoint Presentation showed us anything, it’s that we are intentional, unintentional, or inactive in the pursuit of our destiny.  We each have a destiny in life, whether we know it or not.  For the longest time, I wanted to leave a legacy, to build an empire.  It wasn’t until I became an entrepreneur that it became apparent to me what an empire actually was.  I quickly learned that an empire is like a puzzle: every piece is necessary.  If one piece is missing, the puzzle isn’t complete. Dictionary.com defines an empire as nothing more than supreme power in governing; control.

What I’ve seen throughout the years is that organizations with these four character types—the innovator, the refiner, the transformer, and the closer—do extremely well.  In the business world, it looks something like this: The innovator comes up with the great idea, the refiner perfects the idea, the transformer promotes and sells the idea, and the closer brings the idea to market.

As we move forward in our lives, many great ideas end up in the land of nowhere.  It really comes down to the right team:

The innovator creates the idea. Often considered creative types, innovators have great ideas but little to no expertise on execution. With the right team in place, they can build an empire; otherwise, they just have good ideas that never quite grow legs.

The refiner perfects the idea. Refiners can be misunderstood as critical and not easily impressed, but they are your best ally. They have the ability and patience to make you look like a rock star if your self-esteem can take the criticism. Did I mention that 70% of my best friends are rfiners? Often said of refiners is that ”they think they know everything,” but that’s because they often do.  Every great idea needs a refiner.  They make your idea the best it can be.

The transformer is the catalyst. Often called charismatic people, catalysts add life to an idea. Dictionary.com defines charisma as a spiritual power or personal quality that gives an individual influence or authority over large numbers of people. I believe charisma is a gift from God.  Some people have it and some people don’t.  For example, the salesman who continues to be the top salesman 8 out of 10 times has charisma. Charismatic people have the ability to add life to a cause, initiative, or movement. They are known for being approachable and engaging, with an infectious personality.

The closer brings the idea to fruition for gain. The last component in a global empire is the closer. The closer gets it done; he or she knows how to ask for the deal. When "the right deal" isn't on the table, the closer knows when to walk away. Closers tend to be smart, quick, and extremely self-aware...with no time for foolishness. They respect and value clarity and efficiency, so "no bo jangling, please."  The closer can be perceived as frank or matter-of-fact.  Closers don’t do well with rejection or take “no” for an answer, which makes them good at what they do.  Closers think of ways to make you say “yes” by creating offers you can’t refuse.

In the Bible, we also see these dynamic positions: Jesus as the closer, John the Baptist as the innovator, and Peter and Paul as transformers. In many cases, as with Peter and Paul, we see several positions in one empire. And in cases where the four positions aren't demonstrated at all, it doesn't mean they don't exist; it could mean they haven't been cultivated.

There are also “superstars,” individuals who have been gifted by God to possess all four positions, like our president-elect. Not only has he initiated a new kind of politics; he has redefined how we play the game.  The "Greats" don't compromise and fall in line; the "Greats" have the ability to change the entire game.

FINDING THE RIGHT PEOPLE

Be mindful that once you identify your team, you must also identify their limitations.  The limitations of your team showcase the power of the leader—a great leader inspires, while a poor leader fires.  Experience has taught me to look for those who find solutions, not those who make excuses.  As an entrepreneur, I can’t be everywhere, so delegating becomes necessary to grow a successful organization—an empire.  Identifying people and delegating responsibility isn’t always easy for the leader.  The key is identifying people who are self-sufficient and don’t require a great deal of micromanagement.  Great leaders surround themselves with exceptional people.  Knowing how much to delegate and to whom can be a challenge.  (More information on finding the right people is available in Chapter 10 of Chasing Greatness: The Young Professional’s Guide to a Dynamic Life.)

LEVEL OF RESPONSIBILITY

Anything—I like to call this group the superstars.  These individuals should be groomed for the next level.  They require little to no supervision other than regular assessment meetings.  This group is capable of running the operation.  This is not the time to feel threatened; you should trust the superstars on your team.  They enable you to have greater balance in your life, comfortably spend more time with your family, get advanced degrees, and pursue other ambitions.  Superstars make your job easier.  Consider them assets.  If you are influential in their growth, they’re extremely loyal.  They are capable of moving directly into your position because you pushed them to their potential.  Be descreet in your admiration for these superstars; you don’t want to create friction among other team members.  Teach them the politics and how to play the game, and all will be well with the world.

Many Things—This group can be trusted with critical tasks.  With clear direction and regular supervision, they are poised for leadership.  More observation and hands-on experience will propel them to the category of Anything.  Although not as seasoned, this group is up-and-coming.  Time and experience will prepare them for their next level.

Few Things—This group can be trusted with just that: managing a few things that aren’t critical to the organization’s overall structure, goal, or growth.  They require supervision with weekly updates.

Nothing—This group is at the bottom of the delegation pyramid; they have little to no ability to take responsibilty for a task and cannot function without explicit direction and close, daily supervision.  You have to guide them every step of the way.  This group tests your leadership ability and patience…lots of prayer, lots of prayer.

Let’s recap, shall we: Survey your team and identify whom you can assign the least responsibility to the greatest responsibility.  A dynamic leader can grow a team member from no responsibility to full responsibility; a dynamic leader builds superstars.

Be mindful that position doesn’t determine success.  I’ve witnessed secretaries run circles around Harvard and Wharton MBAs and interns outshine managers.  It’s all about the leader: Groom your team to be better than you, and know when it’s time to lead and when it’s time to leave and to let them outshine you.

The information shared in this article isn’t restricted for the workplace, but is also for your family.  It’s never too late to cultivate innovative thinking in your children, or even your mate.

What about you?...are you an innovator, refiner, transformer, or closer?

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