The Law of the Lid Leadership Ability Determines a Persons Level of Effectiveness I often open my leadership conferences by explaining

the Law of the Lid because it helps people understand the value of leadership. If you can get a handle on this law, you will see the incredible impact of leadership on every aspect of life. So here it is: leadership ability is the lid that determines a persons level of effectiveness. The lower an individuals ability to lead, the lower the lid on his potential. The higher the individuals ability to lead, the higher the lid on his potential. To give you an example, if your leadership rates an , then your effectiveness can never be greater than a !. If your leadership is only a ", then your effectiveness will be no higher than a #. $our leadership ability%for better or for worse% always determines your effectiveness and the potential impact of your organi&ation. Let me tell you a story that illustrates the Law of the Lid. In '(#!, two young brothers named )ic* and +aurice opened a small drive,in restaurant in -asadena, .alifornia, located /ust east of 0lendale. Their tiny drive,in restaurant was a great success, and in '("1, they decided to move the operation to San 2ernardino, a wor*ing,class boomtown fifty miles east of Los 3ngeles. Their business exploded. 3nnual sales reached 4511,111. In '(" , their intuition told them that times were changing, and they made modifications to their restaurant business. They streamlined everything. They reduced their menu and focused on selling hamburgers. They created what they called the Speedy Service System, in which their *itchen became li*e an assembly line, where each employee focused on service with speed. The brothers goal was to fill each customers order in thirty seconds or less. 3nd they succeeded. 2y the mid,'(61s, annual revenue hit 4#61,111, and by then, )ic* and +aurice split net profits of about 4'11,111 each year. 7ho were these brothers8 2ac* in those days, you could have found out by driving to their small restaurant on the corner of 9ourteenth and : Streets in San 2ernardino, to see a neon sign that said simply +.);<3L)S =3+2>?0:?S. )ic* and +aurice +c)onald had hit the great 3merican /ac*pot, but they never went any farther because their wea* leadership put a lid on their ability to succeed. The +c)onald brothers genius was in customer service and *itchen organi&ation. That talent led to the creation of a new system of food and beverage service. 2ut in '(65, when they tried mar*eting the +c)onalds concept, their effort was a dismal failure. The reason was simple. They lac*ed the leadership necessary to ma*e a larger enterprise effective. )ic* and +aurice were good single,restaurant owners. They understood how to run a business, ma*e their systems efficient, cut costs, and increase profits. They were efficient managers. 2ut they were not leaders. Their thin*ing patterns clamped a lid down on what they could do and become. 3t the height of their success, )ic* and +aurice found themselves smac*,dab against the Law of the Lid. In '(6", the brothers hoo*ed up with a man named ?ay @roc. 3s soon as he visited the store, he had a vision for its potential. In his mind he could see the restaurant going nationwide in hundreds of mar*ets. =e soon struc* a deal with )ic* and +aurice, and in '(66, he formed +c)onalds Systems, Inc. Alater called the +c)onalds .orporationB. 3nd the leadership lid in ?ay @rocs life was s*y high. 2etween '(66 and '(6(, @roc succeeded in opening '11 restaurants. 9our years after that, there were 611 +c)onalds. In '(C' for the sum of 45.! million, @roc bought the exclusive rights to +c)onalds from the brothers, and he proceeded to turn it into an 3merican institution and global entity. I believe that success is within the reach of /ust about everyone. 2ut I also believe that personal success without leadership ability brings only limited effectiveness. 7ithout leadership ability, a persons impact is only a fraction of what it could be with good leadership. 7hatever you will accomplish is restricted by your ability to lead others. Let me give you a picture of what I mean. Lets say that when it comes to success, youre an Aon a scale from ' to '1B. Thats pretty good. I thin* it would be safe to say that the +c)onald brothers were in that range. 2ut lets also say that in leadership youre
'

functioning as a '. To increase your level of effectiveness, you have a couple of choices. $ou could wor* very hard to increase your dedication to success and excellence%to wor* toward becoming a '1 in that area. Its possible that, with a lot of effort, you could ma*e it to that level. 2ut you have another option. $ou can wor* hard to increase your level of leadership. 2y raising your leadership ability%without necessarily increasing your success dedication at all%you can increase your original effectiveness a tremendous amount. Thats because leadership has a multiplying effect. Ive seen its impact again and again in all *inds of businesses and nonprofit organi&ations. 3nd thats why Ive taught leadership for more than thirty years. Adapted From The 21 Irrefutable Laws of Leadership The Ten Commandments of Handling Conflict DI love man*ind , its people I cant stand.E .harlie 2rown, in .harles Schul& timeless comic strip, D-eanutsE .harlie 2rown had a point: relationships with other human beings are wonderful F in theory. In reality, they can be difficult and messy. 2ut nothing determines our success in life as much as our ability to wor* with other people. 3nd nothing is more messy in relationships than dealing with conflict. 2ut I believe there are both constructive and destructive ways to approach it. =ere are my top ten responses: 1 !bey the 1"1# Principle 7hats that8 D9ind the 'G that you agree on and give it '11G of your effort.E 7riter .ullen =ightower said, DTheres too much said for the sa*e of argument and too little said for the sa*e of agreement.E The first and best response when conflict emerges in a relationship is to actively search for the areas where you already agree. Its the Huic*est way to start moving the conflict toward resolution. $ Love people more than opinions )o you *now anyone who does the opposite8 =ow much conflict does he or she experience in life8 Its my belief that anyone who loves his opinions more than his friends will defend his opinions and destroy his friends. 9ocus on the relationship over and above the issue, and youll *eep the lines of communication open. % &ive others the benefit of the do'bt Ive often said that to handle yourself, you should use your head. 2ut to handle others, you should use your heart. Its natural to do the opposite: To let ourselves off the hoo* while we demand perfection from others. 3ssume right motives from the person youre in conflict with. This defuses defensiveness and allows you both to focus on solving the problem at hand. ( Learn to be fle)ible Thomas Iefferson famously said, DIn matters of principle, stand li*e a roc*. In matters of taste, swim with the current.E 3s* yourself two important Huestions: D)oes this really ma*e a difference8E and D7ill I care about this tomorrow8E If you answer Dno,E then perhaps you can compromise on your position. * Provide an escape hatch for the other person in the conflict $ears ago, in their policy for dealing with angry customers, :nterprise .ar ?entals urged staff to Dnever let the customer lose face.E Its tempting in a conflict to try to argue the other person into a corner, to try to force them to agree with you. 2ut its more realistic and effective to gently persuade them, so they can compromise without feeling li*e theyve lost. + Chec, yo'r own attit'des Its been said that if Ioe has a problem with -aul, and Ioe has a problem with @aren, and Ioe has a problem with Samuel, then maybe Ioe is the problem. Is conflict a freHuent part of many of your relationships8 -erhaps its time to ta*e a loo* in the mirror and see if your actions or attitudes are the cause of the recurring conflict. - Dont overreact 7hen conflict arises, its important to *eep it in perspective and react appropriately. =ow big of an issue is it, really8 )oes your reaction match it in
5

intensity8 If not, then you might be responding to an underlying issue or something from your past. I believe that when my response is more intense than the issue at hand, then my response is often about something else. Thats something I need to resolve with myself. . Dont become defensive .ontrary to how it ma*es us feel, most conflict is not directly about us. Instead, its a problem to be solved by two or more people. 3void the blame game, and youll have a clearer head for approaching the problem logically. / 0elcome the conflict In spite of our best efforts, we will all have conflict with other people, because theyre not /ust li*e us. They have different personalities, beliefs, and desires, so there will be disagreements and misunderstandings. ?ather than running from conflict, or reacting with horror when it comes up, focus on resolving it together and ma*ing it a learning experience. Its been said that conflict can give you either ulcers or understanding. 1" Ta,e a ris, This is the hardest part. 7hen faced with the potential for conflict, we may be tempted to disconnect and distrust. 7e thin* that will avoid pain. 2ut the reality is that everyone in relationship gets hurt. I made the decision a long time ago that I would rather ris* being hurt than *eep people at a distance. So I choose every day to be vulnerable with others, to believe the best about them, and trust them. .onflict is an inevitable part of life. 3nd these ten commandments arent all that can be said about handling it. 2ut following them will help you approach conflict in a healthy and constructive way, setting the stage to wor* together to find a resolution that allows both of you to win. 0herever 1o' &o2 There 1o' Are Travel is a big part of my wor* now. 3nd no matter how heavy my schedule is, its not a hardship because I get to connect with and pour into so many wonderful people. ;ne connection that I especially en/oy is one,on,one, when I set aside time to chat and answer Huestions before or after my teaching sessions. 3nd theres one topic that is often brought up: writing. Specifically, people come up and confide in me a desire to write. They want to *now how I became a writer, and more importantly, how T=:$ can become a writer. The first Huestion I always as* is, D=ow much writing do you do right now8E Some answer with a list of articles and other pieces that theyre writing or have already written. 2ut I bet you can guess what most people answer: D7ell, I havent really written anything yet.E DThen you need to start writing,E I explain. D$ouve got to start small and wor* up to it.E Its the same with any endeavor. Ta*e leadership: $ouve got to start small and wor* up to that. 3 person who has never led before should start by attempting to influence /ust one other person. 3lready have some influence8 Then try to build a team. The *ey is to ta*e the next step, not focus on the step a mile ahead. $our dream may loo* unreachable. ;f course, you could give up in the face of that. ;r you could be li*e a friend of mine who went bac* to school in her late "1s. D3t first I was discouraged,E she said. DIll be a 65,year,old when I get this degree and start a new career. D2ut then I thought about it. <o matter what I do, Ill be 65 in four years anyway. 3t least with this plan, Ill be a 65,year,old college graduate.E St. 9rancis of 3ssisi said, DStart doing what is necessaryJ then do what is possibleJ and suddenly you are doing the impossible.E <o matter how far away your dream is, youll only reach it by moving toward it. :veryone starts in the same place: Where They Are. The small responsibilities before you now comprise your first great conHuest. 7ant to conHuer the world8 Start by conHuering your bac*yard. &ain 3espect2 &ain 4ollowers5 + 0ays to &ain !thers 3espect
#

Followers are attracted to people who are better leaders than themselves. 1 This concept seems simple enough, doesnt it8 Leaders want to follow those who are better leaders than themselves. 3ccording to Iohn +axwell in The 5' Irrefutable Laws of Leadership, when a group first comes together, leaders tend to focus on what is natural for them F leading. :ventually, people change direction to follow the strongest leaders. 9rom there, people naturally align with and follow leaders stronger than themselves. !When people respect you as a person" they admire you. When they respect you as a friend" they love you. When they respect you as a leader" they follow you. 2 :ach of us desires respect. 3nd as leaders, each of us wants to be followed. Today, we are highlighting the top six ways that leaders gain others respect: 1 6at'ral Leadership Ability !#ome people are born with greater s$ills and ability to lead than others. All leaders are not created e%ual. & -eople with natural leadership ability draw others to them. =owever, relying strictly on talent can be a downfall for leaders. If you recogni&e your natural abilities and hone them daily, your organi&ation and followership will benefit. $ 3espect for !thers !When leaders show respect for others'especially for people who have less power or a lower position than theirs(they gain respect from others. ) -eople desire respect from those around them. If a follower is to be led, they will inherently choose to be led by someone who demonstrates mutual respect. % Co'rage !A leader*s courage has great value+ it gives followers hope. , In moments of difficulty, courage can set a leader apart. .ourageous people will gain respect from followers because of their willingness to stand alone on their values, despite the criticism they may receive. ( 7'ccess !-eople respect others* accomplishments. And it*s hard to argue with a good trac$ record. . 7hen we see a good trac* record, we tend to believe it can be done again. ;ften, this is a correct assumption. 9ollowers respect leaders who have proved themselves in the past and want to be a part of that particular leaders future. * Loyalty !When leaders stic$ with the team until the /ob is done" remain loyal to the organi0ation when the going gets rough" and loo$ out for followers even when it hurts them" followers respect them and their actions. . Todays culture is one of constant change and transition. Its a DmeE culture instead of a
"

DweE culture. 7hen team members commit to following a leader, they want to *now that they are following someone who is in it for the long haul and for the benefit of the whole team. Loyalty to the organi&ation creates followers loyalty to a leader. + 8al'e Added to !thers !1ou can be sure that followers value leaders who add value to them. And their respect for them carries on long after the relationship has ended. 2 Leaders add value to an organi&ation and to their followers by serving those around them. 7hen followers benefit from being associated with a leader, theyll want to advance alongside him or her. There is no doubt that people desire to win. 7hat better way to win than with a leader you respect8 In evaluating these six ways to gain others respect, where do you see yourself8 $ou can evaluate how much respect you have as a leader by first loo*ing at who you attract and then seeing how people respond when you as* for a commitment or change. - 4actors that 9nfl'ence 9nfl'ence DTrue leadership cannot be awarded, appointed, or assigned. It comes only from influence, and that cannot be mandated. It must be earned. The only thing a title can buy is a little time,either to increase your level of influence with others or to undermine it.E' Leadership is influence. Iust because someone has a title, doesnt mean that person is a leader. D7hen it comes to identifying a real leaderK The proof of leadership is found in the followers.E5 3n organi&ation is only as great as its people. 7ith many myths about leadership, people tend to fall into the trap of managing their team without influencing them. They become complacent with getting the /ob done, rather than growing the company and the people involved. To succeed, we must stand as leaders in our organi&ations, regardless of position, and influence the influencers. There are several factors that can attribute to emerging as a leader. =ere, well detail out the seven factors highlighted in Iohn +axwells The 5' Irrefutable Laws of Leadership. 1 Character : 0ho They Are DTrue leadership always begins with the inner person.E# The character of a leader will filter into the entire organi&ation and its employees. 0reat character will create potential for a great organi&ation. 2ut, it all begins with the leaders heart. $ 3elationships : 0ho They ;now D2uild the right *inds of relationships with the right people, and you can become the real leader in an organi&ation.E" In your sphere of influence, you must develop deep, meaningful relationships that go beyond seeing someone daily because you simply wor* in the same office. ?elationships grow loyalty, influence and ultimately the business. % ;nowledge : 0hat They ;now D7henever I was new to an organi&ation, I always spent a lot of time doing homewor* before I tried to ta*e the lead.E6 <ew environments bring about Huestions to be answered. 2y see*ing *nowledge before demanding a leadership position, leaders have the chance to learn first, lead second.
6

( 9nt'ition : 0hat They 4eel DLeaders see* to recogni&e and influence intangibles such as energy, morale, timing, and momentum.EC Leaders see past the obvious into realms that others cannot. This ability impacts the organi&ation, as well as the people around them, as they can steer momentum down the best path with the most reward. * E)perience : 0here Theyve <een DThe greater challenges youve faced as a leader in the past, the more li*ely followers are to give you a chance in the present.E! 3ll leaders face obstacles F in the office, at home and in their personal lives. =owever, through overcoming difficulties, leaders grow in great ways. 2y navigating through multiple tough experiences, followers will li*ely have more respect for where leaders have beenK and where they can ta*e the organi&ation in the future. + Past 7'ccess : 0hat Theyve Done D:very time I extended myself, too* a ris*, and succeeded, followers had another reason to trust my leadership ability F and to listen to what I had to say.E -ast success doesnt guarantee future success, but it sure ma*es people feel more comfortable with being led and influenced. 9ind ways to ta*e on challenges and excel in them, and youll soon be presented with new responsibilities and leadership opportunities. - Ability : 0hat They Can Do DThe bottom line for followers is what a leader is capable of. They want to *now whether that person can lead the team to victory.E ( Leadership is influence, nothing more nothing less. Show you can lead a team to victory and you will have shown you can positively influence your followers and organi&ation. 9or many of us, we have the opportunity to lead in some capacity. =owever, to maximi&e our influence we must continually be growing in these seven factors. ;f the seven factors listed here, which one do you need to invest in most8 7ed love to hear how you could optimi&e or better utili&e the ones with which you struggle. Share with us below or on 9aceboo* or on Twitter using the hashtag =$1Laws. Leaving A Legitimate Legacy 9or this day before the >nited States Independence )ay, Ive been thin*ing about 3mericas 9ounding 9athers, and the legacy they left us over 511 years ago. The )eclaration of Independence, the .onstitution, the 2ill of ?ights F these documents describe the system of government they wor*ed so hard to establish. 3nd they didnt /ust write about the concepts of freedom and honor, they lived them out. To me, thats what really mar*s their legacy. 0eorge 7ashingtons integrity, Thomas Ieffersons idealism, and 2en/amin 9ran*lins diplomacy set the stage for this country to become what it is today. The great management guru -eter )ruc*er once said, DThere is no success without a successor.E In other words, lasting achievement is really only achieved if it continues after were gone. I wrote about this idea in The 21 Irrefutable Laws of Leadership*s Law of Legacy, which states, a leaders lasting value is measured by succession. So what lays the foundation for a legitimate leadership legacy8 I believe there are four standards that we need to establish: '. .haracter F 2eing and becoming a moral example. This is achieved through honesty and integrity. =enry and ?ichard 2lac*aby say in their boo* #piritual Leadership, DIntegrity means being consistent in ones behavior under every circumstance, including those unguarded moments.E 5. .hoices F Thin*ing clearly and ma*ing wise decisions. 3ccording to Theodore =esbrugh, D$ou dont ma*e decisions because they are easyJ you dont ma*e decisions because they are cheapJ you dont ma*e decisions because theyre popularJ you ma*e them because theyre right.E #. .onduct F )oing the right thing consistently and well. +ichael 0uido said, DThe world pays more attention to your conduct than it does to your creed.E Iust remember that
C

people do what people see. In other words, we may teach what we *now, but we reproduce what we are. ". .onseHuences F ?eceiving the results of the seeds that we sow. ;ur long,term success is determined by what we do daily. 3nd the seeds we sow today have the potential to multiply the harvest we reap later. Thats why sowing the right seeds is so important. These four standards build upon each other. .haracter, or lac* of it, influences our choices. .hoices have a direct bearing on our conduct. .onduct helps determine conseHuences we reap. 3nd .onseHuences are a reflection of our character, choices and conduct. These standards have been hammered out on the anvil of time and proven to be true. 7e can embrace these truths and leave a legitimate legacyJ or we can re/ect these truths and leave a legacy thats lac*ing or lowly. How Do 1o' &et 1o'r 9deas Heard> ?ecently, I was as*ed a Huestion that I hear pretty often. >sually the Huestioner is young, perhaps newly,graduated from school. Theyre almost always new to their current /ob. 3nd I can often hear their frustration when they as*: -lease tell me" how can someone /ust entering the wor$force create change3 +aybe youre familiar with this Huestion. )o you see a need for change in your organi&ation8 3re you frustrated because you cant get anyone else to see it F much less do something about it8 +aybe youve /ust graduated from university and gotten your first /ob. ;r perhaps youre a veteran wor*er, but newly,hired. :ither way, it seems li*e a cruel /o*e. 3s a new member of the team, 1ou see things with fresh eyes4 you see problems that others might have /ust gotten used to. And if you*re young" you*re probably willing to ta$e on any challenge. BUT 1ou*ve also /ust /oined an established group. 5o one $nows you" so you have no credibility" no trust" no goodwill. 1ou may have wonderful ideas" but how do you impress them on others3 7hat can you do to be heard8 1o' need to C!66ECT 2ased on the definition I used when I wrote 6veryone 7ommunicates" Few 7onnect" Connecting is the ability to identify with people and relate to them in a way that increases your influence with them. Thin* about it: 7here does change begin in an organi&ation8 7ith the peopleL So your ability to communicate and connect with others is a ma/or determining factor in increasing your influence. 3nd increasing your influence with them is your way of ma*ing change happen. =ere are some next steps to ta*e: '. 8eep in mind that connecting re%uires energy. $ou must be intentional F not casual F in your interactions. )evote the time and energy necessary, but );<T steal it from the wor* you were hired for. The energy you put toward connection needs to be above and beyond what youre already doing for your /ob. 5. Focus on others. True connection is all about others. If youre still wor*ing on ma*ing your agenda happen Ai.e. creating changeB, thats not connectionJ its manipulation. #. Wor$ on finding common ground. 7hen two people come together to communicate, each has a reason for doing so. To connect on common ground, you must *now your reason and the other persons reason, then find a way to connect the two. 3ll of this may sound complicated and roundabout when all you want to do get your goals accomplished. 2ut you need to remember: +a*ing a difference in your wor* is not about productivityJ its about people. 7hen you focus on others and connect with them, you can wor* together to accomplish great things.
!

Leading !ther Leaders Leaders can only succeed if they are able to influence people at various levels in relation to themJ above, below and side,by,side. Leadership is influence and every leader has the opportunity to influence people at every level of a business, corporation or organi&ation. 3t The Iohn +axwell .ompany, we call this leading from the middle of the pac*L $our ability to lead your peers is the difference ma*er in your ability to create an optimal performing team. )epending on your position and the si&e of your company or team, you may find that many people fall into this category. 0ood leaders lead followers well, only great leaders lead other leaders well. I have learned that you never reach a position that it is not important to learn how to influence peers and other leaders. This is as true for me as .:; of The Iohn +axwell .ompany as it was in earlier stages of my career. =ere are leading across principles that have helped me grow as a leader: Complete vers's Compete F The best way to earn influence with a peer is to support their idea and not try to compete with their ideas. I am a very competitive person, but I have learned that competing with teammates can bring out the worst in everyone. I am more effective when I leverage my wor* performance and commitment to complementing and enhancing their goalsMob/ectives. The team gets more complete ideas and my teammates are stretched. E)pand 1o'r Circle F :very good leader increases their influence by meeting new people and establishing new relationships. 0reat leaders connect their networ*s and expand the networ* of their peers. Learn to networ* from an abundance mindset. Introduce your teammates to your expanded networ* and loo* for ways to expose your peripheral relationships to your teammates. Let the <est 9dea 0in F 7hen you have wor*ed alongside someone who puts this into practice, you *now it immediatelyL They prefer someone else get the credit for the idea, they are vested in seeing everyone contribute in a DbrainstormingE session and they usually spea* last so they dont DswayE the outcome by powering up during the strategy session. To influence well, we must grow in our ability to lead across. $our challenge this month is to become a leader that leads other leaders. These are people that follow you because you have earned influence with them. They have willingly given you their respect and the permission to lead them. How are yo' effectively leading from the ?@iddle of the Pac,A> <'ilding a Bnified Team Iust because you assemble great players does not mean you have automatically have a great team. I have always loved bas*etball, and I played throughout high school. :ntering my /unior year, our team was loaded with talent, and we were pro/ected to contend for the state title. I was one of two /uniors in our starting lineup, along with three seniors. =owever, a rift developed between the older and younger members of the team. In fact, the team culture became so toxic and divisive that the coach split the sHuad in half. Iuniors played one Huarter and seniors anotherJ the two groups never intermixed on the court. )espite being blessed with exceptional athleticism, our team stun*. 7e won only three games the entire year. The next season everyone wrote us off before the year even began. ;n paper, we were not an intimidating foe. =owever, we gelled as a team and played ama&ingly well together. Though far less talented than the prior year, our team was far more successful, capturing the league championship. The 7o'rce of Bnity 3 collection of individuals does not become a team simply by putting on the same uniforms. <or do persons suddenly transform into a team merely because they show up to the same wor*place. 3 true team%one whose members wor* together to achieve greatness%has a unified vision.

3s a leader, unity begins with you. $ou must find the dream in order to bring the team together. In teaching leadership, I encounter many organi&ations that are suffering because they have people in leadership positions that have never crystalli&ed a compelling vision. The blind are leading the blind, and the organi&ation is adrift as a result %lac*ing any clear sense of direction. To rally a team around a common cause, you must see the vision clearly, say it constantly, and show it creatively. In my career, I have often failed at the second step, neglecting to repeat my vision enough. Im an activator, and I am constantly on the loo*out for the next challenge. ;nce Ive communicated something, I expect that my people have caught the message, and I move on. =owever, followers need the vision laid out for them continually. :ven if communicating the vision seems boring or repetitive to me, I have to remember that not everyone else shares my level of familiarity with it or my passion for it. 3lso, since organi&ations naturally experience turnover, I must share the vision regularly to ma*e sure that newcomers grasp it. The 8al'e of Bnity >nity is the glue that holds the team together, in part by reducing competitiveness among its players. 7hen people share a common goal, they have the mindset of completing each instead of competing against one another. That is, they loo* for ways to ma*e the other person better instead of trying to outshine one another. In addition, unity to the vision increases accountability among teammates. )ependent upon each other for success, they mutually spur one another on to pea* performance. 3t the same time, when a team is passionate about bringing its vision to fruition, its members *now immediately when someone gets off trac*. 3 healthy team confronts slac*ers and urges them to pic* up the pace or else to find another place to wor*. The Test of Bnity 3s leader, the goal is to have our team members: '. >nderstand the vision 5. Ta*e ownership of the vision #. .ontribute to the vision ". -ass on the vision If all four of those steps are ta*ing place, then I am confident in the unity and cohesiveness of the team. =owever, all too often we dont even ta*e the first step of ensuring that the vision is understood. Test your teams unification around a common vision by performing the following exercise: 0ive each team member a # x 6 index card. 3llow them five to ten minutes to describe your teams vision Ausing #1 words or lessB. .ollect the cards and review them. 3emember5 its yo'r responsibility to transmit the vision clearlyCnot yo'r teams responsibility to decipher it from their s'rro'ndings His &ift @ade 3oom for Him 3lmost two years ago, on a trip to the 3frican continent, I was privileged to spea* in .ape Town, South 3frica. 7hile there, I received a very meaningful gift from my friend Shaun 2attleman: a visit and private tour of ?obben Island. If you havent heard of ?obben Island and the prison that used to be there, you might have heard of one of its more famous prisoners: <elson +andela. $ou might also be familiar with this picture of him in his /ail cell, where he spent many years of his life for the DcrimeE of protesting South 3fricas policy of apartheid. ;n a sunny spring day in .ape Town, we boarded Shaun 2attlemans yacht and traveled over to ?obben Island. 3fter disembar*ing, we were ta*en on a private tour of the facility Awhich is now a museumB. ;ur tour guide, Iama, had been imprisoned there at the same
(

time as +andela. ;nce we entered the former prison, the doors were slammed shut F to give us a sense of what it felt li*e to be loc*ed in. 7e saw the area where prisoners were issued a number and lost the use of their name, along with the censors office, where news from loved ones was literally cut out of letters. +ost significantly, we visited <elson +andelas cell F the one in the picture above. The furnishings consisted of a buc*et, a stool, and a DbedE that was really /ust a mat on the floor. Iama allowed me to unloc* the cell door and enter the space that had been DhomeE to +andela for so long. 9irst, I lay down on the mat F it was very uncomfortable, as you might imagine. Then I loo*ed out the cell window onto the prison yard, /ust li*e +andela did above. 3nd I was overcome with emotion, inspired by <elson +andelas courage and commitment. 9or you see, he never stopped fighting apartheid, even while imprisoned. =e and fellow prisoners, who were not allowed to interact, met in the one place in the whole prison where the guards left them alone: the cave that they had to use as a toilet. 2ecause of the smell of the cave, the guards would not go in. So it was there that +andela and his fellow prisoners discussed the future of South 3frica. ?eleased in '((1 after the dismantling of the system of segregation, +andela went on to serve as first president of the new South 3frica from '((" to '(((. 3nd after retiring, he continued to serve his people. =es now almost (6 years old, and one of the leaders that I admire most who I havent been able to meet. I dont *now if Ill ever get to meet him, but I can tell you the lessons Ive learned from him. This is what I too* away from my visit to his prison: ;ur surroundings need not control our spirit. -eople who devalue us do not determine our value. )reams can be birthed during the daily grind. ;ut of our bro*enness, we can be made whole and bring healing to others. The writer in the 2ibles boo* of -roverbs wrote, D3 mans gift ma*es room for him.E <elson +andela had no room in his cell, but his gift could not be contained. In time, his gift made room for him to lead and bless his country. / 0ays to Lead 1o'r Leader #C1,)egree Leaders are all,around leaders. 3s one, leading up can be the greatest challenge. D+ost leaders want to lead, not be led. 2ut most leaders also want to have value added to them. If you ta*e the approach of wanting to add value to those above you, you have the best chance of influencing them.E ' Today, well discuss ( principles to lead up. Ioin us as we wal* through the best ways to Dsupport your leader, add value to the organi&ation, and distinguish yourself from the rest of the pac* by doing your wor* with excellence.E 5 1 Lead yo'rself e)ceptionally well DThe *ey to leading yourself well is to learn self,management.E # In order to be successful, we must ma*e the right decisions early and manage those decisions daily. Then, we are prepared to follow through on them with consistency. $ Lighten yo'r leaders load D7hen the boss succeeds, the organi&ation succeeds. .onversely, it is almost impossible for you to win if your boss fails.E " 2e a team player and lift the load on your boss plate. 2y helping your boss in a great way, you are a part of something bigger and will have the chance to celebrate success in the end. % <e willing to do what others wont D9ew things gain the appreciation of a top leader more Huic*ly than an employee with a whatever,it,ta*es attitude.E 6 3s a #C1,)egree Leader, you must be willing to tac*le whatever comes your way without Huestion. $our boss will recogni&e your dedication and desire to serve with excellence. ( Do more than manage D leadE D+anagers wor* with processes F leaders wor* with people.E C ?obots dont do the wor* in your organi&ation, people do. Therefore, as a #C1,)egree
'1

Leader, we must lead those people well. Thin* within a broad context about how your decisions will impact the entire organi&ation. $oull prove you can move past management to leadership. * 9nvest in relationship chemistry D-eople wont go along with you if they cant get along with you.E ! 3s a leader, our /ob is to connect with people. 7e must connect with those we lead, our peers, and those who lead us. In order to lead up, be a champion of what your leader desires. + <e prepared every time yo' ta,e yo'r leaders time DTime is the one commodity that cannot be increased, no matter what a leader does.E Ta*e steps and do research to prepare yourself and your leader for your time together. +ain goals as a #C1,)egree Leader should be to as* the right Huestions and to bring something to the table. -reparation paves the way for both leaders to add value to each other. - ;now when to p'sh and when to bac, off DSuccessful leaders ma*e the right move at the right moment with the right motive.E ( @nowing the right time to push and when to bac* off will determine if you get pushed right out the door. 3s leaders, we must read the atmosphere of the wor*place to determine appropriate next steps. . <ecome a goDto player D3ll leaders are loo*ing for people who can step up and ma*e a difference when it matters. 7hen they find such people, they come to rely on them and are inevitably influenced by them.E '1 To be a go,to player, we must always produce excellence. Leaders will trust us and count on us in moments that count. / <e better tomorrow than yo' are today DThe *ey to personal development is being more growth oriented than goal oriented.E '' 0oals are valuable, but growth helps you achieve those goals. 9ocus on growth every day, and your leadership /ourney will be life,long and fulfilling. >ltimately, youll benefit your entire organi&ation when you aim for personal growth. 3s you read these ( principles for leading up, thin* through where you can grow in each of them. 2y wor*ing toward serving as a #C1,)egree Leader, youll gain influence with your leader and within your team. Crafting a Diverse Leadership Team !I can do what you can*t do and you can do what I can*t do. Together we can do great things. 9 :other Teresa Insecure leaders dont li*e diversity. They shortchange their organi&ation because theyre uncomfortable with people who have different s*ills than they do. Theyre threatened by the thought of someone else being better than they are in a particular area of leadership. 9or this reason, insecure leaders design coo*ie,cutter teams. They want teammates to thin* li*e them, act li*e them, and have the same strengths as them%and to be slightly less competent than they are. ?ather than stoc*ing a team with individuals of similar s*ills, wise leaders recruit teammates with diverse abilities. They bring together an array of gifts and talents along with an assortment of life experiences to create a well,rounded leadership team. 3 diverse team has higher capacity than a homogeneous one since it is better prepared to face the wide,ranging challenges of leadership. 3dditionally, diverse teams have increased influence because each member can tap into a different circle of influence. Life experience has taught me that, on my own, my leadership s*ills are insufficient to accomplish my vision. To maximi&e my influence, I must partner with a team of leaders who possess strengths in areas where I am wea*. Ive identified ten styles of leadership that I consider indispensable to the health of an organi&ationJ a deficit in any one of them places limitations on growth. -ersonally, I am only strong in three of the ten styles of leadership. I have to recruit teammates to help me in the others.
''

1" Leadership 7tyles 6eeded for Developing a Leadership Team5 1F 8isionary The visionary supplies the team with its energi&ing dream. =e or she sees farther into the future than others, sees opportunities and threats more Huic*ly than others, and sees bigger possibilities than others can imagine. $F Directional )irectional leaders point the way to the vision. They ma*e certain that the team stays on the best road. 3s Iohn 9. @ennedy said, D:fforts and courage are not enough without purpose and direction.E %F 7trategic Strategic leaders evaluate the present situation and then gather the resources needed at each stage of the organi&ations /ourney. They understand the process of getting from one step to the next. They have a wide field of vision, seeing a number of contingencies, and because of them the organi&ation is seldom blindsided. (F @anaging These leaders *now their priorities and the people who can ma*e them happen. They set ob/ectives and then create metrics to measure performance. Their focused leadership aids organi&ational efficiency. *F @otivational +otivational leaders firmly believe that people are an organi&ations most valuable assets. They constantly encourage others, and they set a visible example for others to follow. In addition, they *now the *eys to the *ey players. That is, they understand what drives the organi&ations primary influencers, and they use that information to provide personali&ed incentives to them. +F 7hepherding These leaders give extraordinary care to the players on the team. Theyre easy to tal* to, and they have a *nac* for empathi&ing with others. They lead with the heart and have a servant attitude that uplifts everyone around them. -F Team : b'ilding Team,builders have an innate ability to see how people fit together so that their strengths complement one another. These leaders possess strong relational s*ills and readily connect with their teammates. In addition, they have very little ego and are Huic* to highlight the accomplishments of others. .F Entreprene'r :ntrepreneurs are self,starters who see ris* in terms of opportunity. They value possibility more than security. >nafraid to fail, theyre resilient and bounce bac* from defeat more Huic*ly than others. /F 3eengineering This style of leadership loves problems. They itch to clean up carnage and repair damage. <o team stays on top for long without a reengineer to identify outmoded systems and to correct them. These leaders never settle for the status Huo and constantly loo* for ways to upgrade and improve operations. 1"F <ridgeDb'ilding 2ridge,builders are great negotiators. They wor* well with people and networ* continually. 3s inherent pragmatists, they do not view compromise as a dirty word but rather as a necessary step to move the team forward. Application '. -ic* out your top two leadership styles. 5. 3s* others to name your top two leadership styles. )id they select the same ones that you did8 3re you seeing yourself accurately8 #. List your leadership team along with their styles. 3fter the list is complete, identify which styles are missing. ". .ommit to finding leaders with styles complementary to your areas of wea*ness. - Tips for Leading 1o'r Peers To succeed as a 360-Degree eader who leads peer-to-peer! you ha"e to wor# at gi"ing your colleagues reasons to respect and follow you. $ow do you do that% By helping your peers win. &f you can help them win! you will not only help the organi'ation! but will also help yourself.( ) 3t The Iohn +axwell .ompany, we li*e to refer to leading peer,to,peer as Dleading across.E This past wee*, we began the month by discussing Dleading downE. This wee*, well dive into Dleading acrossE and offer some tips to master the ability to win over your peers.
'5

=ere are ! principles to guide you toward leading across. 1 Bnderstand2 practice2 and complete the leadership loop !If you want to gain influence and credibility with people wor$ing alongside you" then don*t try to ta$e shortcuts or cheat the process. 2 The leadership loop begins with caring F ta*ing an interest in people F and ends with succeeding F winning with people. In order to complete the loop, leaders must not s*ip the steps in between. Ta*e your time. -eople with big goals want to be on a team with someone who has achieved before. Success begets success. $ P't completing fellow leaders ahead of competing with them !The whole goal of healthy competition is to leverage it for the corporate win. & 9or organi&ations, success of the whole team is more important than any individual wins. Therefore, build your teammates up and theyll want to win with you. % <e a friend !;ood relationships ma$e influence possible" and friendship is the most positive relationship you can develop on the /ob with your cowor$ers. ) 3s leaders, our goal should be to be a friend, rather than find a friend. $ou may need to continue wor*ing at being a friend even if your peers dont initially reciprocate the efforts. >ltimately, being a friend will give you the opportunity to influence your peers when the time comes. ( Avoid office politics !The bottom line is that people who might be described as <political* are ruled by their desire to get ahead instead of a desire for e=cellence" productivity" teamwor$" or consistency. , To succeed at leading across, its important to stay true to whom you are and not act differently to win over those with power. That is a surefire way to lose influence among peers. Instead, become a statesman for your organi&ation by *eeping the big picture in mind, remaining unselfish, and trying to be a diplomat with your peers. * E)pand yo'r circle of acG'aintances !To get outside of your comfort 0one" why not start with those in your comfort 0one3 6very friend you have has a friend you don*t have. . These acHuaintances can be crucial connections for you as you grow in leadership and life. 3s you befriend and lead your peers, your connections may benefit them, as well. $oull ultimately provide more value and gain more influence among them. + Let the best idea win !>eing a &.?'@egree Leader and leading across is not about getting your own way. It*s not about winning at all costs. It*s about winning respect and influence with your peers so that you can help the whole team win. 2 =aving a collaborative spirit helps immensely when you discover that your idea may not be the best idea. 3s a team player, its important to recogni&e where you can add value when you let your idea go and let the best idea win. Thats when you win friends and influence people. - Dont pretend yo're perfect 2 !#ince nobody is perfect ' not you" not your peers" not your boss ( we need to %uit pretending. -eople who are real" who are genuine concerning their wea$nesses as well as their strengths" draw others to them. -retending we are perfect doesnt get us anywhere. Instead, admitting faults, as*ing for advice, worrying less about what others thin*, being open to learning from others, and putting away pride and pretense are important steps to help us move in the right direction and win over those around us. ;verall, these ! principles showcase the best ways to lead across and serve as a #C1, )egree Leader. 7hile each one ta*es time, they will undoubtedly help in gaining influence within your organi&ation from wherever you stand. Leaders, whats your best tip for leading your peers8 7ed love to hearL .omment below or share with us on
'#

The 3is, Test Last time I wrote about the difference between good timing and procrastination, and included some tests you could apply to find out whether you were putting off decisions that needed to be made. Iust li*e there are two sides to every coin, there are two extremes when it comes to ta*ing action. -rocrastinators are at one extreme: putting off actions or decisions when they really should be ma*ing a move. 3t the other end of the spectrum is the impatient person: one who rushes to ma*e a decision or to ta*e action, even when it is unwise. 2ecause I tend to land somewhere closer to the impatient end of the spectrum, I have devoted a lot of thought to the importance of good timing. To evaluate a goal or decision, I li*e to apply the ?is* Test, in which I as*, Is This )ecision ?easonable ;r ?ec*less8 3easonable 3ec,less 2uilt on Strategy 2uilt on =ope =as Some +argin for :rror =as <o +argin for :rror Is an :xtension of 7hat $ou =as Little .onnection to 7hat $ou )o 7ell )o 7ell .hallenges $ou ;verwhelms $ou Lets ta*e a loo* at these differences: <'ilt on 7trategy vs Hope =ave you spent the necessary amount of time planning and preparing for this decision8 ;r are you acting on passion or impatience, with only the hope that everything will wor* out8 3easonable @argin of Error )oes everything have to wor* out perfectly for this decision to succeed8 7hat will happen if AwhenB you encounter problems8 )o you have a strategy in place for handling complications8 Is there enough margin for you to survive if everything goes wrong8 <ased on 0hat 1o' Do 0ell 7hen you ta*e action, will you be wor*ing from your strengths8 ;r does the goal reHuire effort in areas where you are naturally wea*8 Challenges rather than !verwhelms 3ll of us want to achieve something bigger than ourselves. So a goal should feel challenging. 2ut if it seems overwhelming or even impossible, then at the very least, you should spend more time in the planning stage to brea* it down into manageable steps. ;r you need to enlist help. ;therwise you may need to evaluate whether the timing is right. 3s I said last time, the Law of Timing Ain The 5' Irrefutable Laws of LeadershipB teaches that when to move is as important as what to do and where to go. Iust li*e its possible to wait too long to act, you can also ta*e action too soon. 9inding a balance will give you the best chance of success in achieving your goals. 2ut *now this: if youre going to lean toward one side over the other, lean toward action. Procrastinating2 or practicing good timing> $ou have a decision to ma*e. 2ut you /ust arent sure about it. So you put it off. Sometimes thats a wise move, because the timing isnt right. In my boo* The 21 Irrefutable Laws of Leadership, I teach the Law of Timing, which says, D When to lead is as important as what to do and where to go. E So I believe that timing plays a critical role in many of the decisions we ma*e. 7aiting to act can be a wise decision. 7e might need more information, or perhaps the people who will be affected need to be prepared. 2ut when you wait, are you always practicing good timing8 ;r do you put things off unnecessarily8 In those cases, maybe youre procrastinating. =ow can you tell if a tendency to wait is procrastination8 &ood timing becomes procrastinationH '. 7hen missing deadlines becomes a regular occurrence. 5. 7hen you often as*, D7hen is the latest that I can do this8E instead of D7hen is the soonest that I can tac*le it8E
'"

#. 7hen you freHuently come across old documents and to,do lists that you havent missed in wee*s or months. ". 7hen items on your to,do list continually roll over to the next day, wee*, or month. 6. 7hen items get crossed off your to,do list not because theyve been completed, but because theyre too out of date to be done. 3merican entrepreneur Nictor @iam said, D-rocrastination is opportunitys natural assassin.E 3nd its true that putting off a decision long enough can often ma*e the decision irrelevant. The situation changes and the opportunity disappears. =ere are some tests you can apply to an opportunity to help you get over the hurdle of procrastination. The @'rphys Test 7hat could possibly go wrong8 .ould I handle the conseHuences8 3lbert :instein said, DIn the middle of difficulty lies opportunity.E +urphys Law says that things will go wrong. .an you handle the worst,case scenario8 Is the opportunity worth the price8 If yes, then it may be time to move. The Preparation Test 3m I Aor are weB prepared to do this8 Iust remember that preparation is not necessarily *nowing all the answers or achieving consensus. 0eneral .olin -owell once said that if &ero represents no data and '11 represents all of the data needed to ma*e a decision, he usually waits until hes at about C1, then he uses gut instincts, intuition, and personal experience to ma*e the choice. -reparation is getting to at least C1. The !ptions Test )o I increase or decrease my options by waiting8 7ith good timing, a delay can actually increase options, either by providing more information, or allowing new opportunities. =owever, if the passage of time will eliminate a valuable option, it might be time to move. The Deadline Test 7hen is the best time to ma*e the right decision8 .onnie 0ersic* of the 3nderson 0raduate School of +anagement at >.L3 did a study on the impact of deadlines on decision,ma*ing. =er data revealed that precisely midway between the start of a pro/ect and the deadline is when people get seriously down to wor*. 7ithout a set deadline, that stage cant be reached. 2y setting a firm deadline, you move the decision,ma*ing process toward a conclusion. -rocrastination may relieve short,term pressure. 2ut it often impedes long,term progress. If you tend to procrastinate, ma*e a conscious effort to apply the above Huestions to your decisions. 3nd when the time is right, ta*e action. 3s Iim Stovall said, D)ont wait for all the lights to be green before you leave the house.E
<est Practices of Leading Down Leadership isnt abo't position Leadership is abo't 'sing yo'r infl'ence e)actly where yo' are ?4or teams to develop at every level2

they need leaders at every level A 1

Teams need %+"DDegree Leaders These are the type of leaders who lead 'p Ito the bossF2 across Iamong peersF2 and down Ito othersF A %+"DDegree Leader leads thro'gh infl'ence2 not position2 power2 or leverage !ften times they face the myth that they cant lead 'nless they are at the ?topA of the totem pole However2 we can better o'r organiJations and help f'lfill a grander vision by serving as a %+"DDegree Leader Thro'gho't the month of K'ne2 well disc'ss best practices for %+"DDegree Leaders Today2 well highlight principles of ?leading down A These - principles will help fill in holes and bring leaders closer to %+"Ddegree leadership '6

1 0al, slowly thro'gh the halls

D;ne of the greatest mista*es leaders ma*e is spending too much time in their offices and not enough time out among the people.E 5 Ta*e the chance to build relationships with your team. +a*e a point to focus less on Dtas*E and more on the DpeopleE of your organi&ation.

$ 7ee everyone as a ?1" A

D#C1,)egree Leaders get more out of their people because they thin* more of their people. They respect and value them, and as a result, their people want to follow them.E # :ncouragement for and recognition of your team reminds them that you believe in their abilities. 7hen you see the best in someone, they will want to rise to the expectations set of them F not out of obligation, but out of motivation and excitement.

% Develop each team member as a person

D0etting the /ob done through others ma*es you a leader. 2ut developing the people while helping them get the /ob done at the highest level ma*es you an exceptional leader. 7hen you develop others, they become better, they do the /ob better, and both you and the organi&ation benefit.E " 3s leaders, our goal is to help others improve as individuals. )eveloping means the Hualities a person gains will benefit them in multiple areas of life, not /ust their /obs. Their development will ultimately prepare them for future leadership positions.

( Place people in their strength Jones

DSuccessful people find their own strength &ones. Successful leaders find the strength &ones of the people they lead.E 6 9inding the right person for the right /ob can be tough. 2ut ta*ing the time to get the right people in the right places results in greater success. * @odel the behavior yo'r desire DLeaders need to be what they want to see.E C 7hat *ind of team members do you want8 Leaders show the way for their team. If you desire a culture of excellence, model excellence. If you dont li*e what your team members do, first ta*e a loo* at yourself and then ta*e action. + Transfer the vision D7hen preparing to cast vision, as*: 7hat do I want them to *now, and what do I want them to do8E 7hile you may not be transferring your own vision, you are certainly the interpreter. -repare for the vision casting conversation by ensuring you are clear about the vision. In doing so, youll create clarity for the team.

- 3eward for res'lts

D7hatever actions leaders reward will be repeated.E 0iving praise publicly and privately for things youd li*e to see again will guarantee that team members continue to strive for success. 3nd remember, rewards may be different for each team member. 9ind out what motivates each individual. ;verall, these seven principles will help #C1,)egree Leaders in leading those they manage or develop. 3s you continue through your wee*, aim to practice one each day. Ta*e note of how your team members respond, as well as the impact on your organi&ation. ?esults from Implementing the ?ule of 6

This month we have been focusing on the concept of the ?ule of 6. +y team and I hope that it has been helpful to you personally and to your organi&ations ability to capture the 6 things that are imperative to do day in and day out. I have en/oyed reading the postings, watching your comments and being reminded of the importance of having a personal and organi&ational ?ule of 6. 3s I have traveled with Iohn +axwell for the last '# years and watched the impact of The Iohn +axwell .ompanys ?ule of 6, I wanted to ta*e the last blog posting of the month to tal* about results. I am excited about this topic. I am passionate about it. I have witnessed the results first handL Lets loo* at the impact when a person or organi&ation
'C

creates, implements and commits to a ?ule of 6. Clarity The more defined you are in your pursuit of daily disciplines the greater clarity you have on the things you should or should not do. 3ndy Stanley, author of Nisioneering, says that .larity of Nision is more important than .ertainty of the ;utcome. 7hen you become clear on what you do each day, you will see the outcomes that you desire and many times much sooner than you anticipated. Consistency Simplicity is the greatest ingredient in the formula of .onsistency. 7hen you can Huic*ly and succinctly identify your daily disciplines, you have a greater chance at consistently replicating successful days. The more The Iohn +axwell .ompany team practices our ?ule of 6, the better we are at consistently representing our products and services. This consistency is in both the freHuency of delivery and the team members ability to deliver. Competence 3s the saying goes Dpractice ma*es perfect.E It is simple, yet effective. The more you practice, the more you increase your odds for superior results. 7ith more practice, your team becomes more competent. ;ur desire as leaders is to ensure that the competency is in something that is beneficial to the common goal of your team and the organi&ations desired outcomes. 7e want to influence the teams competencies in a direction that impacts the entire organi&ation. 7e do this by providing daily expectations or habits that will drive toward the mastering actions needed to accomplish those goals. Character I am sure you have heard the adage Dpeople model what you expect or inspect.E ;ne of my favorite times for gathering insight from Iohn +axwell is his OP3 sessions. In OP3, we get to hear his instinctive response to business, life, family and faith. 3nd his response 3L73$S exudes leadership. 2ecause Iohn +axwell practices his ?ule of 6 daily A?eading, 7riting, 9iling, Thin*ing P 3s*ing OuestionsB, the leadership he has poured in, pours out, every time he spea*s. =is commitment to the ?ule of 6 has given Iohn a si&eable return on his leadership /ourney. =e has become LeadershipKhe bleeds it, sleeps it, lives it 3<) continues to daily practice his ?ule of 6. Celebration :veryone wants to win or to be on a winning team. Set yourself and your team up for a daily win. )efine the ground rules, establish a daily scoreboard and determine what defines success and creates a win. )aily wins are attainable when you clearly define your ?ule of 6. 7hen you review your day with yourself or your team, reflect on how well you have accomplished your daily ?ule of 6 and then find ways to celebrate Dswinging the axeEL The Iohn +axwell .ompany, Iohn +axwell and I have all experienced great results and rewards by putting into practice personal and organi&ational ?ules of 6. 7e hope you are as wellL Ta*e a moment and post below on how the ?ule of 6 is already helping you and your organi&ation. How Leaders &ain 9nfl'ence5 Actions Influence doesnt come to us instantaneouslyJ it increases gradually. <or does influence develop by accident. Instead, it grows as we purposefully ta*e action to earn the trust and win the respect of others. In this post, I outline five actions essential for anyone aspiring to gain influence in their family, community, or wor*place. 1F An infl'encer enlarges people If you want a Huic*,and,easy test of your leadership, simply loo* around at your people and as*: are they growing8 3s 3lan Loy +c0innis said, DThere is no more noble occupation in the world than to assist another human being%to help someone succeed.E Leaders ma*e their people better, helping them to go higher than they could have by themselves. $F An infl'encer navigates for people ;n whitewater raft trips, before travelers ever enter the water, the guide warns them of the dangers that lie ahead. )uring the voyage, before reaching particularly rough stretches, the guide pulls over to the riverban* and leads rafters uphill to show them upcoming rapids and whirlpools. That way, the rafters can see ahead of time the ha&ards they are going to encounter.
'!

Li*e rafting guides, leaders have the responsibility to loo* ahead, spot problems, and inform others of difficulties looming in the distance. 3dditionally, leaders ta*e responsibility for charting the course ahead. That is, theyre not only problem,spotters but also solution,givers. 3n influencer leads others through rough terrain that they could never navigate on their own. 3s a leader, you can always ma*e the trip faster by traveling solo. =owever, your goal as an influencer isnt to be done first, but to have someone with you when you cross the finish line. The most rewarding success is shared success. %F An infl'encer connects with people SingerMsongwriter Ioan 2ae& once commented, DThe easiest *ind of relationship for me is with '1,111 people. The hardest is with one.E Indeed, personal relationships demand large amounts of energy and commitment, and the s*ill of connecting with people often represents the missing lin* for those in leadership positions. 9or some reason, people in authority assume those below them are responsible for initiating contact. Their mindset is that, DIm the leaderJ others should come to me.E <othing could be more counterproductive to gaining influence. Leaders have the responsibility to reach out to their people and to discover the personal agendas and needs of those they lead. .harisma does not come from having an outgoing personality. ?ather, charismatic leaders are those who, whenever they enter a room, proactively search for ways to ma*e others feel welcome and valued. (F An infl'encer empowers people 7hile enlarging people deals with their individual growth, empowering people involves their growth within the organi&ation. :mpowerment starts when we see great promise in an individual, and then spea* encouraging, uplifting words in order to ma*e them aware of their potential for greatness. :mpowerment also means sharing your power, position, and influence with them so that they experience opportunities to grow that they could not arrange on their own. 9inally, empowerment means showing others that you believe in them. )ont /ust build them up privatelyJ praise them publicly. *F An infl'encer reprod'ces other leaders -lows and bulldo&ers are both useful machines for moving earth, but they operate in very different ways. 3 plow turns over the earth, stirs it up, and aerates it so that the soil becomes a good place for seeds to grow. 3 bulldo&er scrapes up the earth and shoves it aside. Is your leadership style more reminiscent of a plow or a bulldo&er8 That is, do you cultivate your people in order to maximi&e their potential for growth, or do you simply push them wherever you need them to go8 0reat leaders do not merely give orders to subordinatesJ they multiply their influence by developing the leadership capacity of their people. 3espond 7hich habits of action have allowed you to develop influence8 7hat is one action you would li*e to change in order to upgrade your influence8 Ta*e a moment to post a comment on the actions that have been most beneficial to your growth as a leader.
How Leaders &ain 9nfl'ence5 3ttitudes 3 lot of people come to me confounded by their inability to drive positive outcomes in their organi&ation. They have brilliant plans and excellent practices for leading their teams, and yet they are not experiencing success. =ow can these leaders be doing the right things but still be getting the wrong results8 The reason is that although theyre polished on the exterior, they have a messy interior life.

