I recently found myself standing in the middle of a bustling conference room in Orlando, Florida, the air humming with the energy of hundreds of leaders gathered together, eager to learn and grow.

The International Maxwell Conference (IMC) was in full swing, and as I looked around, I couldn’t help but feel a deep sense of excitement. T

he room was filled with the scent of freshly brewed coffee, the kind that jolts your senses and sharpens your focus, mingling with the faint scent of new carpet—a sign of a place that had been purposefully prepared for something important.

As the crowd settled, John Maxwell, a man whose wisdom has shaped the lives of countless leaders around the world, stepped onto the stage.

His presence immediately commanded attention, not just because of his reputation, but because of the profound respect that emanated from everyone in the room. I could feel the collective anticipation, a kind of electric buzz, as he began to speak.

John didn’t just talk about leadership in the general sense. He spoke directly to those of us who are in the business of developing other leaders. He posed three simple yet powerful questions that cut straight to the heart of what it means to lead leaders rather than just managing followers.

These questions hit me like a breath of fresh air—clear, crisp, and undeniable. As I listened, I knew I had to share these insights with you, because in the tech and engineering sectors, where you and I both spend most of our time, developing leaders is not just important; it’s essential.

Do They Respect Me?

Respect. It’s such a fundamental part of leadership, yet so easy to overlook in the rush to meet deadlines and deliver results.

When John asked this question, I could almost hear the gears turning in my head, thinking about the people on my own team. Do they respect me? Not just as someone who knows how to get the job done, but as someone who can lead them into uncharted territory?

In our world of tech and engineering, expertise is often king.

But leadership goes beyond that. It’s about whether your team members trust your judgment, whether they believe in your vision, and whether they would follow you even when the path isn’t clear.

Think about your own team for a moment. Who looks to you not just for answers, but for direction? These are the ones who respect you—and they’re the ones who might just be your next leaders.

Can I Challenge Them?

The room at IMC was silent when John posed this next question. It was as if everyone was collectively holding their breath, considering the implications. Can I challenge them?

In tech and engineering, we’re no strangers to challenges.

Every day brings a new problem to solve, a new hurdle to overcome.

But this question isn’t about whether your team members can handle technical challenges. It’s about whether they can handle the kind of challenge that pushes them beyond what they know—into what they don’t yet know they can do.

The truth is, not everyone is willing or ready to be challenged in this way. But those who are?

They’re the ones who could be leading your team in the future. Think about the people who don’t shy away from difficult tasks, who are eager to learn, grow, and take risks.

Can you see them leading others through the same challenges one day? If the answer is yes, then you’ve found someone worth developing.

Will I Empower Them?

As John spoke these words, I could feel the weight of them settle over the room. Empowerment is the true test of leadership development.

Are you ready to hand over the reins? To trust someone else with the authority to make decisions, even when those decisions might differ from your own?

Empowerment is not easy, especially in our fields where precision and accuracy are everything.

But it’s necessary. If you’re serious about developing leaders, you have to be willing to let go, to allow them to make their own mistakes, and to learn from them.

In your own team, think about who you’re willing to empower.

Who do you trust to take on more responsibility, to lead projects, and to make decisions that will shape the future of your organization?

These are the people who are ready to be developed into leaders, not just followers.

The 80/20 Rule: Focus on Your Top 20%

By the time John finished speaking, I felt like I had a roadmap in front of me. It’s simple, really: focus your time and resources on the top 20% of your team—the ones who respect you, who can be challenged, and who you’re willing to empower. These are your future leaders.

In the tech and engineering world, it’s easy to get caught up in the day-to-day grind.

But if you want to build something that lasts, you have to invest in the people who will carry the torch when you’re no longer there to hold it.

Spend 80% of your time developing this top 20%.

Mentor them, challenge them, and, most importantly, empower them.

Join Me at Live2Lead in Gothenburg

If this resonates with you, if you see the importance of developing leaders and not just followers, then I want to personally invite you to join me at the Live2Lead conference in Gothenburg.

John Maxwell himself will be one of the virtual speakers, sharing more insights like these that will help you and your team grow into the leaders you’re meant to be.

Don’t miss this opportunity to learn from the best. Save your seats now at www.live2lead.se, and bring your upcoming leaders with you.

Because sometimes, the most powerful tool in leadership development is proximity—being close enough to absorb the lessons that can change everything.

Kindly,

Florin