?egardless of what leaders say or which strategies they put forward, at the end of the day people read and respond to a leaders prevailing attitudes. Influence is an inside /obJ what happens in you determines what happens through you. In other words, your inward dispositions dictate your relational position with others. In this lesson, I identify five attitudes that are absolutely vital for any leader loo*ing to gain influence. 1F 9nfl'encers desire integrity with people 3 /oint study conducted by the >.L3 0raduate School of +anagement and @ornM9erry International of <ew $or* .ity surveyed
'

'#11 business executives, as*ing them to list five Hualities necessary to be a successful, up,and,coming leader. '11G of the respondents ran*ed integrity in their top five, and !'G of the executives put integrity at the top of the list. In leadership, virtually any shortcoming can eventually be overcome. =owever, when leaders lose credibility on account of a lac* of integrity, they are seldom entrusted with significant responsibility again. $F 9nfl'encers aspire to n'rt're people The length and breadth of our influence with others depends on the depth of our concern for others. +any leaders love their title more than their teammates. 7hen that happens, they soon lose their position. ;n a past visit to .hina, I too* an educational tour of the country and learned about the many peasant revolts that have occurred throughout its history. Typically, only three generations elapsed before the people once again rebelled against the group of peasants who had previously risen to the top. The lesson for me was how Huic*ly we forget how it feels <;T to have authority. In other words, aspiring leaders often pledge to serve and nurture people while politic*ing for a position of influence. =owever, once they actually end up in authority, they usually leverage their power for personal gain. %F 9nfl'encers have faith in people +aterial resources ma*e things possibleJ human resources ma*e things happen. 7hen leading others, leaders cannot harbor feelings of fear, contempt, or disli*e. If we are afraid of people, we will be too intimidated to lead them. If we disli*e people, we will not have their best interests in mind. If we loo* down on people, we will treat them as inferiors. Influence comes when we add value to people. 2ut were only add value to people once were able to see value in people. (F 9nfl'encers listen to people <eglecting to listen is a primary flaw of leaders. 2y nature, Im a lousy listener. I am eager to cast vision, to activate people, and to achieve results. Listening seems li*e a waste of time. =owever, listening communicates value to others, lends insight into our surroundings, and saves us from our own blind spots. ;ver the years, Ive disciplined myself to become a better listener, for I have learned that hearing others boosts my influence immensely. *F 9nfl'encers see, to 'nderstand people In my career, Ive sought to relate with those around me on a heart,to,heart level. The dreams and passions stored within hearts are powerful sources of energy and motivation. 7hen you ma*e the effort to understand and encourage others dreams, you both unloc* their potential and earn their respect. Attit'de Chec,5 ?eview the five statements below. 7hich ones accurately describe you8 In which areas might you need an attitude ad/ustment8 I do my utmost to act with integrity in my relationships. I loo* for ways to nurture those on my team. I have faith in my teammates and value their contributions. I want to hear what others have to say. I proactively learn about the dreams and passions of my people. I would en/oy hearing your insights and input on the lin* between attitude and influence. -lease share your comments below. 0in <9& by Creating 1o'r !wn 3'le of * Over the past couple weeks, weve been discussing the Rule of 5. Today, were continuing the discussion with a giveaway that we think youll love and will definitely grow from !n case youve missed the conversation, the Rule of 5 is a series of things that you seek to practice "#"R$ day. %ohn &a'well originally inspired our team to create a Rule of 5, which can be found ("R". <ot only does The Iohn +axwell .ompany follow its own ?ule of 6, but Iohn +axwells non, profit, :O>I- also has a set of 6 items to do each day. 3s a non,profit organi&ation speciali&ing in the development of effective international .hristian leaders, having a guiding ?ule of 6 helps :O>I- create a strategic plan for daily tas*s and growth. ELB9Ps 3'le of * is as follows5
'(

:veryday we... '. Thin* 0lobally 5. :valuate ;ur Leadership Strategy #. .reate ?esources ". )evelop 3ssociate Trainers, -artners P )onors 6. Train Leaders to Train Leaders 3 ?ule of 6 is more than a to,do list. It is the 6 things that are ingrained in daily life. 3chieving them daily leads to success in purpose and vision. It *eeps you focused. It is essentially the essence of a strategic plan. ?+ost people allow their lives to simply happen to them. They float along. They wait. They react. 3nd by the time a large portion of their life is behind them, they reali&e they should have been more proactive and strategic. I hope that hasnt been true for you. If it has, then I want to encourage you to develop a stronger sense of urgency and pro,strategic mindset.E ' Today is a great day to ta*e charge and begin living life with a strategic mindset geared toward growth. 3ccording to Iohn +axwell, much of his success for personal growth and high productivity is that he creates systems for everything. In DThe Law of )esignE chapter of The 1, Invaluable Laws of ;rowth , he shares about the systems he has built for his ?ule of 6. ;verall, strategically planning and processing through each of the items in your ?ule of 6 can create great results for growth. ?7hat is a system8 Its a process for predictably achieving a goal based on specific, orderly, repeatable principles and practices. Systems leverage your time, money and abilities. They are great tools for personal growth. Systems are deliberate, intentional, and practical. They really wor*,regardless of your profession, talent level, or experience. They improve your performance.E 5 3s you begin to thin* through what systems you could implement in your own life, remember that effective systems ma*e use of priorities. 7ithout recogni&ing what is most important, you may not accomplish the highest priorities, letting valuable time and effort slip by. Instead, creating systems surrounding your ?ule of 6 F your priorities F will help you fulfill your ?ule of 6 every day. 3s a team, were offering something to you. Its a contest, of sorts, with a valuable pri&eL 7'bmit yo'r very own 3'le of * in the comments below to enter to win The 1* 9nval'able Laws of &rowth 3eso'rce ;it This includes The 1, Invaluable Laws of ;rowth )N) *it and the boo* F a 4"56 value. This simple and strategic step toward growth will ultimately give you the chance to grow even moreL 9rom all of the comments on this blog, we will randomly select one D?ule of 6E and announce the winner in the comments section below and on 9aceboo* and Twitter. So leaders, nows your chance to winL 7hat is your ?ule of 68 .omment below with your answer to enter to win today 0hy 9 Love E)change )o you remember how you felt on .hristmas :ve when you were a child8 If you were li*e me you probably had butterflies in your stomach. $ou couldnt sleep because of anticipation. $our dreams were full of images of what .hristmas morning would be li*e. Trust me, I still love .hristmas and I get excited every .hristmas :ve. =owever, the night that I now most experience the .hristmas :ve DsymptomsE is the night before :xchange. :xchange is a leadership gathering that Iohn +axwell started '5 years ago. =is vision was to create an experiential learning event for senior level leaders that love leadership as much as he does. 7hat started with "( leaders in 3tlanta '5 years ago has grown to '56 leaders and weve visited such cities as 7ashington )..., <ew $or* .ity, -hiladelphia, Seattle and 2oston. Ive had the privilege of attending all of the :xchange events and served as the director of :xchange for many years. .all me biased, but :xchange is
51

hands down, my favorite event that Ive ever been a part of. Im often as*ed what ma*es :xchange uniHue: Q The people F -eople who attend :xchange have a passion for growth and leadership. They want to ma*e a difference. +any of the fol*s that attend :xchange have been coming for years and ma*e :xchange their personal annual leadership retreat. 3t :xchange our opening reception feels li*e homecoming, catching up with friends that youve made over the years through the annual gathering. :ach year we introduce a new class of people in :xchange. This year the number is #1. <ewcomers are Huic*ly and warmly embraced by :xchange alumni. Q Access to Kohn F +ost of Iohns engagements these days are *eynotes where he spea*s, signs some boo*s and moves on to the next city. 3t :xchange however, he hangs with us. 7ere together for 5.6 days and Iohn participates in :N:?$ aspect of :xchange. The content that he teaches is what hes currently learning and developing. 9or instance, hell teach on the content from a boo* that is a full year out from being published. =e also ma*es it a priority to answer each and every Huestion that you have. Q BniG'e Learning E)periences F 7hile we spend a couple of hours each day learning leadership from Iohn +axwell in a hotel ballroom, we spend the ma/ority of our time out where leadership really happens. 7eve visited such places and learned from such leader as the 3tlanta Symphony ;rchestra A?oger <ierenbergB, .hic*,fil,3 A)an and Truett .athyB, >S .apitol ASenators 2ob )ole and Tom .oburnB, <ew $or* Stoc* :xchange A?on 2lueB, -hiladelphia :agles F Lincoln 9inancial 9ield A)ic* NermeilB, +icrosoft A@evin TurnerB, =arvard A)avid 0ergenB and 2oston ?ed Sox F 9enway -ar* AIim ?iceB. This year well be sailing in St. Thomas and learning leadership and teamwor* principles with 3mericas .up sailors, )ennis .onnor and -eter =olmberg. Q 0orldDClass 7ervice F -lease allow me to brag on our team for /ust a second. 7e have a team that L;N:S to serve. 7hatever you want, whatever you need, our team will provide. 7ere committed to providing a level of service unli*e any other event or gathering. So, if you have a passion for growth and leadership, if you absorb drin*ing from a fire hose and experiential learning, if you love hanging with world, class leaders, then I invite you to be part of the class of #1 first,time :xchange attendees when we gather for our '5th annual event in St. Thomas on ;ctober 'Cth F ' th. To register or for more information please visit: If youve attended :xchange, please post and tell us about your favorite :xchange memory. If you havent attended :xchange but youve participated in another experiential learning environment, tell us what you did and what you learned. * 7teps to PrioritiJe 1o'r Priorities Priorities5 we all have them, but its difficult to determine which should come first. 9or many years, Iohn +axwell has used two guidelines to measure his activity and determine his priorities. ;ne of these is the -areto -rinciple. This principle, also *nown as the 1,51 rule, states that 51 percent of your activities will account for 1 percent of your results. Therefore, if you have a list of '1 items you do, 5 of those items will be worth 6 or '1 times more than the other items put together. This principle connects strongly to what we at The Iohn +axwell .ompany call the ?ule of 6. Inspired by Iohn +axwells ?ule of 6, our team created our own ?ule of 6 F a list of items we do :N:?$ day F and encourage you to do the same. ?Theres never eno'gh time to do everything2 b't theres always eno'gh time to do the most important thing A 1 7hether you are creating a ?ule of 6 for your organi&ation or yourself, the following few tips will help you get started. '. 7rite down your main goal. This will be your guiding light as you create your ?ule of 6. $our ?ule of 6 are the steps you must ta*e in order to achieve your goal.
5'

5. 2uild your DimportantE list. This can be done in a variety of ways: a5 +a*e a to,do list for your day. Include everything that must be done that day, as well as items you aim to complete over time. or b5 7rite down a list of every thing you do to be successful. This can range from reading and writing to engaging with team members and building relationships. #. ?an* the items in order of priority. If various items are similar, you can categori&e them to help with the prioriti&ation process. ". =ighlight the top 51 percent of your priorities and ma*e a memorable list of 6 things that allows you to allocate the ma/ority of your time to those things. 6. -rint your ?ule of 6 and hang it where it is freHuently seen. ?epetition is *ey. 3fter completing these 6 steps, confidently live out your ?ule of 6 every dayK even on wee*ends, and even when youre busyL If you are still having difficulty creating your ?ule of 6, see* input from those who *now you best and *now your role. Sit down with a supervisor and as* him or her to spea* into your ?ule of 6. ?egardless, the *ey is that the items on your ?ule of 6 must be done every day and have to be simple enough to achieve every 5" hours. D7hether youre 51 years old or 61 years old, you and I in order to be effective really need to do the very best we can every day , utili&ing our time, gifts and resources to ma*e a difference.E 5 Leaders, what did you discover in the process of creating your ?ule of 68 7ed love to hearL Share with us in the comments below or on 9aceboo* or on Twitter using the hashtag =3'leof*. RRRRR 9nfl'ence 9nsights from the Life of Kac,ie 3obinson !A life is not AsignificantB e=cept in the impact it has on other lives. S Iac*ie ?obinson The recent film, "5, tells the story of Iac*ie ?obinson becoming the first 3frican,3merican to play +a/or League 2aseball. The talent, bravery, and poise he displayed helped to bring about the desegregation of professional sports in the >nited States. In brea*ing the color barrier in baseball, the life of Iac*ie ?obinson offers valuable insights on the nature of influence. 964LBE6CE 9679&HT7 1F Leadership is infl'ence +anipulating others, forcing people to do your bidding, arbitrarily granting privileges to some people while excluding others%none of these behaviors represents legitimate influence. I agree with =arry 3. ;verstreet, DThe very essence of all power to influence lies in getting the other person to participate.E 2ranch ?ic*ey, owner of the 2roo*lyn )odgers, bro*e down barriers to participation in a very meaningful by inviting Iac*ie ?obinson to tryout for his team. ?ic*ey leveraged his personal leadership and resources so that ?obinson could have the opportunity to play. $F 0ith infl'ence comes responsibility ;n one occasion, after spea*ing at a conference, a man congratulated me. DIohn,E he said, Dit must be so exciting getting to spea* to thousands of people li*e you do.E =e was rightKin part. Leadership is extremely gratifying, but its also incredibly burdensome to feel the weight of responsibility. Iac*ie ?obinson must have been thrilled to be playing baseball on the sports biggest stage. $et, I cannot imagine the intense pressure he must have felt to perform well on behalf of everyone hoping that his success would promote the cause of racial eHuality in 3merica. %F !'r infl'ence with others is either positive or negative 7hen Iac*ie ?obinson first came to the 2roo*lyn )odgers, some of the players circulated a petition threatening to boycott the organi&ation as long as ?obinson was on their team. 3s the teams star player, -ee 7ee ?eese could not remain neutral on the matter. =e *new everyone would be loo*ing to him for leadership. )espite having grown up in then,segregated Louisville, @entuc*y, ?eese refused to sign the petition. In fact, when the )odgers too* an early,
55

season road trip to .incinnati, ?eese made a point to put his arm around ?obinson in a public gesture of friendship and acceptance. (F 9nfl'encers add val'e to others Iac*ie ?obinson gained influence on account of the tremendous value he added to the )odgers baseball team. =e was a good hitter, solid fielder, and his ama&ing speed on the bases made it incredibly difficult for opposing pitchers to concentrate. The specific benefits he provided to the team opened the door for him to have a broader influence on culture. * 9nfl'encing others is a choice Influence starts on the DinsideE and then spreads to the Doutside.E It comes about, not as a result of what happens to you, but due to what happens in you. 7hen you have decided who you are, and what you stand for, then its far easier to have positive influence. 2efore ever setting foot in a +a/or League baseball stadium, Iac*ie ?obinson made a commitment not to retaliate to any taunts or insults. =aving pre,decided how he would conduct himself on the field, ?obinson later was able to maintain his composure despite the vicious racial slurs heaped upon him. There are people whose feelings and well,being are within our influence, and we will never escape that fact. 7ho are you responsible for as a leader8 In what ways can you add value to their lives8 I invite you to share your thoughts on how to successfully manage the burdens associated with leadership. @onitoring @otivation *+hat,s my moti"ation%( Thats the Huestion crossing our minds when the alarm goes off at C:11 in the morning. Thats the Huestion we pose to ourselves at the office when the cloc* rolls past 6:11 pm and there is still wor* needing to be done. 3t some point, all leaders must consciously face the Dmotive HuestionE%7hy am I doing what I am doing8 7hy do I want to lead, really8 7hy do I desire influence8 :xperience has taught me that why we do something will ultimately determine what we do. 3ction flows from intention. 9or this reason, its imperative for us, as leaders, to regularly evaluate our primary motivations. ;ur motives have as much to do with accomplishing our mission as do our gifts and talents. 2ono, lead singer of >5, recalls a time when he and his bandmates as*ed, D.an we relax8E following their early commercial successes. In that moment, he pushed the group to continue its Huest to be relevant. DIf youre /udging where we are by Twhat we can afford to buyU, its a dangerous measure. I /udge where we are by how close I am to the melody Im hearing in my head, and how close are we to what we can do as a band to reali&ing our potential.E >5s long,running influence has perhaps been driven as much by the groups passionate drive to reach its potential as by its musical genius. -eople can perceive wrong motives in their leaders, given enough time. That is, any gap between a leaders stated reason for acting and the actual source of their behavior eventually comes to light. <ow, it would be disingenuous to deny that we occasionally act inconsiderately, or for self,centered reasons. The *ey is to admit these lapses in /udgment. -eople are less forgiving about the wrong motives we fail to ac*nowledge, than they are with the wrong behaviors we confess. ?ight motives are crucial because leadership functions on the basis of trust. 3s leaders, our motives reveal our heart, and our teammates must believe we have their best interests in mind in order for us to be credible. ;therwise, people feel li*e were using them to advance our personal agenda instead of feeling as if they are valuable contributors to the organi&ations vision. Ouestioning your motive is different than Huestioning your character. +otives are usually attached to specific situations and are often short in duration. .haracter, however, is connected to the heart, and is with you in all situations. Therefore, you can have a temporarily flawed motive and still possess a solid character. >sually, character serves as a corrective for misplaced motives. That is, we tend to bring motives into alignment with who we are on the inside.
5#

3E4LECT5 3s a leader, you li*ely are driven by one or two of the following motives. :xamine them, and respond as honestly as you are able. ?ate yourself on a scale of ','1, with D'E indicating low motivation and D'1E representing high motivation. <otice your two highest scores. @!T98E 15 $ou want to advance yourself. A$our personal status, wealth, powerB @!T98E $5 $ou want to advance a pro/ect. A3 new product or serviceB @!T98E %5 $ou want to advance a cause. A3 specific mission, hidden or unhiddenB @!T98E (5 $ou want to advance the organi&ation. ASuccessMrevenue for the companyB @!T98E *5 $ou want to serve and benefit people. AImprove peoples livesB <ote: <one of these motives are essentially wrong. @nowing your primary and secondary motives, however, may shed light on your behavior, your emotional reactions to decisions, and the tone of your relationships within your organi&ation. =aving considered the forces driving you to see* increased influence, what steps can you ta*e to monitor your motivations on a regular basis8 I would be grateful to hear your ideas. 0hats so critical abo't simple2 daily practices> The 3'le of *: it is different for each person and organi&ation. The ?ule of 6 is a series of things that you see* to practice :N:?$ day. Inspired by Iohn +axwells ?ule of 6, the team at The Iohn +axwell .ompany created its own. This past 9riday, we showcased our ?ule of 6 on our blog. The 6 things we practice every day include: Lead, ;row, 7reate, 6=cel and #erve. :ach of these adds value to our team members and organi&ation. =owever, without consistently aiming to achieve these 6 things, the ?ule of 6 does not foster growth. 7e must practice The Law of .onsistency when it comes to the ?ule of 6 in order to benefit. ?@otivation gets yo' going2 b't discipline ,eeps yo' growing Thats the Law of Consistency 9t doesnt matter how talented yo' are 9t doesnt matter how many opport'nities yo' receive 9f yo' want to grow2 consistency is ,ey A 1 This statement rings true for our team. 2y consistently being reminded of the ?ule of 6, it becomes a way of life, as opposed to 6 simple words. 7eve seen great growth within our team since building a ?ule of 6 into our framewor*. ;ur goal is to inspire, challenge and eHuip leaders to live out leadership. ;ur approach is simple, but demands commitment and discipline. The Iohn +axwell .o. ?ule of 6 creates 6 simple steps and practices to be executed each day to gain momentum in our business. ?7mall disciplines repeated with consistency every day lead to great achievements gained slowly over time A $ In The 1, Invaluable Laws of ;rowth , Iohn writes about the advice of his friend, )arren =ardy, author of The 7ompound 6ffect. The concept highlights the importance of a series of small, smart choices and how completing them consistently over time will result in radical changes. .onsistency is *ey for growth and transformation. 3lthough its not easy, its critical for success. Iohn advises to be growth conscious instead of goal conscious. The ?ule of 6 represents an opportunity for growth each and every day. 7hen we practice consistency through the ?ule of 6, we succeed. 7e celebrate consistency in our team and ac*nowledge when we can improve. 3s you thin* through what you would li*e to do each day, here are a few ways you can begin to apply The Law of .onsistency to your life. '. D3lign your methods of motivation with your personality typeK ;nce you have a good handle on what ma*es your personality type tic*, then develop a daily growth system that is simple and plays to your strengths.E #

5"

5. D+a*e a list of everything you li*e about personal growth. If your list is very short, really wor* at it. 3nything you can find as motivation will help you to develop better growth habits.E " #. DThe more whys you have for pursuing personal growth on a daily basis, the more li*ely you will be to follow through. Start compiling those whys. Thin* of immediate benefits as well as long,term onesK 3ny reason to grow is a good reason as long as its your reason.E 6 These three tips will assist in ma*ing consistency a priority in your daily life. 3s a result, your ?ule of 6 will create growth opportunities over time if you execute well each day. 7hat do you display consistency in8 Is it your leadership, your spiritual development, your dedication to your family8 7ed love to hear. Share with us below or on 9aceboo* or Twitter using the hashtag: =3'leof* 9inally, chec* bac* next wee* as we wal* through steps and guidelines to create your own ?ule of 6. * Things 0e Do Each Day5 The Kohn @a)well Co 3'le of * ;ne of our main areas of focus at The Iohn +axwell .ompany is that we want to Dlive outE the principles Iohn teaches. ;ne that has been paramount to Iohns success is his consistent practice of the D?ule of 6E. The ?ule of 6 is simply a series of activities that you do E8E31 DA1 that are fundamental to your success. 9or Iohn, his ?ule of 6 are as follows: every day he reads, every day he files, every day he thin$s, every day he as$s %uestions and every day he writes. 3s an executive team, we set out to determine our ?ule of 6 for The Iohn +axwell .ompany. 7e had in,depth conversations about the daily disciplines that everyone in our organi&ation could contribute to, and when done consistently over time, would allow us to accomplish our organi&ations vision of inspiring, challenging and eHuipping leaders to live out leadership. So, here is our ?ule of 6 that we see* to practice E8E31 DA1 at The Iohn +axwell .ompany: Lead F 7e lead ourselves and our business to fulfill our purpose. &row F 7e grow ourselves and our business to achieve our potential. Create F 7e create world,class leadership resources and experiences. E)cel F 7e chase excellence in all we do. 7erve F 7e serve our clients, colleagues and community. After we defined o'r 3'le of *2 the ne)t step was to ingrain it in the hearts and minds of o'r team 0e did this a co'ple of different ways5 7hat we loo* at consistently gets embedded in our minds over time. So, we created a branded mini,poster, framed it for team members and as*ed them to *eep it on their des*s. :ach team member can easily access our ?ule of 6 every day at their des*s. 7e created a recognition game for two wee*s that whenever a teammate saw another teammate exemplifying one of our ?ule of 6 characteristics, they sent a short, company,wide email recogni&ing the person and how they lived out the ?ule of 6. The good news was that this exercise Huic*ly helped our team remember our ?ule of 6. 3s a bonus, it was a morale booster as teammates continually praised each other. ;verall, it was an incredible exercise that Id recommend every company do. 4ollowing are a few s'ggestions on how yo' can 'se a 3'le of * within yo'r organiJation5 3s* yourself daily if youve lived out the ?ule of 6. 3t the end of each wor*day, I loo* at our ?ule of 6 and as* myself D=ow well have I lead today8 =ow have I grown
56

myself and our business today8 7hat have we created today8 =ave I executed with excellence today8 3nd finally, who have I served today8V 3s you ma*e strategic organi&ational decisions, ma*e sure that they align with your ?ule of 6. If they dont, why not8 .ould it be that you have the wrong ?ule of 68 ;r, is the decision that youre loo*ing to ma*e moving you away from the daily disciplines and practices that ma*e your organi&ation successful8 +easure your teams performance by how well they practice the ?ule of 6. +a*e it a part of the conversation during your employee reviews and reward employees who consistently practice the ?ule of 6 with excellence. So, do you have a ?ule of 6 for your organi&ation, team or department8 If not, I challenge you to develop a ?ule of 6 and then practice it daily. Throughout the month of +ay, well be highlighting the ?ule of 6 and steps to create your own ?ule of 6. Share with us your ?ule of 6 and any best practices that would be helpful to others as they develop their own by posting a comment below, on our 9aceboo*, or Twitter using the hashtag: =3'leof* 9f yo' dream it2 we can help yo' achieve it Do yo' have a dream> 7e as*ed our community this Huestion last )ecember giving one leader the chance to have their dream fulfilled by The Iohn +axwell .ompany. 7e were thrilled with an overwhelming response of 6 dreams F each uniHue and inspiring. 3fter much deliberation, we were honored to fulfill the dream of )r. +ary ?obinson, the faculty leader at +ontgomery .ollege in 0ermantown. +ary serves as the 3ssistant -rofessor of ?eading, ?eading .oordinator, and )ept. .hair of .ommunications A3merican :nglish Language, ?eading, Speech, and 7orld LanguagesB. In addition. , +ary serves as an inspiration and path ma*er for students and members in her community. ?0hen the dream is right for the person and the person is right for the dream2 the two cannot be separated from each other A : Kohn @a)well2 P't 1o'r Dream to the Test 3fter finding out about the contest via Twitter, +ary *new this was her chance to potentially see it come true. She desired to provide !1 :,?eaders for a )evelopmental ?eading college course to inspire students to read, encourage growth through novels and leadership boo*s and integrate e,reading programs into her lesson plans. +onths after receiving the @indles, +ary shared about the impact it had on her community with us: 0hat did yo' thin, when yo' fo'nd o't that yo'r dream was being f'lfilled> 3t first I said to myself, no 73$L 3fter a few days, I felt a sigh of relief that I was well on my way to improving and increasing ?eading Literacy for students. I was grateful for the generous gift from The Iohn +axwell .ompany. Then, the 3mericans with )isabilities 3ct compliance of :,?eaders in the classroom was raised, and I thought that my dream would not come to fruition. So I identified a .ommunity of ?eaders including students at high schools, colleges, technical schools, single moms and dads, and youth 2ible study classes at an inner city church who would be able to benefit greatly from the :,?eaders. Can yo' share an individ'als story where there was great impact from the ED 3eaders> 7ollege #tudents .ollege students found the @indles to be D/ust what they needed.E 9rom catching up on the Twilight series to not carrying around bul*y boo*s to downloading course,reHuired reading, students are loving themL CDaving a $indle encourages me to read at anytime as oppose to having to pull out a boo$ for class. I have been reading more at home and on the bus.C , .oppin State >niversity Student C6'reading ma$es Eeading more pleasurable because you donFt have to carry a lot of heavy te=tboo$s.C , Towson State >niversity Student
5C

1outh at an Inner 7ity 7hurch 7hen we handed the @indles to the youth at an inner city church, I stepped bac* and observed how excited they were to download the 2ible. 3t this years 0ood 9riday service for youth and young adults, they were using their @indle,edition of The 2ible to search for the scriptures throughout the service. #ingle :others I now have three single mothers using the @indles to read boo*s to their children. This observation was tear dropping for me because I foresee @indles as a means to increase family reading discussions. 3s a company, were pleased to see leaders li*e +ary wor*ing toward growing others in immense ways. +ary had the chance to see her dream come to fruition and immediately too* that step. :ven when she reached a roadbloc*, she turned it into a success for the community. +ary left us with one final note: ?7'ccess is ,nowing yo'r p'rpose in life2 growing to reach yo'r ma)im'm potential2 and sowing seeds that benefit others A D Kohn C @a)well Leaders, how have you seen a need and moved forward to help others grow8 7ed love to hear your story of ma*ing dreams realityL Learning from The 9ron Lady Times of crisis almost always create memories we loo* bac* on as defining moments in leadership. They send us on a tra/ectory, either good or bad, towards some destination. +any of us reali&e our Dlife purposeE through this *ind of an experience. Ive always loved this Huote by 7inston .hurchill: DThere comes a special moment in everyone*s life" a moment for which that person was born. That special opportunity" when he sei0es it" will fulfill his missionGa mission for which he is uni%uely %ualified. In that moment he finds greatness. It is his finest hour. E 2ased on my experience, .hurchill was exactly right, and today Id li*e to explore the concept of leading through adversity by loo*ing at the story of another 2ritish leader: +argaret Thatcher. ;n 3pril 5, '( 5, +argaret Thatcher faced a crisis when 3rgentinean forces invaded the 2ritish,administered 9al*land Islands in the South 3tlantic ;cean. 2ritons were outraged to have their territorial sovereignty violated. =owever, others Huestioned the wisdom of going to war over tiny islands located halfway around the world. Thatchers own party was divided as to whether the >@ should send forces to reclaim the 9al*lands. To further complicate matters, military experts disagreed on the viability of conducting a coordinated attac* ,111 miles from London. :ven those optimistic of 2ritish victory *new conflict would be a ris*y venture. 3dditionally, some in the press Huestioned whether a female leader would have the fortitude to commence military operations. D)oes she have the stomach for it8E as*ed one newspaper headline. .ommitted to protecting the residents of the 9al*lands and resisting 3rgentinas aggressive ta*eover, Thatcher Huic*ly ordered her military commanders to win bac* the islands. The next months were excruciating for Thatcher as she received updates on naval engagements in the South 3tlantic. 7hen 3rgentinean airplanes san* the =+S Sheffield, she had to deliver the news of the sailors deaths to 2ritish public. :motionally she was devastated, and later she recalled the difficulty of maintaining her composure when spea*ing to the nation on television. The whole ordeal was traumatic for her, with the wars outcome hanging in the balance for several wee*s. 9inally, after !" days, the 2ritish liberated the 9al*lands, and Thatcher celebrated the end of a successful military campaign. =er popularity soared following the conflict as she earned praise for her unwavering conviction and firm leadership. Indeed, the war mar*ed a turning point in her political career, propelling her to reelection.
5!

+hat can be learned from the way -argaret Thatcher handled the .al#land &slands crisis% 1F 0hen going thro'gh crisis maintain a 'nited front on yo'r leadership team +argaret Thatcher did not allow internal dissension within her partys ran*s to persist. 3s soon as the decision had been made to go to war, she made certain that everyone within the .onservative -arty publicly bac*ed it. In this way, she inspired a sense of unity in support of the war effort. $F 0hen faced with diffic'lt choices d'ring a crisis2 cons'lt yo'r conscience and val'es Then act decisively Inundated with advice from all sides, Thatcher easily could have become paraly&ed. Instead, she too* a stand on principle and guided 2ritain steadfastly in accordance with her sense of right and wrong. %F 3espect is most often gained on diffic'lt gro'nd <o leader relishes crisis. =owever, +argaret Thatcher found out that hard times can actually be an opportunity for leaders to prove their merit. The war allowed Thatcher to demonstrate her character and competence, and she gained influence as a result. Dow have times of crisis shaped your leadership3 What advice would you give to others who may be presently facing a critical moment in their leadership3 I encourage you to /oin in the conversation by sharing your comments and Huestions about handling crisis. Leading Thro'gh Crisis ?ecent events in 2oston, +3 and 7est, TW have reminded us of a star* reality: we cannot escape crisis situations. 3lthough unable to avoid them, we can learn to lead people through them. In fact, dar*, difficult times may be the moments when leadership is needed the most. 7hile very few of us will ever be responsible to lead in the aftermath of a large,scale catastrophe, we all encounter times of intense difficulty within our organi&ations. 2y nature, a crisis urgently demands attention, and yet it can be difficult to *now how to respond to sudden adversity. +y hope is that this lesson eHuips you to lead others with poise and confidence through the storms of life. - P396C9PLE7 4!3 HA6DL96& C39797 1F Discover and define the real problem 3s +ax )e -ree noted, Dthe first responsibility of a leader is to define reality.E Leaders must wade into the mire in order to learn precisely what has happened and to ma*e sense of current conditions. $F Act G'ic,ly %F Provide reass'rance The place to handle a crisis is not from behind a des* but in front of the people. 3 leaders visible presence during times of crisis inspires confidence and gives others a sense of security. .ertainly, the ability of leaders to control their own emotions is paramount during crisis. In addition, preparation is *ey. ;bviously, some crises are completely unforeseeable. Still, organi&ations can drawn up strategy plans in anticipation of an emergency. .ompanies with an emergency plan in place are far better positioned to handle a sudden crisis than those in which the leaders must operate on the fly. (F 7implify the sit'ation In times of crisis emotions run high and circumstances appear overwhelming. To ma*e clear,headed decisions, a leader has to step bac* from events to determine the aspects of a situation that are beyond repair and to identify the main issues at sta*e moving forward. )uring a crisis, I ma*e a point to withdraw from everything momentarily to list out my top concerns. I then assemble my core leadership team, gather their input, and amend the list accordingly. -utting the main issues on paper helps me to wrap my mind around the crisis and to stay focused amid chaos.

*F Enlist s'pport of infl'encers In every organi&ation, a small group of people holds the ma/ority of influence. )uring a crisis, devote extra attention to ma*ing sure *ey influencers are on board with your plan to handle the crisis. +F Decide to ta,e action one step at a time In crisis, conditions are in a state of flux. 9or this reason, plans extending too far into the future are doomed to failure. 7hen confronting a rapidly changing situation, its wise to concentrate on the near,term. 9ocus on ma*ing the next step, let the dust settle, and then reevaluate the situation. -F Do what is right and not what is easiest )ifficult problems seldom have simple solutions. ?efuse to cut corners or to lower your ethical standards to ma*e the situation easier. Instead, hold to your convictions and put the needs of your people ahead of your personal comfort and convenience. Li*e his boo*s, all of Iohn +axwells leadership development and personal growth articles are easy to understand and easy to implement. 9or direct access to new leadership articles each month, subscribe to our bi,monthly electronic newsletter, Leadership 7ired. 9or permission to reprint or reproduce any content in these articles please complete this .opyright -ermission 9orm. .opyright 51'# The Iohn +axwell .ompany. 3rticles accessed via http:MMwww./ohnmaxwell.com may not be reprinted or reproduced without written permission from The Iohn +axwell .ompany, except for brief Huotations in critical reviews or articles. Ta,ing the 7tep Toward 9ntentional &rowth5 9nsider 8iews on The @a)well Plan 0rowth doesnt /ust happen. 0rowth is intentional. :ach of us has the opportunity to choose growth or to be complacent with where we stand. D$ou cannot change your life until you change something you do every day. 2y learning the laws and then living them, you will be on your way to reaching your potential. If you *eep learning and growing every day over the course of many years, you will be astounded by how far it will ta*e you.E ' 3s we move forward in our careers, many opportunities cross our paths. This month, weve been challenging The Iohn +axwell .ompany community to ma*e a change in their life and choose growth through the #1,)ay .hallenge. The #1,)ay .hallenge allows leaders to try The +axwell -lan for -ersonal 0rowth 9?:: for #1 days. $ou can find the free trial =:?:. The +axwell -lan is a one,year personal growth plan based on Iohn +axwells experience, methods, and teachings. 3s leaders trac* through the plan, they will also read and apply The '6 Invaluable Laws of 0rowth. The plan is designed to ta*e you from where you are to where you are going. Its a /ourney of discovery. Learning involves as*ing the right Huestions, gaining perspective, self, evaluation, and forming habits that apply what is learned. 7ere already hearing from countless community members about the positive changes they have seen in their own leadership and growth since beginning The +axwell -lan. Chec, o't a few of the testimonials here5 VIust wanted to drop you a note and let you *now that I have completed the first two months of the yearly growth plan and I love it. It /ust ta*es a few minutes a day and the consistency of daily growth has been ama&ing. $our team has done a wonderful /ob in laying it all out to *eep me focused on daily and monthly growth. Than* you.V , Hohn -rescott" 8eller Williams VI am fully convinced that the +axwell -lan has helped me to accomplish everything that I have accomplished since September. Than*s to The +axwell -lan, I have accomplished more in the past five months than I did in almost '6 years. It is all so surrealLV , Ehonda Auguste, The Wight Foundation Inc. VThe +axwell -lan has enhanced my potential as a leader in more ways than I can say. 7e
5(

have ta*en our trac* team from '5 members to 66 members within a year. It is ama&ing what you can do with a contagious spirit, excitement, and the right guidelines to do soK The program has proven imperative in our programs success and my day to day life.V , :iranda :ee$s" 7aldwell 7ounty :iddle #chool V9or decades the most successful have had access to professional coaches, mentors, and training to improve and get the most out of their talents, hopes, and dreams. <ow with the +axwell -lan for -ersonal 0rowth, these tools are available to each of us in a convenient affordable system. )onXt miss itLV , ;reg #mith" 7ompco Industries" 7I> :ach of these testimonials shows us that these leaders too* the first step toward intentional personal growth and are seeing huge rewards both in their careers and their personal lives. Its important to remember that we help determine the path and direction of our lives. In order to move forward with personal growth, we all need to understand how personal growth wor*s and want to grow. ?1o' M'st need to be a person who wants to grow and become better than yo' are today A $ )o you feel li*e that applies to you8 If so, then you have the opportunity to ta*e the first step today with the #1,)ay .hallenge. Ioin here, and be sure to let us *now about your experience with The +axwell -lan in the comments section below or on 9aceboo* or Twitter using the hashtag =1*Laws 0hat Drives &rowth> ;ne of my top five values is 0rowthL I wor* for Iohn +axwell, so how could I not love growth8 It demonstrates progress, it seems synonymous with life Aespecially living life to the fullestB, and it is often wrapped in passion Aanother one of my valuesB. I am privileged to wor* with a team that is passionate about continual personal and professional growth. 3t the Iohn +axwell .ompany, we celebrate it, we expect it and we DsellE itL 0rowth is within the very fabric of our organi&ational mission, company values, and the daily disciplines driving our business. ;ur team is most fulfilled when we share stories of a clients personal or professional growth. 7hat is it that drives growth8 3s important as it is have a growth mindset or attitude, I believe growth is a byproduct or outcome of a series of intentional practices that leaders and teams do as a part of their daily routine. There are many other things that go into a growing yourself, but I believe growth is driven by 7onsistency, 7elebration and 7hallengeL 1 Consistency The most successful growth of an individual, team or even a manufacturing plant is the concept of consistency. Its the )3IL$ commitment to a set of decisions or disciplines that create the greatest amount of tangible results. The leader that develops a plan has completed a very important step in the process of growth, but it is the leader that develops a plan and implements that plan that grows. 7e are witnessing that firsthand at the Iohn +axwell .ompany. 9or the past two years, we have met as a team on a wee*ly or bi,wee*ly basis discussing and applying Iohn +axwell content with a goal of professional and personal growth. The results are ama&ing in both personal confidence and team production. 7e believe the growth is as much a result of the consistency as it is the contentL $ Celebration +y six,year old daughter is small in stature but ma*es up for it in confidence and competitive /uices. There is no greater time of celebration around the .ole household than when we stand +aci next to the door /am and measure how much she has grown in the last three months . She loves to grow, she loves the results of growth, but mostly she loves the childli*e excitement )ad and +om express about how much she has grown.. There is a little *id in each of our leadership development /ourneys that loves the significance of progress. If you dont celebrate your growth or drive excitement around your teams growth, you are missing a *ey element to its
#1

sustainability. . DThat which gets rewarded gets doneE. 0rowth is no exception. If you want a culture of growth in your team or a discipline of growth in yourself, learn how to Dthrow downE with enthusiasm about advancementL % Challenge I love this statement that Iohn +axwell has been ma*ing in speeches lately: DIf you are at the top of your class, you need to change classrooms.E :ssentially, if you are not challenged, you will become complacent. $ou will stop growing and you will become stale or stagnant. 7hat have you done lately to challenge yourself to grow in a specific area of character or in a targeted competence8 I am proud of our teamL 7e have developed a comprehensive plan that challenges you to unloc* your potential. The +axwell -lan for -ersonal 0rowth is centered around Iohn +axwells ideaAsB on growth. If you dont have a plan, I encourage you get a plan, implement a plan and begin to celebrate growth. The +axwell -lan for -ersonal 0rowth is a great start because it will challenge you to become a better, a more effective version of $;>L I encourage you to start growing T;)3$. )evelop daily disciplines that consistently focus on growth. .elebrate every measure and 3LL evidence of growth. 3nd challenge yourself with a growth plan that will yield results in your effectiveness. Li*e his boo*s, all of Iohn +axwells leadership development and personal growth articles are easy to understand and easy to implement. 9or direct access to new leadership articles each month, subscribe to our bi,monthly electronic newsletter, Leadership 7ired. 9or permission to reprint or reproduce any content in these articles please complete this .opyright -ermission 9orm.
The 8al'e of !ne5 >nited ma*es Iohn +axwell leadership training available to all middle management personnel. So, his leadership principles saturate our corporate ethos to a large degree. 2ut recently, I experienced one of IohnXs principles first hand. I attended a training luncheon and as*ed Iohn a Huestion about layoffs that >nited was expecting to have. V=ow would you prepare for a conversation with a really good employee,E I as*ed, Dif you were going to have to let that person *now their /ob had been eliminated8E ?9T7 6!T A<!BT LEAD96& A TA7;2 9T7 A<!BT 964LBE6C96& A PE37!6 A =is reply really stuc* with me. CIf they are really great employees" I $eep them. I would do everything I could do in order to $eep them. Leadership, I learned, is about people. ItXs a very personal endeavor that has tremendous impact on an organi&ation. >nited, and the entire airline industry, tends to be VmetricV driven. Things need to be on time and in the right place. ItXs easy for upper,management to get dialed into the business of metrics and hitting those metrics on time. Its also easy for organi&ations to create a competitive environment for its employees. 2ut IohnXs response that day reminded me that behind every metric stands a person and every person is a potential leader. The Iohn +axwell .ompany teaches that its really about serving one another and putting people first. 7hen you begin viewing everyone in the organi&ation as a leader it changes the ethos. $our perspective shifts. -eople matter. ItXs great when you can loo* at the person with whom

youXre doing your /ob and *now that they have a purpose as a leader and that you matter to them. :stablishing community within an organi&ation is *ey. >nited had this but The Iohn +axwell .ompany leadership training, helped us go deeper with each other personally. This experience reinforced IohnXs mantra: VTeamwor* ma*es the dream wor*.V !Leadership" I learned" is about people. ItFs a very personal endeavor that has a tremendous impact on organi0ation. The Law of Contrib'tion5 - Tips to C'ltivate an Attit'de of &rowing !thers

#'

!Iut of what I had received in my development" I was also able to give. The confidence I gained from personal growth gave me credibility and made me believe I could start developing others. And in that" I found life*s greatest /oy and reward. 1 Isnt one of the most satisfying things seeing the success and growth of those you invested in at one point8 Iohn +axwell explains in The '6 Invaluable Laws of 0rowth that by growing yourself, youre enabled to grow others. =owever, even when you are generous with your *nowledge and s*ill, you must be intentional in your efforts to add value to others. -ositive Hualities we possess can be multiplied when we cultivate an attitude of contribution. .hec* out this list of ! ways to develop a mind,set dedicated to growing others: 1 <e &ratef'l DI am the recipient of many benefits that I do not deserve and did not earn. Someone else paid for them. I am gratefulL =ow do I show my gratitude8 2y daily pouring into others and passing on to them the things that will allow them to run far and achieve beyond what I have done.E 5 Something we *now and believe is that no one succeeds alone. It is our calling to pass along the development and influence we have received over our lifetime. In paying it forward, we can multiply our efforts, trusting that those we lead will also wor* to grow others. $ P't People 4irst D-eople continue on. 7hat you give to help others builds them up enough that they are able to give to others. Its a cycle that can continue on long after youre dead and gone.E # 7hen you thin* of successes in your life, what do you remember8 Li*ely you remember the people with whom you shared those wins. -eople are a huge part of our lives, and as leaders, our actions impact so many. 2y building our people up and putting them first, we show that they are valuable and worthy of great growth. % Dont Let 7t'ff !wn 1o' D.ontributors ta*e the stuff they own and use it as an asset to ma*e this world a better place to live. 3nd they do this regardless of how much or how little they have.E " So many people pride themselves in what they own. This doesnt bring /oy or benefit to anyone. Instead, we must let go of what we have and give it to others. Time, attention, money and resources F all can benefit others in great ways. ( Dont Let People !wn 1o' DIts hard to give yourself away when someone else owns you. I wanted to be able to value people with no strings attached.E 6 3lthough we consistently benefit from others, we cant become indebted to them. 7hen we are DownedE by others, we dont have the chance to give what and when we want. Instead, we must aim to be on the giving side of every relationship. * Define 7'ccess as 7owing2 6ot 3eaping DIf you live life with the intention of ma*ing a difference in others lives, your life will be full, not empty.E C So often people sow with the expectation of Huic* returns and are disappointed when that is not the case. Instead, we must sow and be prepared to wait for the harvest in due time. )uring that time, ta*e a step bac* and recogni&e the immense impact you have on others. That is the true reason for living. + 4oc's on 7elfDDevelopment2 6ot 7elfD4'lfillment DSelf,fulfillment means doing what I en/oy most and will receive the most stro*es for doing, while self,development means doing what I am talented and uniHuely fit to do, and that becomes my responsibility.E ! 2y focusing on self,development, we ultimately show that growing ourselves allows us to grow others. ?egardless of our situation, we can always grow ourselves. Ta*e advantage of every opportunity for self,development.
#5

- ;eep &rowing to ;eep &iving D7henever people stop actively learning and growing, the cloc* has started tic*ing down to a time they will no longer have anything left to give.E 7e cant hit plateaus and be complacent with where we are. 7e must play to win, rather than playing not to lose. ?ising leaders want to learn from those who are leading themselves well. That leadership begins with intentional growth. ;verall, we must apply these ! tips to our daily lives to pursue growth so that we may invest in others. 0iving of ourselves leads to the most rewarding harvest: leaders who attribute their growth and success to our dedication to development. Today, write down how you can be intentional with your growth. 7hich of these ! tips must you commit to in order to contribute to others8 7ed love to hearL The %" Day Challenge5 A Personal Development Plan The +axwell -lan for -ersonal 0rowth #1 )ay .hallenge is a personal development plan that is offered completely free to help you if youre stuc* in your personal growth. This leadership development program will focus on goal,setting, and it is designed for anyone who is interested in creating a positive direction for their lives. )uring the #1 days youll get an opportunity to benefit from Iohn .. +axwells considerable coaching experience. 9or more than "1 years, he has inspired millions of people around the world through his boo*s and spea*ing engagements. In total, he has written over !1 boo*s and spo*en at thousands of conferences, seminars, and leadership development wor*shops. The %" Day Challenge5 A Personal Development Plan Iohn understands how people are eager to improve their circumstance, but remain stuc* because they are not clear on how to improve themselves. 3s a result, he has designed this leadership development course to move you from feeling stuc* to stepping into a flow of new opportunities. 2esides instructions on how to set goals and ma*e plans, youll also receive a variety of additional resources to ma*e you an expert goal,setter. :verything is designed to help you achieve one single thing%getting unstuc*. 7hile, of course, change will not happen in a single day, over a period of #1 days you will be inspired to set clear goals that perfectly match your values. $oull also learn through this leadership development course how to maximi&e your limited resource of time by prioriti&ing your actions, as well as how to brea* through any limiting beliefs that might be holding you bac*. 3lthough the +axwell leadership training approach will be simple, it will also be highly practical. It will train you to commit to your ideals and learning the discipline necessary to ta*e the necessary action each and every day to move you toward the future you really want to live. In short, it will develop the leader within and help you to ta*e charge of your own life and affairs. @ore on the %" Day Personal Development Plan Template Iohn will teach you practical strategies on how to create sustainable growth on a daily basis. This will transform your personal life, as well as your career and financial success. 7hen you practice the principles that he teaches, you will be able to close the gap from where you are now to where you want to be. $ou will learn how small actions ta*en consistently over time can lead to extraordinary results. 3dditionally, you will become increasingly more self,aware and identify those aspects of your thoughts, feelings, and behavior that may be holding you bac* from living the life that you really want for yourself. Imagine living with a Dcan doE attitude and becoming a progressive thin*er who is eager to find the most effective strategies for continuous growth and eager to apply them to improve all aspects of your life.
##

<eyond the %" Day Personal Development Plan Template If you li*e the #1,day course, youll be given the opportunity to /oin the one,year course. 7hile the #1 days will teach you how to be intentional, it may not be enough for some people. .onseHuently, the one year plan will deepen your experience of progressive thin*ing about how to live your life. $ou will learn even more methods based on Iohn +axwells years of experience in teaching adults how to consistently improve their personal and professional life in as little as ten minutes a day. If youre interested in an invaluable ongoing personal growth resource, then youll be excited to learn that the carefully designed '5 month online program will ma*e this your best year ever. The :a=well -lan For -ersonal ;rowth is a synthesis of success principles and practices derived from the lessons that Iohn has been teaching millions of people for more than four decades. The 1$ @onth Personal Development Plan Template5 A 1ear of 9nspired Action 7hen teaching leadership development, Iohn does not use the word DinspireE lightly. 7hen he tal*s about it, he is referring to its original meaning, which is to Dbreathe into.E In other words, his teachings aim to breathe new life into your level of personal management and leadership. $ou will become a value,generator, a person who ma*es a significant difference in his or her circle of influence. This, of course, includes your family and friends, your business, and your community. ?egister right now for the completely free #1 )ay .hallenge on leadership development. 7hen you do, youll also receive an additional free gift, D Applying The Laws If Lifetime ;rowthE an audio lesson from Iohn. <'ilding 1o'r Leadership Team Todays organi&ations need dynamic leaders perhaps more today than any other time in history. In an age where bail,out and ban*ruptcy sit atop our short list of conversation, starters, now is the time to collectively focus on finding the light at the end of the tunnel. >nfortunately, leadership is what has landed us here and eventually, leadership will guide us out. Everything rises and falls on leadership This statement proves true for every organi&ation, team and even individual. The smart investment in todays economy involves character, values, courage and favor as the currency. So, how do you build a leadership team8 Listen to IohnXs response: The Law of 9ntentionality5 <ridging the &aps to &rowth There are countless Huestions leaders can as* themselves to gauge their growth. 9or example: =ow can I improve8 =ow can I gain wisdom8 =ow can I improve relationships with those around me8 :ach of these Huestions offers great insight into progress and growth. =owever, in order to move forward, leaders must apply the insight and be intentional in bridging the gap between plans to grow and true growth. 3s leaders throughout the world wor* through The :a=well -lan for -ersonal ;rowth and read The 1, Invaluable Laws of ;rowth , our team would li*e to share a few ways you can ensure you are constantly growing as a leader. ?9f yo' have dreams2 goals2 or aspirations2 yo' need to grow to achieve them <'t if yo're li,e 9 was D and if yo' are li,e most people D yo' have one or more mista,en beliefs that create a gap that ,eeps yo' from growing and reaching yo'r potential A 1 :ach of us has the opportunity to bridge that gap. 2ut we must ma*e that a goal and follow through. Ioin us as we dissect a few traps we often get stuc* in that hinder our personal growth:
#"

The Ass'mption &ap D<o one improves by accident.E 5 -ersonal growth does not come naturally to us. Leaders must ta*e ownership of their own growth, and ta*e individual steps to figure out a plan for growth. The ;nowledge &ap DI was hoping that someone had figured Ta growth processU out, and I could simply learn from him. <ot one person said yes. <obody in my world had a plan for growing and improving. I didnt *now how to grow and neither did they.E # )ecide where you need to grow and intentionally plan how you are going to learn lessons to get there. 2eing disciplined in your growth process is imperative to help you not get stuc* in the lie of DI dont *now how to grow.E The @ista,e &ap D0rowing can be a messy business. It means admitting you dont have the answers. It reHuires ma*ing mista*es. It can ma*e you loo* foolish. +ost people dont en/oy that. 2ut that is the price of admission if you want to improve.E " 0etting over the fear of ma*ing mista*es is hard. =owever, all leaders must overcome that fear if they want to grow. :xpect to ma*e mista*es every day. 7ith each mista*e, we learn and fail forward. 7elcome mista*es as a sign that you are moving in the right direction. The E)pectation &ap DI dont *now anyone who thin*s growth comes Huic*ly and climbing to the top is easy.E 6 )ont be surprised when growth gets difficult at times. 2ut with the right mindset, determination and an action plan, you can succeed despite all odds. The 9nspiration &ap D7hen .urt suggested I needed to be intentional about growing, I had thousands of reasons not to do it. I didnt have the time, the money, the experience, and so on. I had only one reason to do it. I believed I should do it because I hoped it would ma*e a difference.E C Intentionality with growth does ma*e a difference. 3 little bit of growth each day lends to a lot of growth after '5 months. 3t the end of the year, you will be able to loo* bac* and see how far youve come. ;verall, growth can be hard. =owever, valuing personal growth is a crucial part of being a successful and influential leader. Ta*e the steps to grow today and see your leadership transform over time. 0rowth begins with a small step in the right direction. 9or a bit of inspiration to start, were encouraging leaders to give the D#1,)ay .hallengeE a try with a 4ree Trial of o'r @a)well Plan for Personal &rowth. If youre ready to be intentional with your growth, clic* here. Characteristics of 7'ccessf'l Coaches Successful coaches come with a variety of personalities. +i*e )it*a and 2obby @night exuded emotion whereas -hil Iac*son had a stoical demeanor. -at Summitt was the very picture of intensity, while Iohn +adden was gregarious and affable. 0eno 3uriemmas outspo*en and animated style paints a star* contrast to Tom Landrys poised and understated manner of patrolling the sidelines. $et, for all their differences, great coaches share a common set of characteristics that ma*e them successful. They :stablish Trust $ears ago I had the privilege of spending time with .oach )ic* Nermeil who guided the St Louis ?ams to victory in Super 2owl WWIN. )uring our conversation, I inHuired about his number one priority in leading his team. 7ithout hesitating, he said, DIohn, anyone who has coached for long *nows that youve got to establish trust with your players before you can ever lead your players. Trust is the most essential thing to establish as a coach. -layers will not follow you completely until they can trust you completely.E ?eflecting on my experience, I agree wholeheartedly%trust precedes influence for every leader of a team. They Lend Perspective
#6

In the film =oosiers, <orman )ale A0ene =ac*manB guides the small,town =ic*ory =us*ers to the Indiana high school state semi,finals. In that era, schools did not compete in separate classifications based on enrollment. 9or this reason, =ic*orys players are about to play inside of the largest venue and in front of the biggest crowd that they have ever seen. Iust before the team ta*es the court, .oach )ale addresses them with the following words. ThereXs a tradition in tournament play to not tal* about the next step until youXve climbed the one in front of you. IXm sure going to the State finals is beyond your wildest dreams, so letXs /ust *eep it right there. 9orget about the crowds, the si&e of the school, their fancy uniforms, and remember what got you here. 9ocus on the fundamentals that weXve gone over time and time again. 3nd most important, donXt get caught up thin*ing about winning or losing this game. If you put your effort and concentration into playing to your potential, to be the best that you can be, I donXt care what the scoreboard says at the end of the game. In my boo*, weXre gonna be winnersL ;@8L The movie scene captures one of the primary duties of coaching: giving perspective to the team. .oaches foresee the thoughts and emotions that will be generated by an upcoming challenge. Then, they redirect the teams mindset away from fears and worries by reminding everyone of their strengths and focusing their attention on the tas* at hand. They !rchestrate People If assembling talent was the only thing needed for success, the <ew $or* $an*ees would win championships year after year since they regularly have the highest payroll in baseball. =owever, as longtime 2oston .eltics coach ?ed 3uerbach observed, VThey said you have to use your five best players but I found you win with the five who fit together the best.V The best coaches arrange a collection of individuals into a harmonious whole. They Ens're Preparation .oaches dream in Ws and ;s. They pore over video footage of their opponents loo*ing for wea*nesses to exploit, and they strategi&e the game plan most li*ely to set the pace of play to their teams advantage. =owever, once the game begins, even the most brilliant schemes cannot compensate for lac* of training. .ompetition has a way of revealing whether or not a team has made the best use of its practice time. The best coaches begin preparing their players long before they actually compete in a game. They condition the team to perform at its pea* mentally, emotionally, and physically by guiding them through drills and exercises. Legendary >.L3 bas*etball coach Iohn 7ooden had a favorite saying: D7hen opportunity comes, its too late to prepare.E .hampions may be recogni&ed during the course of a title game, but they are made months in advance. They Provide Discipline and Acco'ntability .oach )on +eyer nicely sums up a coachs aim in providing accountability to the team: D)iscipline and demand without being demeaning.E .oaches set expectations for the team and for individuals, and then inspire their players live up to those standards. 2y setting clear goals and expectations, coaches give players goals to stretch toward along with guidelines to ensure that they respect one another. The 8al'e of a Team ?6othing of significance was ever achieved by an individ'al acting alone Loo, below the s'rface and yo' will find that all seemingly solo acts are really team efforts A1 =ave you ever met a successful person who has not had support or guidance from another person8 ;ne of the most important factors to success is teamwor*. 7ithout a team, leaders rely solely on themselves and their own s*ills. Theres less room for growth, innovation and collaboration. Last +onday, we highlighted how Teamwor* +ultiples $our Talent. Today, wed li*e to dive
#C

a bit deeper into the value of a team for an individual. DThe truth is that teamwor* is at the heart of great achievement. The Huestion isnt whether teams have value. The Huestion is whether we ac*nowledge that fact and become better team players.E 5 3s leaders, we are called to cast vision for our teams, but also to get down in the trenches. In order to reach goals and achieve success, we must recogni&ed the importance of the team. =ere are some truths about teams according to The 12 Indisputable Laws of Teamwor$: 1 Teams involve more people 7ith more people comes more ideas, innovation and energy. 7hen one team member is struggling to move forward, others can step in to ta*e the baton. $ Teams ma)imiJe a leaders potential and minimiJe her wea,nesses ;ne of the best things leaders can do is to staff for their wea*nesses and focus on their strengths. :veryone can build on what they do best and not focus on their limitations. % Teams provide m'ltiple perspectives on how to meet a need or reach a goal 7ith a variety of ideas and options, teams create alternatives to choose from for each situation addressed. 7hen one person might feel defeated or focused on only one option, the team can bring new ideas to light. ( Teams share the credit for victories and the blame for losses 7hile individuals may en/oy getting credit for success, it can foster pride. 7ith a team, victories are shared and celebrated. 7hen teams fall short, they can pic* each other up and encourage each other to Dfail forward.E * Teams ,eep leaders acco'ntable for the goal 7ith a set goal in mind and a team behind the movement, leaders must be held accountable to others. It is easy for individuals to stray from the end goal when times get rough. Instead, teams can wor* through the difficulties for a greater reward in the end. + Teams can simply do more than an individ'al DIf you want to reach your potential or strive for the seemingly impossible , you need to become a team player. It may be a clichY, but it is nonetheless true: Individuals play the game, but teams win championships.E" If we want to win as leaders, we must embrace the value of teamwor*. Teams go above and beyond what an individual can achieve. Then, as a team, we can celebrate the wins Aand wor* through the lossesB together. 7e challenge you to loo* to those around you and visuali&e your life and career without their support. 7e have the opportunity to recogni&e and praise our team, or to act li*e we are capable without them. 7hile we may be capable, we cannot reach our full potential without our team. This wee*, write your team members a than* you note including specific ways they ma*e you and your organi&ation better. L'alities of Defining @oments 7hen did you first reali&e that you were a leader8 9or me it happened as a fifth grade student in +r. =ortons classroom. 7e were studying the legal system, and we planned to assemble a moc* courtroom with attorneys, a /ury, and a /udge. 7hen it came time to elect the /udge, +r. =orton passed out ballots, and we wrote down the name of the student who we thought ought to be the /udge. I voted for 2ill -hillips. =e lived down the street from me, and we played ball together. Truthfully, I thought hed be chosen as the /udge. $et, when we tallied up the votes of the twenty,seven *ids in the class, twenty,six
#!

had voted for me, and my ballot was the only one for 2ill. 9or the first time in my life, as a fifth,grader, I reali&ed, D;h, my goodnessL Im a leader.E +y experience in elementary school taught me that others loo*ed to me for leadership. $et while memorable, it wasnt defining. A defining moment is a challenge or crisis that demonstrates the leadership capacity that lies inside a person +y first defining moment, the first time I tested and proved my leadership, came when I entered my second pastorate. The congregation had a DbossE who basically ran the church. +y predecessor had left the church because of his relationship with the Dboss,E and it was rumored that the DbossE had run off two other previous pastors as well. +y first day on the /ob, as a 56 year,old *id, I called the DbossE into my office. I had an open, honest, courageous discussion with him. I shared how others viewed him as being negative and unli*eable, but I expressed my desire to wor* with him. Than*fully, I was fortunate enough to win him over, and he became a friend. +y conversation with the DbossE was a defining moment for meJ it mar*ed the first time I had ever done anything courageous as a leader. >p until then, I was more intent on ma*ing people happy than leading peopleJ I never had stood up against anything. 3fterward, I can remember feeling deep,down satisfaction, not only because the meeting went well, but because I truly had been a leader. I voluntarily had ta*en on a difficult assignment and succeeded. The experience was life,changing for me. It gave me tremendous confidence to ma*e other courageous decisions as I continued on my leadership /ourney. Defining @oments 3eveal The Hidden Potential 9nside a Person )efining moments dont ma*e the man or womanJ they simply reveal what is already inside. They either confirm a leaders competence or expose him or her as a fraud. They bring self,awareness to a leader, and they give followers the opportunity to see their leaders true colors. Defining @oments P'rify @otives I. ?. +organ said it best: !A man always has two reasons for doing anythingGa good reason and the real reason. )efining moments have a way of cutting through superficialities and pressing out the real reason. They do wor* on the inside of leaders, helping them to identify the driving force behind their influence. In my early leadership years, I would loo* at the people I was leading, and as* myself, D=ow can they help me8 =ow can I ma*e use of their s*ills to advance my vision8E ;ver time, defining moments brought my me,centered leadership approach to light, and I was able to refine my motives. I learned to loo* for the needs of those under my leadership and to as*, D=ow can I help them8E Defining @oments Accelerate !'r &rowth and @at'rity The pressure and stress of defining moments facilitate growth that would never happen under normal circumstances. I remember )r. Iohn 2ird .age warning me over lunch about my weight problems. Instead of listening to his concern, I argued with him throughout the meal and insisted that I was a healthy person. Later on, I suffered a heart attac*. The medical emergency had a wonderful way of convincing me that my physical health was an issue. The defining moment prompted me to ma*e long overdue changes to my physical fitness that I otherwise would not have considered. Li*e his boo*s, all of Iohn +axwells leadership development and personal growth articles are easy to understand and easy to implement. 9or direct access to new leadership articles each month, subscribe to our bi, monthly electronic newsletter, Leadership 7ired. 0hats the difference between two eG'ally talented teams> 0et an inside loo* at the world,class teaming experience we provide for 9ortune 611 .ompanies all around the globeL Ioin us for an experiential, content,rich wor*shop filled with engaging exercises, activities, and multimedia illustrations. Learn how to build and maximi&e the value of top,performing teams. 2uilt upon two of Iohn +axwells best,selling boo*s on teamwor*, The 12 Indisputable
#

Laws of Teamwor$ and The 12 6ssential Jualities of a Team -layer , this learning experience will enable you to: Identify the characteristics of good team players and successful teams Learn the impact that effective teamwor* has on *ey indicators of organi&ational success, including communication, collaboration, and employee development and morale 9acilitate meetings, reviews, and growth plans that support the individual growth and contributions of each teammate 2uild an effective team that multiplies and sustains production .reate a tangible action plan for you and your team to immediately implement + 0ays to &o <eyond Talent Throughout the past month, we have been highlighting ways leaders can go beyond talent. The reality is: DAs long as there are people in the world" there will be plenty of talent. What*s missing are people who have made the choices necessary to ma=imi0e their talent. 6mployers are really loo$ing for talent'plus people.E ' :ach of us has the chance to be talent,plus. $ou will not stand out with talent alone, but giving a little DextraE will multiply your efforts. 3s we close out this series of blog posts, wed li*e to highlight a few more ways to go beyond talent based on Iohn +axwells boo*, 2eyond Talent. Passion EnergiJes 1o'r Talent D-assion is more important than a plan. -assion creates fire. It provides fuel.E 5 -assion is what allows talent,plus people to move forward until they succeed. 7ithout passion, empowerment is difficult. -assionate people move beyond talent with enthusiasm and vigor. Co'rage Tests 1o'r Talent DTo develop and discover our talent, we need courage. The :nglish word courage comes from the 9rench word coeur, which means Zheart. 3nd we need to recogni&e that if we display courage, our hearts will be tested continually.E # 3s leaders, our hearts are of the utmost importance. .ourage molds our hearts. It allows us to *now the truth, see* change, be challenged and grow. Teachability E)pands 1o'r Talent DTeachability is not so much about competence and mental capacity as it is about attitude. It is the desire to listen, learn, and apply.E " 7hen we stop learning, we stop leading. To ma*e an impact as leaders we must expand our *nowledge base and pursue constant learning. ;ur hunger to learn will inevitably pour over into those around us. 3elationships 9nfl'ence 1o'r Talent DSurround yourself with people who add value to you and encourage you, and your talent will go in a positive direction.E 6 7ant to trace the success and failure in your life8 Loo* to the people you are around each day. Those you spend most time with will either lift you up or pull you down. 3im to spend your time with those you will help you to become talent,plus. 3esponsibility 7trengthens 1o'r Talent D<othing adds Zmuscle to talent li*e responsibility. It lifts talent to a new level and increases its stamina.E C Ta*ing responsibility provides a foundation for success. >pon that foundation builds ability, opportunity and reputation. 7hen leaders show responsibility, they not only improve their own lives and talent, but in turn, improve that of others. Teamwor, @'ltiples 1o'r Talent D7hats the best way to handle your wea*nesses8 -artner with others who have strengths in those areas. If you want to do something really big, then do it as part of a team.E !
#(

Teamwor* really does ma*e the dream wor*. 7e cant be perfect at everything. =owever, we can partner with people who succeed in areas where we miss the mar*. 2eing on a team with talent,plus people multiples your talent. ;verall, there are many influences that allow leaders to go 2eyond Talent and pursue leadership in new ways. Success is unlimited if we put each of these reminders into action. To learn more about the points featured in this blog post, chec* out 2eyond Talent. Leading from the @iddle of the Pac,5 Part $ In many areas of life, the middle is the most miserable place to be. 7heres the worst seat on an airplane8 The middle. 3isle seats are roomier, and easier to climb in and out ofJ window seats offer a better view along with a place to rest your head. 7hats the most difficult stage of school8 3rguably its middle school,,the aw*ward phase between the carefree days of elementary school and the growing independence of high school. :ven being born in the middle seems undesirableL 9irstborns en/oy a period of undivided attention from their parents, and the baby of the family typically gets doted on and spoiled. 7hile the eldest child gets all the glory, and the youngest child gets away with everything, the middle child often feels forgotten. Indeed, an entire sitcom has been built around the travails of middle children A+alcolm in the +iddleB. @a,ing the @ost of the @iddle +y contention is that leading from the middle of an organi&ation also comes with its share of challenges. In this lesson, Ill identify three of the foremost difficulties, and Ill give recommendations for dealing with them. +y hope is that youll gain insight on how best to navigate the challenges of supporting those above you while at the same time influencing those under your supervision. The Tension Challenge 2eing caught in the middle causes increased pressure. 3s a middle manager, you possess some power, but only indirectly. $ou depend on a higher, ran*ing leader to empower you with the resources and authority to do your /ob. 3lso, you are expected to ta*e initiative, but you must always be careful not to overstep your bounds. 9inally, youre sub/ect to an organi&ation culture that stems from the personality of your leader and affects the people on your team. $ou have limited influence on the culture from your position in the middle, but at the same time you do not have enough clout to change the companys )<3. <othing frees a person from tension li*e clear lines of responsibility. 3s a leader in the middle, proactively see* a precise understanding of whats expected of you. Then, initiate an ongoing dialogue with your supervisor concerning those expectations. ;nce youre clear on what areas you Down,E be careful not to abuse your power, to undermine your leaders authority, or to violate your bosss trust by shir*ing your responsibilities. The 4r'stration Challenge 9ollowing an ineffective leader gives rise to frustration. Some leaders refuse to delegate responsibilities, or even when they do, they micromanage every detail. ;ther leaders simply do not have the experience or s*ill reHuired to succeed in their position and subseHuently they limit the teams effectiveness. Still other leaders see* self,advancement at the expense of everyone else. ;ver the course of time, they wrec* relationships and sap morale. 7hile it can be infuriating to wor* for controlling, incompetent, or self,centered leaders, your /ob isnt to fix them. ?ather, as a middle manager, your tas* is to find ways to add value to them. 7ith this end in mind, fight the urge to withdraw from a relationship with an inept leader. Instead, search for your leaders strengths and find ways to maximi&e them. 7hen possible, see* permission to develop a game plan to complement your leaders wea*nesses. $ou must tread carefully here, not offering your opinion on a leaders shortcomings unless as*ed about them. =owever, if you get the opportunity to have a discussion about her wea*nesses, loo* for ways to shift wor*loads and responsibilities so that your leader can spend the bul* of her time in her strength &one. 9inally, tactfully expose your leader to good leadership resources Aboo*s, articles, etc.B.
"1

The @'ltiDHat Challenge Leaders in the middle have to be versatile enough to handle demands from those above them, partner with those beside them, and give direction to those below them. 7ithout setting the vision, they must be able to champion it to their team. 3s an additional complication, leaders in the middle are often responsible to meet deadlines without necessarily being the person directly doing the wor*. 9urthermore, they must constantly discern when to assert their leadership and when to play a bac*ground role. The secret of the multi,hat challenge is to be aware of changing contexts and to ad/ust flexibly to them. 9or a leader in the middle, priorities may shift at a moments notice. 7hile ma*ing sure not to neglect duties in any of his roles, he must as*: which DhatE deserves the ma/ority of my time and energy8 ;ftentimes, the teams ob/ectives will help to determine the best approach to ta*e. A Historic Transition 3t the end of the ?evolutionary 7ar, @ing 0eorge III allegedly as*ed his official court painter, 3merican,born 2en/amin 7est, about 0eorge 7ashingtons plans following the war. DThey say he will return to his farm,E 7est replied. DIf he does,E the incredulous monarch remar*ed, Dhe will be the greatest man in the world.E 3fter the defeat and surrender of the 2ritish forces, 7ashington wielded enormous power as commander,in,chief of the .ontinental 3rmy. ?evered by his troops and admired by the people of the >nited States, 7ashington could have arranged circumstances to obtain almost unlimited power. To @ing 0eorge III, one of the most influential men on earth, the thought of a war hero relinHuishing power and returning to civilian life was unfathomable. =ow could anyone of 7ashingtons fame turn down the opportunity to be crowned the supreme ruler of 3merica8 $et 0eorge 7ashington did exactly that. ;n )ecember 5#, '! # he appeared in front of the 3merican .ongress in 3nnapolis, +aryland, and after a modest speech, he resigned as 0eneral of the 3rmy. =e then returned to his home in +ount Nernon in time to have .hristmas dinner with his family. =owever, 7ashington would not stay on his estate long before the newly founded nation recalled him to public office. =e served eight years as -resident before once again ceding his power. =is decision to step down from set the precedent for holding the -residency only two terms and gave history a precious example of the peaceful transition of governmental power. The penultimate paragraph of his 9arewell 3ddress to the 3merican public reads as follows: In reviewing the incidents of my administration, I am unconscious of intentional error. I am nevertheless too sensible of my defects not to thin* it probable that I may have committed many errors. 7hatever they may be, I fervently beseech the 3lmighty to avert or mitigate the evils to which they may tend. I shall also carry with me the hope that my country will never cease to view them with indulgenceJ and that, after forty,five years of my life dedicated to its service with an upright &eal, the faults of incompetent abilities will be consigned to oblivion, as myself must soon be to the mansions of rest. Scarcely two years later, 7ashington died at his home in Nirginia. =is sensitivity to of his own shortcomings, his humility, and his demonstrable commitment to the wellbeing of his country provide an inspiring example that has endured more than two centuries. Truly, every leader must eventually /ourney to the Dmansions of rest.E Since our time on earth is short, let us, li*e 7ashington, live and lead in the service of others. Practical Application 'B 7tep o't and admit your faults. :ven if we do not pretend to be without flaws, we often pretend others cannot see them. 3t your next team meeting, candidly share a professional wea*ness you have as a leader. In all li*elihood, your team already *nows about itL Still, showing self,awareness on your part will give you grace with your team as well as opening the door for them to help you improve.
"'

5B 7tep 'p by leveraging your power on behalf of those without power. This suggestion comes from my friend, 3ndy Stanley. 2uild into the rhythm of your teams regular schedule, an event in which you give away the goods, or perform the services, of your organi&ation free of charge. The idea is to provide what your organi&ation does best%for free%to someone who could not otherwise benefit from it. -ersonally, do the same within your organi&ation. >se your connections, resources, or decision,ma*ing prerogative to add value to someone with relatively little clout in the organi&ation. -ractically, this may involve ma*ing yourself available for a regular mentoring session, supplying them with learning resources, or giving them the opportunity to attend a training and development conference. #B 7tep aside by delegating something you en/oy doing to a teammate who could, over time, perform it better. Its easy to entrust others with the tas*s we find unpleasant. Its not as easy to part with something we li*e to do. $et, in most cases one of our teammates is better suited for the tas*, having more talent and giftedness in the area than we do. Transition5 @anaging the ?9ns and !'tsA of Leadership I am often as*ed how to successfully manage leadership transition within an organi&ation. =ow do you end well8 ;r conversely, how do you start off on the right foot8 +y friend, 2ob ?ussell, has written an excellent boo*, Transition -lan, on the successful leadership changeover following his "1,year tenure at Southeast .ommunity .hurch in Louisville, @entuc*y. I highly recommend it, as his insights have greatly influenced my thin*ing on succession planning. >pon leaving my first pastorate, I did not train or eHuip anyone to replace me. 3s a result, the momentum I developed at the church evaporated six months later. I had failed to position the congregation to thrive in my absence. 9rom that experience, I learned that the ability to successfully hand off the reins of an organi&ation is a learned s*ill. In particular, I discovered that when transition is on the hori&on, leaders need toK 1F PLA6 AHEAD Leadership transition must be the number one priority of any leader who voluntarily steps away from her position of influence. In his boo*, 2uilt to Last, Iim .ollins Huotes Iac* 7elch, .:; of 0eneral :lectric as saying, Z9rom now on, Tchoosing my successorU is the most important decision Ill ma*e. It occupies a considerable amount of time everyday. =e spo*e those words in '((', nine years before his anticipated retirement. S 2ob ?ussell and 2ryan 2ucher, Transition -lan <o transition will happen smoothly unless the organi&ations core leadership team believes the change is in their best interest. 9or this reason, an outgoing leader must wor* closely with her inner circle to identify potential successors. Incoming leaders also need to plan ahead, for as the proverb says, D$ou never get a second chance to ma*e a first impression.E -eople are apprehensive of change and resistant to it. -our the fuel of uncertainty on top of change, and youre in for firewor*s. 3s a new leader, use every opportunity to paint a picture of where youre headed, and be intentional about reassuring *ey players of their value to the team. $our ability to communicate clearly and consistently will defuse some of the tension surrounding your arrival. $F 7A1 &!!D<1E 3t the close of my final sermon at S*yline .hurch in San )iego, /ust prior to my closing prayer, I explained to the congregation what it meant for me to say farewell. D7hen I say Z3men after this prayer, I am no longer your leader. )ont call me Zpastor. In fact, dont call meKI wont answer the phone. I will not officiate your wedding ceremonies, perform funerals, or respond to dinner invitations. I have loved every moment of my time here, and I love you dearly, but we need ma*e way for our new leader.E
"5

7hen you resign, leave. Let your successor do his /ob outside of your shadow. +a*e yourself available to your replacement for counsel, but only insofar as he initiates contact. :ven then, refrain from giving any unsolicited input. 3lso, when you lend advice, do not monitor whether or not your successor implements it. 3fter youre no longer in charge, you need to let go '11G. If youre the leader entering an organi&ation, you must gracefully, but firmly, say goodbye to your predecessor. I succeeded the founder of S*yline .hurch, -astor 2utcher, who was a highly effective and beloved leader. >pon my arrival, he offered to attend a neighboring church so as to be out of my way. I wanted him to be able to stay and en/oy the fruits of his labor. =owever, I was clear that I expected him to respect my leadership. In particular, I as*ed that he avoid critici&ing me in front of anyone in the church. In exchange, I promised never to badmouth any aspect of his prior leadership. ;n these terms, we had a great relationship, but it only happened because we were both mature leaders. %F P3EPA3E 4!3 &3!096& PA967 If you have ever gone through a ma/or change in life, then you remember it vividly because it was undoubtedly painful. :ven at their best, transitions are difficult. 3ccustomed to putting her imprint on the organi&ation, the outgoing leader experiences a season of withdrawal. +eanwhile, the new leader Huic*ly reali&es that not everyone is thrilled to have her in charge. -astor 2utcher, the leader I followed in San )iego, had the voice of an Irish tenor and was an accomplished pianist. Ouite oppositely, I mangle melodies whenever I sing. ;n +others )ay, -astor 2utcher customarily did not deliver a sermon. Instead, he invited the oldest mother in the church to sit onstage in a roc*ing chair as he delighted the audience with songs and moved them to tears with tender stories honoring motherhood. In contrast, during my first +others )ay in the pulpit, I gave a normal sermon. 3fterward, people came to sha*e my hand, as usual, but I must have had '11 people express to me how much they missed -astor 2utcherL 3n incoming leader would have to be extraordinarily na[ve or incredibly egotistic to thin* that he could ma*e everyone happy on his new team. In some ways, an incoming leader will never measure up to his predecessor. The new leader is bound to be inferior to the person hes replacing in at least one area. The *ey is not to attempt to live up to the legacy of the previous leader, but to begin crafting a legacy of your own. The Law of Awareness5 ( L'estions to Help 1o' ;now 1o'rself ?9f yo' want to change and grow2 then yo' m'st ,now yo'rself and accept who yo' are before yo' can start b'ilding A 1 The Law of 3wareness says you must *now yourself to grow yourself. 7hat that means is that in order to achieve growth, leaders must hone in on who they are and what they desire to do. =ave you ever sat down and reflected on your life and the person you are8 In The '6 Invaluable Laws of 0rowth, Iohn +axwell presents '1 Huestions to help you through the process of learning about yourself, accepting who you are and ta*ing the next step to achieve growth. To begin on that /ourney, chec* out a few of his Huestions here: 1 Do yo' li,e what yo're doing now> DIf youre not en/oying what you do for a living, you need to ta*e some time to examine why.E 5 So many people go through life doing a /ob merely to ma*e a living. They never pursue what lights their fire. It might be because they dont *now their passion. It might be out of fear. 7hatever it is, its important to find out why and tac*le it full force. $ 0hat wo'ld yo' li,e to do> D7hen you tap into your passion, it gives you the : P : factor: energy and excellence.E # 7or*ing on what youre passionate about gives you an advantage over others who are doing wor* they despise. Listen to your heart and ta*e note of what brings you /oy and excitement. -ursue what you want to do and what you love, and youll never wor* a day in your life.
"#

% Can yo' do what yo' wo'ld li,e to do> D$ou have to have some *ind of criteria for *nowing if the desire you have matches the abilities you possess.E " 7e all have dreams and passions. The Huestion is: do your s*ills fit in those dreams and passions8 Thin* about what you want vs. what you are good at. )o they align8 Its important that you do what you are good at in order to be successful. ( Do yo' ,now why yo' want to do what yo' wo'ld li,e to do> D)oing something for the right reasons also *eeps life less cluttered and your path clearer. <ot only is your vision clearer, but you sleep well at night *nowing youre on the right trac*.E 6 +otives matter. 3s leaders, we must loo* inside our hearts to determine the why behind the what. Satisfaction and success come from doing things you are meant to do and doing them for the right reasons. $ou have the chance to pursue your life calling. =owever, you must reflect internally before moving forward. 7hen we *now ourselves, we grow ourselves. 3fter the first four Huestions about how to find your purpose and passion, we are prepared to create a game plan. To find out how you can apply the answers to the previous " Huestions and pursue your passion, chec* out A 6ew &eneration of Coaching &reats 7hen the 9inal 9our tips off this wee*end, some familiar faces will be roaming the sidelines in ?ic* -itino of Louisville and Iim 2oeheim of Syracuse. Together, they have more than ',6!6 career wins, have ta*en " trips to the <.33 tournament, ma*ing eleven 9inal 9our 3ppearances and claiming two national titles. =owever, the hottest coaching commodities in college bas*etball and the coaches garnering the most attention these days are young enough to be these mens sons. In this tournament, we watched the rise of "#,year,old 3ndy :nfield, who led '6th seeded 9lorida 0ulf .oast >niversity on a .inderella run to the Sweet 'C and this wee* accepted an offer from the >niversity of Southern .alifornia. :nfields .inderella story has outshined two coaches who consistently produce teams from lesser *nown schools that contend come tournament time. 2rad Stevens of 2utler >niversity and Sha*a Smart of Nirginia .ommonwealth >niversity are #C and #6 years old respectively. :ven so, they are already veterans of the <.33 Tournament as both coaches too* their schools through the first round to the field of #5 this year. $ou li*ely remember the 51'' 9inal 9our, where Smart and Stevens faced one another. Stevens team won the matchup before going down to defeat in the championship game. =is 2utler 2ulldogs had finished as the national runner,up in 51'1 as well. To put the duos early,career accomplishments in perspective, Iim 2oeheim reached his first 9inal 9our in his eleventh season as a head coachJ -itino, his eighth. Smart too* N.> there in only his second year while Stevens guided 2utler there in both his third and fourth yearsL 7hat have these two young coaches done to achieve success so rapidly8 Id li*e to highlight three commonalities in their /ourneys to the pinnacle of college bas*etball. 9irst, each man has been unafraid to bypass good opportunities to give full outlet to their passions. Sha*a Smart has a fitting last nameJ he is highly intelligent and nearly aced the S3T in high school. =e was admitted into =arvard, but he chose to attend @enyon .ollege in ;hio to play bas*etball. =e starred as a point guard while at @enyon, and he also graduated magna cum laude with a degree in history. =is teachers told him that he had a promising future in academia. =owever, Smart was sold on bas*etball and pursued coaching instead. )uring his /unior year of college, 2rad Stevens secured a /ob at global pharmaceutical company :li Lilly. Though financially secure and on the fast trac* to corporate success, Stevens could not sha*e his love for bas*etball. In 5111, he resigned from :li Lilly and moved into a friends basement in order to volunteer with 2utlers bas*etball program. =e was about to start wor*ing at 3pplebees when 2utler offered him a role as an assistant%for /ust 4'!,111 per year. Second, each man made the most of a seemingly insignificant leadership platform, catching the eye of veteran coaches while wor*ing at summer bas*etball camps. Sha*a
""

Smart was such an upbeat, *nowledgeable instructor at )aytons camp that the universitys head coach, ;liver -urnell, decided to hire him. Li*ewise, 2rad Stevens impressed 2utler coach Thad +atta while helping out at a summer camp. 7hen Stevens Huit his /ob at :li Lilly, +atta gave him the volunteer opportunity at 2utler that eventually turned into a full,time position. 9inally, each man pays diligent attention to the process%inspiring his team to give consistent effort every day. Though fiercely competitive, they put the emotions of winning and losing in the bac*ground and instead focus their energy on continuous improvement. Through this approach, Smart and Stevens shield their players from the emotional highs and lows of the season. They refuse to let their teams by defined by wins or losses. ?ather, they stress the character development that happens daily through the course of each practice session or wor*out. Ta*e a loo* at your leadership. 7hat good opportunities are standing in the way of pursuing your passions8 7hat leadership platform are you not maximi&ing8 7here can you refine your attention to the process8 7here can you pay more diligent attention to continuous improvement8 Ideas for this article have been drawn from Shane ?yans profile of the two coaches on :S-<s 0rantland.com: Leading from the @iddle of the Pac, Leadership is a choice you ma*e rather than a place you sit. In other words, leadership comes from influence and not from your position. 9or this reason, even when youre not in front, youre still leading those around you. In fact, you are even influencing those ahead of you. In this lesson, Id li*e to loo* at four models of how followers influence those above them in the chain of command. 9our +odels of Leading from the +iddle of the -ac* 1F The <ac,seat Driver =ave you ever had the misfortune of transporting a bac*seat driver in your car8 Tal* about annoyingL 2ac*seat drivers speciali&e in providing unwanted input. They ceaselessly provide directions, acting li*e a human 0-S%only without a DmuteE button. They gladly point out shortcuts that the driver missed or par*ing spots that she failed to notice. The problem with bac*seat drivers isnt that they provide misinformation, but that they do not have drivers permission to give guidance. >nsolicited advice is almost always received as criticism. 3s such, bac*seat drivers anger and annoy the very person theyre trying to assist. They end up being more distracting than helpful. $F Dead 0eight ?ailroad transportations companies want to load each and every train car with cargo in order to ma*e money. 3n empty railroad car not only fails to add to profitsJ it is costly to move and maintain. The locomotive must wor* harder, expending extra fuel, to haul unfilled train cars. 3ccordingly, freight trains would be better off without having to transport unused cars. Teammates are dead weight when the energy that they exact from a leader outweighs their contribution to the team. Such persons increase a leaders wor*load rather than lightening it. .onseHuently, the influence of dead weight isnt neutralJ its negative. %F <rownnoser Initially, flattery may boost a leaders ego, but brownnosers actually have the negative effect of preventing a leader from correcting poor decisions and from growing in self,awareness. In addition, brownnosers eventually expect preferential treatment in exchange for their compliance. In this respect, theyre li*e parasites, suc*ing the lifeblood out of leaders without providing anything of real value in return. (F 0ingman -ositioned behind and to the side of the lead airplane, the wingman serves as a visual loo*out for the lead aircraft. The wingman is also on,call to play a supporting role in aerial combat. Importantly, the wingman answers to the commands of the lead pilot. =e must be disciplined in his support, coordinating his maneuvers with those of the leader. :ven
"6

though they arent in charge, wingmen have tremendous influence on the outcome of an aerial engagement and, as such, their leaders hold them in the highest esteem. 0hat can yo' do to become a better wingman> '. Invest in relational chemistry. 0et to *now what ma*es your leaders tic*, their style of decision,ma*ing, their values, etc. $ou want to earn their trust and to be able to anticipate their actions. 5. 2e prepared every time you ta*e your leaders time. +a*ing the most of your leaders time not only communicates respect but also showcases your commitment to the team. #. @now when to push and when to bac* off. 0iven your uniHue vantage point in the organi&ation, you inevitably will have some *nowledge your leader lac*s. The *ey is to *now when giving your input will aid your leader in reaching a decision and when it will merely complicate matters. ". 2e better tomorrow than you are today. <othing impresses a leader li*e a self, motivated performer. 3s you demonstrate growing capacity for responsibility, more will be given to you. 0rapDBp ?emember: In the long run, you cannot succeed if your leader fails. 7hether youre conscious of it or not, you have influence with your boss. Learning to cultivate that influence can spell the difference between career advancement and professional stagnation.

&oing <eyond Talent5 4o'r Cores of Character

3re you a person of character8 3ccording to Iohn +axwell in 2eyond Talent, DThe choice to develop strong character may not be the most important to ma*e the most of your talent. 2ut it is certainly the most important to ma*e sure you dont ma*e the least of your talent.E ' .haracter protects your talent F and allows you to build upon what you already have. In order to protect our talent, we must invest in that which is hidden below the surface. Similar to an iceberg, there is more than meets the eye. Strong character allows talent to hold up when storms come. ?Character creates a fo'ndation 'pon which the str'ct're of yo'r talent and yo'r life can b'ild 9f there are crac,s in that fo'ndation2 yo' cannot b'ild m'ch A 5 =ere we explore the four cores that ma*e up character. They are as follows: 1 7elfDDiscipline DSelf,discipline is the ability to do what is right even when you dont feel li*e doing it.E # The most important victory is to conHuer self. 7hen give up or let ourselves live in mediocrity, our leadership will never reach its potential. =owever, being disciplined maximi&es our abilities, our character, and in addition to our talent, will help us win the battle within. $ Core 8al'es D.ore values give order and structure to an individuals inner life, and when that inner life is in order, a person can navigate almost anything the world throws at him.E " Iohn encourages us to write down our core values and strive to live them out each day. Those core values can be a guiding light during the dar*est of moments. 2y following that Dbeacon,E a leader has the chance to show that his or her talent is not /ust s*in deep, but rather that it is protected and sustained by the heart. % A 7ense of 9dentity D<o matter how hard you try, you cannot consistently behave in a way that is inconsistent with how you see yourself.E 6 3s* yourself this Huestion: D7ho am I8E $our answer is one that will drive what you do and how you act. In order to protect our identities, the DfaceE we wear alone must be the same
"C

as the one we wear in public. 7ithout consistency, our lac* of identity will impact our character, and in turn F our talent. ( 9ntegrity D7hen values, thoughts, feelings, and actions are in alignment, a person becomes focused and his character is strengthened.E C Integrity is crucial for any leader. 7ith it, leaders avoid confusion and internal conflict. It allows leaders to follow a balanced path, where character and talent wor* hand in hand. 7ith an aligned moral compass, integrity can aid in building the strong foundation upon which talent can rest. ;verall, Dcharacter shows that who you are and who you appear to be are one and the same.E ! 3s leaders, we must communicate consistency to our team. 7ith that evenness, we have the opportunity to ma*e a greater impact on those around us. That will ultimately not only strengthen our talent, but also the talent of those we influence. Preparation Paves the 0ay for ELB9P 0orld 3elay DPreparation positions people correctly2 and it is often the separation between winning and losing TalentDpl's people who prepare well live by this motto5 NAlls well that begins well E' 3ll leaders possess talent, but having the ability to recogni&e the power of preparation and Dbeginning wellE is critical to getting the desired end result and the buy in of those around us. =ow do you ta*e time to evaluate what is ahead8 7hat important Huestions need to as*ed in order to define what success means and what we need to be successful8 3nswer those and you have a higher chance of achieving that goal. In 2eyond Talent, Iohn +axwell explains that D-reparation doesnt begin with what you do. It begins with what you believe. If you believe that your success tomorrow depends on what you do today, then you will treat today differentlyK If you are preparing today, chances are, you will not be repairing tomorrow.E5 7ith many roles and tas*s to fulfill, the challenge is fighting the urge to cross items off too Huic*ly. .onstant wor*flow means that we dont have time to repair, so we must prepare as best as possible. This mantra rings true for :O>I- Leadership, Iohn +axwells nonprofit organi&ation which recently launched the :O>I- 7orld ?elay. The 5,"11,mile relay to the nation of 0uatemala *ic*ed off on +onday, +arch " with plans to wal* approximately 55 miles each day within a '1',day timeframe until reaching 0uatemala .ity F all in the name of transformational leadership. Iohn =ull, -resident and .:; of :O>I- Leadership, has been preparing heavily for the relay in mind, spirit and body leading up to +ondays *ic*,off. In fact, Iohn wal*ed approximately 51 miles a day for more than C months with times of rest in between. =is daily focus and intentionality in preparing for the wal* is what has enabled the vision to grow beyond himself F showing that leadership starts with DmeE and ends with Dwe.E =is thoughtful preparation and well,articulated vision enabled leaders around him to ma*e a Dlarger than lifeE goal a reality. Transformational leadership invites leaders in each of the seven streams of influence Abusiness, government, education, arts, media, church and familyB to intentionally engage in society. 7ithout preparation, we continue down our own separate paths with no collaboration. Someone has to ta*e a step bac* and prepare for change. 3re you preparing for positive transformation in your organi&ation, community, business and even home8 =ave no doubt that that level of leadership will spill over and the ripple effect will be one much greater than your daily tas* list. DIf you want to ta*e advantage of opportunities to use your talent, then you must be prepared when the opportunities arise. ;nce the opportunity presents itself, its too late to get ready.E &oing <eyond Talent5 Eliminating * Enemies of Perseverance
"!

-erseverance begins with the right attitude ( an attitude of tenacity. >ut the desire to persevere alone isn*t enough to $eep most people going when they are tired or discouraged. -erseverance is a trait that can be cultivated. And the initial step to developing it is to eliminate its five greatest enemies. 1 -erseverance reHuires determination. If you ta*e the time and effort to cultivate tenacity, you can achieve the impossible. =owever, there are endless temptations, false beliefs, and distractions that can lead to abandoning what once seemed of the utmost importance. 3ccording to >eyond Talent, we must eliminate the five greatest enemies of perseverance. :liminating the following five things will bring greater chance of success: 1 A lifestyle of giving 'p DTalent without perseverance never comes to full fruition. ;pportunities without persistence will be lost. There is a direct correlation between perseverance and potential. If you have a habit of giving up, you need to overcome it to be successful.E 5 There is no doubt that giving up is the easy thing to do in many situations. 7hen were presented with opportunities, we are programmed to want to ta*e the easy route. =owever, ta*ing the difficult path will allow us to see our talent come to full fruition. $ A wrong belief that life sho'ld be easy D=aving the right expectations going into anything is half the battle.E # Its common to expect that life should be handed to us on a silver platter. =owever, expectations dont always match reality. 7hen faced with tough situations, we have two choices. 7e can either give up, or we can dig in and get down in the trenches. -erseverance is choosing the trenches. % A wrong belief that s'ccess is a destination DIf you thin* you have arrived, then youre in trouble. 3s soon as you thin* you no longer need to wor* to ma*e progress, youll begin to lose ground.E " Success is not a destination. Success is a path we choose to wal* down each day. 7hen we stop sei&ing opportunities, we hit plateaus. 3s leaders, we constantly have the chance to learn, grow and move forward. 7ith a bit of perseverance, we can move beyond our DsuccessE and through open doors. ( A lac, of resiliency D7e must not become dry, brittle, and inflexible. 3nd we must endeavor to bounce bac*, no matter how we may feel.E 6 7e cant let discouraging moments brea* us. Instead, we must be resilient. 2y persevering through tough times and ta*ing struggles on, we have the ability to go beyond our talent. * A lac, of vision D-eople who display perseverance *eep a larger vision in mind as they toil away at their craft or profession. They see in their minds eye what they want to create or to do, and they *eep wor*ing toward it as they labor.E C 7hat is your vision8 Let that be your guiding light as you persevere through the less than desirable moments in life. @now that through perseverance, your talent will be lifted, ultimately reaping great benefits in the end. ;verall, ta*e the time to thin* through which of these enemies is hindering your ability to persevere as a leader. ;nce you identify these strongholds, you will be able to rise above any situation and accomplish even the loftiest goals. &oing <eyond Talent5 How Practice 7harpens 1o'r Talent 9ew people ma*e a decision to be committed to personal growth throughout their careers. Loo*ing critically at yourself and improving is not easy. =owever, ta*ing steps toward growth is one of the most important paths you can follow. 3ccording to Iohn +axwell in his boo*, >eyond Talent, DIf you want to sum up what lifts most successful individuals above the crowd" you could do it with four little words+ a little bit more.E ' In order to achieve growth and sharpen talent, leaders must ta*e action to do what is expected of them,and then some. ;ne way leaders are focusing on personal growth this
"

year is through The +axwell -lan and practicing daily development. Something The +axwell -lan teaches us is: DThere is no time li$e right now to get started. Eecogni0e the important role that personal growth plays in success and commit yourself to developing your potential today. E 5 3s you commit to practicing and sharpening your talent, remember these things: 1 Practice Enables Development DIf you desire to improve and develop" then you must practice. It allows you to brea$ your own records and outstrip what you did yesterday.E # 7hen you thin* of yesterday, what do you see8 7hen you thin* of your goals for tomorrow, how does it change from where you are today8 ;ne way to achieve those goals and move beyond talent is through practice. -ractice enables us to be better than yesterday and better than we expect. Through practice, well develop our potential to be outstanding leaders. ?eflecting on the past and analy&ing where you are as a leader will help you gain an accurate assessment of yourself. $ Practice Leads to Discovery DAs you first start to practice" the gains you ma$e may be small. >ut they will grow. They compound li$e interest.E " 7ith practice, all leaders learn more about their field and themselves. )uring times of slow growth, we can consider our growth as a Dwarm,up.E =owever, as the gains compound, were bound to discover ways we can improve, innovate and implement. 2y building upon the *nowledge from yesterday, our results snowball. % Practice Demands Discipline DThere is no easy way to become a disciplined person. It has nothing to do with talent or ability. It is a matter not of conditions" but of choice.E 6 In order to achieve personal development, you must dedicate the time, energy and effort to practice. $ou must ma*e practice a priority. It is a daily choice F something that should be scheduled in, rather than easily omitted from your day. 7hile practicing can be difficult, talent can be multiplied ten,fold when youre disciplined. Through discipline, we have opportunities to show the importance of dedication to our tas*, goals and future. ;verall, talent is only as good as the willingness we have to sharpen it. 7hen we choose to practice and pursue personal development, achievement and success grows. &oing <eyond Talent5 ( Points of 4oc's In todays culture, multi,tas*ing seems to trump the age of the craft. 7hile multi,tas*ing can be beneficial, it can also move us away from focusing on what is important. O4oc's does not come nat'rally to 's2 yet it is essential for anyone who wants to ma,e the most of his talent Having talent witho't foc's is li,e being an octop's on roller s,ates 1o' can be s're that there will be plenty of movement2 b't yo' wonPt ,now in what direction it will be O 9ocus is difficult. It ta*es effort, strength and determination to stay focused and achieve goals. =owever, focus directs your talent. If you narrow your ga&e and focus in on a few *ey things, what once was an octopus on roller s*ates will now be a determined leader on a single path, full speed ahead. Today, weve compiled a list of the top " things to focus on to help you go 2eyond Talent. 1 4oc's on yo'r strengths D9ocusing on wea*nesses instead of strengths is li*e having a handful of coins , a few made of pure gold and the rest of tarnished copper , and setting aside the gold coins to spend all your time cleaning and shining the copper ones in the hopes of ma*ing them loo* more valuable. <o matter how long you spend on them, they will never be worth what the gold ones are. 0o with your greatest assetsJ dont waste your time.E )ont let your wea*nesses get in the way of you reaching your full potential. 9ocus on what you do well, and capitali&e on that. $ou are in a position of leadership for a reason.
"(

$our strengths helped you get there. 3ppreciate them and hone them, as they are li*e gold. $ 4oc's on today DIust as you should *eep your focus off yesterday, you shouldnt have it on tomorrow. If youre always thin*ing about tomorrow, then youll never get anything done today.E 3s leaders, we need to reali&e that we cannot change yesterday. 7e also cannot count on tomorrow. =owever, we can choose what we do today. 7e are in control of the present and the present only. -utting forth effort on what is happening today will give you a better tomorrow. % 4oc's on res'lts D3nytime you concentrate on the difficulty of the wor* at hand instead of its results or rewards, youll li*ely to become discouraged. )well on the difficulties too long and youll start to develop self,pity instead of self,discipline, and your attention will become scattered instead of focused.E :ach morning when you wa*e up, you have the opportunity to focus on what you can accomplish that day. 2y choosing to focus on the results and rewards, your drive to succeed will triumph over the stress and complexity of the tas*s at hand. 7rite down your goals. Then, *eep your eyes on the pri&e. ( 4oc's on yo'r priorities DIf you want to develop your talent, you need to focus. If youre going to focus, you need to wor* on *nowing what your true priorities are and then following them.E )ont let an overload of information or Dto,dosE hinder you from truly being productive. 2e selective where you spend your time and energy. 3s leaders, we cannot do it all. =owever, we can and should delegate. 9igure out what is most important to you and filter everything you do through your top priorities. ;verall, focus helps direct talent. 7ithout focus, we li*ely will feel as though we are traveling down multiple paths, without clear vision of our goals. =owever, when we choose to focus, we have the opportunity to succeed in going beyond our talent. &oing <eyond Talent5 How 9nitiative Activates 1o'r Talent <ased !n The 7'ccess of Apple2 9nc This wee* we began a series on our blog highlighting how going beyond talent can propel leaders forward. 7e started by explaining D How <elief Lifts TalentE through the lens of Tim Tebow. Today, were focusing on how DInitiative 3ctivates $our TalentE based on the innovation and contribution of 3pple, Inc. In '( 1, 3pple .o,9ounder Steve IobsX mission statement for his venture was: D To ma$e a contribution to the world by ma$ing tools for the mind that advance human$ind.E It may seem vague for a company to state that it see*s to ma*e a contribution to the world to advance human*ind. =owever, Iobs mission showed that from the start he had set his sights on the highest possible outcome for 3pple. Iobs himself, *nown for his talent and creativity, was a large factor in 3pples success. =e was willing to ta*e initiative in the then unfamiliar realm of technology. In 2eyond Talent, Iohn +axwell writes, DTalent without initiative never reaches its potential. It*s li$e a caterpillar that won*t get into its cocoon. It will never transform" forever relegated to crawling on the ground" even though it had the potential to fly.E Through constant hard wor*, creativity, and a dedicated mission, 3pple became and remains today the most innovative company in the world. Since the '( 1s, 3pples mission statement has changed, but still differs from a typical mission statement. Instead it reads more li*e a list of accolades on 3pples Dresume:E Apple designs :acs" the best personal computers in the world" along with I# K" iLife"
61

iWor$ and professional software. Apple leads the digital music revolution with its i-ods and iTunes online store. Apple has reinvented the mobile phone with its revolutionary i-hone and App #tore" and is defining the future of mobile media and computing devices with i-ad. 7e can see clearly the transformation of 3pple over time and even the legacy Iobs left behind. Leaders recogni&e that it too* initiative to do things no one else was doing and to bring products to mar*et that no one *new they needed. <ow, 3pple has revolutioni&ed technology and continuously feeds off of its momentum by building bigger Ayet, often smallerB and better products to better the lives of its users. ?/eople who ta#e initiati"e and wor# hard may succeed! or they may fail. But anyone who doesn,t ta#e initiati"e is almost guaranteed to fail. A : <eyond Talent2 Kohn C @a)well ?egardless of industry, we have the opportunity to ta*e initiative on something completely new, serve customers in new ways, create new products or services, train or manage teams in new ways and more. 7e have the chance to define the next generation. 3s we move past the un*nown or fear of failure, we find ourselves challenged to act boldly and act today. DTalent,plus people dont wait for everything to be perfect to move forward. They dont wait for all the problems or obstacles to disappear. They dont wait until their fear subsides. They ta*e initiative. They *now a secret that good leaders understand: momentum is their friend. 3s soon as they ta*e that first step and start moving forward, things become a little easier. If the momentum gets strong enough, many of the problems ta*e care of themselves and talent can ta*e over. 2ut it starts only after youve ta*en those first steps.E F Iohn +axwell &oing <eyond Talent5 How <elief Lifts Talent Thro'gh The Lens of Tim Tebow 3t The Iohn +axwell .ompany, we want to inspire leaders to go beyond their talent. Talent is /ust the starting point for successful impact in any organi&ation. ;ver the next few wee*s, we will highlight various factors that hone a leaders talent. In his boo*, 2eyond Talent, Iohn +axwell writes D2elief in your mission will empower you. =aving confidence in what you are doing gives you the power to achieve it... 2elief in your mission will encourage you... 2elief in your mission will enlarge you.V Tim Tebow is a great example of belief lifting talent. =is faith serves as his foundation to succeed, and ultimately, motivation to better himself as a leader, a team player and an individual. 3s a =eisman Trophy winning Huarterbac* while in college and now on the pro stage, Tim has shown how belief propels leaders forward in their careers, roles and vision for their lives. 9rom the start of his time at the >niversity of 9lorida, Tim did not let anything get in the way of his desire to become one of the best football players in the country, demonstrated in his being the first sophomore in <.33 history to receive the =eisman Trophy. 3s he has moved on to professional football, Tim has stated: VI donXt *now what my future holds,V adding that he would love to play football for as long as he can, Vbut I do *now who holds my future. 3nd in that I *now that I have peace and comfort.V Tim shared with the world that his belief in 0od has allowed him to fully pursue his passion while lifting up those around him.*0ou will become on the outside what you belie"e on the inside.( - Beyond Talent! 1ohn C. -a2well 9ootball may be a passion, but its not a career for most of us. 3s leaders, we have the opportunity to use our gifting to bring opportunities and growth to others. ;utside of football, Tim created The Tim Tebow 9oundation to use his public platform Amuch li*e your current positionB to inspire and ma*e a difference in the lives of others. 2elief in action lifts everyone around you.
6'

The Tim Tebow 9oundation has four initiatives. ;ne of which is the 7'6= -rogram, which partners with Iac*sonvilles D)reams .ome TrueE 9oundation, to fulfill the dreams of children with life,threatening illnesses who wish to meet Tim. 3nother initiative is The Tebow .>?: =ospital, currently in progress through partnership with .>?: International. This 6,story, #1,bed orthopedic hospital in )avao .ity, -hilippines will offer physical and spiritual healing to children in need. The Tim Tebow 9oundation and Tim himself serve as great role models for leadership F doing more through partnership with others than apart. A Leaders &reatest Things D7hat is the one thing I really need to *now about leadership8E Ive heard this Huestion do&ens of times from people eager to be influential but impatient with the slow road of diligent study and personal growth. +y response never Huite seems to satisfy them: DThe one thing you need to *now to become a great leaderKis that theres more than one thing you to *now about leadershipLE There are no shortcuts to the top. Theres not a Dsecret sauceE or magic tonic that will instantly turn you into a magnificent leader. Still, I am sympathetic to the desire to simplify the art of leadership. 9or this reason, I have put together a list summari&ing some of a leaders greatest Dthings.E 1 The Leaders &reatest 8ictory C 8ictory over 7elf 7e commonly thin* of a leaders greatest victory as being over others, as defeating an opposing team or a rival business. =owever, as -lato wrote, Dthe first and best victory is to conHuer self.E :very leader faces a struggle against self,interestedness. $et whereas followers tend to thin* of themselves first, leaders have learned to put others ahead of themselves. $ The Leaders &reatest Asset C Confidence .onfidence in oneself is the cornerstone of successful leadership. ;nly those who believe in themselves have enough optimism to see the best in those around them. Self,confidence breeds confidence in others. % The Leaders &reatest 0eight C 4inal 3esponsibility )uring 7orld 7ar II, 0eneral )wight )avid :isenhower was responsible for planning the 3llied invasion of 9rance. =e *new that thousands of young soldiers would be *illed in the assault. =e also *new that the invasion would be a pivotal point in the war against <a&i 0ermany. Success would be a tremendous boost to the 3llied cause, but failure would be a crushing blow. In the hours prior to the attac*, :isenhower sat down and penned a press release to be used in the event that the attac* should be repelled. ;ur landings have failed to gain a satisfactory foothold, and I have withdrawn the troops. +y decision to attac* at this time and place was based upon the best information available. The troops, the air and the <avy did all that bravery and devotion to duty could do. If any blame or fault attaches to the attempt, it is mine alone. :isenhower had made up his mind in advance that he was going to bear full responsibility for whatever happened. =e was not going to place blame on his advisors, bad weather, superior <a&i strength, or any other contributing factor. It was his responsibility and his alone. ( The Leaders &reatest Discipline CTa,ing Time to Thin, ;ne of the reasons people do not grow as leaders is that they try to change their results without changing their thin*ing. ;ur lives today are a result of our thin*ing yesterday, and our lives tomorrow will be determined by what we thin* today. If we desire to rise above our circumstances and to move up to another level in our careers, then we need to improve our thin*ing. * The Leaders &reatest Handicap C Pride -ride gives people an overinflated sense of their own importance and causes them to devalue the contribution of others. 3lways wanting the credit for success, prideful leaders push others aside to sei&e the spotlight. 3s a result, they alienate their best people, who end up loo*ing for another team on which their hard wor* will not be ta*en for granted.
65

+ The Leaders &reatest !pport'nity C Today 7e have a tough time forgetting opportunities that have slipped through our fingers. 7e continually bring up what might have been or what should have been as if by replaying it enough we could somehow change the outcome. =owever, the more we relive the past, the further we drift from todays opportunities. 7hat has happened in the past cannot be undoneJ our strength lies in the present. 7e live in the presentJ we wor* in the present. So lets wipe the slate clean and loo* at what is in front of us. - The Leaders &reatest Loss C Hope ;ne of the most powerful, energi&ing words in the :nglish language is Dhope.E =ope is a power that *eeps us going in the toughest times of life. Its a power that energi&es us with excitement and anticipation as we loo* forward to the future. =ope gives us reason to live. It ta*es obstacles and transforms them into possibilities. =ope gives us the strength and courage we need to ma*e the most out of life. 3s 0.@. .hesterton wrote, DThere is only one thing which gives radiance to everything. It is the idea of something around the corner.E . The Leaders &reatest @ista,e C P'tting 7elf before !thers =abitual self, absorption is a surefire recipe for ineffectiveness as a leader. )uring the earliest years of my career, I wor*ed feverishly to get other people to support my agendaKand I got nowhere. 3s I matured, I began to see their needs as being /ust as important as my own. Instead of loo*ing for ways to cash in on their value in order to advance my vision, I added value to them. That is, I assisted them in meeting their personal goals. I ended up accomplishing far more by serving people than by see*ing to enlist them in my plans. 9rom experience I have learned that success is determined by the seeds we sow, not by the harvest we reap. / The Leaders &reatest Prayer C 0isdom In ' @ings, .hapter # of the 2ible, 0od offers to grant @ing Solomon whatever he desires. ?ather than wishing for riches or glory, @ing Solomons plea is for wisdom: Lord my 0od, you have made your servant *ing in place of my father )avid. 2ut I am only a little child and do not *now how to carry out my duties. $our servant is here among the people you have chosen, a great people, too numerous to count or number. So give your servant a discerning heart to govern your people and to distinguish between right and wrong. 9or who is able to govern this great people of yours8E 3s a leader, you will be put in situations in which you have no prior experience. $ou will be forced to ma*e *ey decisions, under conditions of extreme uncertainty, which affect the livelihood and wellbeing of others. In these moments, you will be far better suited to lead if you have made a habit of pursuing *nowledge. Lifelong learners have an edge over the competition, for theyre constantly acHuiring new s*ills and insights that others lac* the energy and discipline to obtain. 1" The Leaders &reatest Koy C Adding 8al'e to !thers +any people consider the greatest good of leadership to be the accomplishment of audacious vision: building a business, winning a championship, etc. 7hile theres certainly nothing wrong with achieving ones career goals, I have found that the richest, most rewarding aspect of leadership always involves relationships. Trophies eventually collect dust and sooner or later we must vacate positions of influence. 7hat truly lasts is the legacy we etch into the lives around us. 7hat brings the greatest /oy and satisfaction is enriching the lives of those we love by adding value to them. Learning from the Disconnects 3s a communicator, perhaps nothing is worse than scanning the audience halfway through a presentation only to see people fiddling with smartphones, fidgeting in their chairs, or% worst of all%falling asleep in a puddle of drool. If someone had filmed my life, my communication blunders and mista*es could be turned into hours of humorous outta*es. Learning to connect with people has been an ongoing process for me, involving trial,by, error and plenty of disconnects. $et I am grateful for my failures, for they have taught me
6#

valuable lessons about getting through to others. =opefully you can glean from my missteps as you hone your own s*ills as a connector. +y 2iggest )isconnects as a .ommunicator 1 9 P't @yself <efore @y People .onnecting is all about others. =owever, as an inexperienced leader I wore myself out trying to get people to support what I wanted to accomplish. :ventually, I learned that instead of trying to conform others to my agenda, I should position myself to see from their vantage point. 3s I gained awareness of the needs and hopes of others, I was able to add value to their lives in practical ways. I had to prove that I had their best interests in mind prior to earning their wholehearted commitment. $ 9 6eglected the % Cs of Comm'nication A'B .larity . 3s Lee Iacocca said, D$ou can have brilliant ideas, but if you cant get them across, your ideas wont get you anywhere.E .larity helps people prioriti&e. ;nce they *now what matters most to you, they can structure their wor*load accordingly. 3lso, clarity gives people confidence. =aving sight of the mission, and *nowing whats expected of them, empowers people to ma*e decisions without second,guessing whether their actions are in tune with those of the leader. A5B .ontinuity. 0eorge 2ernard Shaw spo*e truthfully when he said, DThe single biggest problem in communication is the illusion that it has ta*en place.E 3s a leader, you should occasionally feel li*e a bro*en record%repeating the same stan&a over and over again. -eople have to hear something several times before it stic*s. )o not fear being repetitiveJ connection reHuires it. A#B .reativity. In my experience, to *eep the message moving with energy, people need to be provided with more than words. They need an experience: something that they ); that connects them with the vision. They also need an expression: something that they S3$ that connects them with the vision. In addition, they need an example: something that they S:: that connects them with the vision. % 9 Bnderestimated the 8al'e of Listening ;ver time, I discovered that instead of trying to impress others and be interesting to them I should be impressed and interested in them. That could only happen if I become a better listener. The ability to listen is the foundation to building positive relationships with others and a vital s*ill in communicating effectively. Listening shows respect to others, introduces you to new ideas, and alerts you to problems that you otherwise would not even *now existed. ( 9 4ailed to 9nitiate 9mportant <'t Diffic'lt Conversations Leaders must perform a tric*y balancing between care and candor. Leaders overly concerned with showing care create dysfunctional relationships in which conflict gets swept under the rug. ;ppositely, leaders who spea* candidly, without considering the emotional impact of their words, put unnecessary distance between themselves and others. In a healthy and developing relationship caring should never completely suppress candor, nor should candor entirely displace caring. Li*e his boo*s, all of Iohn +axwells leadership development and personal growth articles are easy to understand and easy to implement. 9or direct access to new leadership articles each month, subscribe to our bi,monthly electronic newsletter, Leadership 7ired. 9or permission to reprint or reproduce any content in these articles please complete this The Disciplines of Connecting 3fter another masterful performance in Lincoln, )aniel, )ay Lewis has an opportunity to capture his third 3cademy 3ward for 2est 3ctor. =e has been hailed as the greatest actor alive, and his peculiar style of method,acting has become somewhat legendary. The charisma he brings to the screen instantly transports moviegoers into his characters world. The manner in which )ay,Lewis approaches his craft sheds light on whats reHuired for leaders to be able to connect with their audience.
6"

Dont K'st ;now the Lines2 Embody the @essage )aniel )ay,Lewis famously stays Zin character for the duration of a movies production%whether a camera is rolling or not. Throughout production of +y Left 9oot, in which he played a writer with cerebral palsy, )ay,Lewis insisted on being spoon,fed and he did not once leave his wheelchair. +ost recently, in his role as 3braham Lincoln, he reHuired cast and crew to address him as +r. -resident at all times. ;n the set of Lincoln, the London,born actor also allegedly forbade anyone with a 2ritish accent to spea* in his presence so as not to disturb his efforts to imitate Lincolns voice. Leadership Parallel 3ny message you send must contain a piece of yourself in order to be credible. $ou cant merely pass along informationJ you must model the message you want to deliver. 3 vision cannot materiali&e through you until it has ta*en root within you. ;wning a vision enables a communicator to move from informing others to inspiring them. EloG'ence 9s !verrated =aving watched )ay,Lewis on screen, one is struc* by how much personality he communicates in every scene, whether spea*ing or silent. Though remar*ably eloHuent himself, )ay,Lewis has a certain disdain for fancy speech. DI am more greatly moved by people who struggle to express themselves,E he confessed to Lynn =irschberg during an interview for the <ew $or* Times. D+aybe its a middle,class 2ritish hang,up, but I prefer the abstract concept of incoherence in the face of great feeling to beautiful, full sentences that convey little emotion.E Leadership Parallel 3udiences respond to how a communicator ma*es them feel rather than to what a communicator has to say. ;ur actions, tone, and style communicate far more than our words. :xperts estimate that (1G of the impression we convey has nothing to do with what we actually say. There 0ill <e <lood2 7weat and Tears )ay,Lewis meticulously researches his characters and goes to extreme lengths to portray them. -rior to playing =aw*eye in Last of the +ohicans, he spent six months living off the land, learning to trac* and s*in animals and eventually building his own canoe. 7hile filming 0angs of <ew $or*, )ay,Lewis refused to exchange the threadbare /ac*et of his character, 2ill the 2utcher, for a warmer one and subseHuently contracted pneumonia. 7hile readying himself for The .rucible, )ay,Lewis literally built his characters house, using '!th century tools, in order to acclimate himself to living in colonial +assachusetts. >ndoubtedly, )ay,Lewis places extreme value on preparation. D7hen someone stic*s a tripod in front of you with a camera on the top, it is not day one. It begins way before, with the wor* before you start filming F and there is no limit to the amount of time that you ta*e to discover a TcharactersU whole lifeJ it could ta*e six months, a year, or a lifetime.E Leadership Parallel To ma*e a connection, a leader must expend energy to step toward the audience both relationally and emotionally. Initiating connection involves preparation and creativity, each of which depletes energy reserves. 9or this reason, connecting reHuires stamina. Leaders must recharge in order to have mental and emotional strength to offer to others. E)pansion 3eG'ires Pr'ning Away the &ood to &ive 7pace to the &reat ?oxanne Ouimby had fallen on hard times. The single mother had been laid off from three part, time waitressing /obs, and she needed a steady source of income to provide for her twin girls. In an effort to ma*e ends meet, she scoured local yard sales for bargains and then resold her purchases at flea mar*ets. In a good wee*, she could ma*e 4'61. =owever, not all wee*s were good, and living in +aine, cold weather restricted yard within a narrow season. Ouimbys friend, a bee*eeper, offered his supply of beeswax to her in the hopes that she could use it to ma*e and sell candles. She accepted the offer and after some experimentation, Ouimby arrived at a final product she li*ed. She then loaded up the candles she had made and set up shop at a local craft fair. In the course of a day, she sold 4511. :ncouraged by her success, she decided to ma*e another batch of candles. They Huic*ly sold out as well. She *ept ma*ing the candles,
66

people *ept buying them, and in short order she had a thriving business. In honor of the friend who had encouraged her to get into candle,ma*ing, she named the company 2urts 2ees. ;perating out of a vacant one,room schoolhouse, and later an abandoned bowling alley, 2urts 2ees saw its sales continue to climb. Seven years later the company was producing a half,million candles per year. In addition, Ouimby diversified the product line to include natural soaps, perfumes, and lip balm. 7ith business booming, Ouimby faced constraints on the organi&ations production capacity. 2urts 2ees could only manufacture 451,111 a day in products%far less than the amount needed to fulfill incoming orders. 3t that point, Ouimby made one of the toughest, and wisest, decisions any leader can ma*e. She stopped doing only those things 2urts 2ees had done, and she guided the company into things it could and should do. She immediately slashed half of its product lineup%eliminating the handmade products, such as honey and candles, that had once been the lifeblood of 2urts 2ees. 0iven the emotional attachment of the company to its first products, the decision to discontinue them was extremely difficult. 9urthermore, the products that she terminated accounted for 4'.6 million in business. =owever, Ouimby saw that persisting in the production of labor,intensive goods would hinder the organi&ation from ta*ing advantage of opportunities elsewhere. 9or this reason, she focused 2urts 2ees on product lines li*e lip balms and moisturi&ing creams that could be manufactured through an automated process. She then relocated operations from +aine to <orth .arolina so that the organi&ation would have access to the facilities necessary for larger,scale production. 3s a result of Ouimbys actions to streamline the company, sales s*yroc*eted and 2urts 2ees reached a new level of influence and profitability. 3s a leader, the more you do what you *now, the more you encounter additional worthy things that you could do. 7hen this happens, you are faced with a choice. 7ill you continue doing what you have always done, or will you ma*e the leap and try new things8 :mbar*ing on new ventures leads to innovation and discoveries, and among those discoveries is the reali&ation of things you should do on a consistent basis. If you do them, you will expand to your potentialJ if you neglect them, youll plat How to &et @ore Done in Less Time5 P'rpose2 Priorities2 and Practices . In flying to visit family for the holidays, airline passengers across the globe stuff their suitcases full of clothes and gifts to avoid paying extra baggage fees. Some travelers are experts at using every sHuare inch of space inside of their luggageJ they meticulously roll up each shirt and pair of pants prior to pac*ing them. ;ther passengers do not have the *nac* for fitting their belongings within a single piece of luggage. .onseHuently, theyre forced to bring an extra bag on their /ourney. ;ur days are li*e identical suitcases. Theyre all the same si&e, but some people can pac* more into them then others. $our success in 51'# depends a great deal upon how wisely you fill the hours in each day. @nowing your purpose, setting priorities, and developing efficient practices can help you ma*e the most of your time. ;nowing 1o'r P'rpose .larity is the most important concept in personal productivity. To illuminate your purpose on the /ob, as* yourself: D7hy am I on the payroll8E 3s* and answer this Huestion over and over again throughout the year. Surprisingly, most people are not sure exactly why they are on the payroll. They cannot give a compelling account of the value they add to the organi&ation. 0aining clarity about the results youve been hired to accomplish allows you to perform at your best, Hualifies you for pay raises, and puts you in line for promotion. 7etting 1o'r Priorities Let $our Long Term -erspective )etermine $our Short Term -riorities. )r. :dward 2anfield of =arvard >niversity, after more than fifty years of research, concluded that Dlong,term perspectiveE is the most accurate single predictor of upward social and economic mobility in 3merica. Long,term perspective turns out to be
6C

more important than family bac*ground, education, race, intelligence, connections, or virtually any other single factor in determining your success in life and at wor*. Apply the ."Q$" Principle in Everything There is never enough time to do everything, but there is always enough time to do the most important thing. In general, 51 percent of your activities generate 1 percent of your results, 51 percent of your customers account for 1 percent of your sales, 51 percent of your products services bring in 1 percent of your profits, and 51 percent of your tas*s are responsible for 1 percent of the value of what you do. If you have a list of ten things to do, two of those activities are usually more important than all of the others combined. The same logic holds true for your relationships. Therefore, spend your greatest amount of time with in the smallest amount of people. $oull have more influence investing heavily into two or three people than in dividing your time eHually among a do&en people on your team. Developing Efficient Practices <ever 2egin the )ay >ntil It Is 9inished on -aper. 3s playwright Nictor =ugo wrote, D=e who every morning plans the transaction of the day and follows out the plan, carries a thread that will guide him through the labyrinth of the most busy life.D :very minute spent in planning saves as many as ten minutes in execution. It ta*es only '1 to '5 minutes for you to plan your day. =owever, this small investment can prevent up to two hours A'11 to '51 minutesB of wasted time and fruitless effort throughout the day. K'st 7ay 6o )ont let your mouth overload your bac*. 7hen you freHuently overcommitJ you routinely underperform. >sing time efficiently necessitates choosing your involvements selectively and with extreme care. Create Large Ch'n,s of Time The most important wor* you do reHuires large chun*s of unbro*en time to complete. $our ability to carve out and use these bloc*s of high,value, highly productive time is central to your ability to ma*e a significant contribution to your wor* and to your life. 2e sure to schedule your day so that you have significant time free from distractions in which to ta*e care of your biggest responsibilities. How to &et @ore Done in Less Time5 Perspective 3s evidenced by the popularity of the following films, moviegoers are fascinated by the possibility of escaping the steady passage of time. In 0roundhogs )ay, -hil .onnors A2ill +urrayB gets stuc* in a time loop, experiencing the same day over and over again. In 2ac* to the 9uture, +arty +c9ly A+ichael I. 9oxB must alter the course of history by traveling through time to change past events. In .lic*, 3dam Sandler plays a man whose magic remote control gives him the power to fast forward through lifes dull or uncomfortable moments. In Inception, Leonardo )i .aprios character, by entering into a series of dreams, experiences years in a matter of minutes. In +ultiplicity, +icheal @eaton is cast as a busy dad, husband, and employer crunched for time. =e clones himself so that he can fit everything he wants to do within a single day. It certainly would be wonderful to relive our fondest memories, to undo past mista*es, to halt time in order to get ahead, or somehow to foresee and prevent future disasters. $et in actuality, were stuc* plodding through life second by second. 7e dont get any do,overs, we cannot peer into the future, and we can neither speed up nor slow down how Huic*ly the day passes. Though we have no control over the flow of time, we can become smarter about how we spend the hours in each day. =owever, before we can learn to manage time more effectively, we must adopt a realistic perspective of it. P3!PE3 PE37PECT98E7 !6 T9@E 1F 3ecogniJe that ?7pending TimeA 9s 6ot a @etaphor Time is more valuable than money, because time is irreplaceable. D$ou dont really pay for things with money,E says author .harles Spe&&ano in 7hat to )o 2etween 2irth and )eath. D$ou pay for them with time.E 7e exchange our time for dollars when we go to wor* and then trade our dollars for everything we purchase and accumulate. In essence, all we possess can be traced bac* to a payment of time. Time stewardship is perhaps a leaders greatest
6!

responsibility. In the words of -eter )ruc*er, D<othing else distinguishes effective executives as much as their tender loving care of time.E $F Bnderstand the Power of Compo'nding 7ith time, as with finances, investments made early in life accrue the most interest. 7hen we poorly manage our time, we go into debt by establishing bad habits. Later, we not only must ma*e up for wasted time, but we also must pay interest%spending extra to repair the damage of our negative patterns of behavior. ;n the flip side, when we invest our time wisely from a young age, we reap the benefits of compounding interest in our leadership. %F 3ealiJe That Lost Time 9s 6ever 4o'nd Again .layton .. 2arbeau in his boo* Ioy of +arriage writes, D3gain and again, I meet marriage situations in which the couple spea*s of Znot finding time Tto be togetherU. Ive never yet stumbled across 51 minutes lying on the sidewal*, though once I found a 451 bill. <or have I ever met anyone who /ust happened across two wee*s of time somebody had left in the par*. I doubt that anyone else has done so either, for the simple reason that time is not found. Time is created by us for the things we want to do. It often reHuires conscious planning to create those chun*s of time we can devote totally to the other.E (F Appreciate How a Than,f'l and Hopef'l Attit'de @a,es the @ost of Time In +artin Seligmans twenty,two year study at the >niversity of -ennsylvania, summari&ed in his boo* Learned ;ptimism, he determined that optimism is the most important Huality you can develop for personal and professional success and happiness. ;ptimistic people are more effective in almost every area of life. 7hy8 2ecause they approach the world with gratitude and hope rather than fear and regret. ;ptimists have four special behaviors, all learned through conscious practice and repetition. 9irst, optimists loo* for the good in every situation. They always find blessings for which to be grateful. Second, optimists always see* the valuable lesson in every setbac*. Theyre than*ful even for hardships, interpreting difficulty as instruction rather than obstruction. Third, optimists always loo* for the solution to every problem. Instead of blaming or complaining when things go wrong, they ta*e action in the hopes of improving their situation. They as* Huestions li*e, D7hats the solution8 7hat can we do now8 7hats the next step8E 9ourth, optimists thin* and tal* continually about their goals. =opeful tomorrow will be better than today, they are future,oriented rather than bac*ward,loo*ing. Learning to Prevail5 0hen Dreams Disappoint and Hopes 4ail A Dream Deferred 2y Langston =ughes What happens to @oes it li$e a raisin Ir fester And @oes it stin$ Ir crust li$e a :aybe it li$e a Ir does it e=plode3 a dry in li$e then li$e and syrupy /ust heavy a rotten sugar the dream deferred3 up sun3 sore'' run3 meat3 over'' sweet3 sags load.

I love Langston =ughess poem, but Ill admit that Im more interested in what happens to the leader whose dream is deferred. =ow should a leader respond when her dream dies8 =ow does a leader recover when his hopes are dashed8
6

1F A failed dream doesnt ma,e yo' a fail're The moment a dream dies, were hit with a wave of negative emotions. 7ere sad, disappointed, and prone to second,guess ourselves. To ma*e matters worse, the demise of a dream usually happens publiclyJ the people around us see it shatter. 7hile no fun to experience, failure is a natural, instructive, and unavoidable feature of life. .onseHuently, wise leaders learn not to pin their self,worth on performanceJ rather, they possess an internal self,image thats unaffected by outcomes. -eople with an unhealthy view of failure personali&e it, seeing the failure as a reflection of their inadeHuacy. .onversely, those with a healthy outloo* on life externali&e failure. They understand its inevitability, and they loo* for the lessons it brings. ;ne mindset wallows in the emotions of failureJ the other wor*s through them in anticipation of future triumphs. $F Even when dreams die2 o'r p'rpose remains Success is *nowing your purpose in life, growing to reach your maximum potential, and sowing seeds that benefit others. <otice that success is not defined by accomplishing your dream. Life is a /ourney rather than a destination. <o matter how long you live or what you decide to do in life, you will never exhaust your capacity to grow toward your potential, nor will you run out of opportunities to help others. $our dreams may not come true, but the purpose for which you were created always endures. %F <y reflecting on o'r p'rpose2 we can birth new dreams )reams are pictures of our purpose. Iust as Nan 0oghs Starry <ight points to a beauty beyond its brushstro*es, but can never fully capture the loveliness of the night s*y, so a leaders dream only hints at the richness and wonder of her 0od,given purpose. 7hen our dreams die, nothing is healthier than to reexamine our purpose. D?evisionE literally means, Dto see again.E -eering into our lifes purpose inspires us to revise our dreams or to give birth to new ones. 7e can also thin* of dreams as paths leading us toward our purpose. +y purpose is to add value to leaders who will multiply value to others. There are millions of routes by which I could reali&e my purpose. Sometimes the path I ta*e leads to a dead,end, but I always have the option of finding another road on which to travel. The specific dream I choose to follow may not wor* out, but I still have a purpose, and I can *eep exploring new avenues to reali&e it. Li*e his boo*s, all of Iohn +axwells leadership development and personal growth articles are easy to understand and easy to implement. Creating a LifeDList In the film, The 2uc*et List, Iac* <icholson and +organ 9reeman star as terminally ill acHuaintances on a Huest to complete a wish list of activities before they D*ic* the buc*et.E 3s a result of the movie, the phrase Dbuc*et listE entered into 3merican vocabulary to describe the things a person dreams of doing sometime during his life. In this article, Id li*e to discuss instead a life,list: a personali&ed list of things you want to do every day in your life. This list is motivated by dreaming about the sort of person you aspire to be rather than the *inds of things you want to do. Since a life,list is intended to include only what you see yourself doing daily, it should meet the following criteria: 'B $our life,list should consist of /ust a few things. 5B $our life,list should consist of only the most important things. #B $our life,list should reflect your values. "B $our life,list should be your life,list. In other words, it should not be based on considerations of the *ind of person others expect you to be, but instead on the person you dream of becoming. ;ne of the tendencies in creating a life,list is to pile onto it every conceivable idea you have of good things you could do each day. 2ut lets face it: a long list of anything is discouraging. If you end up with "1 things, it will be intimidating /ust to read through them each day%and virtually impossible to do them. Instead of lifting you, an overly long life,
6(

list becomes a burden and is Huic*ly discarded. To *eep the life,list from being overwhelming, pare it down until you have only a handful of items of extreme importance to you. Its better to ma*e a life,list of only two things you actually review and do each day, than to create a life,list of "1 things that ends up in the trashcan. 7hy do I feel so strongly about developing a life,list8 If you write down and live out a life, list, it will become your legacy. 7e are *nown by what we repeatedly do. =ow we spend each day, ta*en in total, determines the mar* we ma*e on this world. 7hen you are eighty years old, sitting on the porch in a roc*ing chair and loo*ing bac* on your life, how will you feel8 $ou wont have to answer to anybody but yourself...not your parents or your spouse or your business associates. 7hat did you do with this gift of living8 It will be an important Huestion to you then. 7hy not ma*e it an important Huestion now8 Bnscripted Leadership The night before delivering his famous DI =ave a )reamE speech, +artin Luther @ing, Ir. assembled his team at the 7illard =otel to finali&e his script for the next day. 3s usual, his speechwriters and advisors debated, one last time, exactly what should be said and how it should be communicated. 2ased on the conversation, and )r. @ings guidance, they pieced together a final draft of the speech entitled D<ormalcy <ever 3gain.E <owhere in the text was there any mention of a dream. The next day, 3ugust 5 , '(C#, @ing stood on the steps of the Lincoln +emorial in front of a crowd in excess of 511,111 rallying for economic and civil rights. 7hen it came time for him to spea*, @ing launched into his prepared remar*s, his sonorous voice cutting through the thic* summer air of 3mericas capital city. +idway through the address, @ing sensed his message was not Huite hitting home with the audience. -erhaps sharing his intuition, gospel singer +ahalia Iac*son, shouted encouragement from nearby: DTell Zem about the dream, +artinLE -ausing momentarily, @ing set aside his notes and decided to wing it. =e set out his vision for the future of the >nited States, Da dream rooted in the 3merican )reamE in which eHuality replaced hatreds based on s*in color. =e unburdened his heart, sharing hopes that his children could grow up in a world of racial harmony. ?ising to a crescendo, he concluded by painting a beautiful picture of national unity that brought tears to the eyes of a now,enraptured audience. 7hen this happens, when we allow freedom to ring, when we let it ring from every village and every hamlet, from every state and every city, we will be able to speed up that day when all of 0odXs children, blac* men and white men, Iews and 0entiles, -rotestants and .atholics, will be able to /oin hands and sing in the words of the old <egro spiritual, V9ree at lastL free at lastL Than* 0od 3lmighty, we are free at lastLV @ings improvised address has been acclaimed as the greatest 3merican speech of the 51th .entury. 3lmost fifty years later, it still stirs ones emotions. In deviating from the script, @ing delved into his soul. =e didnt lecture or teachJ he simply illuminated the dream painted on the canvas of his imagination. Leaders communicate through memos, white papers and strategic plans, but they connect by sharing dreams. They influence and inspire by casting vision, and what is a vision other than a picture of what we see when we dream8 3s the old adage says, Da picture is worth a thousand words.E 3 polished, scripted presentation pales in comparison to the clearly articulated expression of a dream. Application 7hat do you dream about as a leader8 7hat does it sound li*e when you go off,script and begin tal*ing straight from the heart8 =ere are some ideas to help you translate the vision in your mind into a picture you can share with others. Q 9ind tangible ob/ects Amementos, *eepsa*es, etc.B that relate to your vision. -ut them in your wor*space and share your vision with another person by referring to the visual aids.
C1

Q )raw or paint a picture of your vision Aor hire someone to draw one for youB. )isplay the picture in your wor*space as a constant reminder of your dream. Q 7rite a short story or poem telling your vision. <arrate it to a colleague. Dreaming in the Daily &rind 7e use the expression, Dthe daily grind,E to describe the mundane unpleasantness of our wor* routine. Interestingly, the word DgrindE has multiple meanings: 'B 5B To wear down, To smooth, reduce, or sharpen, crush or into powder polish by by pounding or friction or abrading abrasion

Though we cannot escape the daily grind, we can determine whether it crushes our dreams or polishes them. =ow8 Id suggest the following three behaviors. 3ealiJe the Dream 9s Costly The dream is free, but the /ourney to its completion isnt. 9ailure is the price of success. If you na[vely believe the dream will happen easily, then the setbac*s of the daily grind will shatter your dreams. =owever, if you understand the dream is costly, then you can ta*e failures in stride as necessary steps on the road to success. 9rom this view, mista*es do not prove our inadeHuacyJ they sharpen our abilities and prepare us for success in the future. Engage in Possibility Thin,ing 7hen you have big dreams, the drudgery of the daily grind can be disheartening. Its maddening to feel as if your dream is on hold while you spend each day on seemingly unimportant wor*. $et as Iesus of <a&areth said, D7hoever can be trusted with very little can also be trusted with much.E In other words, the s*ills you develop in unglamorous /obs train or Hualify you for greater responsibility in the future. If you disdain the small tas*s of the daily grind, then your hope of accomplishing your dreams will eventually erode. =owever, if you loo* for possibilities to grow in every situation, then you gradually will gain the experiences needed to achieve your dream. 7eparate the 4irefighters and 4irelighters .riticism can be crushing, yet honest feedbac* refines our vision. The *ey is to avoid firefighters who will douse your dreams with negativity and to surround yourself with firelighters who will fan the flames of your passion with their consistent support. 3fter people lose hold of their own dreams, they tend to hold down everyone around them who dares to dream. ;ther peoples success ma*es them feel insecure. 9or this reason, be wary of people without well,defined passions of their own%theyre almost certain be firefighters. The daily grind tends to sidetrac* us from accomplishing our dream, forcing us to ta*e unwanted detours. In these moments, we need people who will encourage us to persevere and who will believe in our dream, even when our faith in it wavers. In addition, we need people who will gently, but firmly, help us confront our shortcomings. 7ithout their feedbac*, we will not be able to ma*e the personal and professional ad/ustments reHuired to reach our dreams. 9irelighters, then, can be identified by their sincere encouragement and their willingness to say what we need to hear instead of what we want to hear. E)cellence5 A 7're 3o'te to 9nfl'ence @o you see a man who e=cels in his wor$3 De will stand before $ings4 he will not stand before un$nown men. S @ing Solomon A-roverbs 55:5(B :xcellence is the gap between average and exceptional. Its the ability to exceed expectations and consistently deliver superior Huality. In developing habits of excellence, leaders gain influence and stand out from the crowd. 2y cultivating a culture of excellence, a business attracts customers and wins their loyalty. :xcellence +eans... 1F Consistency I agree with 3ristotle: D:xcellence is not an act, its a habit.E To gain a reputation for excellence necessitates delivering results whenever youre called upon. =it, and,miss performers are neither trusted nor respected. ;n the other hand, those who
C'

repeatedly demonstrate competence gain credibility, and their credibility paves the way to influence. $F 9mprovement Legendary bas*etball coach -at ?iley defines excellence as Dthe gradual result of always striving to be better.E -eople with a spirit of excellent continuously improveJ they ma*e sure to be better tomorrow than they are today. :xcellent leaders are voracious learners. Since theyre constantly growing, they always have fresh insights to impart to their teammates and new s*ills to contribute to their organi&ation. %F Creativity .reativity attracts others to you and to your ideas. 7e en/oy interacting with people who open up our imaginations through the originality of their wor*. .reativity also gives rise to excellence by facilitating problem,solving. Sometimes creative persons brea* new groundJ at other times they simply find innovative ways to apply existing concepts. :ither way, they add value by enabling their organi&ation to move beyond the obstacles that had previously held it bac*. (F &oing the E)tra @ile DTo excelE literally means to go beyond average. ?esponsible people can be counted upon to do what is expected of them, but excellent people routinely do more than as*ed. -ersons of excellence deliver results in such a way that leaves their customers pleasantly surprised. Concept'al Leadership The first day on the /ob can be di&&ying for an incoming employee as she tries to learn how she fits into the new organi&ation. =owever, the pace at which business is conducted today, with change constantly occurring, can disorient even longtime veterans. -eter Senge, author of The 9ifth )iscipline says that, Done of the most important tas*s for leaders today is to provide conceptual leadership%helping people ma*e sense of whats going on around them.E Leaders ma*e life easier for their people by setting clear expectations. Lets loo* at three simple Huestions that you can as* to acHuaint your people with your primary expectations of them. 1F Are we moving in the right direction> +y first expectation of my people is that they represent me well. I want them to *now my vision and to show my values. So long as my people act with an unmista*able sense of the mission and embody the organi&ations core values, then they are headed in the right direction. $F Are we moving to a higher level> +y second expectation is that my people grow personally and professionally. I want to *now the steps each person is ta*ing both to develop themselves and to aid the development of others on the team. 7hen my teammates display an undeniable commitment to personal growth then I am confident we are moving to a higher level as an organi&ation. %F Are we moving closer together> +y third expectation is that my people value teamwor*. 9or years Ive insisted that, Done is too small a number to achieve greatness.E Thus, I have little tolerance for people who are Huic* to monopoli&e credit when the team wins or to assign blame when the team fails. I praise and promote the people who add the greatest value to their cowor*ers and who repeatedly demonstrate a willingness to serve their teammates. If teammates are ma*ing each other better, if they are completing one another as opposed to competing against one another, then I *now the organi&ation is moving closer together. Application Since a teams goals are constantly changing, the best measure of its health is not only the teams distance from a desired destination but also the direction in which its moving. ?eview the three Huestions posed above. 3re you pleased with your teams movement with respect to its mission, growth, and teamwor*8 7hy or why not8 =ave you clearly communicated expectations to those on your team8 The Law of Environment .ommunicate IohnXs leadership principles to your team with these beautifully designed infographs. :ach infograph visually expresses IohnXs concise principles with imagery that ma*es them unforgettable.
C5

<'rning <ridges The 0olden 0ate 2ridge, one of 3mericas most iconic engineering feats, turned !6 years old in Iune. The bridge originally too* more than four years to build, and at the time of its construction, it was the longest suspension bridge in the world. +ore than two billion vehicles have driven across the 0olden 0ate 2ridge since it opened in '(#!. The main purpose of any bridge, of course, is to span a gap in order to connect two places. 2ridges provide passage between locations which otherwise would not be /oined together. They ma*e one area accessible to another.

C#

!'r <ridges to the Past 3s leaders, we all have bridges to our pasts. 7e have connections that reach across time, lin*ing us to our previous experiences. These bridges can benefit us by providing access to a storehouse of pleasant memories and helpful lessons. =owever, these bridges can also harm us by *eeping us in contact with traumatic events in our personal history. DThe hardest thing to learn in life,E writes )avid Sanders, Dis to *now which bridge to cross and which bridge to burn.E In this lesson, I suggest four bridges to the past that a leader would be wise to set abla&e. <ridges to <'rn <ridge =15 0rongs Done to Bs 2ridges to the past hold us captive when they induce us to remember and relive the pain others have caused us. :lbert =ubbard wrote: D3 retentive memory may be a good thing, but the ability to forget is the true to*en of greatness. Successful people forget. They *now the past is irrevocable. Theyre running a race. They cant afford to loo* behind. Their eye is on the finish line. +agnanimous people forget. Theyre too big to let little things disturb them. They forget easily. If anyone does them wrong, they consider the source and *eep cool. Its only the small people who cherish revenge. 2e a good forgetter. 2usiness dictates it, and success demands it.E 9orgiveness allows you to be free from the nightmares of the past and to reclaim your dreams for the future. 7e burn bridges to past in/uries by ta*ing the high road. ?evenge may feel li*e the preferable path, but ultimately it *eeps us bound to our hurt. If there are people who have wronged you, do yourself a favor and give them something they dont deserve but desperately need: the gift of forgiveness. Its a gift that, once given, offers something in return. $our spirit gets rest. <ridge =$5 The Bnfairness of Life Lifes circumstances arent eHual for everyone. 3t times, we encounter bad luc*J our lives are beset by hardships that our friends have the good fortune to avoid. In these moments, we can be tempted to act as victims, maintaining a bridge to the past by insisting on the unfairness of our plight. =aving a mature perspective allows us to burn bridges to the seeming in/ustice of past circumstances. ?ather than permitting misfortunes to drag us down, we ought to develop an attitude which ta*es them in stride as an inevitable part of life. In this way, we empower ourselves to rise above lifes difficulties instead of being passive victims of them. <ridge =%5 &rowth 9nhibitors 2ad habits serve as bridges to the past. 7e persist in them because theyre familiar and because its painful to part with them. =owever, they prevent us from growing to our potential. 2rea*ing unhealthy patterns of behavior reHuires ma*ing hard decisions. 7e have to be willing to exchange short, term comfort for long,term gain. In addition, we may need to cut ties to an organi&ation when its culture has a negative influence on us. 0rowth thrives in conducive surroundings, and sometimes burning a bridge to a toxic environment is the only way to improve our lives.

C"

<ridge =(5 !'r !wn 7t'pidity Ive done a lot of stupid things in my life. :arly in my marriage I would win arguments with my wife, +argaret, but at the cost of badly in/uring her feelings. I have made business moves resulting in financial losses. Ive also made leadership decisions that have led to failures for my organi&ations. Ive even gotten myself arrested for absentmindedly attempting to board a plane with a gun in my carry,onL AId received the gun as a gift and had completely forgotten to remove it from my bag when getting ready for the flightB. <eedless to say, the experience of being handcuffed, detained, and fingerprinted was more than /ust a little embarrassingL Some people cannot seem to let go of failure. Instead of learning from setbac*s, they allow mista*es to define them. 2y forgiving ourselves, we burning the bridge to our past failures and free ourselves to move forward. C!6CLB79!6 7e usually are warned not to burn bridges in life. This certainly is good advice when applied to our relationships. =owever, burning bridges to aspects of our past can be a tremendously healthy exercise. I close by posing four Huestions. I hope answering them will aid you in severing ties with the negative elements of your past experiences. 7ho do you need to forgive in order to burn bridges of bitterness8 7hat past circumstances do you need to accept in order to burn the bridge of victimi&ation8 In what ways do you need to burn bridges with former habits in order to lead a healthy lifestyle8 9or what failures do you need to forgive yourself in order to burn the bridge of regret8 Accelerating Teamwor, .ommunicate IohnXs leadership principles to your team with these beautifully designed infographs. :ach infograph visually expresses IohnXs concise principles with imagery that ma*es them unforgettable. The @a)well Plan for Personal &rowth <ET !6 1!B37EL4 R 3EACH 1!B3 P!TE6T9AL :mbar* on a life,changing /ourney and choose to become intentional about improving your life by pursuing a plan for personal growth. 0rowth is essential to our satisfaction and our success, but it doesnXt /ust happen. It reHuires intentionality, focus, and accountability. It also reHuires a plan. The +axwell -lan for -ersonal 0rowth is a one,year personal development plan based on Iohn +axwellXs experience, methods, and teachings. It is designed for any adult who desires to grow personally and professionally in less than '1 minutes a day. E44ECT98E 0A17 !4 &3!096& PE!PLE 96 !3&A69SAT9!67 Ine of the most significant contributions to business failure is the inability to get things done through people. S )avid @ra/enows*i Leaders accomplish their visions through personal growth and personnel growth. 9ocusing on individual development is fine, but doing something truly significant also involves empowering others to grow to their potential. ;ne is too small of a number to achieve greatness. 9or a leader, growing people isnt /ust a theoretical, pie,in,the,s*y notionJ its a pressing demand with real,world implications. 3n organi&ation thats not investing in its people exhibits all sorts of unhealthy symptoms. '. Trouble on the bottom line. 5. =igh turnover #. 2ac*stabbing and infighting for turf.
C6

". .omplaining that has little focus on real issues. 6. Low motivation. C. >naccounted for absences from the office. !. -oor communications among wor*ers. . Long wor* days but low productivity. ;n the other hand, when leaders grow their people, they reap the rewards of high morale and synergies of teamwor*. The most effective way to grow an organi&ation is to grow the people in it. =ere are some growth practices that you can apply to grow your team. 1F Develop a game plan to grow others The highest function of a leader is not /ust to lead othersJ the highest function of a leader is to produce leaders who can lead others. Theres no outsourcing the responsibility to develop the leadership capacities of your people. $ou have to ta*e initiative to mentor others within your organi&ation +entors must possess a specific *now,how. 7ithout this confidence and *nowledge they are not ready to transfer what theyve learned to others. 3t the same time, the ob/ect of mentoring is not perfection but improvement. )ont feel as if you have to be flawless before you can begin to impart your wisdom and s*ills to others. 3lso, reali&e that the underlying purpose of mentoring is not for people to act differently but rather to become different. Such a change certainly doesnt happen overnightJ the process is evolutionary, not revolutionary. $F Connect with them .onnection doesnt happen unless you put in the time to learn about someones uniHue personality, perspective, and motivations. 3s* Huestions about the people on your team to uncover their interests, and observe them in action to find out their capacity and strengths. 9inally, demonstrate your commitment to their success by consistently adding value to them, providing constant encouragement, and ma*ing yourself available for Huestions. %F Challenge them 0iving others a pro/ect that causes them to stretch helps to build their emotional and creative capacity. .onferences and training seminars have their place, but most learning ta*es place on the /ob. -eople grow through actual assignments in which they encounter real,life problems that have immediate relevance to the company. (F Empower them :mpowerment begins by painting the big,picture for those you lead. )isney doesnt give its street sweepers four days of training because street sweeping is complexJ )isney wants sweepers who are able to answer guests Huestions about the par*. :mpowerment also is all about trust. 3s .aptain ). +ichael 3brashoff said, DIf all you give are orders, then all youll get are order,ta*ers.E Leaders give power to those they lead, and then hold them accountable for using that power appropriately. 6EL7!6 @A6DELA5 LE77!67 !6 A LEADE37 LE&AC1 <elson +andela won South 3fricas presidential election in '((" after more than four decades of opposing racial segregation in his homeland. +andela had spent 5! of those years in /ail on account of his activism. 3fter becoming -resident, +andela had a prime opportunity to exact revenge on the political party that had formerly imprisoned him. $et instead of settling scores or en/oying the spoils of victory, +andela pursued policies of reconciliation. 3s a symbolic gesture of his intentions to unify the nation, +andela created a new national anthem. The anthem combined two tunes: <*osi Si*elelX i3fri*a, the favorite hymn of the blac* resistance movementJ and )ie Stem van Suid,3fri*a, the longstanding national song of the apartheid,era government. Today, whenever South 3fricans sing their countrys anthem, they give voice to +andelas legacy of racial harmony. LE&AC1 LE77!67 43!@ 6EL7!6 @A6DELA 1F A Legacy 9s <'ilt over a Lifetime Legacies arent formed from a single actJ they emerge only after a lifetime. <elson +andela was motivated by principles of /ustice, and he has courageously made sacrifices throughout his life on account of those principles. The strength of his legacy comes from the steadiness with which he promoted his beliefs.
CC

$F A Legacy 9s 4orged Thro'gh Adversity <elson +andela commands respect around the world because he endured so much hardship while struggling for a freer South 3frica. 3 leaders credibility is gained on difficult ground. -eople follow leaders, not on account of what they *now, but based on how much they care, the extent of which is revealed by the storms of life. %F A Legacy 9s 7haped in Pivotal @oments In some respects, <elson +andelas first year in office was a greater testament to his vision than his 5! years in prison. 3s 3braham Lincoln once commented, D<early all men can stand adversity, but if you want to test a manXs character, give him power.E :ventually, all leaders encounter *ey decisions that test the integrity of their values, and the course they ta*e at those critical /unctures shapes their legacy. (F A Legacy 9s Transmitted Thro'gh Practical 8ehicles Legacies are passed from one generation to another through stories, songs, celebrations, and customs. 9or example, firewor* displays on the 9ourth of Iuly remind 3mericans of the political freedoms secured by the 9ounders of the >nited States. In a similar manner, South 3fricas national anthem reaffirms that countrys commitment to racial unity, thereby extending <elson +andelas legacy. LBE7T9!67 4!3 TH!B&HT 7hat legacy would you li*e to leave to the next generation8 =ow will you pass on that legacy8 PA7796& !6 A P!79T98E LE&AC1 !There is a choice you ma$e in everything you do. #o $eep in mind that in the end" the choice you ma$e" ma$es you. S Iohn 7ooden 3 legacy isnt something over which we have no control, li*e the shadow that follows us down the sidewal*. ?ather, we can choose the way in which our influence will remain once were gone. =ere are a few suggestions for how you can purposefully pass,on a positive legacy. 1 9ntegrate a daily foc's with a longDterm perspective Leaders who have an enduring influence *eep one eye on the compass and the other eye on the cloc*. That is, they loo* ahead without losing sight of what needs to happen each day. They give their best to activities and appointments, or the daily doings of life, while not forgetting their orienting vision and values. $ Establish a direction that is clearly observable 7hen your time on this earth draws to a close, people will describe your life in a single sentence. -ic* it now. 2e intentional about the sort of influence you want to have on the world around you. I live each day with my legacy statement at the forefront of my mind: DIohn +axwell added value to leaders who multiplied value to others.E 2eing aware of how I want to be remembered gives me perspective on whats truly important. % Develop a networ, of meaningf'l relationships Leadership is influence, and relationships are the foundation of leadership. Throughout life, Ive heeded the Law of the Inner .ircle: DThose closest to me determine the level of my success.E -erhaps nothing is more predictive of your legacy than the Huality of people surrounding you. ( Commit to a positive learning attit'de that g'arantees growth -ersonal growth is lin*ed to a teachable disposition. +y friend and mentor Iohn 7ooden li*ed to say: DIts what you learn after you *now it all that counts.E I credit my growth as a leader to a set of learning attitudes that I developed early in life. @y Learning Attit'des aB :veryday I will learn something. bB :veryone will be my teacher. cB :very experience will be a learning lab. dB :very opportunity I will as* Huestions. eB :very time I will apply what Ive learned.
C!

* Contin'ally e)perience inner renewal Since the cares of life easily crowd out space for reflection, its essential to schedule time to thin*. 2y itself, experience doesnt teach us anythingJ it has to be evaluated. Learning to pause allows growth to catch up with you. +y motto is that Dyou cannot travel without until youve traveled within.E In other words, you wont have transformative influence on the world until youve been transformed yourself. 496AL TH!B&HT7 :ach of us has received thousands of blessings that we did nothing to earn. 2eing a legacy,minded leader is an intentional way to give bac* out of gratitude for what weve been given. 967ECB39T15 THE LEADE37H9P 4LA0 !4 A@E39CA7 0!37T P3E79DE6T :very few years, historians ran* 3mericas past -residents from best to worst. 7hile scholars disagree on the place of certain -residents, theyre united in their opinion that 7arren 0. =arding was one of the lousiest leaders ever to have occupied the 7hite =ouse. )espite holding office for less than three years, =arding left a legacy of scandal and corruption. 7hat accounted for his dismal failure as a national leader8 Insecurity. 7arren 0. =arding was notoriously insecure, once privately remar*ing: DI am not fit for this office Tof -residentU and should never have been here.E ;wing to his need for approval, =arding spent his energy ma*ing friends rather than ma*ing progress. ;n the campaign trail =ardings li*eability proved advantageous, as he was elected with over C1G of the popular vote%the highest percentage ever won by a candidate at that time. $et in the ;val ;ffice, =ardings preoccupation with popularity was debilitating. In his efforts not to let down any of his buddies, =arding ended up being perhaps the greatest -residential disappointment in history. =ow did =ardings insecurity undermine his leadership8 1F He showed favoritism Instead of selecting advisers on the basis of their competence, =arding surrounded himself with fawning admirers to feed his personal need for affirmation. -utting his buddies in powerful government posts caused =arding one headache after another. =is Secretary of the Interior, 3lbert 9all, was the first member of a -residential cabinet to be imprisoned. 9all had accepted bribes from oil companies in exchange for leasing them government lands at below,mar*et rates. =is Secretary of the <avy, :dwin )enby, had to step down in the wa*e of corruption charges. =is 3ttorney 0eneral, =arry )augherty, was forced to resign after allegations of widespread corruption in the )epartment of Iustice. =is 3ssistant 3ttorney 0eneral, Iess Smith, committed suicide after coming under investigation for fraud. =is )irector of the Neterans 2ureau, .harles 9orbes, was convicted and imprisoned of defrauding the government. Though =arding apparently did not engage in fraud himself, the rampant corruption surrounding him ruined his administration. $F He avoided responsibility Instead of using his authority to confront his corrupt friends, =arding saw himself as a victim of their behavior. In his words, DI have no trouble with my enemies. I can ta*e care of my enemies in a fight. 2ut my d\\\ friends, theyXre the ones who *eep me wal*ing the floor nights.E In fact, some historians attribute =ardings death The died of congestive heart failure while in officeU to the stress of dealing with scandals instigated by members of his inner circle. -resident =ardings evasion of responsibility would have come as no surprise to anyone following his political career. 3s a Senator, =arding had been noted for his absenteeism. 7henever a controversial bill camp up for a vote, he left 7ashington to avoid ta*ing a side. ?ather than ma*ing tough calls, =arding ran away from them. Later, as a candidate for -resident, =arding was content to let party bosses set the agenda for his campaign. =e simply pursued the policies they put in front of him. ?ather than articulate a clear vision for the countrys future, =arding parroted the vision of others.
C

%F He created a climate of s'spicion -resident =arding was not untalented as a leader, nor was he completely without character. 9uture -resident =erbert =oover, who wor*ed for =arding, claimed that he never gave a promise that he did not *eep. -resident =arding was also particularly adept at connecting with people, whether communicating to large groups or relating one,on,one. =owever, in aiming to please people rather than to hold them accountable, =arding created a culture of suspicion. -eople were aware of misdealings throughout the administration, but they could not count on the -resident to deal with the corruption of his political allies. 3s long as an official was a friend of =ardings, then he had the power to do whatever he wanted. 7hen news of government corruption reached the public, the culture of suspicion extended nationwide, with citi&ens becoming distrustful of their elected leaders. -resident =ardings insecurity even seems to have influenced his wife, 9lorence. 3s 9irst Lady, she *ept a little red boo* in which she wrote the names of anyone who had offended her husband. +any of the names she inputted on account of imagined slights. If she perceived that someone had loo*ed at the -resident the wrong way or had failed to greet him properly, then she assumed they were a political enemy. L'estions to Consider 7arren 0. =ardings failed leadership leaves us with the following lesson: $ou cannot successfully lead your team if you need your team to validate your self,worth. .ertainly anyone would rather be li*eable than off,putting as a leader. =owever, at what point does a leader pursue popularity to his or her detriment8 7hat warning signs may indicate that a leader has placed too much emphasis on being li*eable8 Li*e his boo*s, all of Iohn +axwells leadership development and personal growth articles are easy to understand and easy to implement. 9or direct access to new leadership articles each month, subscribe to our bi,monthly electronic newsletter, Leadership 7ired. 9or permission to reprint or reproduce any content in these articles please complete this D97T96&B97H96& <ET0EE6 PLA1E37 A6D P3ETE6DE37 The year was '(!5 and fans pac*ed +unichs ;lympic Stadium to witness the completion of the mens marathon. 2y the time the races competitors reached the stadium, they would already have run 5C milesL Spectators waited in anticipation to see which contestant would arrive first and to cheer him to the finish line. 3 roar from the crowd greeted the first runner to enter the stadium%0erman <orbert Sudhaus. 9ans shouted encouragement and applauded wildly as he began the final, grueling lap of the race. =owever, cheers turned to gasps as, halfway around the trac*, Sudhaus was tac*led by security guards. 3s it turns out, <orbert Sudhaus was an imposter. 7earing a blue trac* vest and yellow running shorts, he had snuc* onto the races course /ust outside of ;lympic Stadium and had tric*ed the crowd into thin*ing he was an actual contestant. +oments later, when the real leader of the marathon A3merican 9ran* ShorterB ran into the stadium, he was dismayed to hear catcalls from the crowd. Shorter thought the boos were directed at him, oblivious that the spectators were still expressing outrage at Sudhaus hoax. Shorter would go on to win the marathon, and he remains the last 3merican man to have won an ;lympic gold medal in the event. Players 8ers's Pretenders If youve ever led people, then youve come across followers li*e <orbert Sudhaus, who would rather act the part than to put in the effort needed to become a champion. These people are pretenders, and while they can sometimes masHuerade as players, a *een observer can tell the two apart. 9or a leader, its important to identify the pretenders within an organi&ation before they disrupt the teams momentum and damage its relationships. -retenders loo* the part and tal* the part, but they fall short of fulfilling the part. =ere are some of the ways to distinguish between whos a real team player and whos merely posturing for self,advancement.
C(

1 Players have a servants mindsetT pretenders have a selfish mindset -layers do things for the benefit of others and the organi&ation, while pretenders thin* only of benefitting themselves. 3 pretender is singly focused on outcomes that are in his or her best interest. $ Players are missionDconscio'sT pretenders are positionDconscio's -layers will give up a position to achieve a mission. -retenders will give up a mission to achieve a position. 9or players, the progress of the mission is much more important than their own place within it, but a pretender will value his or her position more highly than /ust about anything else. % Players deliver the goodsT pretenders only ma,e promises 3 player is a team member who can be counted on to finish a tas* every time. The pretender will claim the ability to do soJ but in the end, he or she does not consistently execute. ( Players are MobDhappyT pretenders are MobDh'nters -layers love what they do and do it well. 9or them, wor* is fulfilling and meaningful, and they are devoted to carrying out their responsibilities with excellence. ;n the other hand, pretenders always see greener grass elsewhere. Since theyre constantly on the loo*out to better their situation, they have no loyalty and will brea* commitments whenever doing so helps them to get ahead. * Players love to see others s'cceedT pretenders are only interested in their own s'ccess ?abbi =arold @ushner had a players mindset when he said, DThe purpose of life is not to win. The purpose of life is to grow and to share. 7hen you come to loo* bac* on all that you have done in life, you will get more satisfaction from the pleasure you have brought into other peoples lives than you will from the times that you outdid and defeated them.E I thin* we all start out as competitors, but the goal is to grow past that mindset. In my adult life, I have evolved from competitor, to personal achiever, to team player, and on to team,builder. 3 player is happy when another member of the team succeeds because it benefits all. The pretender sees success as a win,lose proposition, and resents it when another person Dwins.E + Players val'e integrityT pretenders val'e image In navigation, the rule is that whats under the surface should be heavier than what is above the surface. ;therwise, the ship will capsi&e in a storm. Integrity is similarJ whats under the surface must be greater than what is in plain sight. 3 player can be counted on to do the right thing, even if nobody is loo*ing. .ontrarily, pretenders do the right thing only when being watched, and they do whatever is expedient otherwise. 9urthermore, since they focus on appearance rather than character, pretenders wont admit fault when mista*es are made. They blame others for all of their problems instead of ta*ing personal ownership of them. - Players ma,e the hard choicesT pretenders ma,e the easy choices 7ith a hard choice, the price is paid on the front endJ the payoff only comes later. Such choices almost always include ris*, and they usually involve the sacrifice of placing the organi&ation above oneself too. -eter )ruc*er once said, D7henever you see a successful business, someone once made a courageous decision.E -layers arent afraid to ma*e those decisions. . Players finish wellT pretenders fade o't Some people start as players, but at some point they turn into pretenders. 7hy8 I believe its because they overestimate the event and underestimate the process. They ma*e the choice to begin, but they get tired of the wor* it ta*es to continue. ;r they begin and proceed until they are confronted with the need to change. >nwilling to ad/ust, they begin pretending in order to get by. ;n the other hand, a player ta*es all tas*s to completion. Application5 )o you have a better idea of who the players and pretenders are within your team or organi&ation8 ?emember that players will always 3)) to the teams efforts. 2ut pretenders, at least in the long run, will .;ST the team. @nowing the difference between the two means that youll count on the right person to get the /ob done.
!1

A LEADE37 &3EATE7T CHALLE6&E The following clues describe an 3merican golfer *nown for winning trophies yet susceptible to losing his temper. .an you name him8 '. =e was child prodigy, recogni&ed as a top amateur by age '". 5. =e played in his first >.S. ;pen at age ' . #. =e won his first ma/or tournament at age 5'. ". )uring an event, he angrily tossed aside a club, which struc* a female spectator. The incident prompted the >S03 to send him an official letter of warning. 6. =e infamously lost his cool while playing at a ?ed .ross charity event. C. In the middle of a round of poor play at the 2ritish ;pen, he ripped up his scorecard and stomped off the course in disgust. =is immature, unsportsmanli*e conduct drew criticism from the media. The answer8 The legendary 2obby Iones. 3 sportswriter once claimed Iones had Dthe temper of a timber wolf.E 9ortunately, the hotheaded young man learned to *eep his competitive strea* in chec*, and as his career progressed Iones became *nown for his grace, *indness, and fair play. In fact, every year since '(66 the >S03 has presented the 2ob Iones 3ward for distinguished sportsmanship to the person who best Demulates IonesKattitude toward the game and its players.E ?eflecting on his days as a hot, tempered, young golfer, 2obby Iones remar*ed, DI was full of pie, ice cream and inexperience. To me, golf was /ust a game to beat someone. I didnXt *now that someone was me.V In other words, Iones couldnt master the golf course until he gained mastery over his own destructive behaviors. 7elfD@anagement 3 leaders greatest challenge, and most difficult tas*, is self,management. If you lead yourself correctly, others will line up to follow you. If you lead yourself poorly, youll eventually push away the people you need the most. The following are three areas in which to focus your self,management. 1F Emotions DSome emotions cannot be endured with a golf club in your hands.E S 2obby Iones Li*e anyone else, leaders experience powerful emotions. =owever, good leaders *now when to display emotions and when to delay them. In saying that leaders should sometimes delay their emotions, I am not suggesting that leaders bury their feelings. ?ather, I am recommending that leaders hold their emotions in chec* until an appropriate time and place. The bottom line in managing your emotions is that you should put others %not yourself%first in how you handle them and when you process them. $F Tho'ghts D.ompetitive golf is played mainly on a five,and,a,half,inch course...the space between your ears.E S 2obby Iones The greatest enemy of good thought is busyness. If the pace of your /ob does not allow you to stop and thin* during the wor*day, then develop the habit of /otting down three of four items deserve your full attention later. .arve out #1 minutes that same evening to review your list. ;r spend a couple of hours on a Saturday to remove yourself from distractions and focus your thin*ing upon those topics. %F Energy VIt is nothing new or original to say that golf is played one stro*e at a time. 2ut it too* me many stro*es to reali&e it.V S 2obby Iones 3s a young golfer, 2obby Iones would ta*e unnecessary ris*s to compensate for an errant shot. Instead of conceding one stro*e, he would exhaust himself attempting ill,advised shots in an effort to get bac* to par. 3s he matured, Iones paced himself more evenly and did not expend as much energy trying to ma*e miraculous shots. 3s an achievement,oriented leader, I am tempted to accomplish more than I can realistically manage during the day. =owever at my age, I have no choice but to pay attention to my energy level. 3t the beginning of each day, I review my calendar and as*: D7hats the main event8E Thats the one activity where I cannot afford to give anything
!'

less than my best Aa spea*ing engagement, a *ey meeting, critical writing time, etc.B. I conserve my energy at other times during the day to ma*e sure Im at my pea* for this pivotal event. Application In which of the above areas Aemotions, thoughts, energyB do you need to improve your self,management8 =ow would your life improve if you were able to upgrade your self,management in that area8 The Laws of &rowth 3t what age did you stop growing taller8 The average age when the human body reaches its full height varies, but its generally between the ages of '6 and 5'. I often wonder at what age most leaders Huit growing. >nfortunately, /udging from my observations, most people stop by the end of their 51s. ?arely will you find a person committed to a comprehensive personal growth plan into their #1s, "1s, or beyond. Leaders never get to the point where their influence has maxed outJ they always have unreached potential waiting to be fulfilled. In leadership, how far you go depends on how much you grow. >nli*e your physical height, your growth as a leader is within your controlJ you can do something about it. $oull grow the most when you *now the most about how the process of personal development happens. In this lesson, Id li*e to share three basic laws of personal growth to help you get started. 'B The Law of 9ntentionality5 &rowth Doesnt K'st Happen . Seldom do we lac* access to information that can help us grow, but rarely do we apply the resources at our disposal. -ut simply, *nowing isnt the same as growing. ;ld age may happen automatically, but growth doesnt necessarily come with experience. To grow to our potential, we have to discard the mista*en beliefs that prevent us from moving forward. Two such beliefs are 'B that failure is fatal and 5B that we dont have time right now to pursue a growth plan. 9or starters, failing doesnt mean that someone is a failure. +ista*es are an inescapable part of life, and failures often teach us lessons that we could never learn otherwise. Indeed, failures are steppingstones to success. 7ith respect to time, the longer we intend to do something without ta*ing action, the greater the odds that we will never do it. Time is the one resource we cannot recapture once its lostJ theres no way to ma*e up for months and years of neglecting personal development. 5B The Law of Awareness5 1o' @'st ;now 1o'rself to &row 1o'rself . -ersonal growth isnt a one,si&e,fits,all strategy for self,improvement. 9or personal growth to be beneficial, and not a waste of energy, it must be suited to your uniHue strengths and particular temperament. <ot everyone shares the same learning style: what wor*s for one person may be completely inappropriate for another. In addition, personal growth reHuires you to identify your purpose in life. >nless youre clear where youre headed, you wont *now which ways to grow. ;n the other hand, once you have a definite vision in mind, you can begin to develop the specific set of s*ills needed to accomplish it. #B The Law of Consistency5 @otivation &ets 1o' &oing2 Discipline ;eeps 1o' &rowing 3nyone who has successfully lost weight through regular exercise can tell you that there were days when they didnt feel li*e going to the gym. 3ll of the excitement about getting in shape dissipates at 6:11 am when the alarm cloc* rudely reminds you to get out of bed for a morning wor*out. To develop the discipline to *eep growing, we must constantly remind ourselves why personal development means so much to us. 9or example, I desire to be physically fit because I want to have fun with my grand*ids, en/oy life with my wife, and continue training leaders. ?emembering my passion and purpose allows me to stay disciplined in those activities I do not en/oy Ali*e running on a treadmillLB. To get where you want to go in life, personal growth cannot be overloo*ed, postponed, or ta*en for granted. $our development reHuires intentionality, focus and accountability. It also reHuires a plan. Thats why Ive wor*ed closely with my team to create the The +axwell -lan for -ersonal 0rowth. :xpertly designed to yield measurable growth, this
!5

resource channels your desire for self,improvement into a practical and purposeful structure. 9rom personal experience, I *now that growth doesnXt happen apart from a deliberate plan. )o you have a deliberate plan for growth8 )o you desire to ta*e your influence to the next level8 Invest in yourself and your path to progress today by visiting www.maxwellplan.com and launching your own personal growth campaign. D! 1!B HA8E 0HAT 9T TA;E7> In the documentary film chronicling her /ourney to superstardom, performer @aty -erry advises her fans: D2elieve in yourself and you can be anything.E =owever, if eleven seasons of 3merican Idol have taught us anything, its that self,belief is not sufficient for success. 3t the beginning of each season of Idol, vocalists audition in front of the /udges, and some are dreadfully tone,deaf and off,*ey. 3ma&ingly, despite their obvious lac* of talent, these musically,challenged contestants truly believe they are destined for celebrity. In fact, theyre genuinely shoc*ed when the /udges candidly provide them with negative feedbac* before dismissing them from the set. .ertainly, at many /unctures in the leadership /ourney, you must be supremely self, assured to press forward through adversity. 2ut while self,confidence factors into a persons success in life, a number of other Hualities come into play as well. =ere are six Huestions to as* yourself to gauge whether or not you have what it ta*es to reach the pinnacle of your profession. 1F Does yo'r dream align with yo'r nat'ral abilities> ;lympic sprinters spend countless hours learning how to accelerate out of the starting bloc*s and to perfect their stride. 7ith years of practice, theyre able to shave off precious fractions of a second off of the time it ta*es them to complete a race. =owever, in actuality, every world,class sprinter began his or her athletic career with loads of inborn ability. 3bsent of 0od,given talent, the average person, even after years of disciplined training, could not hope to *eep pace with these elite runners. In my experience, a person can only improve about one or two notches above their natural talent in a given area. 9or example, if on a scale of ','1 you happen to be a D#E as a singer, then ta*ing voice lessons and music appreciation courses may lift you to a D".E If youre especially diligent in studying how to sing, you may even improve to a D6.E :ven so, youve only improved from bad to average%and people dont pay to hear an average singer. The formula for success is to build your career around s*ills in which youre already a D!E or an D E and to spend your time perfecting them. 4ood for Tho'ght5 In what ways are you naturally gifted8 That is, in what areas are you already a D!E or an D E8 $F Can yo' handle stress> 3 stress fracture occurs in the body, not from a single in/ury, but from repeatedly putting too much weight on a bone. In a li*e manner, leaders do not generally brea* down from an inability to handle a particularly busy stretch on the /ob. ?ather, they crac* as a result of ta*ing on the stresses of wor*, day after day, without finding healthy release valves for the pressure. They let the demands of the office crowd out the /oys of relationships with loved ones. ;r, they allow the responsibilities of leadership prevent them from experiencing the beauty of nature or the healthfulness of exercise. :ventually, the repeated stress of wor* becomes too much, and they suffer a bro*en relationship, physical ailment, or mental illness. 4ood for Tho'ght5 7hich person in your life does the most to lift your spirits8 =ow often do you spend time with him or her8 7hich outdoor recreational activity does the most to replenish your energy8 =ow often do you get to participate in the activity8 %F Are yo' comfortable with ris,> I thin* its unfortunate that ris*,ta*ing has ta*en on the connotation of gambling or rec*lessness. +any times inaction, rather than action, is the most dangerous path. 7ith a doubt, failure to innovate and ad/ust spells certain doom in todays fast,paced world of evolving technologies.
!#

:xperience has shown me that ta*ing ris*s has specific advantages. 9irst, you learn things faster than the people who dont ta*e ris*s. Second, you have a broader range of experiences than those who stay safely within their comfort &one. Third, you bump into obstacles sooner than the people who play it safe, and fourth, you learn to improvise in order to get around those obstacles. ?is*,ta*ers are not smarter than the other guysJ they /ust fail faster and thus get their education more Huic*ly. 4ood for Tho'ght5 7hat ris*s have you ta*en in your career8 7hat have you learned from ta*ing them8 (F Do yo' have strong people s,ills> ;ur ability to build and maintain healthy relationships largely determines our en/oyment of life. Indeed, we usually can trace our successes and failures to our relationships. .onseHuently, getting along with people is virtually a precondition for effective leadership. Leaders build business relationships in four stages. 3t the first level, people *nowledge, understanding what others need aids a leader in building influence. In the second level, service s*ills%a leaders ability to attend to peoples needs proactively%expand a leaders influence. 3t the third level of business relationships, a leaders reputation attracts customers. 3t this stage, a leaders trac* record for treating others honestly and with respect pays significant dividends. 9inally, at the fourth level, personal friendship with fellow influencers paves the way for tremendous synergies and opportunities for partnership. 4ood for Tho'ght5 7hat prevents people from being aware of the effect they have on others8 *F Are yo' creative in problem solving> 3 creative leader actually en/oys not *nowing it all. Such a person reali&es that though we seldom have all the answersJ we always have the ability to generate solutions to whatever difficulties we encounter. In leadership, problems are unavoidable. =owever, the attitude a leader brings to those problems is optional. .reative leaders search for opportunities within the obstacles they face. Instead of complaining about challenges, they welcome them as catalysts for growth. 4ood for Tho'ght5 .an a person intentionally become more creative8 If so, how8 If not, why8 +F Are yo' competitive> If you always draw bac* when presented with a challenge, then youll never ma*e it to the top. To develop as an influencer, you must revel in the chance to youXre your strength as opposed to shrin*ing from challenges. Ideally, competition isnt about separating winners and losers, but sharpening the s*ills of all competitors. I li*e how -aul Lee Tans describes the benefits of competition: D+y competitors do more for me than my friends do. +y friends are too polite to point out my wea*nesses, but my competitors go to great expense to advertise them. +y competitors are efficient, diligent and attentive. They force me to search for ways to improve my techniHue and my service. +y competitors would ta*e my customers away from me if they could. This *eeps me alert to hold what I have. If I had no competitors, I might become complacent and inattentive. I need the discipline they force upon me.E 4ood for Tho'ght5 3t what point does competition become destructive rather than productive8 3!LE @!DEL7 !6 THE 3B6 )isappointed. .onfused. =urt. Thats how we feel when a role model turns out to be unreliable. 7hen someone we admire fails us, the painful emotions trigger Huestions. Should we stop loo*ing up to the leaders around us8 3fter all, they routinely seem to let us down. 3lso, should we run away from being role models ourselves8 Should we warn others not to loo* up to us in case we mess up8 In 511!, 3merican sprint star +arion Iones confessed to using performance,enhancing drugs while winning five medals in the 5111 ;lympic games. -erhaps no one too* the news harder than current ;lympian 3llyson 9elix,
!"

whose own passion for trac*,and,field had been inspired by Iones feats. She was devastated by Iones admission of guilt. =aving won a silver medal in 511" along with a silver and gold in 511 , 3llyson 9elix ran*s among the most celebrated members of the >S3s 51'5 ;lympic team. ?ather than shy away from the platform that comes with fame, 9elix has stepped confidently onto it. She feels her position comes with the responsibility to be a positive example%a role she has embraced. 3s part of -ro/ect 2elieve, a program of the >.S. 3nti,)oping 3gency, 9elix submits to randomi&ed blood and urine tests to prove that she is competing drug,free. Through her participation, 9elix hopes to send a message to up,and,coming athletes that they dont have to in/ect anything into their bodies to be able to perform at an elite level. 9elix also travels internationally as an 3thlete 3mbassador for ?ight to -lay, a nonprofit organi&ation see*ing to empower disadvantaged children through the power of athletics. In that capacity, she has traveled to Lebanon and -alestine to inspire children to develop life s*ills and self,confidence by playing sports. 9urthermore, 9elix advises the government on opportunities to promote active, healthy lifestyles as a volunteer member of the -residentXs .ouncil on 9itness, Sports, and <utrition. 3s much as she once loo*ed up to +arion Iones, 3llyson 9elixs mom and dad have always been her foremost role models. DI admire them so much because they are real people yet they live such godly lives. They have countless responsibilities and hectic schedules, but they *now what their life is all about, and they have a passion for sharing their faith and ma*ing a difference in our community.E She credits the love and support of her parents as a ma/or reason for her successes in life. She also caught an important lesson from them: leaders have awesome opportunities that come with tremendous responsibilities. In the words of her dad, spea*ing of his leadership role in the 9elix family, DIt is a great calling to be fathers our children can pattern themselves after.E Leadership is inseparable from influence. 7e cannot live in this world without touching the lives around us%and being affected by them in return. 7ere always going to influence and to be influenced. 7e always are role models, and we always have them. The biggest choices we will ever ma*e, then, are how we will influence others through our roles in life and who will be the role models we allow to influence us. LBAL9T9E7 !4 A &!!D &B9DE In ' 1", Lewis and .lar* faced the daunting tas* of finding their way across the vast wilderness of the 3merican continent to reach its -acific .oast. Their ##,member expedition included some of the most experienced navigators, scouts, woodsmen, and hunters in the >nited States. $et despite their collective talents, the explorers would have died of starvation or from disorientation if they had relied solely on their own ingenuity. They were simply overmatched by the challenges of surviving in such unfamiliar terrain. ?eali&ing the perils of their situation, Lewis and .lar* established relationships with indigenous <ative 3merican communities along their route to the -acific. These local groups provided the expedition with guidance, supplies, and invaluable information about the surrounding environment. 2enefiting from their help, Lewis and .lar* were able to successfully complete their /ourney. 4ive L'alities of a Leadership &'ide ?egardless of your level of natural talent, you will not reach your potential in life without the guidance of others. Its hard to grow with no one else to follow but yourself. To raise your level of influence, you need to lin* up with mentors and coaches who can model effective leadership. =ow do you identify these guides8 Id suggest loo*ing for leaders with the following Hualities. 1F A Passion for Personal &rowth 7hen searching for a mentor or leadership model, as* yourself: Is heMshe purposefully pursuing personal growth8 -eople committed to a life of learning always have something to share. In perpetually see*ing to develop themselves,
!6

they come across lessons that can be passed on to others. 7hat are the telltale signs that someone is dedicated to personal growth8 '. They as* Huestions. 5. They read boo*s or study the experts in their field. #. Theyre unafraid to experiment Aand failB. $F A Tr'stworthy E)ample Teaching is easy, but modeling is difficult. 3nyone can spout out theories, but only a select few can consistently apply *nowledge to deliver results. Li*ewise, anyone can write out an impressive list of personal values, but rare is the person who embodies them day after day amid the pressures of leading an organi&ation. 3s industrialist 3ndrew .arnegie remar*ed, D3s I grow older I pay less attention to what men say. I /ust watch what they do.E %F Proven E)perience 3 .hinese proverb says, DTo *now the road ahead, as* those coming bac*.E Li*e a deep well holds nourishing water, a leader with proven experience houses a wealth of wisdom. Ouestions are the buc*ets from which we draw upon the experiences of others. 7hen I meet someone who has clearly demonstrated the ability to lead at a high level, I as* the following Huestions in order to learn from himMher: '. 7hat are the great lessons you have learned8 5. =ow has failure shaped your life8 #. 7hat are your strengths8 ". 7hat is your passion8 6. 7ho do you *now that I should *now8 C. 7hat have you read that I should read8 !. 7hat have you done that I should do8 (F 4riendship R 7'pport The best guides listen and learn before they lead. They care about results, but more fundamentally, they care about people. In sharing his remembrances of management expert -eter )ruc*er, author Iim .ollins spo*e not of his theories but of his humanity. D9or me, )ruc*ers most important lessons cannot be found in any text or lecture but in the complete example of his life. I made a personal pilgrimage to .laremont, .alifornia, in '((" see*ing wisdom from the greatest management thin*er of our age, and I came away feeling that Id met a compassionate and generous human being who, almost as a side benefit, was a prolific geniusK-eter 9. )ruc*er was driven not by the desire to say something but the desire to learn something from every student he met%and that is why he became one of the most influential teachers most of us have ever *nown.E -erhaps the best Huestion you can as* yourself about a potential guide is: Ddo they genuinely care about me8E * Competence Leaders ma*e things better for othersJ they add value in their relationships. 3s a leader or guide, I desire to help peopleK '. -rioriti&e their life 5. See their value #. )evelop their potential 0reat guides leave a trail of positive influence wherever they have been. :ven after the dep THE PATH0A1 T! 43EED!@5 3E79L9E6CE A6D 3E7P!679<9L9T1 Today is 9ourth of Iuly and I am proud to be an 3merican, grateful for the liberties of my country, and than*ful for the beauty of the land in which I live. In wondering about the future of this great nation, I am comforted by its historical resilience. I also am inspired by the courageous leaders who, time and again, have shouldered the responsibility of *eeping 3merica prosperous and free. 0eorge 7ashington embodied the two leadership Hualities, resilience and responsibility, which I see as indispensable to 3mericas continuance as a leader of the free world. 2oth
!C

traits are well,documented in 0eorge 7ashingtons Leadership Lessons by Iames .. ?ees. I have drawn upon his wor* in creating this article, and I highly recommend the boo*. 3E79L9E6CE 0reat leaders are not immune to failure, but they refuse to let their mista*es sin* them. 3s a general, 0eorge 7ashington lost more battles than he won during the 3merican ?evolution. 2eing outnumbered was not always to blame. Sometimes, 7ashington simply exercised poor /udgment as a commander. =ow did 7ashington bounce bac* from defeat8 9irst, he managed his losses so that the 2ritish 3rmy could never stri*e a decisive blow. 7ashington did not abandon hope, and he thus prevented isolated setbac*s from sending him into the sort of downward emotional spiral that often accompanies a losing strea*. Second, he learned from his losses so that he was better prepared for future battles. 7e remember 0eorge 7ashington as a commanding presence %the one man all of the 9ounding 9athers would loo* to when facing a difficult decision. In reality, 7ashington initially was plagued by hesitancy on the battlefield, waiting too long to determine a course of action. =owever, to his credit 7ashington recogni&ed his flaws, and with time he consciously became more decisive when leading military engagements. L'estions for Leaders 3s a leader, how do you determine whether to redouble your efforts to turn around a losing strategy or whether to cut your losses and come up with a new plan8 '. =ow have past mista*es or failures propelled you forward8 3E7P!679<9L9T1 7hether male or female, blac* or white, ?epublican or )emocrat, throughout history 3merican leaders have exhorted the nation to ta*e on the responsibilities that come with freedom. .onsider the following Huotations. DThose who expect to reap the blessings of freedom, must, li*e men, undergo the fatigues of supporting it.E S Thomas -aine A3merican revolutionaryB D9reedom ma*es a huge reHuirement of every human being. 7ith freedom comes responsibility. 9or the person who is unwilling to grow up, the person who does not want to carry is own weight, this is a frightening prospect.E S :leanor ?oosevelt A9irst Lady of the >nited StatesB D.hange does not roll in on the wheels of inevitability, but comes through continuous struggle. 3nd so we must straighten our bac*s and wor* for our freedom. 3 man canXt ride you unless your bac* is bent.E S +artin Luther @ing, Ir. ALeader in 3merican .ivil ?ights +ovementB DIn the truest sense, freedom cannot be bestowedJ it must be achieved.E S 9ran*lin ). ?oosevelt A)emocratic -resident of the >nited StatesB D9reedom has its life in the hearts, the actions, the spirit of men and so it must be daily earned and refreshed , else li*e a flower cut from its life,giving roots, it will wither and die.E S )wight ). :isenhower A?epublican -resident of the >nited StatesB D9reedom is never more than one generation away from extinction. 7e didnXt pass it to our children in the bloodstream. It must be fought for, protected, and handed on for them to do the same.E S ?onald ?eagan A?epublican -resident of the >nited StatesB D3s* not what your country can do for youJ as* what you can do for your country.E S Iohn 9. @ennedy A)emocratic -resident of the >nited StatesB In stepping forward as commander,in,chief of the ?evolutionary 3rmy, 0eorge 7ashington willingly accepted the most difficult leadership assignment in 3merican history. >p against the most powerful and professionally trained military on earth, the 2ritish 3rmy, 7ashington commanded a chronically ill,eHuipped, ragtag band of volunteer enlistees. =e repeatedly suffered defeat on the battlefield and constantly had to guard against the despair and hopelessness of his beleaguered troops. :ven with the odds stac*ed against him, 7ashington bravely shouldered his responsibility as general of the ?evolutionary
!!

3rmy. :ventually he led the way to victory by demonstrating dogged persistence and by showing courage in the face of adversity. ;nce the war had ended, 7ashington became the first -resident of the >nited States. ?eali&ing his actions would set precedents for decades to come, 7ashington responsibly exercised his influence and restrained the power of his position. +ost notably, he voluntarily resigned after two terms in office. 2y declining a third term, 7ashington modeled the peaceful transfer of power to subseHuent generations of leaders. L'estions for leaders '. 7hat arduous or unpleasant responsibilities will you have to accept in order to move your teamMorgani&ation forward8 5. 3s a leader, youre constantly under a microscope. -eople are paying close attention to how you use the power and authority at your disposal. 7hos watching you8 7hat do they see8 C!6CLB79!6 7hat I find heartening about 0eorge 7ashingtons example is that the leadership lessons he etched in history are so accessible. =e wasnt overly talented, nor was he blessed with an easy road to the top. ?ather, he was remar*ably resilient and responsible%two traits anyone can develop. In the words of historian )avid +c.ullough, D=e T7ashingtonU was not a brilliant strategist or tactician, not a gifted orator, not an intellectual. 3t several crucial moments he had shown mar*ed indecisiveness. =e had made serious mista*es in /udgment. 2ut experience had been his great teacher from boyhood, and in this his greatest test Tthe 3merican ?evolutionU, he learned steadily from experience. 3bove all, 7ashington never forgot what was at sta*e and he never gave up.E 3s we celebrate Independence )ay, I certainly dont have the recipe for getting 3merica bac* on trac*. =owever, I do *now that the resilience and responsibility displayed by 0eorge 7ashington are two of the essential ingredients. PERSEVERANCE )erseverance is not an issue of talent. !t is not an issue of time. !t is about finishing. Talent provides hope for accomplishment, but perseverance guarantees it. Running Past Failure *s a small child, #onetta +%effrey, -lowers dreamed about being in the Olympics. .he ran everywhere she went, and gained a reputation among her school friends for being /uick. *t age nine, #onetta learned she had special talent. 0hile trying out for an inner1city track club in her hometown of 2irmingham, she shocked coaches by posting the best sprint time for %onesboro "lementary .chool 1 running faster than boys two years older than she was #onetta3s immense talent carried her to the 4niversity of *labama12irmingham on a track1and1field scholarship. 0hile at the university, she continued to pursue her goal of gaining a spot on the Olympic team. .he practiced meticulously to perfect her stride, spent hours in the weight room adding strength, and ran grueling intervals to shave seconds off her sprint times. Thanks to her combination of talent and discipline, #onetta ended her college career as a 51time *ll1*merican, competing in the 677 meter and 877 meter sprints, long 9ump, triple 9ump, heptathlon, and relays. 0ith her college career finished, #onetta set her sights on the 6::; Olympics. 4nfortunately, she failed to /ualify for the team, running slightly behind the leaders. The failure stung, but #onetta was determined not to give up. .he found a 9ob as an assistant coach and continued her regimen of training. -or the ne't four years, #onetta put her body through punishing workouts with an eye on the 8777 Olympics in .ydney. !n her words, <! devoted countless hours to lifting weights, eating right, and staying mentally tough. ! knew that my time as an athlete was coming to an end, and !3d hoped that the 8777 Olympic trials would prove to be my year to finally find out what it3s like to be an Olympian.< !n %une 8777, #onetta lined up again to run at the 4... Olympic Trials. 4nfortunately, #onetta placed 6=th, and she failed to make the Olympic s/uad. *lthough one of the fastest women in *merica, she wasn3t in the select group to represent the 4nited .tates in .ydney. *fter 65 years of training, she had come up empty in her /uest for the Olympics.
!

Two days after her second painful failure in the Olympic Trials, #onetta3s husband spotted an advertisement for tryouts for the 4nited .tates Olympic bobsled team. (e convinced her to go to the tryouts. >rowing up in the .outh, #onetta was not accustomed to cold and snow, and she knew ne't to nothing about bobsledding. (owever, at the tryouts her unusual blend of speed and strength proved to be ideal /ualities for a brakewoman +the person who pushes the bobsled to give it initial momentum and then hops in with the driver,. #onetta was chosen for the team. #onetta3s decision to 9oin the bobsled team came with a price 1 two more years of a strict diet, sore muscles, and countless hours dedicated to attaining peak physical fitness. !t also meant delaying her dream to be a mom. (owever, her years of perseverance paid off. ?ot only did #onetta achieve her lifelong goal of competing in the Olympics, but she also became the first *frican1*merican to win a gold medal in the winter Olympics )erseverance punctuates talent #onetta3s talent seemed almost limitless, but it wouldn3t have carried her to the Olympics without an admirable measure of perseverance. @ife seems designed to make a person /uit. -or even the most talented individual, obstacles abound, and failures are commonplace. Only when a person matches talent with perseverance do opportunities become avenues of success. )erseverance means succeeding because you are determined to, not destined to. !f #onetta had seen her Olympic dream as a matter of destiny than she likely would have given up after her second failure to make the track and field team. *fter 65 years of training, the results signaled that her dream wasn3t meant to be. .he had no natural reason to be hopeful about her prospects. (owever, she pressed on, determined to find a way to take hold of her goals, and in the end, she was rewarded with success. )erseverance means stopping, not because you3re tired, but because the task is done. )erseverance doesn3t come into play until a person is tired. * year or two after college, #onetta still was riding the e'citement of her collegiate track and field championships. .he was young, energetic, and optimistic about the future. ?othing was telling her to stop, and conse/uently she needed nothing e'tra to keep going. (owever, after a taste of disappointment at the Olympic Trials, fatigue and discouragement crept up on #onetta. The mountain of work in front of her began to look more and more daunting, and her dream began to be a little harder to imagine. ?onetheless, #onetta persevered. .he kept believing, she kept training, and she kept running until she finally caught up with success. PERSISTING THROUGH ADVERSITY 0hen %A Rowling began to write her first novel, she was a single1mother pent up in a tiny flat in "dinburgh, .cotland. .truggling to make ends meet, she scraped by on a meager public welfare check provided by the state. !n the solitude of her desperate situation, Rowling even contemplated suicide. Rowlings saving grace and source of inspiration was her infant daughter. Betermined to support her child, she resolved to put her talents to work. 0hile her baby napped, Rowling would pull out a pen and paper to compose ideas for a book. @aboring under a lingering cloud of poverty, she would try to clear her mind in order to sketch out characters and plotlines. !n spare moments here and there, week after week, Rowling toiled away on her story. Bemonstrating a remarkable will to persevere, %A Rowling eventually secured a grant from a local arts council and published her first novel. 2efore long, the (arry )otter series became a worldwide sensation, and Rowling an international celebrity. 0hat can %A Rowling teach us about perseveranceC 1) Perseveran e s!rings "r#$ %aving !ur!#se& "ven the most ambitious leaders willpower eventually fails her in the absence of passion. )assion stems from having a clear sense of purpose. -urthermore, the most powerful passion comes from a desire to provide for, or serve, others. ') Perseveran e ne essitates (is ar(ing t%e )elie" t%at li"e is eas*& 0hen it comes to chasing our dreams and e'ercising our potential, we are /uick to point to the obstacles in our path. 0e cite adverse circumstances as e'cuses for playing small in life, or we blame a lack of time, resources, and energy. To step into a life of influence, there comes a time when we must drown out the e'cuses and get to work. Our dreams arent magically delivered to our doorstepD they must be tracked down by persevering through lifes trials and tempests. +) Perseveran e $eans n#t st#!!ing )e ause *#u,re tire(- )ut )e ause t%e tas. is (#ne&
!(

-or an author, inspiration may come in a moment, but carrying a manuscript to completion takes thousands of hours of work. !n struggling to convert the creativity in their minds into imaginative prose, many writers grow weary and give up. Rowling faced the additional fatigue of raising a child as a single parent. $et she refused to let the tiresome process of fleshing out her ideas, and the weight of caretaking her daughter, deter her from finishing her books. /uesti#ns "#r 0ea(ers @ook back to a time in life when you had to persevere. 0hat were the circumstancesC (ow did you overcome themC 0hat did you gain by perseveringC

0EADERSHIP 1UDG2ENT
The outcome of a sporting event sometimes is heavily influenced by the 9udgment of an official or umpire. -or instance, with game two of the playoff series between the 2oston Eeltics and &iami (eat tied 67=167=, Eeltics guard Ra9on Rondo drove toward the hoop for a layup. Bwyane 0ade of the (eat appeared to whack Rondo on the head, causing his shot to miss its mark. (owever, the referee decided not to whistle a foul, and the (eat took advantage of the no1call, /uickly scoring a basket at the other end of the court. They would go on to defeat the Eeltics 6651666. 0e often think of 9udgment as taking place at a single moment in time, much like the pivotal decision made by the referee in the (eat1Eeltics game. !n actuality, 9udgment occurs as a dynamic, ongoing process in which we constantly receive new information and have the opportunity to make ad9ustments. *s leaders, before we make the right call, we must first identify which decisions are the most critical. Then, after making a decision, we must be able to follow through on it in order to see results. *ltogether, 9udgment takes place over the course of three stagesF identification, decision1making, and e'ecution. IDENTIFICATION To grow more productive, a person must be able to separate the trivial from the important and to focus on the latter. !n leadership, however, setting priorities isnt enough. )riorities must also be shared, or held in common, by those in the organiGation. -urthermore, in order to bring about alignment, a leader has to sell key influencers within the organiGation on the importance of particular priorities. The first step in identification is to revisit the big1picture vision. 0here are you headed as an organiGationC 0hat do you hope to accomplishC Only decisions with direct bearing on your vision deserve your attention. !dentification then proceeds by listening. *sk your teammates the biggest problems they encounter on the 9ob from day to day. *lso, solicit input on the opportunities they see to improve the way you do business. *sking for ideas and feedback from team members has two benefits. -irst, it allows you to overcome your personal blind spots as a leader. .econd, it empowers others by giving them a voice. -inally, identification involves focusing your teams attention on the ma9or decision at hand. *s a leader, this means taking the time to sit down with your most influential teammates to make sure they understand why the decision is important and how it may affect them. *t this point, a leader asks for assistance in gathering the information needed to make an educated decision. *dditionally, the leader secures a commitment from others to support whatever final decision is made. DECISION32A4ING *fter determining which decisions deserve precedence and evaluating information pertaining to the decision, a leader then makes the call. *t this stage, courage counts 9ust as much as intelligence. Oftentimes the difficulty in decision1making has nothing to do with uncertain knowledge about the best course of action but rather lies in overcoming the negative emotion associated with making a tough call. E5ECUTION 0hat good is making a decision without taking steps to implement itC !n the words of *.>. @afley, former )resident and E"O of )rocter H >ambleF "'ecution is the only strategy that anybody on the outside ever sees. They Iconsumers, retailers, and competitorsJ dont see the strategy we wrote down. They dont see the choice set. $our customers and clients know nothing of the decisions you reach e'cept what you communicate to them through action. "very time you make a decision as a team, assign someone to take ownership of its e'ecution. *lso, create milestones that will allow you to measure progress on decisions implementation. -inally, collect feedback on the impact of the decision once it has been e'ecuted and make ad9ustments as needed. This article was inspired by Warren Bennis and Noel Tichy's excellent book: Judgment: How Winning Leaders ake !reat "alls#
1

1UDGING HO6 TO SPEND TI2E AS A 0EADER

*t the 877K 2ei9ing .ummer Olympics, swimmer &ichael )helps broke the world record for the most gold medals won by an individual during a single Olympiad. !n the 677m butterfly, the race in which he tied the world record by collecting his seventh gold, )helps won in a photo finish. !n fact, to the naked eye, it appeared as if he had lost to .erbian &ilorad LaviM. (owever, electronic sensors reported, and video evidence confirmed, that )helps had touched the finishing wall of the pool one one1hundredth of a second before LaviM 0hile the smallest of differences in time separated )helps from LaviM, their remarkable performances reflected a common commitment to spend thousands of hours in training. "ach athlete dedicated years of his life to perfecting his techni/ue and to building his strength and stamina prior to swimming in 2ei9ing. To compete at the Olympics, to be the best in the world, )helps and LaviM had to be incredibly disciplined in how they used time. 0hats true for Olympians is true for leadersF how they spend time largely determines their level of success. !nfluential people understand that time is the most precious commodity on earth. *s a result, they know where their time goes. They continually analyGe how they are using their time and repeatedly ask themselves the /uestion, N*m ! making the most of the minutes in my dayCO *s a leader, its not always immediately clear which activities deserve priority placement on your calendar. (ow do you 9udge whether something is worthy of your time and attentionC Over the course of my career, !ve used the following formula in order to determine where to devote my time. Ste! #ne7 Rate the task in terms of importance. Eritical P 5 points ?ecessary P Q points !mportant P = points (elpful P 8 points &arginal P 6 point Ste! t8#7 Rate the task according to its urgency, or when it needs to be done. This month P 5 points ?e't month P Q points This /uarter P = points ?e't /uarter P 8 points "nd of year P 6 point Ste! t%ree7 &ultiply the rate of importance by the rate of urgency. -or e'ample, a critical task +5 points, needing to be completed by ne't month +Q points, would have a score of 87 +5 ' Q,. *fter assigning each task a number, make a new to1do list. Rank the items from highest to lowest score. Thats a smart way to plan your day. (ow you spend your time is an important /uestion not only for you but also for your team. )eople tend to take their cues from the leader when it comes to time management. Therefore, you want to make sure theres a match between your actions, your business priorities, and your teams activities.

FASHIONING AN E2PO6ERING 6OR4P0ACE

$%n matters o& style' swim with the current( in matters o& principle' stand like a rock#) R Thomas %efferson *s consumer tastes change, so must companies, or else they /uickly become e'tinct. *s a clothier with 657S years of history, 2urberry has had to reinvent itself to stay relevant in the digital age. 2est known for its iconic trench coats, the lu'ury fashion house had lost much of its appeal by the 6::7s. Thanks to the empowering leadership of E"O *ngela *hrendts, 2urberry has been able to transform its brand image from stodgy to stylish in recent years. 2usiness strategies, like fashion lines, have a short shelf life. $esterdays innovations are tomorrows relics. -or this reason, leaders must create agile, adaptive organiGations that easily can switch directions to meet the ever1 evolving needs of customers. (owever, fle'ibility does not mean rootlessness. >reat organiGations stay in touch with consumer preferences without losing track of their identity. *ngela *hrendts consciously has empowered the ne't generation to set the creative direction of 2urberry. Trusting the intuitions of a younger set of leaders, she has emphasiGed the role of !nternet technology and social media in developing the brand. Resultantly, 2urberrys digital connection with customers serves as its primary differentiator, and though a relatively old company, 2urberry e'udes freshness and originality.
'

!n most organiGations, senior leaders make important decisions and then delegate the workload to a supporting cast of younger coworkers. 2urberry flips the model. The company has formed .trategic !nnovation Eouncils to capture the creative energy and insights of the younger segment of its work force. !deas birthed by the councils guide the brand, and elder leaders simply lend their functional e'pertise to implement them. !f tapping its youthful creativity helps 2urberry to swim with the currents, then highlighting its heritage keeps the brand from being swept off course. Buring her time at 2urberry, *hrendts has been meticulous about preserving and perpetuating its core identity. !n her mind, the faster the company innovates, the more important reiterating its values becomes. /uesti#ns "#r A!!li ati#n7 *s a leader, how are you empowering the ne't generation of leaders in your organiGation to e'ert their creative influenceC *s a leader, what are you doing to infuse the values of your organiGation into its systems and structures and to transfer those values to the ne't generationC

E2PO6ER2ENT7 PUTTING THE ODDS IN YOUR FAVOR

!n *mericas 57 largest cities, the high school graduation rate is 5=T. ?early U of students do not earn a diploma within four years of starting the :th grade. ?ot finishing high school adversely affects a persons life in numerous ways. -or e'ample, dropouts are far more likely to be unemployed or imprisoned compared to their peers. 2ased on national statistics, one would e'pect kids growing up in (arlem to struggle in school due to a variety of social factors. (owever, >eoffrey Eanadas innovative approach to education has reversed the fortunes of thousands of children in the community. Through his pioneering nonprofit organiGation, the (arlem Ehildrens Vone +(EV,, Eanada has empowered students to e'cel academically. E2PO6ERING STUDENTS 1) E$!#8er$ent is a)#ut t%e )ig !i ture& *t (arlem Ehildrens Vone the big picture, or ultimate goal, is to educate students effectively. !f (EV only focused on what happens at school, then the organiGation would fail miserably in its mission. "ven when given access to brilliant teachers and innovative curricula, children have trouble learning if theyre underfed, living in unsanitary conditions, or neglected at home by their parent+s, or guardian+s,. To accomplish its mission, (arlems Ehildren Vone engages with students before they even enter school, and the organiGations influence e'tends far beyond the classroom. (EV trains parents, hosts after1school activities, provides health care, inspects the physical condition of housing, and promotes physical fitness and nutritious diets. >iven its big picture goal, (EV has recogniGed the need for a holistic strategy committed to rebuilding the infrastructure of an entire community. ') E$!#8er$ent is a)#ut trust& .adly, society e'pects many children in *merica to fail. &any children are branded as victims of their environment before they even take a single test. (arlem Ehildrens Vone certainly does not discount the negative influence of dysfunctional surroundings. (owever, (EV trusts that students have amaGing potential to e'cel in spite of difficult circumstances. They e'pend energy and resources to give opportunities to children that others might label as Nlost causes.O The results speak for themselves. On standardiGed tests, students in the (EV system routinely outperform their peers from more affluent neighborhoods of their district, city, and state. +) E$!#8er$ent is a)#ut a #unta)ilit*& (EV encourages teachers to e'periment in the classroom, and it celebrates the initiative to try new methodsW even when they fail. (owever, (EV has no tolerance for long1term underperformance. .tudents are tested regularly to track their development, and teachers are held accountable for helping their students to make progress. @eaders at (EV are unafraid to fire teachers who prove unable to meet performance standards. /uesti#ns "#r A!!li ati#n !n a single sentence, describe the big picture goals of your organiGation. (ow do leaders in your organiGation e'press their trust in those they superviseC 0hat data do you collect in order to measure performanceC (ow are people held accountable for a track record of underperformanceC CO2PETITIVE ADVANTAGE THROUGH PEOP0E DEVE0OP2ENT *re those with fortunes simply fortunateC Bo our life circumstances depend more on fate or choiceC *re leaders born or madeC
5

(arvard economist &ichael )orter looked at these /uestions from the standpoint of national economic performance. 0hy do >erman engineers, .wiss chocolatiers, and %apanese electronics manufacturers en9oy a competitive advantage over the rest of the worldC !s it the luck of being in the right location or something elseC )orters research contradicted conventional wisdom that industry leadership is e'plainable by geographical advantages such as plentiful natural resources, cheap labor, and abundant capital. (e demonstrated that Na nation does not inherit but instead creates the most important factors of productionWsuch as skilled human resources or a scientific base.O Eountries develop their elite industries. The Three Es of Beveloping a Eompetitive *dvantage *s leaders we sometimes feel like the deck is stacked against us. 0e envy others with more financial resources at their disposal, a better business location, or a more recogniGable brand. The good news is that whatever the e'ternal circumstances of our business climate, we have the ability to gain a competitive advantage by developing our people. (ow do you create a superior culture of people developmentC &ichael )orter discovered that world1class industries share three common traitsF competition, challenges, and connectivity. "ach /uality is transferable to your organiGation and can help you tap into your most appreciable assetWyour people. 1) CO2PETITION Top global industries develop in countries with intense domestic competition. -or e'ample, in !talys leather1 good fashion industry >ucci continuously must re1invent itself or else )rada and -endi will steal away its share of the market. Eonversely, when a firm en9oys a national monopoly, it lacks the pressure to innovate that comes from having local rivals. -or that reason, national industries with a single, dominant business seldom attain global influence. Theres a reason why athletes swim faster and 9ump higher in the Olympics than they do in practice. )eople perform at their best when pushed by competitors. "ven competing against ourselves motivates us to e'cel. *fter writing down our personal best time for a bike race, we then have incentive to do better the ne't time we ride. !n what ways can you foster healthy competition within your organiGationC (ow can you encourage people to compete against themselves by setting performance goalsC ') CHA00ENGES )orter found that industries in countries with noticeable disadvantages often ascended to global leadership on account of the creative solutions they invented in order to overcome economic handicaps. *s a case in point, %apanese manufacturers in the 6:57s and 6:K7s were limited by scarce natural resources and relatively high1cost labor. $et by pioneering innovative management techni/ues +in the areas of /uality control and 9ust1in1time production, %apans automotive and electronics manufacturers attained international renown. )eople grow through adversity not ease. *s a leader, what are you doing to nudge people outside of their comfort GonesC +) CONNECTIVITY 0orld1class industries sustain global dominance through the cluster effectWhaving cutting1edge companies in close pro'imity to one another. -or instance, software developers bunched together in Ealifornias .ilicon #alley benefit from rapid information flow and immediate technological interchange. Eompanies piggyback on one anothers novel applications to spur a diGGying pace of innovation in the industry. 0ithin an organiGation, even a small one, work teams can become isolated from one another. 0hen that happens, people not only miss out on the insights of their peers but also feel powerless to bring about change through their ideas. *s a leader, you have responsibility to facilitate communication between upper management and those on the front lines, between customer service and product development, or between accounting and marketing. 0hat steps are you taking to facilitate connectivity between your peopleC (ow are you clustering them together so that their ideas are transmitted throughout the organiGationC

HO6 0EADERS DEVE0OP

@eadership is not an e'clusive club reserved for those who were Nborn with it.O The traits comprising the raw materials of leadership can be ac/uired. @ink them up with desire and nothing can keep you from becoming a leader. .ome people have a more intuitive grasp of how to lead than others. These Nnatural1born leadersO will always emerge, but their influence hinges upon their ability to supplement inborn talent with learned skills. 4ltimately, leadership is developed, not discovered.
#

T%e T%ree E,s #" 0ea(ers%i! Devel#!$ent 1) Envir#n$ent )eople accustom themselves to their environment and take cues from their surroundings. !n the 6:K7s, social scientists came up with the broken1windows theory which indicated that the physical appearance of a community affects its crime rate. Run1down properties, widespread graffiti, and trash strewn about in a neighborhood invite crime by signaling that no one is watching and that no one cares what happens. Oppositely, a clean and well1kept neighborhood gives the impression that people are monitoring their community and willing to take action to ensure its safety. "very organiGation is permeated by an invisible culture which communicates an unspoken message that shapes its people. *s has often been said, Nleadership is more caught than taught.O 2e attentive to the influence of the following five elements of your organiGational environmentF habits of social interaction, physical design and decoration, morale X emotional tone, level of intellectual stimulation, and spiritual wellbeing. ') E9ui!!ing "/uipping begins with e'pectations. ?amely, that leadership is influence, that leadership can be learned, and that leaders can multiply their influence by e/uipping others. "/uipping succeeds with training. Telling is not teaching, and listening is not learning. 0e learn to do by doingD training must be interactive. "/uipping continues with teaching. The reward of a teacher is a changed life. .uccess comes through achievement, but significance results from helping others to grow. )ractically speaking, the e/uipping process can be broken down into five steps. .ay itF e'plain the task. .how itF demonstrate how to perform the task. *ssign itF let the other person attempt the task. .tudy itF observe how the person performed the task. *ssess itF offer feedback based on the persons performance. +) E:!#sure * little e'posure trumps a lot of theory. To develop leaders, e'pose your people to e'pert practitioners. These real1world educators model how to leadD they set a living e'ample which serves as a source of inspiration. 0hereas e/uipping delivers 9ob1specific training, e'posure provides a vision or picture of what successful leadership looks like. A!!li ati#n E:er ise >rade your organiGation, from *1- on the Three "s of people development. -or each, list one thing youre already doing well as well as one way in which you can improve.>rade your organiGation, from *1- on the Three "s of people development. -or each, list one thing youre already doing well as well as one way in which you can improve.

CASTING A C0EAR VISION IN UNCERTAIN TI2ES

*mericans dream of a political leader with the wherewithal to erase the governments budget deficits, slash its debt, and restore its international reputation. *s enormous, or even impossible, as the task sounds, *nne &ulcahy performed a similar feat during her ten1year tenure at Yero'. *s E"O, she took a near1bankrupt brand, whose name had at one time been synonymous with copying, and transformed it into a lucrative enterprise admired for its originality. 4nder her leadership Yero' went from losing Z=77 million per year to pulling in Z6 billion in annual profits in the span of five years. (ow was *nne &ulcahy able to orchestrate such a dramatic turnaroundC ! argue that a primary reason for her success was her capacity to communicate vision with imprecision. 0hile she was crystal clear as to where Yero' needed to go, &ulcahy embraced ambiguity and, in doing so, fashioned an agile corporate culture that valued fle'ibility. E2;RACING UNCERTAINTY !n leadership literature, clarity has become a fashionable word and for good reason since leaders have responsibility to set the direction of their organiGation. (owever, many leaders mistakenly attempt to define the path forward before convincing their people about the urgent need to reach the destination. @eaders touting specific strategies are in for trouble, for plans constantly must be reworked or even scrapped entirely as unforeseen developments arise.
"

&indful of the unpredictability of tomorrow, transformative leaders are evangelists rather than tacticians. They first seek to persuade people to align with the vision before worrying about finding the perfect plan for accomplishing it. Transformative leaders have faith in their people. They believe that as long as their teammates are convinced why the vision is important, they resourcefully can figure out how to make it happen. To be clear amid uncertainty, transformative leaders tell stories. .torytelling inspires people to move toward a destination without committing the error of specifying the roads they must travel to reach it. 0hile at Yero', *nne &ulcahy and the leadership team authored a mock 0all .treet %ournal article and circulated it to employees. The fictitious story, dated five years into the future, included glowing customer testimonies, praise from business analysts, and reports of the corporations return to profitability. !n writing the news piece, &ulcahys goal was not to outline the e'act way forward, but to reinvigorate the emotional connection workers had to Yero' and its mission. The message of the story was that Yero' once again could become a brand of which to be proud. !n giving an interview to *dam 2ryant of the ?ew $ork Times, *nne &ulcahy stressed the growing need to come to terms with uncertainty. One of the things that is mind1boggling right now is how much we have to change all the time. -or anybody whos into comfort and structure, it gets harder and harder to feel satisfied in the company. !ts almost like you have to embrace a lot of ambiguity and be adaptable and not get into the rigidness or e'pectation1setting that ! think there used to be 67 years ago, when you could kind of plot it out and define where you were going to go. ! think its a lot more fluid right now. !t has to be. The people who really do the best are those who actually sense, Iand almost en9oyJ, lack of definition around their roles. *s a leader, your ability to narrate your vision e/uips people with the sense of direction needed to face uncertainty with confidence. 0hat story are you telling your people to help them focus on an unchanging mission rather than on ever1shifting plansC

TRANSFOR2ATIONA0 0EADERSHIP
(ow did you spend summertime as a childC )erhaps you have memories of vacationing with your family, playing baseball or softball, attending summer camps, or swimming at the pool or lake. "ight1year old Ahadim spends his days at a brick kiln, working to pay off a small debt inherited from his deceased parents. (owever, he is charged room and board in e'cess of his wages so that regardless of how hard he labors, the debt is sure to grow. -rom dawn until dusk, Ahadim lugs around heavy clay bricks. -irst, he totes them out of the kiln so that they can bake in the hot sun, and he then carries them back into the kiln once theyve dried. (e tries to keep pace with his adult co1laborers, but he is only a boy and often falls behind, drawing angry shouts from his overseer. 2y evening his tiny limbs ache, and he collapses into bed +a dirty, tattered floor mat, only to repeat the cycle the following day. This is his life. Ahadim carries bricksWall day, every day. The arrival of summer does not alter his routineD it merely intensifies the miserable conditions of his slave labor. TRANSFOR2ATIONA0 0EADERS 0illiam 0ilberforce, his conscience troubled by the Ahadims of his day, devoted his life to abolishing slavery in the 2ritish "mpire. Through his efforts, the slave trade was outlawed and an estimated K77,777 slaves were set free. The /uestion isF how did he do itC 1) He All#8e( Hi$sel" T# ;e Trans"#r$e( *s a young &ember of )arliament, 0ilberforce was preoccupied with his political reputation, standard of living, and social status. (owever, during his time in office, he encountered stories about slavery that tugged at his heart. Rather than brushing aside the feelings, he resolved to take action in order to reform his culture. ') He F#un( an( C#nne te( 8it% Ot%ers 6%# Ha( a C#$$#n Pur!#se 0ilberforce linked up with like1minded 2ritons in combating slavery, and he and several other abolitionists moved together to Elapham Eommon, a neighborhood in southwest @ondon. >iven their close pro'imity, the groups /uest to end slavery was an ever1present topic of conversation. 2eing in the same area of town allowed the reformers to encourage one another in their efforts to raise public awareness. +) He Ta!!e( int# His Creativit* t# Persua(e Ot%ers *t first, public opinion was decidedly against 0ilberforce and his fellow abolitionists. .everal prominent public figures, such as *dmiral @ord ?elson, spoke out in defense of the institution of slavery. To turn the tide of public sentiment, 0ilberforce and his partners came up with a number of NlaunchersO or devices intended to spark conversation about the abolition of slavery. -or instance, one of 0ilberforces friends, %osiah 0edgewood,
6

created a medallion depicting a kneeling, shackled male slave above the inscriptionF N*m ! not a man and a brotherCO The abolitionists then initiated an advocacy campaign, leveraging 0edgewoods position in manufacturing to place the medallion on everything from bracelets to dinnerware to artwork. <) He Pai( a Great Pri e t# Trans"#r$ His Culture 2eginning in 65K5 0ilberforce spearheaded the political movement to end slavery in the 2ritish "mpire. Twenty years later, he won a monumental victory when )arliament voted to outlaw the slave trade. (owever, the .lave Trade *ct of 6K75 did not affect the condition of those already in slavery. 0ilberforce would persist another 8; years in opposing slavery until finally, in 6K==, )arliament voted to abolish slavery throughout the entirety of the 4nited Aingdom. Three days later 0ilberforce passed away. A!!li ati#n !n leadership the greatest gap e'ists between knowing and doing. That is, people have training but dont put it into practice. 2ridging that gap results in productivity and people development. (owever, in leadership the greatest challenge involves moving from doing to changing. !n crossing that chasm, leaders transform a culture. 0hat aspects of your culture would you like to see changeC 0ho else do you know with a similar passionC 0hat small, initial step could you take to make a transformative difference in the area of culture that you feel needs to be reformedC

INVENTIVE THIN4ING
Bisheartened after another day of failing to connect with his students, the young teacher trudged upstairs to his office and slumped down at his desk chair in defeat. (e was angry, and he had every right to be mad. *fter all, his boss at the $&E* had assigned him a seemingly impossible task. (e had been handed a classroom full of misbehaving mischief1makers whom he somehow was e'pected to make enthusiastic about physical fitnessW within two weeks. (is three predecessors each had been dismissed after unsuccessful attempts to interest the unruly young men in e'ercise. 4nless something changed, it looked like he would be following their footsteps out the door. *s for activities, his options were limited. 0inter weather had forced the physical education class indoors to the gymnasium, and his students showed absolutely no attraction to the usual calisthenicsF push1ups, sit1ups, and the like. *lso, since many of the students were notorious troublemakers, any sport lending itself to rough play was off limits. (e had found that out the hard way after an aborted attempt to introduce lacrosse had ended in a slew of in9uries. (e had tried derivations of indoor soccer too, but the students had been completely unreceptive to them. &ulling over the predicament, the young gym instructor concluded that nothing of the usual variety would hold the attention of his students. (e needed to come up with a new game. (e then began to think abstractly about the team sports he knew, recogniGing that, at root, each involved a ball and a goal. (e decided a larger, softer ball would be most appropriate for an indoor game. To eliminate violence, he wanted to move away from a type of goal which encouraged forceful or fast1moving shots as in hockey or soccer. Eonse/uently, he hit upon the idea of a goal with an opening at the top rather than on the side to re/uire an arcing or looping tra9ectory for shots. .ince defenders could easily surround and guard such a bo'1goal, he chose to mount it above their heads. -inally, to prevent the rough collisions of tackling, he stipulated that the person with the ball could not advance it on foot but only by passing. *fter several hours spent pondering how the game would be played, the young teacher drew up a list of thirteen rules and had them typed out. (e then asked the gymnasiums facility manger for two wooden bo'es so that he could construct the goals. The building superintendent did not have any bo'es but provided two peach baskets instead. The ne't day the young instructor nailed the baskets about 671feet above the floor of the gym and put the rules of his newly created sport on display. ?ot only did the game appeal to his students, within a matter of months basket1ball had caught on at $&E*s around the country. The once1discouraged gym teacher, %ames ?aismith, had invented a sport which would go on to become one of the most popular in the world. !n 8767 its original rules, which ?aismith had scrawled on two pieces of paper, sold for ZQ.= million A!!li ati#n %ames ?aismith faced a crisisD his 9ob depended on e'citing a group of cynical, asocial youth about e'ercise. *t this 9uncture, he could have complained about the unfairness of his assignment or griped about the behavioral problems of his students. (owever, rather than being consumed by the difficulties in front of him, ?aismith stayed focused on finding a way to connect with his students. 0hat sticky situation are you presently facing at
C

workC (ow can you encourage your team to stay focused on searching for a solution rather than worrying about the siGe of the problemC %ames ?aismiths first few attempts to engage his students failed miserably, yet he kept moving forward. (ow have you moved on from failures in your life, and what lessons have you learned from those failuresC 2ased on your e'perience, how might you influence your teammates to respond to failureC

THIN4ING YOUR 6AY TO THE TOP

?o one wants to feel invisible as they pass through life, yet we often get the impression that others see us as little more than a statistic. Our resume ends up in a pile, our performance reviews goes into a file, and like everyone else we get a raise every once in a while. 0ere referred to as applicants, employees, or human resources, and we sense our individuality being somewhat buried. %ack 0elch called this feeling of anonymity Nbeing in the pile,O and he recommended thinking as the means of escape. &ost people go with the flow, doing whats asked of them but not much more. !n 0elchs estimation, the key to elevating yourself in business is to go above and beyond e'pectations whenever youre asked a /uestion or given an assignment. *s he writes, !f you understand that the /uestion is only the beginning, you will get out of the pile fast, because ::.: percent of all employees are in the pile because they don3t think. !f you understand this principle, you will always be given more critical /uestions to answer. *nd in time, you will be the one giving out the /uestions to others !n this lesson, !d like to offer five practical steps to help you think your way to the top. 1& Fin( a !la e t# t%in. *#ur t%#ug%ts& Todays work environments are incredibly fast1paced and fraught with pressing demands. 4nless youre intentional about getting away from the rattle and hum of day1to1day operations, youll be sucked into a vorte' of thoughtless hyperactivity. The first step to getting out of the pile is giving yourself permission to disconnect. $ou have to get away from the daily barrage of information by retreating to a space free of interruptions. !nitially, scheduling time to think will feel incredibly unproductive. (owever, youll /uickly gain perspective which enables you to work smarter and more strategically. '& Fin( a !la e t# s%a!e *#ur t%#ug%ts& !n their infancy most ideas are fuGGy, flabby, and fanciful. -irstly, our thoughts initially are unclear. *s a leader, challenge yourself to translate your gut intuitions or inklings into distinct ideas which you can plainly articulate to your team. .econdly, new ideas never come fully formed. They need a workout to tighten them up and to get them into shape. *s a leader, your 9ob is to submit ideas to a fitness test by asking a battery of /uestions. Boes the idea proceed from reliable assumptionsC Boes the idea align with the values and vision of the organiGationC Boes the idea make sense given the structure and strengths of the organiGationC Thirdly, thoughts spring into e'istence in the realm of possibility. (owever, to be useful they must undergo tests of practicality. -or instance, how would the idea actually take shape in your organiGationC 0hat would it cost to pursueC (ow long would it take to implementC +& Fin( a !la e t# stret % *#ur t%#ug%ts& Throughout my career, some of my best thinking has been done by others. Oftentimes my ideas start out small until my team gets ahold of them and finds ways to stretch them to their ma'imum potential. !solated leaders never obtain as much influence as those who surround themselves with an inner circle of creative, intelligent advisors. <& Fin( a !la e t# lan( *#ur t%#ug%ts& 2efore an idea can make an impact, it must make the descent from your head to your hands. !n other words, the thought must come out of thin air and take on a concrete e'istence. The number one /uestion to ask when landing or implementing an idea isF 0ho will own itC That is, who will champion the idea and push it forwardC !n addition to the logistics of landing the idea, a leader relationally must prepare the way for the idea to touch down safely. )ractically, this means winning the support of key decision1makers and communicating clearly with those most likely to be affected by the ideas implementation. =& Fin( a !la e t# "l* *#ur t%#ug%ts& !f you wanted to fly an airplane, you would begin by taking lessons from a pilot. @ikewise, to fly an idea, you first need to learn from a pilot or trial run. Testing your idea on a small scale e'poses its weaknesses before a ma9or launch. .ometimes the flaws are fi'able, and the idea can be reworked. On rare occasions, you may even have an idea that tests out brilliantly on the first attempt. (owever, other ideas, though theoretically solid, are not feasible
!

in real life and ought to be scrapped. * trial run confirms that an idea which sounds impressive can actually withstand the challenges of real1world application.

0EADING IN A CO2P0E5 6OR0D

0ith an average of 8,577 arrivals or departures daily, *tlantas (artsfield1%ackson !nternational *irport boasts the busiest terminal comple' in the world. * /uarter1million passengers pass through it each day. *s one would imagine, the logistics of coordinating such a high volume of traffic are incredibly complicated. * sophisticated air traffic control system is responsible for ensuring that all incoming flights arrive safely and that all outgoing planes smoothly take off. The system has to be versatile enough to respond to severe weather, airplane mechanical problems, and runway repairs. To avoid delays and service interruptions, air traffic controllers constantly must reroute planes, ad9ust schedules, and initiate communication of updated flight plans. The intricacies of the interconnected air traffic control system appear diGGyingly comple' to someone unfamiliar with its operation. (owever, every day of the year the system enables the safe transport of hundreds of thousands of people in and out of *tlanta. .tudying how the air traffic control system functions undoubtedly would yield scores of leadership insights for dealing with comple'ity. (owever, !d like to highlight three specific lessons. 1) ;uil( a Tea$ 8it% Diverse Pers!e tives Obviously, the workings of air traffic control system e'ceed the cognitive capacity of any single individual. *t the control tower, one person keeps an eye on the weather and also reviews and approves proposed flight plans. *nother controller manages the flow of traffic on the ground, guiding planes as they ta'i between the gates and runways. $et another controller monitors radar to track all aircraft within a five1mile radius of the airport. (e or she makes sure planes stay a safe distance apart from one another and gives final clearance for takeoffs and landings. *s leaders, we tend to attract people like ourselves. This tendency is healthy in that we draw people to our organiGations who share our values but unhealthy in that we surround ourselves with like1minded thinkers. *s a leader, your ability to be influential in comple' environments is tied to the diversity of thought represented on your team. ?ot only do you need people with specialiGed knowledge in finance, marketing, sales, etc. but also people who differ in how they think. $ou also need people who push the envelope of creativity, others who thrive on efficiency, and still others concerned with preserving your companys uni/ue identity. 4ltimately, you want a team of individuals who are naturally wired to pay attention to different segments of the information streaming into your organiGation. ') Devel#! De isi#n32a.ing Gui(elines To facilitate the uninterrupted inflow and outflow of traffic, air traffic controllers must be able to make split1 second decisions. Belays in the decision1making process not only gum up the efficient flow of traffic, but also put lives in 9eopardy. *ccordingly, air traffic controllers are trained and e/uipped to take immediate action on incoming information. @eaders who are unable or unwilling to delegate drown themselves in work. To cut down on comple'ity, de1 centraliGe decision1making by entrusting those on the front lines with the re/uisite authority to make things happen. )rovide a set of guidelines, consist with your values, as a shorthand way to instruct employees on determining the best course of action. +) Pa* t%e Pri e #" C#ntinu#us U!gra(es *s air traffic has increased over the years, *tlantas airport has invested in upgrades such building new runways and ta'iways and constructing an improved control tower. )resently, (artsfield1%ackson !nternational *irport is undertaking a program to shift its air traffic control from ground1based radar to satellite1based >). tracking. The new technologies will locate planes faster and with greater precision, enabling aircraft traveling to or from *tlanta to fly closer together. *s a result, congestion at the airport will be reduced and fuel costs minimiGed. *s technology progresses, new opportunities emerge and old systems become obsolete. !n other words, willingness to change becomes more and more imperative. .ince costly, energy1consuming changes do not happen by themselves, you, as the leader, are responsible to identify outdated ways of doing business and to replace them with upgraded systems.

SI5 SI2P0E RU0ES FOR 0IFE

* five1year old slugger smacks the baseball out into the field and sprints toward third base.

* tiny midfielder, playing her first soccer match, reaches down and scoops into her arms the ball rolling through the green grass toward her. * small child on the basketball court receives a pass from a teammate and e'citedly races to the hoop[without remembering to dribble. !f youve ever coached a childrens sports team, then you know the importance of e'plaining the simple rules of the game. !nitially, chaos and confusion reign supreme as children accustomed themselves to unfamiliar regulations. $et over time, the once1confusing rules become second nature, and the kids play together without even having to think about them. RU0ES TO 0IVE ;Y )laying a sport without knowing the rules leads to chaos, confusion, and even can result in in9ury. @ikewise, going through life without a reliable set of rules gives rise to disorder, dissatisfaction, and even harm. !n this lesson, !d like to share si' simple rules that have helped me to navigate life. ! hope they provide you with food for thought as you consider, or reevaluate, the rules you live by. RU0E >17 Put "a$il* "irst& @ots of leaders give lip service to putting family first, but they dont actually practice giving their spouse or kids top priority. 0hat does it mean to put family firstC -or me, it involves redefining success. ! do not measure my success in terms of career accomplishments. -or me, success is when those closest to me love and respect me the most. )ractically speaking, ! make sure to schedule time with loved ones before setting my work calendar. !ts far more important for me to give prime time to my family than to Nget aheadO by working overtime. RU0E >'7 F#ll#8 t%e G#l(en Rule& *s followers, we universally ask three /uestions about our leadersF 6, Bo they care for meC 8, Ean they help meC =, Ean ! trust themC *s a leader, regularly pose those same /uestions to yourselfW*m ! caringC *m ! helpingC *m ! reliableCWas a reminder to treat others the way you would like to treated. RU0E >+ Ta.e are #" *#ursel"& Boing something for yourself is not a selfish actD its a sustaining act. !n a university commencement address several years ago, 2rian Byson, E"O of Eoca Eola "nterprises, spoke of the relation of work to ones other responsibilitiesF !magine life as a game in which you are 9uggling some five balls in the air. $ou name themWwork, family, health, friends and spirit and youre keeping all of these in the air. $ou will soon understand that work is a rubber ball. !f you drop it, it will bounce back. 2ut the other four ballsWfamily, health, friends and spirit are made of glass. !f you drop one of these, they will be irrevocably scuffed, marked, nicked, damaged or even shattered. They will never be the same. $ou must understand that and strive for balance in your life. !ve learned the importance of this rule the hard wayWthrough the trauma of a heart attack. !f youre not carving out time to rest and replenish, to e'ercise, and to monitor your spiritual wellbeing, then eventually youll breakdown. 0hen that happens youre no good to anyone. RU0E >< C%##se a !#sitive attitu(e& (appiness cannot be won, bought, or brought to you by another person. Rather, it results from a conscious choice to be grateful for our blessings and to make the best of lifes letdowns. 0hatever happens to us, we always have control of one thingF our attitude. RU0E >= Have a !ers#nal gr#8t% !lan& The key to personal growth is to have a beginners mindset. 2eginners admit they dont know everything and proceed accordingly. *s a general rule, theyre open and humble, noticeably lacking in the rigidity that often accompanies e'perience and achievement. RU0E >? Give $#re t%an *#u re eive& "veryone must ask for help at some point along the 9ourney of life, but each person also has an inborn need to serve others. 0hen ! stopped trying to e'tract value from the people around me, and instead began searching for ways to add value, my influence soared. CONNECTING THE COASTS "'actly 677 years before *merica put a man on the moon, the nation had accomplished another
(

astonishing technological featF the completion of the Transcontinental Railroad. The ambitious transportation route spanned the width of the 4nited .tates, connecting residents of *mericas )acific Eoast with those on the *tlantic Eoast. The newly constructed railway cut travel time between ?ew $ork Eity and .acramento, E* from si' months to five days. The Transcontinental Railroad was the vision of Theodore %udah, a young civil engineer. Others had imagined such a railroad, but prior to %udah no one had actually done the work necessary to chart its route or to estimate its cost of construction. %udah took it upon himself to attach an actual strategy to the dream of connecting the "ast and 0est Eoast. !n particular, he confronted the thorny problem of how to navigate the railway through the .ierra ?evada mountain range, and he eventually proposed a comprehensive route survey for the track. *rmed with meticulous survey data, %udah then tackled another obstacle to the railroads constructionF funding. *s a lobbyist for Ealifornias )acific Railroad Eonvention, he had witnessed firsthand the incapacity of Eongress to reach agreement on when and where to build a continent1wide railroad. Though the pro9ect was widely popular, ?orthern and .outhern states were locked in fierce political debate over slavery, ruling out any hope of government backing. !ntent on securing capital for the railroad, %udah resolved to recruit private investors to finance the railroad. !nitially, he was turned down, and businesspersons even nicknamed him NEraGy %udahO on account of the immensity of his vision. "ven so, he managed to secure pledges from numerous industrialists. "ventually, the start of the Eivil 0ar provided %udah with the favorable conditions needed to fundraise for the Transcontinental Railroad. 0ith .outherners having withdrawn from the federal government, Eongress appeared likely, in the not1too1distant future, to pass legislation appropriating money for the railroad. .ensing that federal support was on the way, a group of financial magnates in Ealifornia agreed to bankroll the railways initial costs. *s chief engineer, %udah oversaw the start of construction on the Eentral )acific railroad +the western portion of the Transcontinental Railroad,. Tragically, shortly after the massive undertaking commenced, %udah contracted yellow fever and passed away. Though he did not survive to carry the pro9ect through to completion, the pathway of the Transcontinental Railroad almost e'actly conformed to the route Theodore %udah had originally set forth. -ive1and1a1half years following his death, the last spike was hammered into place, and %udahs dream, a coast1to1coast railway, became reality. *pplication Earve out time to consider your professional dream or what do you hope to accomplish in your career. *s youre thinking through your vision, ponder the following /uestionsF 6, (ave you devised a concrete strategy for achieving your visionC !f not, how could you go about creating oneC 8, (ave you connected others to your visionC That is, do you have a team of supporters providing you with the backing needed to attain your visionC !f not, whom could you recruit to come alongside you as you pursue the visionC =, *re you prepared to make the most of windows of opportunityC That is, if the obstacles to accomplishing your vision were suddenly removed, would you be ready to seiGe the momentC -ebruary 8768 Eopyright 8766 The %ohn &a'well Eompany. *rticles accessed via httpFXXwww.9ohnma'well.com may not be reprinted or reproduced without written permission from The %ohn &a'well Eompany, e'cept for brief /uotations in critical reviews
(1

or articles.

9ebruary 51'5 L:3):?S=I- 2?:3@T=?;>0=S In the '(C1s, '(!1s, and '( 1s the 2erlin 7all served as a tangible reminder of the Iron .urtain separating 7estern democracies from :uropes Soviet,led :astern bloc. The :ast 0erman government had erected the wall in an attempt to halt the countrys D2rain )rain,E in which ever, increasing numbers of prominent citi&ens were fleeing westward. The barricade stood twelve feet high and four feet thic*, stretched nearly '11 miles, and was made of reinforced concrete. Soldiers patrolled the wall from watchtowers, and they had official orders to shoot on sight anyone attempting to scale it. ;fficial documents instructed security personnel as follows: D)o not hesitate with the use of a firearm, including when the border brea*outs involve women and childrenKE In '( (, due to mounting political pressures, the :ast 0erman government finally lifted its border controls. ;ver the following days, elated 0ermans from both :ast and 7est 2erlin descended on the once,imposing wall with chisels and sledgehammers. In celebration, they chipped away at the 2erlin 7all until they had bro*en through to one another. The historic brea*through brought freedom of movement to people throughout :astern :urope and, in doing so, reshaped global politics. L:3):?S=I- 2?:3@T=?;>0=S 3ll leaders go through significant life events during the leadership /ourney, and these events can initiate brea*throughs that mold and move us. Li*e the fall of the 2erlin 7all, brea*throughs reshape the way we approach life. ;ur world is never the same after they happen. =ere are a few of the brea*throughs that have moved me toward my vision. 'B 0roundbrea*er F This brea*through encouraged me to start. In '(!", I sat down with my friend @urt at a =oliday Inn, and he as*ed me if I had a personal growth plan. I didnt. In fact, I didnt even *now I was supposed to have one. 3fter reflecting on my conversation with
('

@urt, I came to the reali&ation that I could only add value to others if I had something of value to add. I decided that if I was going to really grow as a leader, I was going to have to grow on purpose%it couldnt be a hit,and,miss deal. .onseHuently, each day I began to read boo*s and articles on leadership and to file away the significant stories or principles that I encountered. Than*s to decades of diligent reading and research, I have collected a wealth of content which I now can use to teach and train other leaders. 5B 7indbrea*er F This brea*through encouraged me to stand. 3fter college, I accepted a /ob as a church pastor in rural Indiana. It was my first leadership position, and I had a grand vision to build a thriving, influential church. =owever, my salary was only eighty dollars per wee*, and the church recommended that I loo* for additional employment to ma*e ends meet. +y wife, +argaret, stepped in, and she made certain that the church board understood I was going to be a full, time pastor, even if I only received part,time pay. Then, to allow me to devote my full energies to the church, she too* on three /obs: teaching *indergarten, cleaning houses, and wor*ing part, time at a /ewelry store. =er support and encouragement inspired me to stand firm in my vision. I never could have achieved my dream without her. #B .hartbrea*er F This brea*through encouraged me to soar. 3t the age of forty, I conducted a self,evaluation of my leadership. I had a lot on my plate, and I felt myself beginning to plateau. I was pastoring a #,611,person congregation, serving as president of a leadership and development organi&ation, writing a boo* every ' months, spea*ing at "11 events annually, and most importantly, leading my family. 3fter reviewing my schedule, I came to two conclusions. 9irst, I could not possibly hope to accomplish more by wor*ing harder. Second, any increase in my production would 9ebruary 51'5 have to come from improving my ability to wor* through other people. These two realities led me to the Law of Significance: ;ne is too small of a number to achieve greatness. I discovered that by training others to extend my leadership, my influence had the potential to compound exponentially. 3s I ad/usted my schedule to invest more in the leaders around me, my productivity s*yroc*eted. "B =eartbrea*er F This brea*through encouraged me to stop.
(5

3t the age of 6', I suffered a heart attac*. I had been moving at an unsustainable pace, and I had adopted a fairly unhealthy diet, too. The medical emergency motivated me to ad/ust my schedule and my eating habits. The ordeal served as a powerful reminder that leaders cannot help anyone if they do not ta*e care of themselves. .;<.L>SI;< 7hether a conversation with a friend, the compelling example of my wife, or a crisis of health, my leadership /ourney has been mar*ed by significant moments. I would not be the same person without having experienced the brea*throughs they set in motion. 7hat formative experiences have shaped you as a leader8 =ow did they impact your development8

.opyright 51'' The Iohn +axwell .ompany. 3rticles accessed via http:MMwww./ohnmaxwell.com may not be reprinted or reproduced without written permission from The Iohn +axwell .ompany, except for brief Huotations in critical reviews or articles. Ianuary 51'5 )ealing with ?elational )ifficulties 9ollowing a #",'! loss on ;ctober 5nd, Santonio =olmes, wide receiver and team captain for the <ew $or* Iets, suggested fault for the defeat lay with his teams Huarterbac* and offensive linemen. In venting his frustration, =olmes violated a team rule to *eep criticism of fellow players internal to the organi&ation. The wide receivers comments raised the ire of teammates who publicly voiced their disapproval of his leadership. 7hen as*ed by the media about the effect of his critical remar*s, =olmes defended himself and remained largely unapologetic. The seeds of dissension sown by =olmes eventually sprouted into full,blown discord, culminating in an embarrassing display of disunity during the Iets final game. :ntering the last contest of their regular season, the Iets needed to beat the hapless +iami )olphins to have hope of ma*ing the playoffs. Throughout the game, Santonio =olmes appeared distracted and unmotivated to his teammates. 7hen
(#

they Huestioned his lac*luster attitude, =olmes erupted, shouting at teammates and provo*ing an altercation in the huddle. :xasperated by the situation, coaches chose to bench =olmes for the closing minutes of the '(,'! loss, despite his prodigious playma*ing ability. The way Santonio =olmes behaved during the 51'' season serves as a case study for how <;T to address problems on a team. Leaders should never let the situation mean more than the relationship. =olmes may have had every right to feel disappointed in the performances of his teammates, but his manner of response disrupted team chemistry by wrec*ing relationships. Three Steps for )ealing with ?elational )ifficulties 3s a leader, the first step in dealing with relational difficulties is to ac*nowledge problems privately. In complaining to the media about the play of his teammates, =olmes communicated more than dissatisfaction with their performanceJ he also expressed disrespect. -eople have a hard time handling criticism, but if delivered behind closed doors, in private conversation, they may respond constructively to it. =owever, when leaders disparage a teammate in public, they always damage their relationship with him or her. ;nce the problem has been voiced, leaders must be willing to see* or extend forgiveness. 7hen as*ed about his critical comments, Santonio =olmes offered an unremorseful and disingenuous apology. DIf anybody feels bad about Tmy commentsU then Im sorry, but as a captain, thats my /ob to point it out amongst ourselves.E In his so,called Dapology,E =olmes essentially placed additional blame on his teammates for Dfeeling bad,E or ta*ing offense, to his criticisms. 3fter a rift has occurred, leaders have to verbally commit to cooperate in repairing the relationship. Instead of putting in overtime to shore up his bond with teammates, =olmes did /ust the opposite. Leading up to the teams last game, Huarterbac* +ar* Sanche& called for two extra meetings between the Huarterbac*s and wide receivers to improve their in,game cohesiveness. =olmes came to the first one, but sat in the bac* and complained throughout about having to attend. =e then s*ipped the second meeting. .losing Thought
("

3s leaders, ideally we want to rebuild trust and restore relationships with teammates. =owever, in some cases, trust may be irrevocably bro*en. 3s a leader, at what point can you /ustify giving up on a wor* relationship8 Ianuary 51'5 .opyright 51'' The Iohn +axwell .ompany. 3rticles accessed via http:MMwww./ohnmaxwell.com may not be reprinted or reproduced without written permission from The Iohn +axwell .ompany, except for brief Huotations in critical reviews or articles. Ianuary 51'5 -opulating $our -assion 7ith 461 in his poc*et, )ustin =offman headed to <ew $or*, hoping to find wor* as an actor. Inexperienced and un*nown, =offman struggled to find employment. 3cting gigs were not paying his bills, so he wor*ed an assortment of odd /obs to stay afloat, including typing for the $ellow -ages, stringing together =awaiian leis, and chec*ing coats at a local theater. >ndaunted by sparse opportunities, =offman clung to his passion. =e too* whatever acting /obs would come his way, always hoping to be discovered. :ach time he acted, even in humble roles, he added to his experience and fanned the flame of his passion. =offmans passion stayed sharp because of the company he *ept. Two of his best friends were fellow Dstarving artists,E also trying to ma*e a brea* as actors. Their names8 0ene =ac*man and ?obert )uvall. Together, =offman, )uvall, and =ac*man supported one another, validated each others dreams, and shared the ups and downs of life as aspiring actors. Lifes fulfillment emanates from passion, thus passion must be exercised and *ept alive. )ustin =offman found outlets for his passion to act. :ven when wor* was slow and the pay was low, he attended open calls, wor*ed commercials, and accepted parts in obscure drams. =offman also surrounded himself with friends, li*e ?obert )uvall and 0ene =ac*man, who shared his passion for the stage and encouraged him to follow his passion. Leaders have to populate their passion. That is, they need to cultivate relationships with fellow /ourneyers who share a passion similar to their own. In doing so, leaders develop a networ* of supporters to spur
(6

them on while their vision is in its infancy or when their dreams face opposition. 7ho is in your corner to cheer you on as you pursue your vision as a leader8 ;ppositely, whose passion are you helping to sto*e8 Interestingly enough, the more a leader fuels the passion of others, the more he or she gains support in return. In the words of an ancient =ebrew proverb, D3 generous man will prosperJ he who refreshes others will himself be refreshed.E .opyright 51'' The Iohn +axwell .ompany. 3rticles accessed via http:MMwww./ohnmaxwell.com may not be reprinted or reproduced without written permission from The Iohn +axwell .ompany, except for brief Huotations in critical reviews or articles. )ecember 51'' ?esolving to 0row Through ?elationships 2efore the days of 0-S devices, my glove compartment was stuffed with area maps, and I consulted them to navigate the roadways. 7hen planning vacations, I pored over printed maps to plot my route from one point of interest to the next. I recall being assigned the role of navigator on family trips and hunching over a map with my flashlight at night to help my father locate an upcoming turn. 3lso, I remember map, folding being somewhat of an elusive artKI could never Huite refold the map along its original creases. 2ac* then, traveling with a tour guide was particularly nice because you no longer had to lug around stac*s of printed maps in order to get where you wanted to go. Instead, you could simply follow the tour guide. =e or she had made the trip before and could be trusted to lead you in the right direction. ;ur +isguided <otion of Self,=elp 7hen it comes to personal growth, most of us are stuc* in the roadmap mentality. 7e scour the Internet in search of the trendiest exercise fad, or we rifle through shelves at the local boo*store to find the perfect diet plan. In attempting to ma*e changes in our lives, we follow a strategy of self, help. The process usually is fairly simple: ?ead a boo* 3pply its principles :xperience change
(C

=owever, the self,help method calls for a heavy dose of discipline, and we often dont have enough willpower to actually apply what we learn to our lives. The primary problem with a strategy of self,help is that it is pursued in isolation. If were serious about ma*ing ad/ustments in our lives, then we would be wise to trac* down a tour guide instead of accumulating more maps. 7e need people at our side to show us the way in order to reach our desired destinations in life. In leadership, Dtour guidesE contribute to our personal growth in four ways: 'B :xpertise: they share insights with us from their own leadership /ourneys. 5B :ncouragement: they provide much,needed motivation. #B 3ccountability: they chec*,in on us to ma*e sure were moving in the right direction. "B .elebration: They re/oice with us when we reach significant milestones. 3pplication: +a*e a list of your top goals or <ew $ears resolutions for 51'5. 2eside each item on the list, write the name of at least one person who could help you achieve the goal. ;ver the next few wee*s, connect with the individuals on your list and enlist them to travel alongside you over the course of the next year as you pursue your goals. .opyright 51'' The Iohn +axwell .ompany. 3rticles accessed via http:MMwww./ohnmaxwell.com may not be reprinted or reproduced without written permission from The Iohn +axwell .ompany, except for brief Huotations in critical reviews or articles. Ianuary 51'5 -assion: The 9uel of -ersistence 7hile reading a maga&ine at a dentists office in -aris, -hilippe -etit became engrossed in an article about the Twin Towers in <ew $or*. 3s an ' ,year old street performer, -etit was constantly on the loo*out for venues for his high wire balancing acts. Studying an artists rendition of the 7orld Trade .enter, -etit came up with a vision of wal*ing a tightrope between the two towers. ;ver the next six years, -etit focused exclusively on his seemingly preposterous dream. =e collected any information he could find on the architecture of the Twin Towers, practiced his high wire act endlessly, and saved money for a flight to 3merica. >pon arrival to the >nited States, he wasted no time in scouting
(!

the 7orld Trade .enter. >nder a variety of guises, -etit and friends surveyed the towers. ;n a Tuesday night, -etit and company ascended the towers with eHuipment in tow. >sing a bow and arrow, they fired a line from the north to south tower, and spent the remainder of the evening feverishly rigging a one,inch steel cable between the towers. :arly 7ednesday morning, with the bustle of 7all Street having /ust begun, -etit mounted the high wire to perform. 3s ama&ed onloo*ers marveled at the sight, local authorities gathered to apprehend the illegal tightrope wal*er. 3s a consummate showman, -etit focused on his act, refusing to be swayed by policemen shouting at him to stop. 3fter eight trips bac* and forth between the tower, -etit finally turned himself in. -etit could have let distractions dissuade him from his dream. ?aising money for the scheme, eluding security to scout the towers, and stretching a cable between the s*yscrapers all seemed li*e impossible tas*s. =owever, the magnitude of -etits passion to accomplish his vision dwarfed the obstacles to his plan. @ey -oints about -assion 'B 3 persons inner fire propels him or her to excel. -ut simply, desire determines destiny. 3s a rule, leaders attain influence proportionate to the si&e of the bla&e burning within them. 5B -assion supplies leaders with an extra edge over the competition. 3fter a championship contest, sports commentators occasionally observe how the winning side Dwanted it more.E 3ll else being eHual, the more passionate team typically prevails. #B -assion ma*es the impossible possible. -eople are wired so that when their souls ignite, they no longer shrin* before the barriers in front of them. Thats what ma*es a passionate leader particularly effective. =e or she conceives of possibilities and opportunities for progress whereas dispassionate persons only see roadbloc*s and reasons why a vision cant be achieved. 3pplication: Ta*e $our Temperature .onsult three people Asuch as a spouse, mentor, or trusted co,wor*erB to give you an honest assessment about the level of passion they see you exhibit toward your /ob. InHuire about the ways in which your passion manifests itself most evidently. If they consider your passion to be low, then do some soul,
(

searching to recapture enthusiasm for your wor*. 7hy did you enter your present profession8 7hat once excited you about wor* that no longer may be a source of inspiration8 In light of your answers to these Huestions, ponder ways to ratchet up your passion. .opyright 51'' The Iohn +axwell .ompany. 3rticles accessed via http:MMwww./ohnmaxwell.com may not be reprinted or reproduced without written permission from The Iohn +axwell .ompany, except for brief Huotations in critical reviews or articles. 9ebruary 51'5 =;7 I L:3?<:) T; .;<<:.T 7IT= -:;-L: If it is true that almost everything we become and accomplish in life is with and through other people, then the ability to create rapport with them is the most important s*ill we can learn. Loo*ing bac* at the early and middle stages of my career, I identified six practices that helped me to connect with others. I trust that they will be beneficial to you in honing your s*ills as a connector. '. I >nderstood the Nalue of .onnecting 7ith ;thers. 3s a young leader, I Huic*ly bumped up against my personal limitations. I reali&ed that what I could accomplish on my own paled in comparison to what I could get done by lin*ing up with others. I became aware that my influence depended upon my ability to connect with those around me, and I switched my mindset from being a solo producer to being a people developer. 5. I Studied and Imitated .onnectors That I 3dmired. 3s a young leader, I had an insatiable appetite to learn from the leaders who seemed effortlessly to connect with others. 9irst, I loo*ed at how the person connected. That is, what strategies did she employ to get through to the audience8 Second, I observed how long the person connected. Its far easier to catch someones attention than it is to hold his attention for an extended period of time. 3s I studied the great connectors, I attempted to incorporate their methods into my own communication. #. I )etermined to 2e +yself and 2uild on +y Strengths. Though I relied on the example of expert communicators, I also resolved to connect authentically by drawing upon my own uniHue talents. 0radually, my Huestion morphed from, D7hat do they have that I
((

want8E to D7hat do I have that they want8E 3s I tapped into my natural abilities, I began to develop a distinctive style around my strengths. +y Style of .onnection A'B =umor: I en/oy my audience, sub/ect, and myself. A5B 3uthenticity: I do not teach anything that I do not live or believe. A#B .onfidence: I naturally feel good about others and myself. A"B =ope: I love to uplift people and encourage them. A6B Simplicity: I am not an intellectual, and I en/oy ma*ing my lessons easily understandable. ". I )id +y =omewor*. If you are a gifted at forming relationships and do nothing to improve, youll still be in the top 61G of connectors. )o something in the way of personal growth from time to time, and youll be in the top '1G of connectors. =owever, to ma*e the top 'G, youll need to do homewor* every day on how to get through to others. 6. I 3s*ed for 9eedbac*. 3s Stephen .ovey says, DIt ta*es humility to see* feedbac*. It ta*es wisdom to understand it, analy&e it and appropriately act on it.E 7hen soliciting feedbac*, as* those who possess the capacity to connect. ;nly seasoned connectors can offer you reliable feedbac*J others can only speculate about what you did right or wrong. C. I -racticed. 9ebruary 51'5 The art of connection ta*es time to master. I started off as a terrible communicatorJ I was long,winded and uninteresting. Than*fully, I was determined to improve. 3fter gaining experience, I began to thin* more about the context of connection than its content. That is, I learned to focus on my audience rather than myself. I began to rehearse my messages in front of one person, and then in the presence of a small group, before delivering them to large audiences. The extra practice on the front end tremendously aided my ability to connect during actual spea*ing engagements. 3pplication In preparing to connect with another individual or group this wee*, practice the follow three steps:
'11

'B ?esearch and )evelop $our +essage 7ith whom are you trying to connect8 7hat motivates them8 =ow have others successfully connected with them8 7hat resources could prepare you for your conversation with them8 5B ?efine $our +essage 3fter youve developed your message, see* counsel from others. 7hat do they li*e or disli*e about it8 7hat recommendations do they have for ma*ing the message better8 #B ?ehearse $our +essage 0ive your message a trial run in front of another person. )id you feel confident communicating it8 =ow could your delivery improve8 )ecember 51'' 9rom Street -erformer to Space Tourist: The .reativity of .irHue du Soleils 9ounder 0uy Lalibertes parents Aa -? executive and a nurseB hadnt envisioned their son ma*ing a living by playing his accordion for tips from passersby. =ence, they werent exactly delighted when 0uy informed them of his decision to bypass college in favor of becoming an artist. 3s much as they may have regretted his choice at the time, in retrospect, theyre probably than*ful for the path he too*. Their son went on to found of .irHue du Soleil, and he is ran*ed by 9orbes as one of the 611 wealthiest persons in the world. 0uy Laliberte began his career as a street performer, amusing crowds by strolling around on stilts and wowing them by eating fire. :ventually he began touring with a ragtag troupe of fellow street entertainers and acrobats. In '( ", Laliberte approached the Ouebecs government with a proposal to have his group put on a circus as part of the provinces "61th celebration of IacHues .artiers discovery of .anada. =e landed a contract worth over 4' million, and the artists subseHuently launched a '6,city tour. Laliberte and his fellow artists created a non,traditional circus, brea*ing with customary norms. 9irst, they exclusively used human performers%no animals were included in the show. Second, they refrained from featuring specific entertainers, instead building the performance around a storyline. Third, they created a fast,paced, theatrical show appealing primarily to adults rather than *ids.
'1'

3lthough a hit with audiences, the circus was not a commercial success in its early days. Laliberte soon reali&ed that to become profitable the show would have to operate year,round, reHuiring it to boo* events further south during .anadas winter months. To this end, Laliberte and the troupes other leaders decided to ta*e a big ris*. They spent all of their money to secure a spot at the '( ! Los 3ngeles 3rts 9estival, not even reserving enough cash to ensure a return voyage if the show flopped. Than*fully, the circus mesmeri&ed 3merican audiences, allowing the bet to pay off handsomely. 9ollowing its 3merican premier, the circus steadily gained popularity, as did founder, 0uy Laliberte. Today, almost 56 years later, .irHue du Soleil has a repertoire of 55 shows, and it sells nearly as many tic*ets in a year as do all 2roadway productions combined. +eanwhile, Laliberte routinely ma*es headlines on account of his whimsical lifestyle. 3mong other pursuits, he has paid 4#6 million to tour outer space, competed in professional po*er tournaments, and purchased his own island. 7hat can we learn about creativity from 0uy Laliberte and the birth of .irHue du Soleil8 In short, by unleashing creativity leaders provo*e doubt, initiate change, and incur ris*. )oubt F In launching a creative enterprise, a leader overturns the expectations and assumptions of others and provo*es doubt. 0uy Lalibertes parents certainly had apprehensions about his decision to follow a creative vision. >ltimately, their fears did not come to fruition. $et, not all creative /ourneys end in success. 3s a leader, when should you allow the concerns of others to rein in your creativity8 7hen should you press on despite the doubts and criticisms of those around you8 .hange F In/ecting creativity into your wor*place means parting ways with the status Huo. .irHue du Soleil connected with audiences because it operated from a familiar platform, the circus, but it captivated audiences due to its creative incorporation of unanticipated, nontraditional elements. To reap the benefits of creative innovations, you may need to scrap traditional ways of doing business. In leading organi&ation change, how do you determine which customs to preserve, and which ones to discard8 )ecember 51''
'15

?is* F Leaders inherently incur ris* when they redirect resources in order to launch a creative vision. 0uy Laliberte put his financial prospects on the line in the hopes of brea*ing into the >.S. mar*et, and he was rewarded for his ta*ing the ris*. 3s a leader what criteria do you use when deciding whether to bet aggressively or to play your hand conservatively8

Ianuary 51'5 -:?S>3SIN: ;? +3<I->L3TIN:8 3ll leaders are salespersons. Though they may not be peddling a product, leaders are selling a picture of what the future could be and should be. They see* to persuade others to buy,in to a particular vision. >nfortunately, s*epticism toward leadership abounds throughout society. :very year since 511", =arvards .enter for -ublic Leadership, in con/unction with +erriman ?iver 0roup, has compiled the <ational Leadership Index A<LIB to gauge the publics confidence in its leaders. In 51'' 3mericans confidence in their leaders hit its lowest point since the <LIs inception. 3s a matter of fact, 3mericans have a lower opinion of their leaders now than they did immediately following the corporate scandals and financial meltdown of 511 . 3ll Leaders 3re A>sed .arB Salesmen8 0iven how /aded people have become toward those in positions of authority, leaders face a stiff challenge in persuading others to lin* up with their vision. In todays climate people distrust the motives of leaders, disbelieve their promises, and are inclined to second,guess their decision,ma*ing. Increasingly, people perceive leaders as having the same detestable Hualities as the stereotypical used car salesman: self, interestedness, underhandedness, and manipulation. Leaders inevitably must convince others to support their vision andMor decisions, but how can they gain
'1#

influence with followers who hold them in suspicion8 In short, how can leaders be persuasive without being manipulative8 Lets examine three primary ways in which leaders behave manipulatively, and then loo* at three alternative means of persuasion. Tactics of a +anipulative Leader 'B They misuse or abuse power Leaders generally en/oy a positional advantage over their followers. That is, they have the authority to issue rewards or mete out punishments. Leaders abuse their power when they tilt the structure of incentives to secure personal advantages or to enhance their own prestige. 9or example, they may reward unethical behavior if it brings them financial gain, or they may leverage their power to sully the reputation of a subordinate who freHuently disagrees with them. 5B They fabricate or withhold information Leaders manipulate people through misinformation. The past decade has witnessed corporate scandals in which executives have fudged numbers or completely Dcoo*ed the boo*s.E $et, most manipulation happens far more subtly than financial fraud. Leaders may simply mislead their constituents by accentuating the positives of an arrangement while hiding its drawbac*s. 9or example, a used car salesman may not tell outright lies about the mileage or features of an automobile. =owever, he may cover up aspects of the vehicles history such as accidents or flood damage. =ence, the resonance of the advertising slogan DShow me the .arfaxLE #B They prey on the emotions of others +anipulative leaders generally are not blind to the needs of others. In fact, the most deceptive leaders are *eenly aware of the wants and aspirations of their people, and they use this *nowledge to control others. To increase their influence, they appeal to hopes and fears while downplaying reasoning and logic. Ianuary 51'5 Tactics of a -ersuasive Leader 'B They leverage power to serve and empower others. 3ll too often organi&ations treat their employees as if they should be than*ful /ust to have a /ob. =owever,
'1"

great leaders earn support by developing their people. Such leaders proactively serve as mentors, networ*ers, eHuippers, and coachesJ they are always on the loo*out for ways to empower employees to grow toward their potential. 3pplication: 7ith respect to those following your lead, as* yourself: D7hats in it for them8E That is, what do they stand to gain during the process of pursuing the vision of your teamMorgani&ation8 5B They spea* truthfully, even when the truth hurts. In the long run, people trust leaders who help them discover the truth, even if it is uncomfortable initially. ;ften, the shortest path to a trusting relationship crosses through some feelings of discomfort. The truth isnt always pleasant. Leaders help people to get past temporary discomfort and to move toward decisions that will benefit them long,term. 3pplication: 7hat unpleasant truths does your team presently face8 =ave you forthrightly informed your team about the unpleasant aspects of your current reality8 #B They underpromise and overdeliver. :ager to close a sale or secure a commitment, leaders have a bad habit of promising more than they can deliver. 2y overpromising, they create unrealistic expectations, set up others for disappointment, and ultimately lose respect. The best leaders have self,awareness of what they can offer, and they refuse to enter into agreements based solely on optimism or best,case scenarios. Leaders not only are dealers in hopeJ they also have the wherewithal to ensure that the hopes they engender are not disappointed. 3pplication: 7hat promises has your organi&ation made to its customers or clients8 3re you meeting, exceeding, or failing to reach the expectations created as a result of those promises8 .opyright 51'' The Iohn +axwell .ompany. 3rticles accessed via http:MMwww./ohnmaxwell.com may not be reprinted or reproduced without written permission from The Iohn +axwell .ompany, except for brief Huotations in critical reviews or articles. )ecember 51''
'16

S-?:3)I<0 I;$ ;< T=: I;2 D<o man can live happily who regards himself aloneJ who turns everything to his own advantage. $ou must live for others if you wish to live for yourself.E S Seneca In .harles )ic*ens 3 .hristmas .arol, The 0host of .hristmas -ast transports the cantan*erous old miser, :bene&er Scrooge, bac* in time to the place Scrooge first had apprenticed as a young man. There, they loo* on as Scrooges former boss, 9e&&iwig, commences an evening of festivity: D;ld 9e&&iwig laid down his pen, and loo*ed up at the cloc*, which pointed to the hour of seven. =e rubbed his handsJ ad/usted his capacious waistcoatKlaughed all over himself and called out in a comfortable, oily, rich, fat, /ovial voice Tfor the room to be cleared out and made ready for the party.UE 3s a steady stream of invitees came in to the party, a fiddler began to play. 0uests danced, feasted, and laughed together in a mood of warmth and merriment. The revelry stretched long into the night with the than*ful partygoers relishing every moment togetherK 7hile watching on, Scrooge had been transfixed by the memory of the evening. D=is heart and soul were in the scene, and with his former self. =e corroborated everything, remembered everything, en/oyed everything, and underwent the strangest agitation.E 3s the hubbub of the party began to subside, DScrooge suddenly remembered the 0host, and became conscious that it was loo*ing full upon him.E D3 small matter,E said the 0host, Dto ma*e these silly fol*s so full of gratitude.E DSmallLE echoed Scrooge. D7hyL Is it not8 9e&&iwig has spent but a few pounds of your mortal money: three or four perhaps. Is that so much that he deserves this praise8E DIt isnXt that,E said Scrooge, heated by the remar*, and spea*ing unconsciously li*e his former, not his latter, self. D9e&&iwig has the power to render us happy or unhappyJ to ma*e our service light or burdensomeJ a pleasure or a toil. =is power lies in words and loo*sJ in things so slight and insignificant
'1C

that it is impossible to add and count them up...The happiness he gives, is Huite as great as if it cost a fortune.E 3 T3L: ;9 T7; 2;SS:S :bene&er Scrooge, cold,hearted and stingy, begrudged giving away even the tiny piece of coal his cler* used to heat his hands during wintertime. ;ppositely, 9e&&iwig exuded /oy and liberality, hosting and presiding over an evening of merryma*ing to celebrate .hristmas along with his employees. The two men could hardly have been more different as managers. 9or Scrooge, moneyma*ing ruled out merryma*ing and was the sole ob/ect of his existence. 9e&&iwig, on the other hand, pri&ed his people and too* great /oy in bringing them happiness over the holidays. ?elationships are li*e anything else in life: the return you get depends on what you invest. The great news is that the investment doesnt have to be expensiveL 7e, li*e 9e&&iwig can build relationships by unselfishly giving Dthings so slight and insignificant that it is impossible to add and count them up.E 3pplication: )ecember 51'' $our budget may not allow you to issue year,end bonuses or to throw a party for your teammates, but that doesnt mean you cant find ways to show appreciation for them. )o some sleuthing to discover more about your co,wor*ers. Learn their li*es, interests, tastes, and hobbies. 3s 51'5 begins, repeatedly invest in your wor*place relationships in small ways such as buying someone their favorite drin* from Starbuc*s, ta*ing them out for lunch, or remembering and celebrating their birthday. ;ver time, your consistent, intentional efforts will deepen your relationships with others, and you will gain greater influence and en/oyment at wor*. 9ebruary 51'5 +a*ing the +ost of Lifes Significant +oments 2y themselves, significant moments do not alter a persons behavior. :vents certainly can ma*e powerful impressions on us: they stir our emotions, capture our imagination, provo*e our conscience, or bring revelation. =owever, events do not automatically transform us, and the feelings they evo*e usually are short,lived.
'1!

Leadership brea*throughs happen when we sei&e the opportunity presented by a significant event to ad/ust our thin*ing and to change our patterns of action. 9or example, having a heart attac* could have brought me nothing more than pain. =owever, I used the experience as a springboard to change my thin*ing about my physical health. -rior to the heart attac*, I considered exercise to be a nuisance and dietary restrictions to be a drag. 3fter suffering the heart attac*, I reevaluated the importance of a healthy lifestyle. I contemplated the implications of ignoring my health, and I thought about how poor fitness would shorten my life and would limit my influence. I modified my mental attitude toward nutrition and physical fitness, and I too* practical steps to build exercise into my wee*ly routine. The tragedy for many leaders is that they let ma/or life experiences slip by without learning from them. ;nce a pivotal moment alerts you to the possibility for a better future, I suggest embar*ing on the following four steps to bring about positive change. 'B :mbrace 2ottom,Line Thin*ing 7hen touched by a significant life event, pro/ect yourself into the future by as*ing yourself the following Huestions: =ow will my life improve by ma*ing a change8 7hat is at sta*e if everything remains the same8 5B 0enerate ?eminders I agree with Samuel Iohnson: D-eople need to be reminded more often than they need to be instructed.E 9or instance, physical fitness isnt roc*et science. Indeed, the formula is ama&ingly simple: eat healthier and exercise more often. $et, brea*ing a bad habit involves reminding ourselves of the action we need to ta*e and whats ultimately at sta*e. 0enerating reminders may include creating visual mementos, setting calendar prompts, as*ing friends to provide accountability and encouragement, or celebrating progress made. #B 9ind a +odel I started off as a lousy public spea*er, but I was committed to improving. 9or that reason, I began to study, in detail, the great communicators within my circle of friends and colleagues. I listened intently whenever they spo*e, and I observed their strengths. Then, I incorporated the lessons learned into my own style and delivery. -rogress came slowly. In fact, Id estimate that it too* me eight years to become a polished public spea*er. =owever, by modeling myself after other s*illed communicators, I eventually gained competence myself. "B 3d/ust $our Surroundings
'1

To translate the momentary inspiration of an event into life transformation, we must limit our exposure to negative environments. The people closest to us have tremendous influence over our lives. To ma*e the most of pivotal moments in our lives, we often need to reevaluate our relationships and to cut ties with unhealthy acHuaintances. .;<.L>SI;< 9ebruary 51'5 -ivotal moments in life stir our emotions, but they dont necessarily affect our day,to,day motions. In fact, if you wait until you feel li*e ma*ing a change, then youll never experience personal growth as a leader. The next time youre touched by a significant life event, loo* for ways to ad/ust your thin*ing and behavior so that instead of temporary enlightenment, you experience lasting brea*through. ?emember: leaders develop daily, not in a day. L:3)I<0 3.?;SS: 9?;+ .;+-:TI<0 T; .;+-L:TI<0 Leading peers can be tric*y since youre simultaneously cooperating with and competing against them. 9or example, athletes on the same team contend for a limited number of positions in the starting lineup, yet compete together on game day. +usicians within an orchestra vie for the first chair, but then harmoni&e their talents to delight audiences with their music. .owor*ers /oc*ey for prestigious assignments but afterwards combine their s*ills to advance the mission of the organi&ation. =ealthy wor* environments depend on competition and cooperation. 2oth are necessary in order to win. :ither too much competition or a deficiency of it can damage team dynamics. In an overly competitive wor* culture, the natural antagonism of competition turns teammates into enemies and deters cooperation. .onversely, in an environment absent of competition, the aversion to conflict snuffs out critical thin*ing and stifles initiative. 3rriving at suitable levels of competitiveness at wor* begins by ac*nowledging that competition has benefits and drawbac*s. The >pside of .ompetition 'B .ompetition provides feedbac*. >ntil we match our s*ills against a competitor, we seldom *now the extent of our strengths and wea*nesses. 5B .ompetition calls forth our best efforts. ?unners dont set world records in practiceJ they brea* them when racing against other elite athletes. The )ownside of .ompetition 'B .ompetition can become personal. 7e use the phrase Dfriendly competition,E but oftentimes competition is anything but friendly and ends up fueling personal animosities. 5B .ompetition can warp our view of success and failure. In a culture obsessed with winning, we can be tempted to measure our self,worth by the outcome of competition. .ompleting Instead of .ompeting
'1(

To have the most influence with your peers, put completing fellow leaders ahead of competing against them. :ndeavor to ma*e your teammates better instead of trying to prove that youre the best. If you spend time adding value to peers, youll eventually become very valuable to them. The following tips will aid you in adopting a healthy perspective on competition in the wor*place: Switch your standard of comparison. 7e tend to compare ourselves to other people, when we should compare ourselves to our potential. DIXm not in competition with anybody but myself. +y goal is to beat my last performance.E S .eline )ion ?eevaluate your definition of success and failure. 9irst, resist the temptation to define yourself by wins and losses. 7e can only control the effort we put in, not the outcomes we experience. Second, move from an individual to collective notion of accomplishment. ?ather than being solely preoccupied with personal advancement, learn to see success as helping others to victory. DSuccess is peace of mind which is a direct result of self,satisfaction in *nowing you made the effort to become the best that you are capable of becoming.E S Iohn 7ooden D$ou will accomplish more in the next two months, developing a sincere interest in two people than you will accomplish in the next two months, trying to get two people interested in you.E S Tim Sanders 3dopt an abundance mindset. There are many lanes on the highway to success. Search for win,win partnerships with fellow cowor*ers in which you both stand to gain something valuable. Sharing resources or lending assistance to others enriches rather than impoverishes you. DThe more we develop an abundance mentality, the more we are genuinely happy for the successes, well,being, achievements, recognition, and good fortune of other people. 7e believe their success adds toKrather than detracts fromKour lives.E S Stephen .ovey +;NI<0 -3ST ;>? +$T=S 32;>T .?:3TINIT$ The following moralMethical dilemma supposedly was included on an actual /ob application: $ou are driving down the road at night during a torrential downpour, when you pass by a bus stop. Three people are waiting for the bus: 'B 3n elderly lady who loo*s as if she needs medical attention. 5B 3 longtime friend who once saved your life. #B The manMwoman of your dreams Aassume youre unmarriedB 7hich one would you offer a ride, *nowing that only one additional passenger can fit in your tiny car8 :xplain your answer. $ou could pic* up the elderly lady, because she loo*s as if she needs to go to the hospital. =owever, you dont *now the lady, and this could be the perfect chance to pay bac* the friend who had saved your life. Then again, you may never be able to find the manMwoman of your dreams againK 3llegedly, the candidate who eventually was hired gave the following answer: VI would give the car *eys to my friend and let him ta*e the lady to the hospital while I stayed behind and waited for the bus with the woman of my dreams.V
''1

.?:3TIN: T=I<@I<0 2rea*ing out of our entrenched patterns of thought can bring about tremendous gain. $et, as much as we tal* about Dthin*ing outside of the box,E we seldom purposefully engage in creative thin*ing. -erhaps thats because weve been deceived by common myths about creativity. +yth ]': .reative thin*ers produce original ideas. 7e have a misconception that creativity eHuals originality. =owever, most creative advancements come by combining pre,existing ideas rather than by generating new ones. Indeed, inventive concepts dont ma*e a splash until someone grasps how to apply them and to advertise their benefits. +yth ]5 .reative thin*ing happens spontaneously. )iscipline and creativity are two words we wouldnt normally associate with one another. $et, they go hand in hand. :arly on in my career, I reali&ed that I could collect thoughts more easily than I could create them. :very day since, for more than four decades, Ive read boo*s and articles and filed away interesting Huotes, illustrations, and stories from them. <ow, whenever I write a lesson or prepare a manuscript, I have over forty years of organi&ed material to draw upon. +yth ]# .reative thin*ers are solo geniuses. ;ne is the loneliest number, and its also the least creative. If I stayed within the cramped confines of my own imagination, my leadership often would be dull and uninspiring. Than*fully, Ive had the good sense to go beyond the limitations of my own mind and to as* others to lend me their creative insights. Several of the ideas Ive put into action havent been my brainchildren. In fact at one point, I had written six consecutive boo*s without coming up with the concepts for any of themL +any times the people who we )ecember 51'' deem to be the most creative are simply those who are the most well,connected and willing to solicit ideas from their networ*. 3pplication: I hope youll ta*e this article as a challenge to be intentional about cultivating creativity. =ere are a few practical Huestions to spar* your creative thin*ingK 'B 7ho are the innovators in your industry and what are they doing differently than everyone else8 5B 7hich co,wor*ers, customers, or partners could you recruit to help you thin* creatively8 Specifically, what problems might they help you solve8 #B 7hat daily habit, if started today, could add to your creativity a year from now8 A P3!CLA@AT9!6 !4 THA6;7&9896& The >nited States has seen its share of weather,related catastrophes in 51''. 3t the beginning of year, several cities were pounded by bli&&ards, and snowfall amounts approached record totals in .hicago, 2oston, and <ew $or*. In 3pril and +ay, a super outbrea* of tornadoes wrea*ed devastation across the South,.entral >nited States, most notably in the city of Ioplin, +issouri. Later in the spring, communities along the +issouri ?iver and +ississippi ?iver experienced some of the worst flooding of the past century.
'''

=urricane Irene caused extensive damage along the 3tlantic .oast in 3ugust, and rains from the storm flooded many areas of Nermont. 3lso, throughout the year wildfires have roared across the plains of Texas. Indeed, drought conditions now plague nearly 'M# of the country and represent 3mericas costliest natural disaster of 51''. +eanwhile, unemployment lingers in the national economy, and housing mar*ets remain depressed. )emonstrators have gathered in urban centers across the country to protest the countrys financial institutions. In addition, three out of four 3mericans now believe the country is headed in the wrong direction. In light of economic wea*ness, political malaise, and natural catastrophe, 3mericans may not be feeling particularly grateful this holiday season. $et, history suggests that in times such as these giving than*s may be more important than ever. The ;rigins of 3mericas ;fficial Than*sgiving =oliday In an era when women rarely had access to education, Sarah Iosepha =ale devoted herself to private study and developed into a s*illful, self,taught writer and editor. In her mid,twenties, she married a lawyer, )avid. =owever, ^ years into their marriage )avid contracted pneumonia and died, leaving Sarah to raise their five children. -rofoundly sorrowed by the loss of her husband, Sarah dressed in blac* for the rest of her life. 9ollowing her husbands death, Sarah Iosepha =ale too* on a number of writing and editing /obs to support her family. ;wing to her novels, poems, and articles, she developed a national reputation and widespread readership. +ost famously, she authored the nursery rhyme D+ary =ad a Little Lamb.E Interestingly, this widow,in,mourning became a driving force behind 3mericas Than*sgiving holiday. -erhaps on account of lessons drawn from coping with personal tragedy, Sarah Iosepha =ale was convinced of the benefits of pausing periodically to express gratitude for lifes blessings. ;ver the course 5! years, =ale touted the merits of a than*sgiving holiday in newspaper editorials. She also sent letters to every state governor and -resident lobbying for the institution of a national day of than*sgiving. =ales efforts were largely ineffective. That is, until one of her letters reached the des* of -resident 3braham Lincoln. In the midst of the dar*est and bloodiest chapter in 3merican history, the .ivil 7ar, Lincoln read =ales appeal for the establishment of a than*sgiving holiday. Lincoln believed observing such a holiday would promote unity, reminding a divided nation of the many blessings shared by all. Influenced by =ales petition, -resident Lincoln issued a proclamation on ;ctober #, ' C#, officially designating the last Thursday in <ovember as a national day of Than*sgiving ALincolnXs Than*sgiving -roclamationB. 3pplication 7hen buffeted by adverse circumstances, peoples thoughts naturally center on lifes negatives. In these moments, leaders have a choice: they can commiserate with everyone else, or they can see* to change the mood by accentuating the positives and orientating others to appreciate the good things in life. 3s Than*sgiving approaches, call a team meeting. :xpress than*s to your teammates for their contributions <ovember 51'' during the past year. Then, mention a specific
''5

blessing for which youre than*ful and go around the room, giving each of your teammates an opportunity to do the same. 2y /ointly counting your blessings, your team will have an opportunity to realign its attitude and will gain strength for facing whatever hardships surround it. A8!9D96& 0!3;PLACE 398AL39E7 In 511", a group of $ale students A5" of themB pulled off an elaborate pran* at the annual =arvard,$ale football game. )ressed in crimson,and,white T,shirts touting their membership in the =arvard -ep SHuad, the $ale students positioned themselves throughout the bleachers on =arvards side of the field. )uring the first half of the game, the imposters celebrated wildly whenever =arvards team had success and even led the =arvard crowd in cheers. 3t halftime, the bogus spirit sHuad strategically distributed thousands of placards, some white and some crimson, to the =arvard crowd. They instructed fans to hold up the placards upon the pep sHuads signal in order to spell out the words to a =arvard cheer. The unsuspecting crowd dutifully obeyed, lifting the placards in unison as directed by the phony =arvard -ep SHuad. =owever, rather than spelling out a pro,=arvard cheer, thousands of =arvard fans collectively formed the self, degrading phrase D7: S>.@.E ?IN3L?I:S I< T=: 7;?@-L3.: ?ivalries certainly arent confined to sportsJ they pervade the business world and often arise between people within the same organi&ation. :xecutive leaders grapple for control of organi&ational resources, middle managers compete for coveted promotions, and salespersons try to outdo one another to win bonuses. 3 wor*place rife with rivalries develops a toxic culture of deception and manipulation as people attempt to promote themselves and undermine their opponents. To steer clear of debilitating rivalries at wor*, ta*e the following courses of action: 'B ?ely on -roduction ?ather Than -olitics -roducers see* influence by adding value to people whereas politicians see* power by manipulating people. :ssentially, producers prioriti&e giving whereas politicians focus on getting. ?eflect on your two most important wor* relationships. In what ways are you adding value to each person8 5B 3void 0ossip In a hypercompetitive business culture, people resort to verbal bac*stabbing and character assassination to belittle their opponents. $et, gossip not only belittles the person being tal*ed about, it also diminishes the person preading the gossip and the one listening to it. 3s the saying goes, D0reat people tal* about ideas, average people tal* about themselves, and small people tal* about others.E 7ho do your currently have an issue with at wor*8 Schedule a private conversation with that person to discuss the problem. #B )ont -rotect $our Turf -eople who fight tooth,and,nail to protect their budget, to insist on their ideas, or to secure the corner office have a distorted view of leadership. Leaders cannot expand their influence by protecting their territory. :fforts to hoard power and prestige initiate rivalries and set off turf wars. .onversely, giving power away generates influence.
''#

7hat position, resource, privilege, or power do you have the impulse to defend at wor*8 7hat might you gain by letting go of your urge to protect it8 <ovember 51'' +entoring: 3 Little of $our Time +a*es a 2ig Impact :rnest @ent .oulter wal*ed away from a promising career as a newspaperman to serve as cler* in the <ew $or* .hildrens .ourt. =e was disturbed by the procession of /uveniles streaming through the states penal system. Time and again, he witnessed the same pattern: a youth got into trouble, was branded as a DbadE *id, got into more scrapes with the law, and eventually grew into an adult criminal. In an effort to deal with ever, increasing numbers of repeat /uvenile offenders, the .hildren .ourts presiding /udge persuaded (1 community leaders each to befriend one delinHuent boy. .oulter noted the remar*able change that occurred as these friendships formed. =aving access to a positive influence radically altered the behavior of the boys. 9ormer /uvenile delinHuents transformed into model citi&ens. Inspired by the success of the informal mentoring program, .oulter set out on a campaign to recruit more volunteers. 3ppearing before a gathering at <ew $or*s .entral -resbyterian .hurch, he relayed the story of a young boy on the brin* of being sent away to a detention center. VThere is only one possible way to save that youngster, and that is to have some earnest, true man volunteer to be his big brother. To loo* after him, to help him do right, to ma*e the little chap feel that there is at least one human being in this great city who ta*es a personal interest in him, who cares whether he lives or dies.V =is impassioned plea attracted #( volunteers from the crowd. In short order, even more men signed up, prompting .oulter to found the 2ig 2rothers mentoring movement in '(1". +ore than '11 years later, 2ig 2rothers 2ig Sisters continues to mobili&e volunteers to initiate one,on,one mentoring relationships with at,ris* *ids. ?esearch has confirmed the positive value of mentoring. $outh with a 2ig 2rother or 2ig Sister are "CG less li*ely to begin using illegal drugs, 5!G less li*ely to begin using alcohol, and 65G less li*ely to s*ip school. Ta$e Action+ The story behind the birth of the 2ig 2rother movement illustrates the value of intentional mentoring relationships. 7hen we actively engage in the life of another person our influence can have profound effects. ;ption ]': 2uild an intentional, informal relationship with a person in need. 2rainstorm a list of people who could benefit from your friendship and guidance. .hoose one person from the list youve made and be intentional about scheduling time with them over the next four months. :ach month, devote at least one hour Aabove and beyond your usual interactionsB to cultivating the relationship. Ta*e them out for lunch or coffee, visit their cubicle regularly, etc. Stri*e up meaningful conversation in which you can gain an understanding of their needs, and loo* for ways to offer support and encouragement. Iption L2+ Molunteer as a mentor in your community. Ta*e advantage of mentoring opportunities at area schools, places of worship, or nonprofit organi&ations. 2ig 2rother 2ig Sisters operates in all 61 states and has volunteer information on its website: www.bbbs.org. 0HE6 THE C3!0D <!!75 LEAD96& 96 L9&HT !4 C39T9C97@ -resident =arry S. Truman readily too* responsibility for his decisions, and he was famous for saying, DThe buc* stops here.E Though his approval ratings were only 51,#1G for much of his presidency, Truman didnt waver. DI *now the public is against me,E hed say, Dbut theyll come around.E Truman entered the election year of '(" as a vulnerable incumbent. $et rather than shying away from thorny issues, he made two bold moves that generated fierce criticism: he bac*ed the creation of the state of Israel and desegregated the military. )espite trailing in nearly every pre,election poll, Truman maintained hope
''"

and campaigned tirelessly around the country. ;n :lection )ay, newspapers were so certain of the outcome that they published headlines reporting Trumans defeat. =owever, when the votes were actually counted, Truman emerged victorious. =istorians consider his re,election the greatest upset in the history of the presidency. The price of leadership is criticism. <o one pays much attention to last place finishers, but when youre in front, everything gets noticed. Since leaders live with criticism it is important to learn to handle it constructively. The following four,step process has helped me, so I wanted to pass it on to you. 1N 8now 1ourself D.riticism is something you can avoid easily%by saying nothing, doing nothing and being nothing.E S 3ristotle ;ver the years, people have tried to help me *now myself. They often begin with the phrase, DIm going to tell you something for your own good.E Ive discovered that when they tell me something for my own good they never seem to have anything good to tell meL $et, I have also reali&ed that what I need to hear most is what I want to hear least. 9rom those conversations I have learned much about myself. I am impatient. I am unrealistic about time and process. I dont li*e to give a lot of effort to peoples emotional issues. I overestimate the ability of others. I assume too much. I want to delegate too Huic*ly. 2N 7hange 1ourself 3ldous =uxley said, DThe truth that ma*es you free is for the most part, the truth we prefer not to hear.E =ere are the Huestions I as* to determine whether the criticism was constructive or destructive. aB 7ho critici&ed me8. .riticism from a wise person is more valuable than the flattery of a fool. bB =ow was the criticism given8. In my experience, the trustworthiest critics are those who give me the benefit of the doubt, attempting to see from my perspective before passing /udgment. cB 7hy was the criticism given8 . This Huestion helps me discern whether the criticism was given out of personal hurt or with the intention to help me grow. ?egardless of whether the criticism was legitimate or not, I have discovered that my attitude toward words I do not want to hear determines if I grow from criticism or groan beneath it. Therefore, I have determined to: <ot be defensive when critici&ed Loo* for the morsel of truth within every criticism +a*e the necessary changes Ta*e the high road. &N Accept 1ourself D?eal confidence comes from *nowing and accepting yourself%your strengths and limitations%in contrast to depending on affirmation from others.E S Iudith 2ardwic* The opposite of courage isnt fearJ its conformity. The most exhausting and frustrating thing in life is to live trying to be someone else. If you worry about what people thin* of you, its because you have more confidence in their opinion than you have in your own. )N Forget 1ourself D2lessed are those who can laugh at themselves. They shall never cease to be entertained.E S .hinese -roverb 7hile growing up, we spend a good deal of time worrying about what the world thin*s of us. 2y the time we reach C1, we reali&e the world wasnt paying much attention. Secure people forget themselves so they can focus on others. This allows them to be secure enough to ta*e criticism and even to serve their critics. CB3<96& THE E6T9TLE@E6T CBLTB3E
''6

DThis is a great, great country that had gotten a little soft andKwe didnXt have that same competitive edge that we needed over the last couple of decades. 7e need to get bac* on trac*.V S -resident 2arac* ;bama =as 3merica gotten soft8 Lost its edge8 7andered off trac*8 In many ways, society has indeed gotten soft. 3s younger generations of 3mericans, we have grown up accustomed to affluence and expectant of instant rewards for our efforts. 3s such, we tend to be wasteful, irresponsible, and undisciplined. $et, in another respect, we have gotten hard and uncaring. Those of us with money insist on having deservedly obtained our wealth through individual merit, and many of us ungenerously spend our surplus earnings on ourselves. Todays troubles are rooted in a two,pronged culture of entitlement. In the midst of scarcity, we feel entitled to a better life, and when blessed with abundance, we feel entitled to our standard of living. 2oth sides of the coin show the same picture of entitlement. .ertainly, painting with such a broad brushstro*e ignores the all,too,real struggles of hard,wor*ing 3merican who nonetheless are suffering economic misfortune. 3lso, such sweeping generali&ations overloo* the munificence of the many 3mericans who freely give away large chun*s of their income. $et, on the whole, I believe the accusation of entitlement carries more than /ust a *ernel of truth. 3s leaders, how do we go about curbing our entitlement culture8 9or starters, lets set an example ourselves. ;uilt+ Admit It If youre financially upside,down, relationally isolated, or physically unfit, chances are someone else isnt entirely to blame. .onsider the main problem youre facing in life and write down two ways your present behaviors are at least partially responsible for your predicament. =ow can you ma*e changes to improve your situation8 ;iving+ -rioriti0e It In 3pril, >S3 T;)3$ reported that median .:; earnings had climbed 5!G in 51'1 compared with a slight 5.'G increase in compensation for the average wor*er in the private industry. 7hat if influencers, instead of insisting on the privileges of leadership, scaled bac* their salaries or shared their wealth8 ;ver the next month, eat in instead of dining out once per wee*. 3nonymously donate the money you save to a friend in need or to a local charity. ;ratitude+ 6=press it. Theres no denying the sweat and tears that go into attaining success. Theres also no denying that no one gets to the top alone. .ontact someone who has helped you to reach your present career position and than* them. 0enuine words of gratefulness never fail to have an impact%both on the one who spea*s them and the one who hears them. .;<.L>SI;< : -erhaps its time we Huit loo*ing for political saviors to get us out of the present financial mess. 0overnment is not /ust for the people, but also of the people and by the people. 3s a leader, chip away at the entitlement culture by setting an example of responsibility, generosity, and gratitude within your sphere of influence. ATT3ACT96& !THE37 T! 1!B3 8979!6 =ow do you convince people to buy into your vision for the future8 Thats the Huestion every leader must figure out how to answer if he or she hopes to have significant influence. >nfortunately, many well,intentioned leaders fail to find support for their vision because they start off on the wrong foot. 7ommunicate the Mision+ Some leaders try to share their vision as if they were giving a classroom lecture. They present facts and figures that draw attention to a need, and they marshal statistics in support of their intended solution. .ertainly, conducting research regarding a vision has merit. =owever, a purely informational approach does not effectively draw people to a vision. 7larify the Mision+ In an attempt to get others to sign on to the vision, some leaders play the role of a painter. They do not barrage people with information, but rather invite them to loo* at a picture. 2y giving shape to the vision, by ma*ing it colorful and distinct, they hope to give people a clear understanding of where theyre headed. 7hile clarity is
''C

essential to visionary leadership, a stunning picture, by itself, wont rally people around a vision. .onvince ;thers of the Nisions Importance If information and clarification dont do the tric*, perhaps persuasion is the missing element in recruiting others to sign up in support of a vision. Leaders who endorse this train of thought may ta*e on the role of motivational spea*ers. They tal* about the vision passionately and persuasively, attempting to inspire people to act. 3n emotional appeal may win a few converts, but this approach ultimately fails to gather sustained momentum behind a vision. 7onnect to -eople on a -ersonal Level :ach of the strategies previously mentioned has merit in attracting people to a vision, but none is the proper place to start. 2efore ma*ing informational, conceptual, or emotional appeals, leaders ought to focus on relational development. 3s 3braham Lincoln once said, DIf you would win a man to your cause, first convince him that you are his sincere friend.E -eople buy into the leader, then the vision. When considering whether to follow a leader" people as$ three main %uestions+ @oes she care for me3 7an she help me3 .an I trust her8 Leaders, then, must touch a heart before they as* for a hand. They must value people, and add value to them, before expecting anything in return. 9inally, leaders must align their words and deeds, displaying consistency over time, before they can earn the authority to be followed. 2y themselves, relationships dont magically turn into results. Leaders still must present an informed, clear, and compelling vision in order to influence others to act. =owever, relationships always pave the way for a vision to catch on and ta*e flight. LEADE37H9P 96 THE A&E !4 966!8AT9!6 3t one time, people with their Dheads in the cloudsE were derided for being hopelessly disconnected from the real world. =owever, with the emergence of cloud computing, living in the clouds may swiftly become the best,connected way of life. Tech experts herald cloud computing as a game, changing technological innovation with the potential to profoundly alter the way people access their digital information and relate to their electronic gadgetry. .loud computing eliminates the need for individuals to have a central hub to house their information. 9or example, many people presently store the contents of their electronic life%music, videos, documents, and photos%on a -.. To access their information on another device, they must transfer the files or synchroni&e the devices. .loud computing services, li*e 3pples i.loud, allow people to store their information remotely, that is, in the Dclouds.E That way, they can instantly access their digital content from anywhere, anytime, on any device so long as they have a wireless Internet connection. The #hifting #tyle of Leadership 3s technological trends shift, leadership styles must evolve as well. 3t one time leaders were the storehouses of *nowledge, innovation, and decision,ma*ing power in an organi&ation. They controlled the flow of information, trained employees how to do their /obs, and authori&ed others to act. The top,down leadership approach no longer applies in an age when wor*ers have /ust as much information as their managers and possess speciali&ed s*ills beyond the *nowhow of their bosses. 7hats more, young employees entering the wor*force are practically allergic to environments in which they must see* permission from a leader before ma*ing a contribution. Theyre accustomed to expressing themselves by uploading content to $ouTube,
''!

Twitter, or 9aceboo*. -ut them in a position where they must passively download instructions from above, and they will Huic*ly search for employment elsewhere. =ow then, do leaders exert influence in a wor*place where theyre no longer the hubs around which an organi&ation revolves8 9irst and foremost, they must have a compelling purpose. Leaders might not be able to bar* out orders and expect compliance, but they can invite others to experience the fulfillment of meaningful wor*. Second, leaders can transmit values to their teams in order to orient the decision,ma*ing of their employees. In todays complex world, rules and procedures certainly do not suffice to guide an employee in exercising /udgment. <or can a lone leader insist on handling all of the decisions that need to be made. Trying to do so would create a bottlenec* while simultaneously disempowering a team. The solution for leaders is to model a set of core values and to highlight their significance. In time, as those values prove their merit, team members will adopt them and filter their decisions through the values. Third, in a world thats superficially networ*ed and connected, leaders can offer relational depth. Today, many people have thousands of virtual DfriendsE on social networ*ing sites, yet they experience intense isolation due to the absence of genuine, real,world relationships. Theyre Lin*edIn yet feel left out. 3s a result, theyre attracted to leaders who authentically care about their well,being. 4BLLD4LED&ED 43EED!@ ;n the 9ourth of Iuly 3mericans light up the s*y with firewor*s to celebrate their freedom. $et, as the >nited States commemorates its 5#6th birthday, two,thirds of the country believes 3merica is heading in the wrong direction. 7hat accounts for the widespread pessimism in DThe Land of the 9ree8E .ertainly, economic woes have dampened the national outloo*, but the malaise runs deeper than the poc*etboo*. -erhaps 3mericans are unhappy because they have lost touch with the true meaning of the freedom they cherish and so heartily celebrate on Independence )ay. ;ver the years, 3mericans have subscribed to three myths, or half,truths, about freedom. This partial understanding of freedom undercuts relationships, enfeebles the rule of law, and leads to an aversion to responsibility. 2y loo*ing briefly at each myth, this article endeavors to aid leaders in rediscovering the essence of authentic freedom. :yth L1+ Freedom is doing what I want to do. The 9ounding 9athers designed the >nited States government to *eep citi&ens free from oppression. 3mericans dont li*e being told what to do, and undoubtedly protection from tyranny has immense value. $et insisting on the liberty to do as one pleases, when ta*en to the extreme, both isolates and debilitates people. Individuals bent on fulfilling their every desire overindulge their appetites and wrec* their relationships. 9or the 9ounding 9athers, freedom depended on more than /ust the removal of oppression. They understood that freedom most fully expresses itself in a relationship characteri&ed by unity, sharing, and accountability. They named the new country that they created, DThe >nited States of 3mericaE since its existence rested upon the mutual commitment of '# separate colonies. In the system of government they devised, the states shared power with the federal government. <one of the states could brea* off and do its own thing, but neither could the federal government dictate to the states how to conduct all of their affairs. 3dditionally, the 9ounders divided power between three distinct branches of government, creating a system of chec*s and balances in which each branch always remains answerable to another. 3merican pop culture often ideali&es the singleness of college years as the phase of life when a person experiences the pinnacle of freedom. $et the 9ounders actually may have regarded this unattached, self,focused, and largely unaccountable season of life as the time when freedom is most at ris*. Instead, they li*ely would seen a healthy marriage, with its give,and,ta*e, /oint commitment, and shared sacrifices, as a better metaphor for
''

the apex of freedom. 9or the 9ounders, freedom was not /ust about independence, but also about lin*ing up with others to ma*e a valuable contribution to the world. :yth L2+ Freedom means doing away with restrictions. The 3merican ?evolution was fueled by the colonial bac*lash to heavy taxes levied by the 2ritish .rown. The sense of in/ustice felt by 3mericans was not due to the tax itself, but to the fact that residents of the colonies had no representation in -arliament, where the tax laws were enacted. The colonists wanted to be free from a system of government in which they were sub/ect to decisions of legislators on the other side of the ocean. ;ver time, the original protest against arbitrary taxation has given way to a prevailing 3merican attitude which instinctively opposes all limits on behavior. Increasingly, people in the >nited States eHuate freedom with the elimination of rules. =owever, the fact that freedom involves limits seems painfully obvious at a time when so many 3mericans suffer from indebtedness and obesity. .learly, setting a budget aids the Huest for financial freedom, and faithfully observing a diet helps to *eep a person free from physical ailments. 2udgeting and dieting, by imposing limits, bring much,needed structure that protects freedom rather than curtailing it. :yth L&+ Freedom is a function of a person*s surroundings. +ost people thin* that others determine their freedom. They believe that liberty depends on external conditions. .onseHuently, when they encounter problems in society, theyre more li*ely to blame the system than to volunteer a solution. 0enuine freedom, however, is an inside /ob, and each person must ta*e responsibility to cultivate it. 3s )wight ). :isenhower observed, D9reedom has its life in the hearts, the actions, the spirit of men and so it must be daily earned and refreshed%else li*e a flower cut from its life,giving roots, it will wither and die.E 9reedom is not simply the political inheritance of present,day 3mericans, but also their daily challenge. In the words of 9ran*lin ?oosevelt, DIn the truest sense, freedom cannot be bestowedJ it must be achieved.E Summary ;ver the centuries, the 3merican understanding of freedom has atrophied to the point where many people only partly grasp its meaning. 7hile its true that freedom signifies the absence of oppressive rulers and rules, genuine freedom involves much more than the removal of external restraint. 9reedom occurs when people /oin together and share their strengths on behalf of a common cause, when they live within the bounds of well,chosen limitations, and when they accept their share of responsibility for creating a better world. 3t its core, freedom is relational, regulative, and responsible. H!0 T! 7BCCEED 96 6E0 7B33!B6D96&7 School is bac* in session. ;ver the past few wee*s, millions of children have grabbed their bac*pac*s and lunchboxes, boarded the bus, arrived at school, and wal*ed into a classroom full of new faces. )uring the first day of school, a students mind bu&&es with Huestions: 7ho will be my friends8 )oes my teacher seem nice8 3re classes going to be fun8 In as*ing the Huestions, each student, in his or her own way, attempts to figure out how to succeed Aacademically and sociallyB in new surroundings. Similar Huestions run through a leaders mind when stepping into a new environment. The new teacher entering the classroom, the incoming sports coach ta*ing over a team, and the freshly promoted manager arriving to the office%each hopes to excel in a new role and wonders about the best way to start off well. The teacher prepares a lesson plan, the coach plans innovative drills and designs a playboo*, and the manager fine,tunes ideas to streamline operations and boost sales. 9ocusing on what they will do as new leaders is surely wise and necessary, but its insufficient and secondary. 3 new leaders primary ob/ective ought to be building trust with the people they will lead.
''(

Trust+ The Foundation of Leadership Trust is an attitude that allows people to rely on, and place confidence in, other people. 2y establishing trust, leaders introduce a degree of stability and certainty into the chaos of life. Trust acts as emotional glue, holding together leaders and followers. D)o my people trust me8E is the central Huestion of leadership, and leaders must continually monitor the level of trust that exists on their team. In the words of 7arren 2ennis, DTTrustU cannot be acHuired, but must be earned. It is given by cowor*ers and followers, and without it, the leader cant function.E -rere%uisite to 6arning Trust+ Self,.onfidence 3 leader must possess a measure self, confidence to inspire the trust of co,wor*ers. The leader who wavers indecisively and emanates self,doubt has no chance to win the devoted bac*ing of followers. @nowing oneself, ones gifts and faults ali*e, is the starting point for connecting with others. Leaders who are comfortable in their identity, and secure in their abilities, put others at ease and invite their trust. <B9LD96& T3B7T 'B Show ?espect -eople are drawn to those who ma*e them feel valuable. Leaders win trust when they expect the best from their people and treat them as worthy of respect. In a sense, followers are li*e mirrors: they reflect bac* the level of trust thats shown to them. 2N >e @ependable -eople trust what has proved to be reliable over time. They ta*e note of a leaders readiness to sacrifice for their benefit and of his or her willingness to wor* hard on their behalf. ;nce theyre convinced that the leader is on their side, fighting for them, people naturally extend trust. &N #pea$ Truthfully 2eing truthful involves the twin components of consistency and honesty. 3 leader demonstrates consistency by ma*ing words and action compatible. -erhaps nothing evaporates trust faster than when leaders brea* promises. 3s .harles =orton .ooley observed, DIf we divine a discrepancy between a manXs words and his character, the whole impression of him becomes bro*en and painfulJ he revolts the imagination by his lac* of unity, and even the good in him is hardly accepted.E =onest leaders spea* in a sincere, forthright manner. They mean what they say, and they refuse to shy away from the truth%even when its uncomfortable. Leaders help people get past the discomfort of painful truths and help them move toward decisions that improve their situation and bring growth. In the long run, people trust and appreciate straight,tal*ers more than sweet,tal*ers. 096696& A@E39CA7 T3B7T -ublic confidence in .ongress has dropped to historic lows, and the 3merican people have little to no respect for big businesses and ban*s. The -residents approval rating hovers around "1G, and less than 'M# of the public expresses Da great dealE or DHuite a lotE of confidence in the media. 3t a time when a host of institutions are drawing negative reviews, whom do 3mericans trust8 3ccording to a Iune survey conducted by 0allup, the institution for which 3mericans have the highest regard is the military. :ven before the military liHuidated ;sama bin Laden, and at a time when involvement in IraH was unpopular, around 1G of 3mericas expressed confidence in the armed forces. In addition to the military, small businesses en/oy highest levels of confidence from the public. )espite economic sluggishness and unemployment remaining stubbornly high, 3mericans have faith in small business owners. 7hat can be learned about leadership from observing which institutions 3mericans distrust and which ones they admire8 1N -eople want leaders who have integrity. 3mericans are weary of partisan posturing in .ongress. )emocrats and ?epublicans ali*e have drawn the ire of the public for seeming
'51

to care more about ma*ing the other party loo* bad than fixing the nations problems. -oliticians appear eager to ma*e a point but unable to ma*e a difference. 9urthermore, those in .ongress have been *now to disparage the behavior of the party in power at one moment, and then to adopt the same unyielding tactics upon attaining a ma/ority themselves. -resently, the perception is that politicians Huic*ly will discard their principles whenever doing so brings them extra power. 2N -eople want leaders to be serving" not self'serving. The public was incensed when ban*ers, bro*ers and corporate .:;s mismanaged finances but then received a bailout from the federal government to cover their losses. Several executives even had the bad taste of flying corporate /ets to 7ashington )... to beg .ongress for bailout money. 3s a conseHuence, many people now view 7all Street elites as greedy predators loo*ing to ma*e money at the expense of average 3mericans. 2ig business leaders have been branded as self,aggrandi&ers, concerned more with ra*ing in profits than helping shareholders or heeding rules. &N -eople respect leaders who ma$e sacrifices. 7hereas politicians and business leaders get a bad rap from the public, soldiers are held in high esteem. 7hether one agrees with 3merican foreign policy or not, theres no denying the sacrifice of the men and women who leave their families and ris* their safety in service of the >nited States. +any times, veterans come bac* from deployment to little fanfare, and go almost unnoticed as they return to civilian life. Still, new generations of servicemen and servicewomen continue to enlist in the armed forces. They choose to fight for their country, not out of expectations of fame or glory, but because they value freedom and desire to preserve it. )N -eople want to identify with their leaders. ?ightly or wrongly, most people perceive big business .:;s as being distant and out of touch with the everyday concerns of 3mericans. ;n the other hand, small business owners are visible in the communityJ people relate to them as neighbors and friends. The public embraces entrepreneurs and small business owners because they feel a common bond with them. Leaders are far more li*ely to gain support when they identify with those around them than when they insist on showing their superiority. The Time of 0our ife 7hich significant event or season would you describe as Dthe time of your lifeE8 -erhaps your wedding day and honeymoon, an adventurous vacation, or the birth of a child. These memorable moments stic* in our minds and remembering them brings bac* feelings of /oy. $et while our lives may be mar*ed by notable occasions, theyre not defined as much by any single event as by the unremar*able days which shape our character and values. The hours, minutes, and seconds in a day literally are the time of our lives. =ow we use them shapes who we are. To ma*e the most of the precious resource of time, consider the following three steps. 1N ;ain 7larity .larity is the most important concept in personal productivity. Leaders cannot ma*e the best use of time until they have a clear,cut notion of their purpose in life. )r. :dward 2anfield of =arvard >niversity, after more than fifty years of research, concluded that Dlong,term perspectiveE is the most accurate single predictor of upward social and economic mobility in 3merica. Long,term perspective turns out to be more important than family bac*ground, education, race, intelligence, connections, or virtually any other single factor in determining your success in life and at wor*. Successful people have a clear future orientation. They thin* five, ten, and twenty years out into the future. Ta*e a moment to ponder your purpose. 7hat do you hope to accomplish in life8 7here would you li*e to be in '1 years8 +ore concretely, as* yourself, D7hy am I on the payroll8E -ose this Huestion to yourself over and over again throughout your career. In truth, most people are not sure exactly why they are on the payroll. $et, if you are not crystal clear about the results you have been hired to
'5'

accomplish, it is very hard to perform at your best, raise your value as an employee, and earn promotions. 2N ;enerate -riorities Leaders loo* ahead to where they hope to be in the future, and they set priorities in the present to ma*e sure they end up at their desired destination. Their future intent influences their present action. -rioriti&ation means giving focus and energy to those things that give the highest return. The 1M51 ?ule is a helpful concept to hone in on your high,return tas*s. This principle says that 51 percent of your activities will account for 1 percent of your results, 51 percent of your customers will account for 1 percent of your sales, and 51 percent of your products or services will account for 1 percent of your profits. This means that if you have a list of ten items you do, two of those items will turn out to be worth five or ten times or more than the other eight items put together. 7hich priorities on your to,do list are most li*ely to account for the bul* of your productivity8 &N ;et on a #chedule Scheduling is telling your time where to go instead of wondering where it went. Stic*ing to a predetermined schedule guards your time and puts you in control of your agenda. 3lternatively, unscheduled time flows to trivial tas*s, falls under the sway of the assertive personalities around us, and surrenders to every emergency that arises. Thoughts on scheduling+ 1. #chedule in advance 7or* a couple of months ahead. -ut top priorities on the calendar first, ma*ing sure *eep your family at the top of the list. 2. Eesist the urge to overschedule $oure not Superman or Superwoman, so dont try to cram '" hours of wor* into an ,hour day. 3lso, build in ample time for rest and exercise. In addition, give yourself margin. Leave some free time to deal with unexpected events or to fit in an unforeseen appointment. 9inally, /ust say no. 9ilter out meetings or involvements that eat away time and offer little in return. &. 7reate large chun$s of time +ost of the truly important wor* you do reHuires large chun*s of unbro*en time to complete. $our ability to carve out and use these bloc*s of pea*,value, highly productive time is central to your ability to ma*e a significant contribution to your wor* and to your life. Study your natural rhythm and carve out space on your calendar to perform your most important wor* during the time of day when you function best. 2etween the :xtremes: Learning to Spend Time 7isely The phrase Dspending timeE isnt a metaphor. :ach of us is allotted 5" hours per day, which we have no choice but to expend. 7e can neither stoc*pile time, nor buy bac* hours already spent. In his boo*, 7hat To )o 2etween 2irth and )eath, author .harles Spe&&ano offers the following observation about time: $ou dont really pay for things with money. $ou pay for them with time. ZIn five years, Ill have put enough away to buy that vacation house we want. Then Ill slow down. That means the house will cost you five years % 'M'5 of your adult life. Translate the dollar value of the house, car or anything else into time, and then see if its still worth it. Sometimes you cant do what you want and have what you want at once because each reHuires a different expenditure of time. 7e construct our lives on the basis of how we invest time. Thus, the Huestion, D3m I living wisely8E can be answered by loo*ing at how we consume the minutes in our day. 7ith regards to time, wisdom, as in many other arenas, comes by moderating between extremes. 1N >etween Onthin$ing and Iverthin$ing Important decisions deserve time spent in research and deliberation. =owever, as :va $oung said, DTo thin* too long about doing a thing often becomes its undoing.E :ventually, we must exercise /udgment and ta*e action despite uncertainty and incomplete information. Leaders must avoid the extreme of paralysis,by,analysis. $et, leaders must also avoid the opposite extreme of thoughtless action. In the words of =enry )avid Thoreau, DIts not enough to be busy, so are the ants.
'55

The Huestion is, D7hat are we busy about8E In spending time unreflectively, our lives veer off course, ta*ing us away from our deepest values. 2N >etween Idleness and Dyperactivity+ In the writings of 3mericas founders, particularly those of 2en/amin 9ran*lin and Thomas Iefferson, exhortations abound to ma*e the most of time. 3s Iefferson wrote, D)etermine never to be idle. <o person will have occasion to complain of the want of time who never loses any. It is wonderful how much can be done if we are always doing.E Such sayings werent empty slogans for these men. 2y stewarding their time effectively, 9ran*lin and Iefferson were able to ma*e an astonishing number of influential contributions to society%as writers, politicians, and inventors. The motivational mantra, Dcarpe diemE or Dsei&e the day,E has merit but can be carried to an unhealthy extreme. 9or example, 3merican wor*ers chose not to use C! billion dollars worth of vacation time in 51'1L +eanwhile, most people *now a spouse, colleague, or friend burdened down by /ob,related stress. The attempt to maximi&e every single moment of the day can degenerate into a life,suc*ing obsession. 3 relentless Huest for optimi&ation and efficiency *ills spontaneity and serves as a recipe for burnout. To be suitable and sustainable, a persons drive to succeed must recogni&e boundaries and be balanced by periods of rest and relaxation. &N >etween Tas$s and Eelationships 2alancing time spent on tas*s and time spent with people can be tric*y. In general, we tend to overemphasi&e tas*s at the expense of relationships. :arly in life, we chase after career accomplishments only later to reali&e that lifes greatest treasures are our loved ones. $et great leaders, while pri&ing people, also get things done. Iob,related relationships have the purpose of accomplishing something: leaders dont connect merely for the sa*e of connection. ;ne rule of thumb for valuing relationships while achieving results is to spend your greatest amount of time with the smallest number of people. 0uard against spreading yourself thin with superficial social acHuaintances, and instead choose to cultivate trust and influence in the few relationships that matter most to you. >IEEIWI5; 6K-6EI6576 D7hat Ta personU *nows at fifty that he did not *now at twenty is not the *nowledge of formulas or forms of words, but of people, places, actions% a *nowledge gained by touch, sight, sound, victories, failures, sleeplessness, devotion, love%the human experiences and emotions of this earth and of oneself and of other men.E S 3dlai Stevenson, two,time )emocratic nominee for -resident of the >nited States The 2est Teacher8 7eve all heard, D:xperience is the best teacher,E but its simply not true. :xperience is not the best teacherJ it never has been and never will be. +aturity doesnt always come with timeJ sometimes age brings nothing more than wrin*les and gray hair. :xperience is not the best teacherJ evaluated experience is the best teacher. ?eflective thin*ing is needed to turn experience into insight. 7e draw lessons from the past only when we study it. I have a habit of spending time each evening in reflective thin*ing. 7hen I get ready for bed, I ta*e ten minutes to loo* bac* on my day%conversations Ive had, people Ive met, things Ive done, statements Ive said%and I ma*e note of significant lessons. <ow, the younger you are, the less experience you have to evaluate. Since you have limited firsthand experience yourself, loo* to borrow it from a mentor. Listen, learn, and as* Huestions from somebody successful who has gone before you. 3 wise leader never stops see*ing to glean from the experiences of others. T345 3CT&678 664&79 .6: 3 -57T6: Theres no specific formula when it comes to finding a mentor, but these steps can aid your search. 1N 7onduct an Donest #elf'Assessment 7rite down responses to the following Huestions: 7here am I in my career8 7here do I hope to be in the future8 7hat are my strengths and wea*nesses8 7hat obstacles are *eeping me from growing to my potential8
'5#

2N 7larify 1our -urpose 0o into a mentoring relationship with a goal. 3s* yourself: 7hat do I hope to gain from the relationship8 $ou may be interested in learning a specific s*ill, obtaining advice on an important decision, or gaining insight into a problem. 7hatever the case, spend time on the front end to get clear about your purpose for pursuing the mentoring relationship. -ut your purpose on paper. It will help narrow your search for the right mentor as well as *eeping you focused on your main goals. &N 7onsider -ossible :entors 3fter assessing where you are professionally and clarifying why you want to be mentored, the next step is to identify prospective mentors. ;bviously, you want to find someone with experience and expertise in the areas where you hope to grow. 3dditionally, the more they share your values, the better. $ou probably already have someone in your networ* with the combination of s*ills and experience that youre loo*ing for in a mentor. If not, as* for referrals from trusted cowor*ers and friends. )ont feel li*e you have to find a mentor who can help you in every facet of lifeJ /ust ma*e sure they have something to offer in at least one area in which you hope to grow. +a*e a list of everyone who comes to mind as a possible mentor, and then ran* your top two choices. ?esearch their interests, bac*ground, and involvements, loo*ing for points of connection. )N 7ome up with a ;ame -lan 2efore approaching a prospective mentor, come up with a tentative framewor* for your mentoring relationship. =ow often would you meet8 =ow would meetings be structured8 7hat would be the duration of the mentoring relationship8 .ertainly, youll want to be accommodating of your mentors preferences, but having a plan in place will facilitate discussion about the nature of the relationship. 3lso, having a game plan in hand demonstrates to your mentor the forethought youve put in to the relationship. ,N :a$e the 7onnection The last step is as*ing to be mentored. 7hen approaching potential mentors, express what you respect about them and share why you are attracted by the idea of having them as a mentor. Then, concisely share your goal for the mentoring relationship. 3rticulate your expectations and be attentive to their goals and expectations as well. 2e mindful that youre as*ing for a big favor. If they agree to mentor you, ma*e the logistics Aschedule, location, etc.B as easy as possible for them. 9inally, both upfront and throughout the relationship, show appreciation for your mentors willingness to invest in you. T$5 6..;53;67 3ll leaders go through stretches when they have to wor* overtime to meet deadlines and deliver results. 7e refer to these times as Dbusy seasons,E and they are illustrated by the following examples: The farmer harvesting his crop 3n event planner finali&ing details on the eve of a ma/or conference 3 student studying for final exams 3 mar*eter rushing to complete an ad campaign 2usy seasons for leaders are li*e game days for athletes. )uring these stages of life, victory or defeat hinges upon the leaders ability to initiate action and execute the game plan. The sta*es are high, adrenaline is flowing, and everyone is watching to see what happens. 3t other times, the pace of life slows, and pressure abates. 7e use the phrase, Doffseason,E to describe these less hectic phases. In the offseason, leaders do not see immediate results from their wor*, nor do they face pressing deadlines. )uring the offseason, not every action carries do,or,die conseHuences, and stress levels are greatly reduced. 7hereas everyone tunes in to watch a leader perform during the busy season, hardly any spectators pay attention during the offseason. -a#ing the -ost of the 6ffseason
'5"

Leaders are revealed during the busy seasons, but they are made during the offseason. 7or* done for months behind,the,scenes determines what happens onstage the night of the show. =ere are five ways leaders, and the teams they lead, can ma*e the most of the offseason. 1N @evelop #tamina )uring the offseason, leaders develop stamina through a mixture of rest and training. ?ecogni&ing that theyre ineffective when worn out, leaders prioriti&e rest during the offseason to replenish energy reserves. =owever, leaders must also condition themselves to be ready for the rigors of the upcoming season. +uch as a runner would be foolish to show up for a marathon without having trained, leaders cannot remain idle throughout the offseason and expect to be at their pea* when the season arrives. Eevisit Mision The offseason is an opportune time for leaders to revisit vision and values, and to ma*e sure their team is focused on what matters most. ;nce theyve gained personal clarity, leaders then can help their team generate its goals for the future. @eeping a vision in front of a team, and giving it goals to reach for, brings much needed purpose and motivation to offseason activities. >uild Team Onity 4 )uring the offseason, teams face less stress than at other times of the year, and they do not have as many critical tas*s to accomplish. This ma*es the offseason a prime occasion for investing in relationships. 7hen teammates connect meaningfully during the offseason, they form bonds that can sustain team unity during the pressure, coo*er of busy seasons. -ursue -ersonal ;rowth The frenetic pace of lifes busy seasons crowd out time for personal growth. .onversely, during the offseason leaders find themselves with plenty of room to breathe. 7ise leaders ma*e productive use of their extra time by attending training seminars, studying industry experts, and reading up on cutting,edge strategies. Those leaders who develop their s*ills and enhance their *nowledge during the offseason have an advantage over the competition once the season starts. ?ehearse: +uch as a music band must rehearse before going on a concert tour, a team must practice together in the offseason to prepare itself for future pro/ects. .hampionship teams spend the offseason shoring up their strengths and wor*ing out the *in*s in their systems. They conduct trial runs and pilot programs to test new ideas and fine,tune their processes. The practice that a team puts in over the course of the offseason improves its performance, and instills confidence for the upcoming season. TD6 @EAW>A78# IF @I1 L6A@6E#DI3s 3mericans, we love to roll up our sleeves and do it ourselves. 7e have an entire television channel, the )I$ <etwor*, dedicating to helping us tac*le pro/ects on our own% without relying on professional help. ?ightfully, we feel a sense of pride after mastering new s*ills and empowering ourselves to build or fix something around the house. 7hile initiative and self,reliance are admirable traits, sooner or later we encounter a pro/ect that dwarfs our amateur abilities. In these moments, the wise course of action would be to as* for help. $et in our stubborn independence, we refuse to admit our need for aid, choosing to press on alone. 3s the television show )I$ )isasters attests, our attempts at self, sufficiency routinely bac*fire. +any of our remodeling pro/ects end up in ruins, leaving property badly damaged and in need of repair. 3t least we 3mericans can ta*e solace in *nowing that were not alone. 3 recent study in the >nited @ingdom estimated that D)I$ disasters cost bungling 2rits _5.' billion a year.E The <eedy Leader Lets face it: leaders are needy. <ot in the sense of being at an emotional deficit, but in the sense of having a vision thats too large to accomplish single,handedly. Leaders need other people to /oin them in order to have any hope of seeing their vision come to fruition. 3s industrialist 3ndrew .arnegie observed, DIt mar*s a big step in your development when you come to reali&e that other people can help you do a better /ob than you could do
'56

alone.E ;ne is too small of a number to achieve greatness. Leaders have to face up to their inability to Dgo,it,aloneE and enlist others in pursuit of the vision. -eople <eed to 2e <eeded 7e may hesitate to as* for help because we fear others may see us as incompetent or wea*. $et if we werent so self,focused, we would reali&e that see*ing aid from others ma*es them feel valuable. -eople get a boost from sharing *nowledge or offering expertise. 2eing able to contribute gives them a sense of accomplishment and affirms their worth. The bottom line is that people have a universal need to be needed. -eople <eed to Ta*e -art in Something Significant Leaders who free themselves of the )I$ mentality learn that a powerful vision can be tremendously attractive. Living solely for oneself is a shallow existence, yet thats how many people operate on a day,to,day basis. 7hen a leader offers the opportunity to be involved in a worthwhile cause%one thats bigger than any single individual%many people /ump at the chance. Thats because people have an innate need to be involved in something significant. S>++3?$ Leaders who as* for help arent small. ;n the contrary, leaders willing to admit their neediness have security and strength. 7hen leaders share a compelling vision, honestly express a need for help, and invite others to add value, they build a team big enough to tac*le what never could be accomplished alone. ):9I<I<0 +;+:<TS 7hen did you first reali&e that you were a leader8 9or me it happened as a fifth grade student in +r. =ortons classroom. 7e were studying the legal system, and we planned to assemble a moc* courtroom with attorneys, a /ury, and a /udge. 7hen it came time to elect the /udge, +r. =orton passed out ballots, and we wrote down the name of the student who we thought ought to be the /udge. I voted for 2ill -hillips. =e lived down the street from me, and we played ball together. Truthfully, I thought hed be chosen as the /udge. $et, when we tallied up the votes of the twenty,seven *ids in the class, twenty,six had voted for me, and my ballot was the only one for 2ill. 9or the first time in my life, as a fifth,grader, I reali&ed, D;h, my goodnessL Im a leader.E +y experience in elementary school taught me that others loo*ed to me for leadership. $et while memorable, it wasnt defining. 3 defining moment is a challenge or crisis that demonstrates the leadership capacity that lies inside a person. +y first defining moment, the first time I tested and proved my leadership, came when I entered my second pastorate. The congregation had a DbossE who basically ran the church. +y predecessor had left the church because of his relationship with the Dboss,E and it was rumored that the DbossE had run off two other previous pastors as well. +y first day on the /ob, as a 56 year,old *id, I called the DbossE into my office. I had an open, honest, courageous discussion with him. I shared how others viewed him as being negative and unli*eable, but I expressed my desire to wor* with him. Than*fully, I was fortunate enough to win him over, and he became a friend. +y conversation with the DbossE was a defining moment for meJ it mar*ed the first time I had ever done anything courageous as a leader. >p until then, I was more intent on ma*ing people happy than leading peopleJ I never had stood up against anything. 3fterward, I can remember feeling deep,down satisfaction, not only because the meeting went well, but because I truly had been a leader. I voluntarily had ta*en on a difficult assignment and succeeded. The experience was life,changing for me. It gave me tremendous confidence to ma*e other courageous decisions as I continued on my leadership /ourney. JOALITI6# IF @6FI5I5; :I:65T# )efining +oments ?eveal The =idden -otential Inside a -erson. )efining moments dont ma*e the man or womanJ they simply reveal what is already inside. They either confirm a
'5C

leaders competence or expose him or her as a fraud. They bring self,awareness to a leader, and they give followers the opportunity to see their leaders true colors. )efining +oments -urify +otives. I. ?. +organ said it best: D3 man always has two reasons for doing anything%a good reason and the real reason.E )efining moments have a way of cutting through superficialities and pressing out the real reason. They do wor* on the inside of leaders, helping them to identify the driving force behind their influence. In my early leadership years, I would loo* at the people I was leading, and as* myself, D=ow can they help me8 =ow can I ma*e use of their s*ills to advance my vision8E ;ver time, defining moments brought my me,centered leadership approach to light, and I was able to refine my motives. I learned to loo* for the needs of those under my leadership and to as*, D=ow can I help them8E Defining -oments 3ccelerate 6ur 9rowth and -aturity. The pressure and stress of defining moments facilitate growth that would never happen under normal circumstances. I remember )r. Iohn 2ird .age warning me over lunch about my weight problems. Instead of listening to his concern, I argued with him throughout the meal and insisted that I was a healthy person. Later on, I suffered a heart attac*. The medical emergency had a wonderful way of convincing me that my physical health was an issue. The defining moment prompted me to ma*e long overdue changes to my physical fitness that I otherwise would not have considered. To ;et >ac$ to the Future" Ta$e 7are of Today In the science,fiction classic, 2ac* to the 9uture, +arty +c9ly A+ichael I. 9oxB /ourneys #1 years bac* in time%from '( 6 to '(66. 7hile in the past, he saves his father Athen only a teenagerB from being hit by an oncoming car. In doing so, +arty unintentionally brea*s the chain of events that led his father and mother to fall in love. ?eali&ing he has /eopardi&ed his future existence Aby accidentally *eeping his mom and dad apartB, +arty spends the bul* of the movie attempting to repair the conseHuences of his actions. 2efore he can travel bac* to the future, he has to set the past aright by getting his parents bac* together. -reparing or Eepairing8 >nfortunately, many of us spend our days li*e +arty +c9ly, trying to clean up the messes weve made. 7e would rather be pushing ahead into the future, but were stuc* dealing with the adverse conseHuences of past actions. 2efore we can move forward, we have to restore bro*en family relationships, pay off debt, regain our health, or rebuild the trust of a boss. ;n account of poor decisions that we made yesterday, were forced to be reactive rather than proactive. -reparing ?epairing Lets you focus on today +a*es you focus on yesterday Increases efficiency .onsumes time Increases confidence 2reeds discouragement Saves money Increases costs -ays now for tomorrow -ays now for yesterday Ta*es you to a higher level 2ecomes an obstacle to growth Today @atters If I could shadow you for 5",hours on a typical day and observe your routine, I could tell you, with over (1G certainty, whether youll be repairing the past or en/oying your future '1 years from now. 3t first blush, that claim may sound overconfident or entirely too premature. =owever, Ive found that the secret of our success is determined by our daily agendas. 7e cannot escape the weight of our habits and patterns of behavior. The only hope for changing our lives is to change something we do daily. In life, we can either play now and pay later, or pay now and play later. :ither way, we have to pay. =owever, if we choose the easy route now, and delay ma*ing good decisions and developing sound habits until later, then the price of the payment rises. ;n the other hand, good decisions are li*e good investmentsJ they compound over time. The earlier in life we ma*e them, the better off well be. Today may seem li*e an ordinary day, but where we end up in life largely depends on how we spend our ordinary days. ;ur behavior today can either prepare us
'5!

for an ama&ing future or shatter our world so that tomorrow is spent putting the pieces bac* together and ma*ing repairs. 7hat changes do you need to ma*e today so that, instead of continually patching up the past, you can get bac* to the future8 LEADE37H9P 96 T!B&H T9@E7 D3ll of the great leaders have had one characteristic in common: it was the willingness to confront uneHuivocally the ma/or anxiety of their people in their time.E S Iohn @enneth 0albraith 3mericans are anxious about their financial future. Their government, li*e a spendthrift shopper, has piled up debt and maxed out its available credit limit. 3s the national debt balloons, a potential crisis looms. To prevent the >nited States from defaulting on its financial obligations, the government appears li*ely to expand the debt ceiling%the eHuivalent of an out,of,control spender using a tenth credit card to meet the minimum payments on nine others. =ow should the -resident and .ongress lead the country in confronting the financial mess8 7hile the specifics of reaching a political solution are far from clear, here are a few principles for leading during tough times. 'B .onfront ?eality: -oliticians on both sides of the aisle finally appear to have grasped the seriousness of 3mericas financial condition, but for too long they dithered as the countrys debt crept upward. 7hy are leaders slow to confront reality, even when problems loom large in front of them8 ;ne reason is that leaders surround themselves with a li*e,minded inner circle. The resulting uniformity of perspective blinds them to the reality of the situation. Li*ewise, leaders naturally have selective,hearing. They more readily latch onto news they want to hear than information thats painful to process. 3nother reason that reality goes unaddressed is wishful thin*ing. Leaders are tempted to hope for improvement or a change of fortune instead of ma*ing tough choices to bring resolution to a problem. 9inally, fear factors into the eHuation. 3fraid of ma*ing the wrong decision, a leader may free&e up and do nothing. 5B See the 2ig -icture: -undits worry that political leaders, mindful of their prospects for reelection, may stri*e a temporary bargain to avoid having to cast the controversial votes necessary to deal with the debt. =owever, postponing real action on the financial crisis will only increase the magnitude of the problem. The Huestion of the hour is: will public officials lead or follow8 9ollowers thin* first of themselves and fret about short,term results. +eanwhile, leaders focus on others and concern themselves with the long,term health of those they lead. 7hile followers worry about the penalties of failure, leaders concentrate on the rewards of success. #B Nalue Teamwor*: In politics, bipartisan cooperation appears to have gone the way of the dinosaur. $et, as the challenge escalates, the need for teamwor* elevates. ?epublicans and )emocrats cannot simply set aside their differences, but they can tone down their insistence on having all of their demands met. 3 leader who values teamwor* creates a sense of urgency compelling enough%and a vision for the future attractive enough%to convince rivals to find common ground. >ltimately, success comes to a team only when its players let go of self,serving agendas and combine their abilities in the interest of the team as a whole. "B +a*e It =appen: Leaders can be evaluated by the si&e of the problem theyre willing to tac*le. The best leaders push beyond their comfort &ones and challenge themselves to wrestle with the biggest obstacles in their pathway. +a*ing it happen reHuires ris*J theres no escaping the possibility of failure. Leaders committed to curbing the national debt of the >nited States government face immense political ris*s. They may have to distance themselves from fellow party members and incur the ire of segments of their support base. $et until theyre willing to imperil their political popularity, they stand little to no chance of bringing about lasting change. C3EAT96& THE 7PACE T! 966!8ATE ;n Iuly th, <3S3 will launch a space shuttle for the final time when 3tlantis lifts off for the International Space Station. The flight of 3tlantis mar*s the last of '#6 manned
'5

missions conducted over the past thirty years by <3S3s space shuttle program. The program has done much to advance scientific *nowledge of the universe, having accomplished the following: Q)eployed and repaired the =ubble Space Telescope Q3ssembled the International Space Station QLaunched the +agellan spacecraft to explore Nenus QLaunched the 0alileo probe to explore Iupiter In addition to its achievements in outer space, technology from the space shuttle program has led to commercial innovations improving the Huality of life here on :arth. 9or example, construction of the next generation of artificial hearts harnesses the technology of space shuttle fuel pumps. 3lso, the infrared cameras used to observe the integrity of a space shuttles heat shield have been employed to aid firefighters in locating brushfire hotspots. The Law of 7acrifice 0iven the space shuttle programs popularity and notable successes, many are mystified that the program is being scrapped. =owever, the decision to shut it down illustrates an important leadership principle pertaining to innovation: leaders must give up to go up. .reativity and forward,thin*ing are undermined when leaders refuse to part with the past. -ursuing a vision for the future often reHuires leaders to abandon existing systems%even ones that may be wor*ing well today. >ltimately, <3S3 hopes to send manned spacecrafts beyond low :arth orbit AL:;B to investigate asteroids and to land on +ars. Space shuttles are not designed to ma*e such long voyages into outer space. 3lthough the shuttles are serving their function as transport vehicles between :arth and the International Space Station, their up*eep and operation divert attention from <3S3s long,range goals. Thus, rather than maintaining the shuttles, <3S3 has decommissioned them in order to focus its resources on inventing a spacecraft capable of carrying a crew into deep space. Summary In the words of author @evin @elly, success in the 5'st century, Dflows directly from innovation, not optimi&ation. It is not gained by perfecting the *nown, but by imperfectly sei&ing the un*nown.E 3s leaders, we cannot reach for the un*nown until we let go of whats familiar. To free up the space Athe funds, manpower, energy, and timeB to innovate, leaders have to ma*e sacrifices. 7hat might you need to give up so that you can get to a higher level of leadership8 Choosing to Cheat ?ubber bands are made to stretch. TheyXre flexible to a point, but expand them too far and S<3-L They brea*. ThereXs a limit to their elasticity. +any times our lives feel li*e rubber bands. 7eXre pulled in different directions by two primary commitments: wor* and family. 3s we stretch ourselves to meet expectations on each side, the tension mounts. Try as we might to give our attention and energy generously to both, we end up falling short. There never seems to be enough time in the day to fully satisfy the relationships with our loved ones and the demands of our /obs. 7hen stretched to the brea*ing point, whatXs the solution8 .hoose to cheat. ThatXs the seemingly odd advice from 3ndy Stanley, pastor of <orth -oint .ommunity .hurch in 3lpharetta, 03. :veryone .heats 3ccording to Stanley, weXll never have enough time to attain our ideal career productivity, relationship to our spouse and *ids, physical fitness, service to the community, financial goals, and devotion to hobbies. ?egardless of our discipline in managing time and controlling our schedules, something or somebody is going to feel cheated. ItXs unavoidable. The issue isnXt whether to cheat, but choosing where to cheat and how to go about it. ?egrettably, many of us choose to cheat our families. 3lthough we do so for a variety of reasons, Stanley
'5(

points out one of the most notable: wor* has measureable rewards. 7hether itXs an income level or a position that we see*, thereXs a concrete goal at the office. 3t home, the rewards of family relationships are less distinct. 9amily life is more about being than doing, and in a culture driven by achievement and material success, we can easily lose perspective of the intangible, but incalculable benefits of loving relationships. =ow to Stop .heating at =ome Aand to Start .heating at 7or*B $ou may /ustify cheating time spent at home because you feel the duty of provision. 3fter all, you need to pay the mortgage, fund tuition, etc. Ta*e a second to thin* about the big picture, though. 7ill owning your dream house really matter if youXve sacrificed your marriage to pay for it8 7ill sending your *ids to the finest private school outweigh the emotional estrangement that results from neglecting to spend time with them8 3s 3ndy Stanley advises, VIn the mar*etplace youXre expendable. In the home, you play a uniHue role no one else can fill.V 3s a father or mother, sister or son, the support you bring to your family is irreplaceable. Someone else can be hired to ta*e your place at the office. <o one can fill your shoes at home. Stanley is Huic* to stress that cheating on the /ob doesnXt mean cutting corners or doing shoddy wor*. ?ather, cheating means Vreallocating your limited time assets according to predetermined priorities.V =e outlines three steps toward cheating at wor* rather than at home. 1N :a$e Op 1our :ind @onFt wait for the opportune moment or hold out hope that your schedule will slow down. 5othing will change if your commitment is conditional upon a more favorable pace at the office. ?esolve to ma*e the sacrifices at wor* to give a greater piece of yourself to the ones you love the most. 2N 7reate an 6=it #trategy 7hen he set out to conHuer the 3&tec empire, the Spanish explorer =ern`n .ortYs burned his ships to eliminate the option of retreat. In a li*e manner, be extreme about cutting off the avenues by which wor* intrudes on your family relationships. $ou may want to institute specific non,negotiables in your wor* habits. -erhaps you commit to leaving the office no later than C:11 pm, or maybe you choose never to chec* emails on Saturday or Sunday. &N #et Op a Trail )onXt /eopardi&e your employment by suddenly cutting our early or turning down assignments. 3s* for permission to adopt a more family,friendly schedule. 7hen doing so, be armed with creative options and alternatives. Instead of issuing an ultimatum, see* a gradual change. The best course of action may be to initiate a trial period for your new wor* habits. This will help to alleviate any concerns your boss may have. .hances are that performance, not number of hours, is what your employer pri&es most. 3 trial run allows you to prove that you can handle your responsibilities in the new arrangement. #ummary In .hoosing to .heat, 3ndy Stanley gives much,needed advice on elevating the people we love above the profession we do. Leaders would be wise to heed his advice on how to cheat selectively. Life demands tradeoffs, and I thin* weXd all agree that in the end we want to be surrounded by loved ones instead of loneliness. Character is The ;ey to 7'staining @oment'm 2y Iohn .. +axwell Tiger 7oods exploded onto the national stage in '((!, when, as a 5',year old, he won golfXs most prestigious event, the +asters. <ot only did Tiger win the tournament, he shattered records along the way, ma*ing the worldXs best golfers loo* li*e amateurs. 7ithin a year of becoming a professional golfer, Tiger had attained the sportXs number one ran*ing. .onsistent 7inning -roduces +omentum :arly in 511', Tiger captured his second +asters title to complete an unprecedented feat: winning all four of golfXs ma/or championships consecutively. 0olfXs popularity soared as its youthful star dominated event after event. -eople who had never before been interested in golf tuned in to see Tiger. Inspired by him, *ids dragged their parents to the local golf course so that they
'#1

could learn the game. ?ecreational golfers around the world patterned their swing after TigerXs while practicing on the driving range. 3dvertisers floc*ed to TigerXs side to ta*e advantage of his gathering momentum. =e in*ed multi,million dollar deals to wear the <i*e logo, hit Titlelist golf balls, and endorse everything from 0eneral +otors to 3merican :xpress. 9orbes described Tiger as Va mar*eterXs dream.V Nirtually every product he pitched seemed to turn into gold. Than*s to his si&eable sponsorship deals, in September 511(, 9ortune estimated that Tiger had become sportsX first billionaire athlete. 7haracter @efects Dalt :omentum Tiger,mania came crashing to a halt in )ecember 511( after 7oods had a bi&arre traffic accident in his driveway. The incident initiated a cascade of rumors about TigerXs marital infidelity, which he later admitted. 3s news coverage intensified, more incriminating tidbits surfaced, and the scandal gained steam. 3s this article is being written, a shamed Tiger remains in seclusion. 2y all accounts his marriage is in shambles. 3ccenture and 3TPT have already cut ties with him, while other advertisers such as 0illette and Tag =euer have distanced themselves from Tiger by pulling his ads. 3s for golf, 7oods has ta*en an indefinite leave of absence, and it remains to be seen if he will recover his on, the,course greatness. Lessons Learned from TigerFs Tumble 'B +omentum can be a leaderXs best friend or a leaderXs worst enemy. In his early days as a professional, Tiger 7oodsX hard wor* and talent earned him a flood of victories. 3s the wins mounted, TigerXs momentum too* off. =is confidence intimidated opponents, his personality attracted business deals, and every move he made seemed to draw the praise of an enraptured media. ?evelations of TigerXs sordid behavior have generated a mountain of negative momentum, which will be difficult for him to overcome. The tide of public opinion is now sHuarely against him. 7hereas people used to cheer Tiger on to success, many will now root for him to fail. The influence he once had has been dealt a serious blow, and it will be an uphill struggle for him to regain it. 5B +omentum can reverse direction in an instant. +omentum can be a fic*le friend, changing sides at any moment. ;ne day Tiger was being coronated as the athlete of the decade by the 3ssociated -ress. Then, seemingly overnight, his name was being dragged through the mud on every conceivable news outlet. #B 7inning generates momentum, but character sustains it. TigerXs story is a cautionary tale about character. 3ll of the momentum you build through decades of hard wor* and dedication can be erased if you do not craft the character to support it. .haracter is forged daily through the decisions we ma*e. It comes from within and cannot be purchased. 2e diligent about wor*ing on your character so that you become a person worth following and someone worthy of harnessing the momentum of success. C!@@B69CAT96& 8979!6 2y Iohn .. +axwell <othing motivates an organi&ation li*e a clear and compelling vision. 2ut it can be tric*y to paint a picture of whatXs in your mind so that others can see exactly what youXre seeing. 3s a leader, how do you enable others to glimpse your vision and how do you inspire them to adopt it8 1N 7onnect relationally Leaders err when they believe the content of their vision will sweep others up by itself. )onXt focus on the mechanics of your message to the point where you disregard connecting with your team. -eople buy into the leader before they buy into the leaderXs vision. Touch a personXs heart before you appeal to their head and as* for a hand. 2N #implify the message 3braham LincolnXs 0ettysburg 3ddress has a place among the great speeches of 3merican history, yet it was barley three minutes in length. 3s leader, we can learn a lot from Lincoln. 7hen communicating vision, what you say is important,
'#'

but how you say it determines whether or not the message stic*s. Slice and dice your vision until it can be shared in a single sentence. The more concise you ma*e your vision, the more memorable it will be. &N 6mbody the vision+ -eople need to see a vision to connect with it, which is why the great communicators harness imagery to amplify the power of their message. Storytelling gets much more mileage than fact,spewing. =owever, the best representation of a vision occurs when a leader embodies it. -eople sooner follow what they see than what they hear. 7hen a leader is abla&e with passion, people invariably are attracted to the flame. )N -rioriti0e Influencers Leaders treat everyone with respect, but they certainly shouldnXt spend eHual time casting vision to each person. To ma*e sure your vision catches on in your organi&ation, prioriti&e sharing it with *ey decision,ma*ers. Set up one,on,one meetings. 9ield Huestions and respond to concerns. )onXt rush this step. If you convince *ey personnel to buy,in to your vision, oftentimes they will sell it for you to the rest of the organi&ation. ;n the contrary, if you cannot gain their support, implementing your vision will be an uphill struggle. ,N Donor the -rocess Speechma*ing has merit, but vision casting happens daily, not /ust on one occasion. ItXs a process rather than an event. To communicate vision effectively reHuires continual reminders to *eep it in the forefront of peopleXs minds. ;nce the vision begins to ta*e shape, every victory is an opportunity to celebrate and reinforce the vision. 3lso, each defeat must be evaluated and put into perspective lest the setbac* dishearten people. >nless a leader actively and continually champions a vision, with time it will evaporate. CB .all to 3ction Leaders donXt impart vision to ma*e people feel good, but rather to change something. .ommunicating vision should motivate people to ta*e action by enlisting them in a focused strategy. The goal isnXt simply to get people to agree with a vision, but also to ta*e responsibility for translating it into reality. +arch 51'' CHA6&E7 0!3TH @A;96& .omfort lulls us into complacency. 7e get accustomed to routine or familiar with a role, so we settle in. 3s leaders, we must relentlessly challenge ourselves not to let ease and security dissuade us from ma*ing the changes necessary to fulfill our vision. -erhaps the most difficult transition I chose to ma*e as a leader came when I resigned from S*yline 7esleyan .hurch in '((6. I was perceived as a respected leader within the denomination, and my reputation with the church congregation was stellar. The city of San )iego was a great place to live, and both financially and professionally I was doing well. $et, I *new that I had not yet tapped into my full potential. I aspired to train leaders domestically and internationally, and I could not give that vision the time it reHuired while leading the church. It was tempting to let go of my vision in order to stay in a safe and successful position. $et, I understood that to achieve the growth I desired as a leader, I would have to ma*e the change. T3AD96& BP Life is a series of tradeoffs. If were going to grow as influencers, then at different /unctures of life, were going to have to let go of what we have to ta*e hold of something better. 7e must give up to go up. 7hen were /ust starting out in life, the tradeoffs are relatively painless. =aving barely established ourselves, its easy to part with our present situation so that we can pursue opportunities to expand our influence. =owever, the higher we go, the tougher the tradeoffs become. 7e get attached to what weve built and become invested in our success. To illustrate, consider the process of moving to another city. ?elocation isnt tough when you can pac* all of your belongings in your car. =owever, moving no longer comes as easily when you own a nice home with a big yard in a great neighborhood. The more we
'#5

have, the more averse we become to change. Id li*e to recommend three tradeoffs you ought to be willing to ma*e in order to reach your potential as a leader. :ach involves ris* and reHuires change, but all are more than worth the effort. 'B 6=change Affirmation for Accomplishment : Stop being a people,pleaser. If you always say yes when you would rather say no, then you will find yourself unhappily going through the motions of living, giving control of your time, energy, and spirit to anyone who as*s for it. 9undamentally, leadership involves serving others and adding value to them. =owever, you do that best by proactively and strategically contributing your strengths, not by passively allowing others to dictate how you spend your time. +arch 51'' 2N 6=change #ecurity for #ignificance+ Security can be tough to pass up. 7e li*e the certainty that comes with being in a stable /ob, ma*ing a steady income. $et, significance usually calls for ris*. It involves stepping away from familiar territory in order to explore new lands. To be a pioneering leader, you have to change your attitude toward uncertaintyJ otherwise you will confine your influence. &N Trade Immediate Mictory for Long'Term #ustainability + To excel as a leader, you have to change the timeframe in which you view success. If you measure your performance solely in terms of immediate results, then you run the ris* of giving up when times are tough. 3lso, when you only concern yourself with present professional achievement, you tend to neglect relationships, ignore your health, and lose all sense of wor*,life boundaries. #ummary Staying the same means stagnating. Leaders must plunge bravely into the future to avoid bogging down in complacency. ?ather than fearing change, embrace the possibility it offers. .all Lost: 7hy Leaders Lose .onnection with Those They Lead 7ireless technology has forever altered the way we communicate. These days, payphones are practically nonexistent, and landlines seem headed for obsolescence, too. ItXs hard even to remember how we lived before the advent of the mobile phones. =owever, as wonderful as cell phones can be, we have to put up with the nuisance of dropped calls. 9rom time to time, we get cut off in the middle of a sentence or reali&e that weXve spent the last two minutes spea*ing into nothingness due to a dropped signal. Losing connection can be maddening, especially when it happens during an important conversation. Leaders, li*e mobile phone users, experience the occasional frustration of losing connection with those around them. ;ne moment it seems as if everyone is on the same page, and then suddenly thereXs disconnection. -eople arenXt getting the message. TheyXre unresponsive. 3nd, no matter how loud we shout, they donXt hear us. 7hat accounts for leaders losing connection with the people on their teams8 LetXs examine a few of the causes, staying with the mobile phone analogy. The Tunnel 7hen traveling through a tunnel, whether in a car or subway, we often lose connection with those on the other end the call. The thic*ness of the surrounding walls prevents us from receiving a signal. >ntil we exit the tunnel, weXre unable to communicate successfully. 3s leaders, we go through tunnels when we focus exclusively on ourselves. Self,centeredness traps us inside of the walls of own perspective, and isolates from the outside world. 7e become blind to the needs of those around us and fail to connect with them as a conseHuence. ;nly when we move beyond self,interest are we able to gain awareness of the people around us and to interact with them in meaningful ways. 3ll .ircuits 3re 2usy .ell phone networ*s have limited capacity. 3 high volume of calls happening within a concentrated area can tie up all available circuits. 7hen all circuits are busy, weXre inhibited from reaching the person weXre trying to call. 7e can overload and overwhelm people by bombarding them with information. 9or a
'##

leader, a primary challenge of communication is to simplify the message in a way thatXs clear and memorable. 7hen it comes to connecting with others, less is more. 7hen we try to say too much, our words become white noise,a constant drone thatXs heard but not heeded. 7hen we narrow our message, we give it greater force, and we allow people with limited bandwidth to latch onto whatXs most important. Limited .overage 3rea Loo* at a coverage map from Neri&on, Sprint, or 3TPT, and youXll notice gaps. :ven the most robust wireless networ* has areas without service. Those who find themselves outside of the range of a networ* miss incoming calls and cannot place calls to anyone else, either. :very organi&ation has a communication networ* to disseminate important information. >nfortunately, leaders sometimes fail to consider the coverage gaps that exist in their networ*s. 7hen this happens, people end up operating from Vdead &ones.V TheyXre out of the loop, *ept in the dar* about decisions that affect them, and deprived of news that could help them to perform better on the /ob. Lac* of coverage never fails to cause frustration and to hinder coordination between teams and departments. 2arriers 7hen positioned between the nearest cell phone tower and our location, obstacles li*e hills, mountains, or s*yscrapers bloc* us from transmitting or receiving calls. These barriers are too dense for a signal to penetrate. ;f course, the same holds true for the person weXre attempting to call. 7hile the space around us may be free of obstacles, their reception may be obstructed. >nresolved conflict serves as an impenetrable barrier, bloc*ing communication between two people. >ntil we bring divisive issues out into the open and wor* through them together, we wonXt be able to connect with another person. 7e must learn to express our opinions graciously, and to disagree with others respectfully. )oing so melts away hostility and *eeps the channels of communication open in our relationships. Limited 2attery Life If youXre li*e me, then you occasionally forget to charge your cell phone. Than*fully, our phones beep to alert us that theyXre running low on power. =owever, if we ignore the warnings of low battery life, we may suffer a dropped call when the phone shuts down. >ntil we recharge the battery, the phone is useless. :veryone fatigues or gets worn out at some point. >sually, weXre aware of the warning signs of oncoming exhaustion: irritability, frayed emotions, and heightened stress. 7hen we do not heed the warnings, we impair our ability to connect relationally. >ntil we rest and recharge, weXre touchy and ill,tempered, doing more harm than good on the /ob. >npaid 2ills If you neglect to pay your cell phone bill, eventually your wireless provider will cut off your service. +ost people donXt deliberately refuse to ma*e payment. They simply have chaotic lives, and paying the phone bill gets forgotten amidst the clutter. Leaders continually pay the price to communicate effectively. 9irst, leaders put forth effort to learn about the people around them. They study the li*es and disli*es of their people, discern what ma*es them tic*, and communicate with them in a relevant manner. Second, leaders invest in relational connection. They spend time demonstrating a genuine care and goodwill toward those they lead. Third, leaders intentionally and purposefully acHuire personal growth. They hone their ability to connect by practicing their spea*ing s*ills and becoming better listeners. Connecting is @ore 7,ill than 6at'ral Talent 2y Iohn .. +axwell V7hen I get ready to tal* to people, I spend two thirds of the time thin*ing what they want to hear and one third thin*ing about what I want to say.V S 3ttributed to 3braham Lincoln Seldom do we consider ourselves to be boring or out of touch as communicators, yet oftentimes thatXs exactly what we are. 7e may be passionate about our message, but we donXt understand how to craft it in a way that resonates with our audience. 3s a result, others tune us out, and we have difficulty influencing them. 7hat +a*es -eople Listen8 2efore passing along information, great communicators ma*e a connection. They have a
'#"

handful of Hualities that garner the interest and attention of their audience. 2y harnessing these Hualities, communicators earn the right to be heard, and their words carry weight.
.6U: <U3 &T&5; 6. 3 C6--U7&C3T6: +$6 C6775CT;

1N Eelationships'Who 1ou 8now 3fter reading about 0erman experiments with uranium in scientific /ournals, physicist Lea S&il`rd became concerned about the possibilities of the <a&is developing an atomic bomb. 3larmed, the 3merican scientist decided to alert -resident 9ran*lin ?oosevelt. Lac*ing direct access to the -resident, S&il`rd drafted a letter and then convinced 3lbert :instein to sign it. 7ith :insteinXs name affixed to it, the letter of warning reached -resident ?ooseveltXs des*, and prompted him to form a commission to research uclear fission. That commission later became the +anhattan -ro/ect, which invented the atomic bomb and helped the >nited States to end 7orld 7ar II. Leo S&il`rdXs letter to -resident 9ran*lin ?oosevelt illustrates an important principle of connection: borrowed influence. S&il`rd leveraged his relationship with 3lbert :instein to get his message to the 7hite =ouse. ;ne of the Huic*est ways to gain credibility with an individual, a group, or an audience is to borrow it from someone who already has established trust with them. ItXs the basis of celebrity endorsements, sales referrals, and word,of,mouth advertising. 7ho you *now can open the door for you to connect with someone. 2N Insight'What 1ou 8now Insight also opens the door to connection. S&il`rdXs impressive credentials as a physicist earned him the respect and consideration of his colleague, 3lbert :instein. In turn, :insteinXs expertise as a scientist gave him a platform from which to communicate with the leader of the >nited States. If you have an area of expertise and generously share it with others, you give people reasons to respect you and develop a sense of connection with you. 7e tend to listen to people who have speciali&ed *nowledge. ThatXs why trial lawyers call upon credentialed witnesses, and universities hire people with advanced degrees to be professors. &N Ability'What 1ou 7an @o Individuals who perform at a high level in their profession gain instant credibility with others. 2as*etball phenom Le2ron Iames exuded so much ability as a high school senior that <i*e signed him to a 4(1 million endorsement deal at age ' . ;n account of his tremendous talent, people who have never met Iames admire him, want to be li*e him, and feel connected to him. =is ability carries so much influence that people will even mimic his shoe selection. 7hen people of rare ability spea*, others listen,even if the area of their s*ill has nothing to do with the advice they give. 9or instance, Le2ron Iames endorses State 9arm Insurance. <ow, does Iames have expertise in the insurance industry8 -robably not, but heXs arguably the best bas*etball player in the world, and people listen to him because of what he can do. )N #acrifice'Dow 1ou Dave Lived -eople connect with those who sacrifice for the good of others. 9or example, each year 0allup conducts a poll to determine the profession most admired by 3mericans. Since being added to the list of professions in '(((, nursing has claimed the top spot every year but one. The winner in that lone exception8 9irefighters, who too* first in 511' after the (M'' attac*s on the 7orld Trade .enter Towers. If you have made sacrifices or overcome painful obstacles, many people will relate to you. <otice how much respect is given to veterans of the armed servicesJ we admire them going into harmXs way to protect our country. Thin* about the weight that is given to the words of the civil rights leaders who helped to pave the way for improved race relations in 3merica. ;r, consider the regard we have for those whoXve survived cancer. 7e tend to listen to people who have persevered through adversity, especially when theyXve undergone personal costs in order to serve others. .onclusion
'#6

These four Hualities of connection are by no means comprehensive. IXm sure you can thin* of other reasons people connect. The point is that you must ta*e whatever you have, and use it to connect with others. The more methods of connection you have and the better you become at using them, the greater your chance of connecting with people. <'ilding a 4o'ndation for 7'ccess 2y Iohn .. +axwell .alifornia redwoods are enormous, ma/estic trees that can grow taller than a #1,story building. 3 full,grown .alifornia redwood is estimated to weigh greater than one million pounds. The massive redwoods can be so wide that in some places tunnel,li*e roads have been built through their tree trun*s. 3 mature .alifornia redwood tree is virtually indestructible. It has no *nown diseases, and insects pose no threat to its health. The thic* bar* of the redwood even ma*es it resistant to most fires. 9ierce winds are perhaps the treeXs greatest ha&ard. ThatXs because, even for trees towering #61 feet, the redwoodsX roots only grow about six feet deep. :rosion or wet soil can wea*en the roots to the point where a giant redwood can be brought crashing down by blustery winds. 9or a .alifornia redwood, a strong root system supplies nourishment to the tree and anchors it to the earth. .haracter serves the same function for a leader. The strength of a personXs character below the surface sustains his or her success in leadership. Stalwart character gives a leader a base of support from which to withstand the tumults of life. =ow, as a leader, do you develop your Vroots8V The first reHuirement is to shift your attention. 3s my friend 3ndy Stanley says, it is a mista*e to focus on what you want to do before youXve decided who you want to be. 3s leaders, we can be in such a hurry to build our careers that we neglect to lay a solid foundation of integrity in our lives. The second reHuirement is to identify specific character Hualities that you would li*e to ma*e a part of your character. Set aside time to ponder this Huestion: when IXm gone, what do I want the people in my life to remember about me8 Thin* about each of the meaningful relationships in your life and write out the response. Q =ow do you hope your co,wor*ers will thin* about you after youXve transitioned to another /ob or into retirement8 Q 7hat would you li*e your spouse to say at your funeral8 Q 7hat legacy do you want to leave your children8 Q =ow would you want your church or community to describe your involvement in it8 Loo* for patterns in your answers. 7ords li*e generous, caring, or courageous may appear. These are the character traits you should hone in on developing. The third and final reHuirement is to ma*e the cultivation of character part of your regular routine. 3t the beginning of each wee*, strategi&e concrete ways in which you can demonstrate the character Hualities you aspire to attain. If you want to be generous, then what can you give this wee*8 If you would li*e to be caring, then who can you show regard for over the upcoming wee*8 List out the specific actions you can ta*e to build up your character. ?eview them during the wee*, and then evaluate how successful you were at accomplishing them at the wee*Xs end. If you diligently mold your character within, then over time it wonXt matter what you do. ;nce youXve grown your roots deep enough, whatever happens to you and whatever you choose to do, youXll be in demand. 7ith the roots of character to sustain you, youXll experience true success. Accidental &rowth 8s P'rposef'l &rowth 2y Iohn .. +axwell In '("1 two brothers, )ic* and +ac +c)onald, started +c)onaldXs 2arbeHue ?estaurant in San 2ernardino, .3. Typical of the drive,ins of its time, +c)onaldXs offered an expansive menu from which customers could order and then be serviced by carhops. Through time, the brothers noticed a trend in their sales. 3 small number of items on the menu accounted for a bul* of their restaurantXs profits. Struc* by the trend, the brothers
'#C

embar*ed on a bold strategy to streamline +c)onaldXs. They temporarily closed their doors, remodeled the restaurant, and did away with the carhops. Three months later +c)onaldXs reopened as a self,service drive,in speciali&ing in fast service than*s to a simplified, nine,item menu. The combination of low prices and speedy service made the new +c)onaldXs a smashing success with motorists, who floc*ed to the restaurant en masse to buy burgers and mil*sha*es. 3ccidental 0rowth )espite their impressive innovations, the +c)onald brothers never put together a growth plan to spread their concept of fast food across the country. ;ver the next few years, the brothers hapha&ardly agreed to open a handful of franchised +c)onaldXs. =owever, the isolated additions were largely unintended, and they barely scratched the surface of the restaurantXs potential to expand. -urposeful 0rowth It too* the genius of a traveling salesman to put +c)onaldXs on the map nationwide. ?ay @roc became intrigued with +c)onaldXs when the restaurant ordered eight of his mil*sha*e mixers. .urious why anyone would need to ma*e so many mil*sha*es at once, @roc traveled to San 2ernardino to see the restaurant firsthand. 9ascinated by the efficiency and affordability of +c)onaldXs hamburger stand, @roc imagined the restaurants dotting highways across 3merica. 0rasping the strengths of the business model the +c)onald brothers had stumbled into, he reached an agreement to be their franchising agent. Immediately thereafter, he built an aggressive growth plan to expand the brand. .entral to @rocXs purposeful growth strategy was his decision to treat franchisees as partners rather than debtors. Touting minimal upfront ris*, @roc Huic*ly recruited eager restaurateurs. In short order, +c)onalds exploded, adding burger /oints at a di&&ying rate. 2y the time ?ay @roc passed away in '( ", +c)onalds spanned the globe with over ,111 stores in more than #1 countriesL +y Iourney of -ersonal 0rowth #6 years ago the best way to describe my progress as a leader would have been Vaccidental growth.V I wor*ed hard and related well to people, yet, although I caught hold of a few lessons, my development was uneven and unintentional. Li*e )ic* and +ac +c)onald, I had natural strengths, but no deliberate plan to ma*e the most of them. In '(!", my friend @urt @ampmeir as*ed me if I had a personal growth plan, which I didnXt. 3fter our conversation, I reali&ed that my growth couldnXt be hit,and,missJ I needed an intentional plan to get better as a leader. Starting that day, I made personal growth my primary mission. +a*ing the move from Vaccidental growthV to Vpurposeful growthV tremendously impacted my ability to influence others. 3s I began to change, my organi&ation too* off. =aving experienced the benefits of personal growth, I committed myself to helping others grow to their potential. ThatXs when I began teaching leadership lessons and writing boo*s. Three decades later personal growth is still a priority for me, and I pursue it daily. If you havenXt established a personal growth plan, whatXs holding you bac*8 $our influence as a leader canXt grow unless you do. +a*e a point to create a program of personal growth that wor*s for you, and start following it today. <e the !ne5 7erve In life, itXs not what happens to you, but what happens in you and through you that counts. 7hen adversity visits your life, you have two choices: to be a victim or to be a victor. Nictims allow life circumstances to get them down, and they spend their lives as*ing others to redress the grievances life has dealt them. Nictims are needy and demand to be served. Nictors, on the other hand, rise above the challenges they encounter. They rebound from lifeXs hardships with newfound strength, and they use their strength in service of those around them. A Train of Tragedy Iuliette +agill @in&ie 0ordon was born in ' C1 to a wealthy family in Savannah, 0eorgia. 9ar from the typical Southern belle, Iuliette was willful and tomboyish, always in search of
'#!

adventure. She was the type of person never to be caught sitting stillJ she en/oyed trying new things and traveling new places. In her mid,twenties, the first of a series of misfortunes struc* Iuliette. Suffering from chronic earaches, she sought medical care, but doctors mistreated her. 3s a conseHuence, Iuliette lost the ma/ority of her hearing in one ear. The following year, Iuliette was married, but as she and the groom exited the ceremony a grain of rice, tossed by a well,wisher, lodged in her good ear. 7hile attempting to remove the grain, a doctor punctured her eardrum, and Iuliette lost hearing in her second ear. 9or someone who en/oyed an active lifestyle, deafness could have been devastating, but Iuliette persevered. She moved to her husbandXs estate in :ngland where she became a favorite in social circles. =er humor and vivacity made her a sought,after guest and celebrated hostess. =owever, Iuliette soon crossed paths with tragedy again. =er husbandXs alcohol abuse and infidelity contributed to the gradual decline of their relationship, and in the middle of divorce proceedings, IulietteXs husband died from a stro*e. To ma*e matters worse, he beHueathed his substantial estate to his mistress rather than giving it to Iuliette. .hoosing to 0et >p ?ather Than 0ive >p =aving lost her hearing, her husband, and her home, you would have expected Iuliette to feel bitter and victimi&ed. =owever, at this very point in her life, she chose to serve. Somehow, she moved past her own tragic circumstances to see the good she could do for others. =aving befriended Sir ?obin 2aden,-owell, founder of the 2oy Scouts, Iuliette became intrigued by the 0irl 0uides, 2ritainXs sister organi&ation to the 2oy Scouts. The 0irl 0uides program awa*ened passion in Iuliette, reminding her of youthful adventures from days gone by. 7ith the help of Sir 2aden,-owell, Iuliette returned to the >nited States with a notion to launch the 0irl Scouts. ;ver the next '6 years, Iuliette devoted her life to pioneering the 0irl Scouts of the >S3. She founded its inaugural troop, authored its bylaws and handboo*s, and solicited its startup funds. Than*s to her tireless recruiting and relentless campaigning, the 0irl Scouts program blossomed. The organi&ation was such a source of /oy for Iuliette that, when diagnosed with cancer, she hid the illness as long as possible in order to continue advancing the scouting movement. 7hile she never had children of her own, by the time of her death Iuliette had an Vadopted familyV of more than 'C1,111 girl scouts. =er legacy lives on today in the #." million young ladies who belong to local 0irl Scout troops in 3merica. Ouestions for ?eflection 7here do you focus the ma/ority of your time, on self or on service8 7hen the hardships of life show up at your door, do you bac* down or rise to the challenge8 ;n your /ourney through life, will you allow yourself to be victimi&ed, or will you be the one who claims victory over adversity and serves others out of your strength8 <e the !ne5 Change 2y Iohn .. +axwell .hange. -oliticians promise it when they run for office, but seldom are the pledges made from campaign podiums matched by real, measurable results after an election. In fairness to our politicians, initiating change and carrying it through to completion is a monumental challenge. 3ttempts to bring about change encounter fierce opposition and entrenched resistance. 3lthough most leaders perceive a need for change, few leaders can convince others to believe in change, and fewer still can actually achieve change. In this edition of Leadership 7ired, weXll loo* at what it ta*es to be a leader who not only tal*s about change but also is able to ma*e it happen. <ine Oualities of a Leader 7ho 3chieves .hange... 'B .onsiders .onditions
'#

Iust because a change could be made doesnXt mean it should be made. Sometimes an organi&ation lac*s the people, resources, or energy to successfully implement change. Leaders have to be sensitive to the rhythm of the organi&ation in order to understand when the time is ripe to shift gears. Similarly, leaders have to monitor the pace of change. Too much at once can dishearten and overwhelm a team. 7hile people must be prodded to ma*e changes, they also should be allowed space to ad/ust themselves to new ways of doing things. 5B 2uilds a .oalition The responsibility to lead change rests sHuarely on your shoulders, but the burden shouldnXt be carried alone. In fact, unless you convince *ey sta*eholders to /oin your cause, then your attempt at change most li*ely is doomed. 2efore you initiate change, ma*e every effort to win over the prominent influencers around you. #B .ommunicates >rgency 3s Iohn @otter warns, V2y far the biggest mista*e people ma*e when trying to change organi&ations is to plunge ahead without establishing a high enough sense of urgency in fellow managers and employees.V -eople naturally resist changes, so they must be incentivi&ed to ma*e them. In tal*ing to your team about change, underscore the impending dangers of complacency. Light a fire under your people by giving them a glimpse of the regret and discomfort they will experience if they avoid doing things differently. They need to *now whatXs at sta*e before they will be motivated to alter their behavior. "B .hampions ?ewards :arly in my leadership years I mista*enly thought that Vmy peopleV were there to help me achieve my vision and my goals. ;ver time, I came to understand that the purpose of my leadership was to serve others in meeting their needs and attaining their goals. To drive change, I had to appeal to people based upon their desires instead of mine. I had to spell out clearly, and personali&e individually, the benefits and rewards of change for each member of my team. 6B ?is*s 9ailure Inherent in the Huest for change is the chance that you may muc* it up and ma*e things worse. =owever, you canXt let the possibility of failure override your commitment to drive change. :very leader who ever accomplished greatness incurred ris*. 3spiring for a better future reHuires us to let go of the security we have today. CB Initiates 3ction 3s +ahatma 0andhi famously said, V$ou must be the change you want to see in the world.V Leaders must go first and give the most. ;nly after a leader demonstrates his or her commitment will the team be persuaded to follow. )ecisive action on the part of a leader inspires confidence in the people. !B :ndures .riticism -eople grow accustomed to routine, and they resent anyone who threatens to disrupt how they wor*. 3s -resident 7oodrow 7ilson observed, VIf you want to ma*e enemies, try to change something.V :very time you attempt to implement a change, youXre going to be unpopular with somebody. =owever, if you try to appease people by disregarding changes, then eventually your organi&ation will suffer. 7hen that happens, the people who once resisted change will now complain that you failed to initiate itL :ither way, youXll face criticism, so you might as well endure it in the short term to do whatXs best for your organi&ation in the long run. B .elebrates 7ins >ndergoing change ta*es a toll on everyone involved. 9or the benefit of morale, be sure to celebrate victories along the way. )oing so replenishes the energy reserves of your team and *eeps people motivated to continue submitting themselves to the process of change.
'#(

(B -uts Setbac*s in -erspective In the course of ma*ing changes to your organi&ation, inevitably you will bump up against a roadbloc* or experience defeat. 7hen you do, be vocal in helping your team to interpret what happened and put it in perspective. +ishaps foster doubt and cause people to second,guess leadership. In these moments, itXs imperative to reassert the necessity of change, and to refocus everyone on the next step rather than allowing them to wallow in the recent setbac*. S>++3?$ 2y no means is this a comprehensive list of the Hualities needed to be an agent of change, but these traits are essential for any influencer interested in transforming his or her organi&ation. The one constant in leadership is change. Learn to drive it rather than merely trying to survive it, and youXll have a much more en/oyable leadership /ourney. Advice to an 9ncoming Leader 5 3s -resident 2arac* ;bama ta*es office, he en/oys a significant advantage over other incoming leaders: he can stoc* *ey positions with friends and loyal allies. >nli*e the -resident, most new leaders must play the cards they are dealtJ they do not have the luxury of choosing their hand. Li*e a single passenger on a full flight, a new leader must sit in his or her assigned seat, even if itXs located beside a screaming infant or sandwiched between two behemoths. 3s an incoming leader wal*ing into a position of authority, how can you best setup yourself up for success8 =ere are a few suggestions on what to do as the new *id on the bloc*. '. =eed the Step,-arent :ffect : ?ecogni&e the existing loyalties your people may still have for your predecessor. Li*e an incoming step,parent, you will have trouble exerting leadership until you establish a relationship of trust founded on respect. >pon arrival you must initiate the relationship. See* to comprehend the primary motivations of those you lead, but first share your story. 0ive people access to your /ourney. 2e personableJ donXt /ump too Huic*ly into laying out long,term strategies and vision. 3ppeal to those you lead as a fellow human, not as the new sheriff in town. 5. -rioriti&e Iapan over )/ibouti : -icture yourself as an 3merican diplomat. 3lthough youXd li*e to forge friendly alliances with every nation, a powerful nation li*e Iapan deserves infinitely more attention than a tiny country li*e )/ibouti. Li*ewise, incoming leaders must scan the power structure of their new territory and focus the bul* of their time winning buy,in from the main players. 3lthough every person has value, not everyone shares eHual influence. #. 7hen in )oubt, ;ver,.ommunicate: -eople are apprehensive of change and resistant to it. -our the fuel of uncertainty on top of change, and youXre in for some firewor*s. 2e sensitive to change,aversion. >se every opportunity to paint a picture of where youXre headed, and be intentional about reassuring *ey players of their value to the team. $our ability to communicate clearly and consistently will defuse some of the tension surrounding your arrival. 3 )ream That -assed the Test -resident 2arac* ;bamaXs inauguration symboli&ed, in part, fulfillment of one of 3mericaXs noblest dreams , the dream of racial eHuality. 9ittingly, -resident ;bama too* the oath of office at the same site where +artin Luther @ing, Ir. had given his legendary VI =ave a )reamV speech almost "6 years earlier. 3n estimated '.( million onloo*ers gathered at the <ational +all to witness the historic swearing in of 3mericaXs first lac* president. The spectators came from every corner of the country and every continent of the globe to witness @ingXs dream on display. 3lthough the >nited States cannot claim perfection in race relations, thereXs no denying the country has made substantial progress in the "6
'"1

years since +artin Luther @ing, Ir. articulated his dream of racial eHuality. 7hat made @ingXs dream so potent8 =ow did his dream mobili&e a movement that so radically changed 3merican society8 Three 3easons 0hy @L;Ps Dream Passed the Test 'B @ingXs dream was rooted in serving others <early everyone gives assent to the dreams of eradicating poverty, ending war, and eliminating racism, but seldom does a man or woman devote his or her life entirely to a cause. To be fran*, itXs hard to live for something beyond our petty self,interests. Throughout his life, +artin Luther @ing pushed himself beyond a Huest for personal gain to see* social /ustice in 3merica. -eople bought into his dream, because they bought into the dreamer. They saw his personal sacrifices and rallied to his side. 3ll too often leaders fall prey to the trappings of power, and their dreams stray into self,centeredness. @ing was able to *eep his leadership focused on serving society. 2y seeing himself small, he amplified his dream into an immensely powerful vision for the future. 5B @ing had a clear strategy for his dream: To expose the evils of racism, @ingXs central strategy involved mass demonstrations of civil disobedience and emphasi&ed the tactic of non,violent protest. .ivil rights demonstrators were coached not to retaliate when struc*, and were taught to shield themselves from blows reigned upon them. 3t no point were they to fight bac* against their aggressors. The strategy wor*ed wonders. Images of defenseless protestors being attac*ed by police dogs and beaten with nightstic*s pric*ed the conscience of the nation. The appalling scenes of violence motivated many to enlist in the civil rights movement. Than*s to @ingXs firm but restrained leadership, the >nited States was forced to confront the ugliness of racism, yet was spared from widespread race warfare. #B @ing paid the price for his dream .hasing the dream came at a steep price for @ing. =e was arrested more than twenty times on dubious charges, and he was assaulted physically on four occasions. =is home was bombed, and he and his family faced countless death threats. ;n 3pril ", '(C , +artin Luther @ing, Ir. paid the ultimate price for his dream when he was assassinated outside of his hotel room in +emphis, T<. 3lthough the man died, the dream lives on. 3mericans of every color and creed can be grateful for +artin Luther @ing, Ir., and the legacy his dream has given to our country. A LeaderPs 9nner Circle 2y )r. Iohn .. +axwell +onths before -resident ;bama too* the oath of office he began assembling an inner circle of advisors. =e and his transition team painsta*ingly pored over the Hualifications of candidates to identify the strongest leaders for cabinet posts. In methodically vetting future leaders of his administration, -resident ;bama demonstrated that he understands the law of the inner circle: 3 leaderXs potential is determined by those closest to him or her. -ast presidents have learned the hard way that failures of a leaderXs trusted advisors can bring disaster. )uring the .linton administration, investigations into the conduct of five cabinet members eroded public perception of the -residentXs /udgment. The indictments and allegations gave ammunition to .lintonXs foes and cast doubts on his character, especially after the +onica Lewins*y scandal came to light. Li*ewise, -resident 0eorge 7. 2ush faced embarrassment when the man he appointed as head of 9:+3, +ichael ). 2rown, failed to provide strong federal leadership in the aftermath =urricane @atrina. Inexperienced in emergency management, 2rown was overwhelmed by the crisis. )uring the height of the disaster, he fretted about finding a dogsitter and fussed about his attire. =is unpreparedness and inaction left the 2ush 3dministration vulnerable to scathing accusations of neglect and indifference. 9ive Huestions to as* when forming your inner circle: )o they display exemplary character in everything they do8 )eception eats away at a leadership team li*e cancer. )ishonesty on the part of one member of an inner circle
'"'

can bring shame and disaster to all. :ntire organi&ations have toppled from the misbehavior of one bad apple. )o they bring complementary gifts to the table8 Imbalance within an inner circle can attune a leaderXs ear to only one side of an argument. 7hen putting together an inner circle, prioriti&e diversity of personality and perspective. 2y doing so, you widen the range of your vision and the breadth of your influence. )o they hold a strategic position and have influence within the organi&ation8 +embers of the inner circle must have the platform and influence to implement a leaderXs decisions. If they cannot be relied upon to execute a chosen strategy, then they shouldnXt be entrusted with a spot on the leadership team. In addition, inviting uninfluential advisors into the inner circle disrupts the political balance of an organi&ation. =igh performers suffer a motivational blow when they see a less deserving colleague granted special access to top leadership. )o they add value to the organi&ation and to the leader8 : 7hen considering someone for the inner circle, you should be able to articulate clearly the value they will bring. 3s* yourself the following Huestions: 7hat will they infuse into discussion8 7here do they have expertise8 7hat uniHue s*ills can they be counted on to bring to the table8 )o they positively impact other members of the inner circle8 If youXve ever inhabited a house with a feuding husband and wife, then you can understand the need for leaders in close proximity to get along. Infighting saps energy and focus from a senior leader, forcing him or her to mediate conflicts with time that could be better spent elsewhere. )ifferences of opinion signal healthy debate, but personal animosities destroy a leadership team. +a*e sure members of your inner circle have the emotional intelligence to *eep arguments from becoming too personal. 7eXve loo*ed at the Huestions to consider when gathering a team of trusted advisors, IXd also li*e to offer thoughts on the two traps you can fall into when forming their inner circle. Two common errors in constructing the inner circle: Soliciting praise instead of candor. Stac*ing an inner circle with flatters and VyesV men ran*s among the lousiest decisions you can ma*e as a leader. )oing so restricts your perspective, exposes you to blind spots, and leaves you on an island when do,or,die decisions must be made. 7hen pic*ing members of your inner circle, be sure they have the gumption to voice dissent. $ouXll rely on them to Huestion your assumptions, to focus you on the mission, and to measure the integrity and worthiness of your ideas. )riving away talent so that your power isnXt threatened. The wisdom of accumulating a talented inner circle may seem intuitive, but a rising star may threaten insecure leaders. Leaders should not be, and cannot be, the utmost authorities on all matters germane to the organi&ation. Invariably, people have wea*nesses. 7ise leaders staff around their wea*nesses, and welcome talent in areas where they lac* strength. Summary Ouestions to 3s* of .andidates for $our Inner .ircle: '. )o they display exemplary character in everything they do8 5. )o they bring complementary gifts to the table8 #. )o they hold a strategic position and have influence within the organi&ation8 ". )o they add value to the organi&ation and to the leader8 6. )o they positively impact other members of the inner circle8 Traps to 3void when Staffing $our Inner .ircle:
'"5

'. Soliciting praise instead of candor. 5. )riving away talent so that your power isnXt threatened. <ig @o Comes to Those 0ho ;now and Do 2y Iohn .. +axwell =ow do leaders generate positive momentum8 ItXs very simple: by learning and then applying what they have learned. In the *nowledge economy, leaders are distinguished by their ability to process information and put it to use. There are three ways in which leaders interact with information, and each impacts momentum. 'B Ignorance The recipe for perpetual ignorance is: 2e satisfied with your opinions and content with your *nowledge. S:lbert =ubbard 7hat you donXt *now can hurt you. Iust as* .ircuit .ity. In +arch 511!, the company chose to lay off its highest,paid, most *nowledgeable employees in favor of cheaper labor. The result8 .ustomer service nightmares. .omplaints s*yroc*eted as inexperienced wor*ers replaced seasoned salespeople. 2y the end of 511 , the electronics superstore had filed for ban*ruptcy. 7henever a company ceases to learn or reduces its storehouse of *nowledge, decline swiftly follows. In todayXs climate, change happens too Huic*ly for businesses to forego learning. >nless leaders ma*e a concerted effort to gather information and re,educate themselves, their organi&ations will suffer the negative momentum of ignorance. 5B <egligence: V<egligence is the rust of the soul, that corrodes through all her best resolvesV S ;wen 9alham :xecutives at -hilip +orris clearly *new the health ha&ards of smo*ing, yet they chose not to warn customers about the harmful effects of their products. 7hen the truth about tobacco became widely *nown, the public was outraged at the companyXs negligence. Scads of lawsuits were filed against -hilip +orris, alleging that it deliberately withheld information from customers. To date, the company has paid out millions of dollars in court,ordered settlements, and is on the hoo* for millions more. 7hen companies refuse to act on important information,either due to apathy or wic*ed intentions,then they are said to be negligent. -hilip +orris failed to respond properly to the information at its disposal, namely that its products fostered addiction and had adverse health effects. In the end, the company paid dearly in financial penalties and lost significant momentum. #B 3ction 3n organi&ationXs ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage. S Iac* 7elch 2ig business doesnXt always eHual heartlessness. In '( !, +erc* reali&ed it had a drug that could counteract river blindness, a disease endemic to impoverished regions. 3t great expense to its poc*etboo*, +erc* agreed to provide the drug to all who needed it, as long as they needed it. In the 51b years since ma*ing that commitment, the company has provided over C11 million treatments. +erc*Xs public image was boosted exponentially as a result of its generosity. The best and brightest minds in the pharmaceutical industry floc*ed to +erc* to associate themselves with an organi&ation that genuinely seemed to care. 2y putting its *nowledge to wor* in such a benevolent way, +erc* en/oyed a surge of momentum. Summary If youXre loo*ing for a surefire source of momentum, then ma*e every effort to learn,and to turn what you learn into action. $es, learning can be a costly endeavor. $ou may have to open your wallet to purchase resources and provide training opportunities for your people. =owever, at the end of the day, you cannot afford to neglect the pursuit of *nowledge.
'"#

* 3easons 0hy Dreams DonPt Ta,e 4light 2y )r. Iohn .. +axwell +ost of us never see our dreams come true. Instead of soaring through the clouds, our dreams languish li*e a bro*en,down airplane confined to its hangar. Through life, I have come to identify five common reasons why dreams donXt ta*e flight. ]' 7e =ave 2een )iscouraged from )reaming by ;thers: 7e have to pilot our own dreamsJ we cannot entrust them to anyone else. -eople who arenXt following their own dreams resent us pursuing ours. Such people feel inadeHuate when we succeed, so they try to drag us down. If we listen to external voices, then we allow our dreams to be hi/ac*ed. 3t some point, other people will place limitations on us by doubting our abilities. 7hen surrounded by the turbulence of criticism, we have to grasp the controls tightly to *eep from being *noc*ed off course. ]5 7e 3re =indered by -ast )isappointments and =urts : In the movie Top 0un, Tom .ruise plays +averic*, a young, talented, and coc*y aviator who dreams of being the premier pilot in the >.S. navy. In the filmXs opening scenes, +averic* showcases his flying ability but also displays a *nac* for pushing the envelope with regards to safety. +idway through the movie, +averic*Xs characteristic aggression spells disaster. =is plane crashes, *illing his best friend and co,pilot. 3lthough cleared of wrongdoing, the painful memory of the accident haunts +averic*. =e Huits ta*ing ris*s and loses his edge. Struggling to regain his poise, he considers giving up on his dream. 3lthough the incident nearly wrec*s +averic*Xs career, he eventually reaches within to find the strength to return to the s*y. Li*e +averic*, many of us live with the memory of failure embedded in our psyche. -erhaps a business we started went bro*e, or we were fired from a position of leadership. )isappointment is the gap that exists between expectation and reality, and all of us have encountered that gap. 9ailure is a necessary and natural part of life, but if weXre going to attain our dreams, then, li*e +averic*, we have to summon the courage deal with past hurts. ]# 7e 9all into the =abit of Settling for 3verage 3verage is the norm for a reason. 2eing exceptional demands extra effort, sustained inspiration, and uncommon discipline. 7hen we attempt to give flight to our dreams, we have to overcome the weight of opposition. Li*e gravity, lifeXs circumstances constantly pull on our dreams, tugging us down to mediocrity. +ost of us donXt pay the price to overcome the opposition to our dreams. 7e may start out inspired, but through time we fatigue. 3lthough never intending to abandon our dreams, we begin to ma*e concessions here and there. Through time, our lives become mundane, and our dreams slip away. ]" 7e Lac* the .onfidence <eeded to -ursue ;ur )reams )reams are fragile. They will be buffeted by assaults from all sides. 3s such, they must be supplied with the extra strength of self,confidence. In 3melia :arhartXs day, women were not supposed fly airplanes. If she had lac*ed self, assurance, she never would have even attempted to be a pilot. Instead, :arhart confidently chased after her dream, and she was rewarded with both fulfillment and fame. ]6 7e Lac* the Imagination to )ream 9or thousands of years, man*ind traveled along the ground: by foot, by horse,and,buggy, by locomotive, and eventually by automobile. Than*s to the dreams of ;rville and 7ilbur 7right, we now hop across oceans in a matter of hours. The imaginative brothers overcame ridicule and doubt to pioneer human flight, and the world has never been the same. +any of us play small because we do not allow ourselves to dream. 7e trap ourselves in reality and never dare to go beyond what we can see with our eyes. Imagination lifts us beyond average by giving us a vision of life that surpasses what we
'""

are experiencing currently. )reams infuse our spirit with energy and spur us on to greatness. 3 .ase Study in Influence: =yundai :veryone wants to be the best. If you arenXt the best, then chances are youXre loo*ing to see who is and trying to emulate them. -ut simply, influencers attract imitators. Lately, =yundai has proved to be a leader in the auto industry. 7hile sales of competitors have slowed to a crawl, =yundai has been cruising in the fast lane and gobbling up mar*et share along the way. ;ther automa*ers are ta*ing notice, and copying =yundaiXs strategies. 3 decade ago, =yundai introduced its eye,popping 3mericaXs 2est 7arranty, providing '1,yr, '11,111, mile powertrain protection. ?ivals scrambled to follow suit, upgrading their own warranty offerings. +ore recently, =yundai unveiled its 3ssurance program to give car buyers security in light of economic instability. 7ithin months, 0+ released its Total .onfidence plan, and 9ord responded with the 9ord 3dvantage. )espite a terrible mar*et, =yundaiXs influence has thrived. =ow has the @orean automa*er been able to pioneer innovation within the 3merican mar*et8 Three ?easons for =yundaiXs Influence 'B 2uilding Trust =yundai entered the >.S. mar*et with a splash in '( C, selling more than '5C,111 cars. >nfortunately for =yundai, the splash was followed by a thud as buyers were greeted with a host of Huality defects. The abysmal Huality of its cars made the South @orean automa*er the laughingstoc* of the industry. V=ow do you double the value of a =yundai8V as*ed one /o*e, V9ill the gas tan*.V ?eeling from Huality concerns, =yundai had to reestablish trust with wary consumers. In an attempt to do so, the company settled upon a mar*eting plan to offer over,the,top security to customers willing to buy =yundai. )angling the incentive of 3mericaXs 2est 7arranty, =yundai won bac* the business of s*eptical buyers. =owever, convincing customers to buy was only half the battle. .ould =yundai satisfy them and earn repeat business8 Than*fully for =yundai, it was able to deliver Huality and fix its image. In stepping up its caliber of manufacturing, =yundai eHualed and, in some cases, surpassed the Iapanese automa*ers in measures of Huality. 2y doing so, the company won bac* the trust of customers. 5B Initiating the ?elationship: In rough financial times, customers donXt magically appear at your doorstep. The people and companies that go farther than others to connect with customers gain influence. 7hile competitors withdrew high,profile advertisements to save money, =yundai aggressively mar*eted itself during the Super 2owl and the 3cademy 3wards. #B =aving a Timely +essage: <ot only did =yundai invest to reach out to customers, it also crafted a compelling message that resonated with the concerns of 3merican consumers. >nveiling the 3ssurance program, =yundai assuaged potential buyersX fears of /ob instability. 3t a time when rivals begged the government for a bailout, =yundai pledged to bailout its customers who fell upon hard times. Summary The Hualities that have allowed =yundai to accelerate forward can enable you to excel as well. If youXre serious about growing in influence, trust is a must. 3lso, donXt wait for circumstances to thrust you into the spotlightJ ta*e action to initiate relationships in which you can lead. 9inally, be aware of the context in which youXre leading, and communicate a message suited for the climate. * Attrib'tes of 9nspirational Leaders 2y )r. Iohn .. +axwell The Sahara plays tric*s on the eyes of its travelers. 3s the desert sun beats down on the sand, heat waves rise from the ground. Light bends as it passes through the superheated
'"6

air, painting illusory pictures on the hori&on. To thirsty travelers moving through the Sahara, it often appears as if an oasis looms in the distance. =owever, as the voyagers /ourney on, the oasis proves to be nothing more than a mirage. >nfortunately, the ran*s of leadership are inhabited by a host of mirages: people who loo* impressive from a distance, but end up being disappointments. 3fter being fooled by a few mirages, followers become /aded about leadership. That seems as true now as it ever has been. ;ur trust in leaders has been sha*en as politicians have reneged on promises, .:;s have sHuandered money entrusted to their firms, and managers have advanced self,interests above all else. To restore societyXs confidence with those in power, leaders have to be able to inspire. IXm not tal*ing about inspiring someone to buy into the corporate vision statement, to meet Huarterly sales goals, or to wor* more efficiently. These arenXt bad things, but right now, people are loo*ing for a leader attuned to their personal needs. They want leaders who will encourage them, believe in their potential, and help them grow. 6 3ttributes of an Inspirational Leader 3TTIT>): ;9 S:?NI.: To be an inspirational leader, you must adopt an attitude of service toward those you lead. This reHuires laying aside selfish interests to add value to another person. In the words of +artin Luther @ing, Ir., V3n individual has not started living until he can rise above the narrow confines of his individualistic concerns to the broader concerns of all humanity.V 7hen you serve, you awa*en something magnetic inside of you. -eople are drawn to follow you because they *now youXll find ways to ma*e them better. 399I?+3TI;< To inspire means to have a positive view of others. If weXre not careful, we become fault, finders, magnifying the flaws in everyone around us. Instead, leaders should emulate gold prospectors , always on the loo*out for potential gold mines. 7hen they find traces of ore, prospectors assume thereXs a rich vein to unearth, and they start digging. In the same fashion, leaders ought to search for the best traits within a person and commit to uncovering them. ;ne of the best applications of this idea is expressed in what I call the '1' percent principle: 9ind the one thing that you believe is a personXs greatest asset, and then give '11 percent encouragement in that area. 9ocusing on a personXs strengths inspires them by promoting confidence, growth, and success. 3TT:<TIN:<:SS 0reat inspirers *now the desires of those they lead. 3s much as people respect the *nowledge and ability of their leaders, these are secondary concerns for them. They donXt care how much their leaders *now until they *now how much their leaders care. 7hen leaders attend to the deeply felt needs of their team, the determination and commitment of each team member s*yroc*ets. 3N3IL32ILIT$ Leaders inspire by intentionally investing time in the people they lead. They ma*e themselves available. -eople cannot be nurtured from a distance or by infreHuent spurts of attention. They need a leader to spend time with them , planned time, not /ust a conversation in passing. In our fast,paced and demanding world, time is a leaderXs most precious commodity. 7hile it feels costly to give up, nothing communicates that you value a person more than the gift of your time. In addition, investing time to develop others has a way of reaping dividends. 3s ?alph 7aldo :merson remar*ed, VIt is one of the most beautiful compensations of this life that no man can sincerely try to help another without helping himself.V 3>T=:<TI.IT$ To inspire, leaders have to be genuine. +ore than anything else, followers want to believe in and trust their leaders. =owever, when leaders brea* promises or fail to honor commitments, they reveal themselves as being inauthentic, and they lose credibility. Trust
'"C

rests upon a foundation of authenticity. To gain trust, a leader must consistently align words and deeds, while showing a degree of transparency. Summary Inspirational leadership can be confused with momentary charisma. I prefer to thin* about inspiring as more of a process than an event. +ore than a brilliant speech, itXs cultivating habits of brilliance that manifest themselves daily. 2y modeling the five attributes of an inspiring leader, I trust that youXll win the respect of those you lead and earn the right to influence them. The 8al'e of a &ood 7ystem 2y Iohn .. +axwell 3lmost nightly, the fate of the 3merican health care system headlines the evening news. 7ith costly inefficiencies plaguing the system, employers and wor*ers ali*e have felt the pain of s*yroc*eting premiums. -oliticians on opposite ends of the political spectrum disagree on the best policies for the future, but there seems to be consensus that the system isnXt wor*ing well. IXm not advocating a position in the health care debate. I simply want to point out the headaches caused when we donXt have good systems. 7hatXs true nationally applies individually as well. 2ro*en systems lead to disorgani&ation, confusion, and chaos whereas smooth systems allow us to move Huic*ly and efficiently. The reason for this lesson is to help you understand the importance of developing good systems in your personal and professional leadership. The exact systems that wor* for me may not pertain to you. ItXs up to you to find the systems that will benefit you the most. $et, regardless of what your systems loo* li*e, you would be wise to design them if you intend to grow in influence. 7hat Is a System8 3 system is simply your way of getting things done. Systems arenXt one,time actsJ theyXre habits that you do wee*ly or even daily. TheyXre the mechanics of leadership, and over time, they dictate the extent of your effectiveness. The Nalue of Systems 'B They =elp >s +anage Time: 3s a young leader, a heavier wor*load and increasing demands on my time forced me to learn how to get things done Huic*ly. I developed systems to sHuee&e as much productivity as possible into my day. I couldnXt afford to move slowly. 3s -eter )ruc*er wrote, V:verything reHuires time. It is the one truly universal condition. 3ll wor* ta*es place in time and uses up time. $et most people ta*e for granted, this uniHue, irreplaceable, and necessary resource. <othing else, perhaps, distinguishes effective executives as much as their tender loving care of time.V 5B They =elp >s .onserve :nergy 7hen we have good systems in life, we donXt waste energy. )o you *now the number one waster of time8 Loo*ing for things that are lost. 3 study by ;ffice 7orld <ews found that the average executive sHuanders '61 hours each year loo*ing for misplaced files. 3s I wor*ed on this lesson, I laughed because I *new it would bring up a few of my idiosyncrasies. 9or example, when I went to get my glasses the last time, I ordered six pairs,one to put at each of my favorite reading places. I donXt have to carry a pair around with me, and when I sit down theyXre always convenient. It may seem li*e a silly system, but I never lose time rummaging around for a pair of reading glasses. #B They =elp >s to +ultiply .reativity: 7hen I was first married, my wife and I lived in south Indiana, and we didnXt have any money. +argaret taught *indergarten, and I was a pastor ma*ing 4 1 per wee*. +argaret would as* me to mow the lawn, and I would get irritated because we didnXt have money to hire someone else to tend to the lawn. ThereXs nothing wrong with mowing, but I had lots of other priorities, and mowing didnXt crac* my
'"!

top ten. So, eventually we bought a goat. =e gra&ed on the grass, and I saved timeL )eveloping systems to handle the trivia of life frees you up to be creative. 2y automating repetitive tas*s, youXre able to focus mental energy on top priorities. "B They =elp >s to +aximi&e -rogress: Systems help us to move forward, to go as far as we possibly can. They enable us to wor* faster, smarter, and more strategically. 3 good system eliminates waste, while it also anticipates and removes obstacles. To get the most out of systems, you have to ma*e them a lifestyle not a one,off deal. They must become ingrained in your routine. Systems only benefit you when you stic* to them. ?:NI:7 The Nalue of Systems 'B They =elp >s +anage Time 5B They =elp >s .onserve :nergy #B They =elp >s to +ultiply .reativity "B They =elp >s to +aximi&e -rogress Aligning !pport'nity 2y Ieremie @ubice* The unrelenting release of full passion, strength and abilities is ama&ing in the life of a leader. $et, it rarely happens that passions, abilities and opportunities all line up at the exact same time. ;ften times someoneXs passion is high, while their abilities are low or the opportunity isnXt right. ;r, perhaps, the opportunity arrives, but they finds themselves sapped of strength and passion, even though they possess the ability. -assion is in most leaders , sometimes in the form of ambition or inspiration. 3bilities are developed over time , via experience, life and learning. ;pportunity arises less than passion and abilities , it is about timing, and being in the right partnerships or business. Lining all three up can seem almost impossible. Therefore, I propose the following: =one your passion to be a consuming, all,time fervor while you wor* on your specific abilities and strengths to serve ;T=:? people versus simply serving yourself. In doing this you will find your opportunities happen more often, and, because you are focused outwardly you will worry less about missing opportunities and naturally step into them with ease and grace. ;pportunity will then find you rather than you having to search for it. 3bout Ieremie @ubice*, -resident and .:; of 0i3<T Impact and .o,9ounder of 0i3<T, has been serving leaders and growing companies for the past ' years, both domestically and internationally. @ubice*Xs passion for impacting leaders and influencing influencers has come from the experience of watching poor leaders conHuer those they lead and stifle the growth of companies. .onversely, @ubice* has had the opportunity to serve with great leaders as these liberators provide freedom and opportunity for those they lead. It is their spirit that @ubice* has built 0i3<T to become. @ubice* is an entrepreneur. =e has successfully built many business ventures, including co,founding a consulting firm and economics school in +oscow, ?ussia, leading mar*eting initiatives for a half,billion dollar merchandising firm in Los 3ngeles, .3, participating in more than '1 acHuisitions in three years in the general merchandise distribution mar*et, and starting two internet firms focused on niche specialties in the education and beauty supply industries, prior to forming 0i3<T. :ach experience taught @ubice* *ey leadership principles that would become the foundation for his future endeavors , principles including the value of liberating leadership, integrity above all else, and relationships before opportunity. These ideas, combined with a growing sense of business values, led @ubice* and his founding partner, +atthew +yers, to start 0i3<T in 5115. VI have always believed that the most important role of a leader in business is to liberate their employees and those they reach to increase their capacity to influence positively,V says @ubice*. V7hen you help people grow, it is ama&ing what their organi&ations can do.V
'"

In 511!, 0i3<T Impact was formed after the acHuisition of Iohn +axwellXs brands , +aximum Impact and I<I;$. This acHuisition added events, resources and training to the 0i3<T platform. @ubice* became .:; in the same month. =e currently leads the company to help awa*en leaders through powerful growth resources, leader development training and impactful leadership events. Today 0i3<T 7orldwide includes 0i3<T -artners, a growth firm helping companies and leaders thin* strategically while developing their people to become strong leaders and growing their organi&ations, and 0i3<T .apital, which guides leaders through mergers and acHuisitions. The 0i3<T companies are built on relationships. It starts with great partnerships with partners and teammates. V7e cannot give what we donXt first possess,V says @ubice*. V7e are leaders serving leaders.V Brea#ing the /atterns of +orry for 0our Team 2y Ieremie @ubice* -ractical Tools for Leaders: 2rea*ing the -atterns of 7orry 3nxiety is one of the top nemesis to a leader Aand all humans for that matterB. This issue can paraly&e the progress of any organi&ation. 3fter years of wor*ing with .:;Xs and business owners I have noticed that we all have a pattern for dealing with worry and that pattern needs to be bro*en. =ere is how it usually wor*s... 9irst, worry sets in around pressure Ausually financial or unmet expectationsB. Second, it begins to fester and ta*e on more influence than it deserves in our minds. Third, we begin to change the way we behave. 9or most men I have noticed that we internali&e it and clam up. 7e become more Huiet in general and short in our conversations. 9ourth, worry begins to affect the way we thin*. -ressure mounts and we begin to be very short term in our strategy and thin*ing. 9inally, if unchec*ed worry usually leads us to the very place we didnXt want to go , it leads to a semblance of failure. In reality, worry becomes a self,fulfilling prophecy. The very things we didnXt want to happen happen because we obsess about them and thus it turns people away from us because of irrational, inconsistent behavior. Let me give you an example from personal experience. There was a time in my early business dealings where our revenues where much lower than I desired or expected. I began to worry , a lot. I started to obsess over money and the revenues we needed. It began affecting my wee*ends, my wife and our communication, and my time with my *ids. I was short, panic*y and frustrated constantly. This led to me putting pressure on relationships Awhich everyone can feelB to buy my services. That, in turn, led to some distancing, which ultimately led to less business from the people I was wor*ing on helping. 7orry had gained control. It then started affecting my personality. I became unattractive in business because I was perceived as needy. That behavior led bac* to my fears and once again became a self, fulfilling prophecy , worry led me to reality. 7hat is the solution8 I could easily say, V)onXt worry.V 7hile that is ultimately the answer, the process to do that is what is most helpful. =ere is how you start , change your patterns. The above scenario shared a pattern that I have observed hundreds of people, including myself, going through. 2y changing your patterns you change the outcome. $ou may have heard the phrase Vturn the other chee*.V That is in reference to ta*ing a slap on the chee* and turning to offer the other. The secret here is not to /ust Vbe niceV and ta*e a hit. The secret is that you change the pattern. The natural pattern is to trade a hit for a hit. 7hen you ta*e a hit and donXt hit bac*, you have /ust changed the pattern and most li*ely the fight. The other person feels bad for hitting you and you *now that you have controlled your anger. In the case of worry, if everytime you worry about something you, instead, do something nice for someone else, you have /ust changed a pattern. ;r, if you find that you worry more on the wee*ends, do something to distract you from it. ;ther helpful ways to change patterns are to avoid the worry thoughts, pray, change what you listen to in drive time Ano tal* radio, only inspirationB, change who you tal* with, etc. The following -)9 will help you analy&e your worry and help you create a plan to change your
'"(

pattern. .:: .hanging -atterns: 7orry Is this true with you8 7hat are the main things you worry about8 3bout Ieremie @ubice*, -resident and .:; of 0i3<T Impact and .o,9ounder of 0i3<T, has been serving leaders and growing companies for the past ' years, both domestically and internationally. @ubice*Xs passion for impacting leaders and influencing influencers has come from the experience of watching poor leaders conHuer those they lead and stifle the growth of companies. .onversely, @ubice* has had the opportunity to serve with great leaders as these liberators provide freedom and opportunity for those they lead. It is their spirit that @ubice* has built 0i3<T to become. @ubice* is an entrepreneur. =e has successfully built many business ventures, including co,founding a consulting firm and economics school in +oscow, ?ussia, leading mar*eting initiatives for a half,billion dollar merchandising firm in Los 3ngeles, .3, participating in more than '1 acHuisitions in three years in the general merchandise distribution mar*et, and starting two internet firms focused on niche specialties in the education and beauty supply industries, prior to forming 0i3<T. :ach experience taught @ubice* *ey leadership principles that would become the foundation for his future endeavors , principles including the value of liberating leadership, integrity above all else, and relationships before opportunity. These ideas, combined with a growing sense of business values, led @ubice* and his founding partner, +atthew +yers, to start 0i3<T in 5115. VI have always believed that the most important role of a leader in business is to liberate their employees and those they reach to increase their capacity to influence positively,V says @ubice*. V7hen you help people grow, it is ama&ing what their organi&ations can do.V In 511!, 0i3<T Impact was formed after the acHuisition of Iohn +axwellXs brands , +aximum Impact and I<I;$. This acHuisition added events, resources and training to the 0i3<T platform. @ubice* became .:; in the same month. =e currently leads the company to help awa*en leaders through powerful growth resources, leader development training and impactful leadership events. Today 0i3<T 7orldwide includes 0i3<T -artners, a growth firm helping companies and leaders thin* strategically while developing their people to become strong leaders and growing their organi&ations, and 0i3<T .apital, which guides leaders through mergers and acHuisitions. The 0i3<T companies are built on relationships. It starts with great partnerships with partners and teammates. V7e cannot give what we donXt first possess,V says @ubice*. V7e are leaders serving leaders.V =ision! Connection! > Direction8 The /athway to 5ffecti"e Communication 2y Iohn .. +axwell 2y communicating a message of hope and significance to his oppressed countrymen in -oland, -ope Iohn -aul II played a lead role in toppling communism in :urope. =e affirmed the dignity and humanity of -oles, rallying them to resist communism, while at the same time teaching them to show restraint when confronting the communist authorities. The vision, connection, and direction he conveyed to people in his homeland as they struggled against a repressive regime altered the course of world history. NISI;< 7hen -ope Iohn -aul II spo*e, the world listened. 3 powerful, personal vision gave force to his words. It was a vision birthed in tragedy and refined through years of patient suffering. 3s a young man @arol 7o/tyla experienced firsthand the horrors of <a&i 0ermany. 3s the <a&is swept into -oland, they shut down the university he was attending, executed several of its professors, and carted off many of his Iewish friends. :nduring the cruelties of the 0erman occupation and witnessing the violations of his country fueled 7o/tylaXs passionate vision of the rights each human ought to have. In 7orld 7ar II, the Soviet >nion VliberatedV -oland. In reality, one system of tyranny simply replaced the other. 3s a young priest and then bishop, 7o/tyla learned how to operate under the watchful eye of a
'61

restrictive communist government. =e carried out his duties within the church boldly yet shrewdly, expanding its influence without provo*ing official bac*lash from the government. The experiences shaped his vision, schooling him in the strategies that would later aid him in undermining communism as -ope. .;<<:.TI;< -ope Iohn -aul II connected to people because he identified with their hopes, their troubles, and their fears. Iournalist <eal 3scherton, who accompanied the -ope on his early visits to -oland, marveled at his ability to connect with the audience,even when crowds numbered in the hundreds of thousands. V:ach person got the impression the -ope was really spea*ing to them, that he was exclusively available for them.V Iohn -aul II valued people, and since he understood them, he could offer a hopeful message that made them feel significant. =is optimistic words stood in star* contrast to the blea*, unpromising future that communism seemed to have in store. )I?:.TI;< Soviet,style communism relied upon propaganda, or officially sanctioned lies, to sustain itself. The government manipulated the public debate by controlling the media, and conseHuently, people were exposed to a steady diet of misinformation. Through time, it became confusing for them to distinguish between reality and fiction. Iohn -aul II gave the people of :astern :urope a moral compass to guide them as they navigated life in a communist system. =is ideals served as a reference point, helping them to distinguish between right and wrong, truth and farce. Than*s to his position as head of the .atholic .hurch, the -ope could freely voice ideas that were distasteful to the existing communist authorities without having to fear reprisal. :ven though he inspired people to see* freedom, Iohn -aul II was very subtle in his criticisms of communism. =e was careful not to provo*e the crushing retaliation of the Soviet military by fomenting a violent revolution. Through the papacy, Iohn -aul II modeled the strategy by which communism would be undone: persistence of belief coupled with patient, restrained resistance. S>++3?$ To say that one man toppled communism in :urope would be an overstatement, but perhaps nobody contributed more to its demise than -ope Iohn -aul II. =is prowess as a communicator allowed him to attain enormous influence within the sub/ugated nations of the :astern bloc. 2y voicing a compelling vision, connecting emotionally with people, and modeling the direction forward, he transformed the political institutions of :urope. C3EAT96& A HEALTH1 TEA@ E6893!6@E6T 2y Iohn .. +axwell 3t .hernobyl, the massive explosion of a Soviet nuclear reactor released radioactive fallout "11 times greater than the atomic bomb dropped on =iroshima. 7hile the suddenness and spectacular nature of the .hernobyl disaster drew the worldXs attention, another catastrophe in the Soviet >nion passed by largely unnoticed. In the '(C1s Soviet engineers diverted the two main rivers feeding the 3ral Sea so that cotton crops could be cultivated in the surrounding desert. 3s a result, inflows to the body of water were reduced to a tric*le. In time, the 3ral Sea began to evaporate. ;nce the worldXs "th largest la*e, it shran* to well under '1G of its original si&e, leaving behind a graveyard of ships to litter the barren earth. <ic*named Vthe silent .hernobyl,V the destruction of the 3ral Sea has had a calamitous impact on the surrounding environment. )o&ens of species of birds, animals, and fish have vanished from the area. Salt from the la*e, which now covers the dry earth li*e snow, is blown by the wind and contaminates farmland up to 611 *m away. The salt also pollutes the air and groundwater, causing throat cancer, lung disease, and *idney and liver complications among the local population. The simple lesson from the 3ral Sea is this: 7hen leaders neglect the environment, the results can be catastrophic. +inding the :nvironment
'6'

In the wor*place, leaders are environmental careta*ers. They preside over the climate of a team, and their positive influence can ma*e the office a healthy and inviting place. ;n the other hand, if leaders ignore the team environment, then the wor*place can become toxic and ha&ardous to all who inhabit it. In this lesson, IXll share three ways in which leaders can heed their team environment in order to foster a climate of cooperation, engagement, and productivity. Three Ways to 7reate a Dealthy Team 6nvironment ]' :ncourage a Spirit of Togetherness The true measure of a successful leader is not getting people to wor*. <or is it getting people to wor* hard. The true measure of a successful leader is getting people to wor* hard together. Leaders have to create an environment in which people see themselves as a single unit, the team, rather than as a collection of individuals. 2uilding a team culture means stressing that mutual success matters far more than personal brilliance. 9or a leader, the goal is to instill an attitude of VweV rather than Vme.V 0iven the nature of athletic competition, coaches have a special appreciation for the value of teamwor*. ?ed 3uerbach, while at the helm of the 2oston .eltics, shared an insight about his teamXs success. 3fter winning bac*,to,bac* championships in the <23, 3uerbach said, 7hen I first started coaching, people told me to put my five best players on the court. 2ut I learned early on that this was not the *ey to success. It wasnXt putting the five best players on the court that was going to cause us to win. It was putting the five players on the court who could wor* together the best. 7e won championships because we put people together. They werenXt always our best players. Li*e a good chef, .oach 3uerbach understood that ingredients are limited on their own. The magic comes in how the ingredients are combined. ]5 -aint the 2ig -icture Iames :. Lu*as&ews*i, management and communication consultant, shares the following illustration. 3 farmer, while sitting on his porch, noticed a highway department truc* pulling over to the shoulder of the road. 3 man got out, dug a si&eable hole in the ditch, and got bac* into the vehicle. 3 few minutes later, the other occupant of the truc* got out, filled up the hole, tamped the dirt, and returned to the truc*. Then the men drove forward on the shoulder about 61 yards and repeated the process , digging, waiting, refilling. 3fter a half,do&en repetitions, the farmer sauntered over to them. V7hat are you doing8V he as*ed. V7eXre on a highway beautification pro/ect,V the driver said. V3nd the guy who plants the trees is home sic* today.V The two guys didnXt have a team perspectiveJ they only saw their /obs. :ven though their wor* accomplished nothing in the absence of their teammate, they went on doing it anywayL 7hen people donXt understand how their wor* matters to the team, they fall into mindless routine, and they deny putting their heart into what they do. Leaders have to guard against a purposeless environment by building bridges between what and why. 2y helping people see their contributions to the teamXs goals, leaders ennoble them with a sense of meaning. ]# Learn from the .ustomer 7hen an organi&ation doesnXt understand its customer, then the team environment becomes wasteful and inefficient. :fforts go into products that sit on shelves. Time and energy are sun* into mar*eting services nobody wants. :ventually, the team tires of doing unproductive wor*, and its morale nosedives. Leaders foster a team environment in which the customer experience is a primary consideration. They refuse to allow their teams to guess at what customers need. Instead, leaders teach teams the discipline of consulting customers regularly. 2y allowing customers to define success, a team learns where to focus its attention and is able to position itself to excel. 2efore I spea* at a conference, I call the person who invited me so that I can hear their expectations of me. Starting with a clear view of my customerXs needs helps me as I plan for the spea*ing engagement. I can fine,tune my content and structure my schedule in line with my
'65

customerXs wishes. 2y doing so, I am generally able to meet, and hopefully surpass, their expectations of me. ?:NI:7 Three 7ays to .reate a =ealthy Team :nvironment 'B :ncourage a Spirit of Togetherness 5B -aint the 2ig -icture #B Learn from the .ustomer 8ision from 7tart to 4inish =ow did Iames .ameron direct a movie as incredible as Titanic or 3vatar8 =ow is 3licia @eys able to write world,class music in an era when few elite performers pen their own lyrics8 =ow does -ixar *eep churning out animated bloc*busters8 The answers all involve vision. The best leaders are able to see a vision and then activate it by stepping forward. In addition, theyXre willing to sacrifice to see the vision come to fruition. 9inally, they reali&e the importance of surrounding themselves and their vision with an incredible team. See the Nision +any people donXt /umpstart their lives because they donXt have anything to /ump toL They plod along through life with little more than survival in mind. Nisionaries dare to dream. They peer into the future and generate ossibilities in their mindXs eye. The legendary sculptor, +ichelangelo claimed that as he loo*ed into the stone, VI saw the angel in the marble and carved until I set him free.V =is imagination had already created his masterpieces before his hands did the wor*.
7tep Toward the 8ision

Some people see the vision, but they never step toward it. They cannot seem to summon the courage to overcome their fear, or they cannot find the passion to get past their apathy. 3s a conseHuence, their vision sits on the shelf until it spoils, or until someone else ta*es initiative to claim it. +ore than two months before 3lexander 0raham 2ell submitted his patent for the telegraph, :lisha 0ray had already arrived at the conclusion that voice could be transmitted over a telegraph wire. 7hy, then, is :lisha 0ray anonymous and 3lexander 0raham a celebrated inventor8 2ecause 0ray procrastinated two months before putting his vision on paper. Then, when he finally finished his s*etch, 0ray delayed another four days before ta*ing it to the patent office. 7hen he finally made up his mind to go, he arrived two hours too late. 2ell had already secured the patent, and 0rayXs idea was worthless. Sacrifice for the Nision Nisionaries give up to go up. They bypass good to gain at shot at being great. If they fail, at least they go out swinging. Nisionaries donXt fear failureJ they only fear losing out on opportunity. In an effort to brea* into the >.S. mar*et, .irHue )u Soleil founder, 0uy Laliberte, too* his entire troupe from +ontreal to Los 3ngeles. 3t the time, .irHue was a budding act that was barely brea*ing even. 3s legend has it, the circus did not even have gas money to return home if the show flopped. Laliberte had leveraged every resource at his disposal for the opportunity to achieve his vision of stri*ing it rich in the >nited States. Than*fully for everyone involved, the show was a smash hit. .irHue )u SoleilXs success catapulted it forward in terms of recognition on the entertainment scene. See* =elp for the Nision Teamwor* ma*es the dream wor*. If you can achieve your vision by flying solo, then chances are youXre not doing anything worthwhile. 3 big dream reHuires a talented team in order to ta*e root in reality. 7ilt .hamberlain was one of the most gifted athletes to ever set foot on a bas*etball court. =e holds the <23 record for most points in a game A'11B, most rebounds in a game A66B, and the highest scoring average for a season A61." points per gameB. =owever, 7ilt was so talented that he had trouble meshing with his teammates. 3t one point, coaches even advised him to shoot less so that other players could be involved. )espite his prodigious abilities, 7ilt never won a championship while the star player of his team. =owever, he did eventually learn to become an unselfish player. 3s his point totals declined, he became better and better at setting up teammates to score. 7ell past the
'6#

prime of his career, 7ilt finally won achieved his vision of winning a title. 3s a role player for the Los 3ngeles La*ers, he captured two <23 championships. =is growth as a teammate made him an invaluable asset even though his athleticism had diminished from its pea*. C3!77DEUA@9696& C3ED9<9L9T1 In a criminal trial, the outcome hinges on the credibility of the witnesses called upon by the prosecution and the defense. Throughout the trial, /urors scrutini&e each person who ta*es the stand, attempting to discern whether or not their words can be trusted. 3s they decide the case, /urors weigh heavily the statements given by believable witnesses, but they discard the testimony of anyone they deem to be incredible. 3s a leader, youXre on the witness stand. Those you lead are li*e /urors, inspecting your behavior and dissecting your words. They expect you to tell the truth, the whole truth, and nothing but the truth. If you lose your credibility with them, they will tune out when you spea*. =owever, if you prove yourself to be credible then they will hang on every word you say. $our credibility as a leader rests upon three pillars: 'B ?:LI32ILIT$ 9irst and foremost, reliability is a matter of character. Iurors carefully consider the prior conduct of a witness when determining how much faith to place in his or her words. They loo* at the witnessX trac* record of truthtelling with friends and family to gauge whether the witness is an honest person. ?eliability also depends upon consistency. 7hen /urors hear eyewitness testimony, they pay close attention to the personXs recollections. 9or an eyewitness to be deemed believable, his or her facts must align, and the timeline of events recounted must be plausible. 3ny contradictions or inconsistencies severely damage the credibility of the witness. In a leadership context, your followers are as*ing, V)o I trust you8V and trying to determine whether or not youXre reliable. They are hoping the values you profess are an extension of your behavior rather than an exception to how you live. They want to *now that youXre going to do what you promise to do consistently over time. .;+-:T:<.: Iurors must Huestion whether or not a witness is competent to give testimony. 9or eyewitnesses, perspective is *ey. )id they have an unobstructed view of the incident8 =ow clearly do they recall the faces they saw8 If an eyewitness is found to have had a poor vantage point then the credibility of their story wea*ens. Sometimes during a case, a specialist ta*es the stand to testify. 3 forensics expert may be called upon to comment on crime scene evidence, or a psychologist may be summoned to assess the fitness of the defendant to stand trial. In these instances, /urors loo* at the credentials of the so,called expert to decide how much confidence to place in his or her testimony. 7hen evaluating you as a leader, your followers are wondering: V.an you help me8V TheyXre appraising your competence to determine whether or not you have a clear view of where you want to go and if you *now how to get there. -eople naturally follow leaders stronger than themselves. They have to respect your decision,ma*ing ability and intelligence before they will lend you their support. +;TIN: 3 shrewd /uror examines the motives of witnesses, considering what they stand to gain or lose based upon the verdict. In particular, the /ury must ta*e into account financial incentives that are hanging in the balance when it weighs the credibility of a witness. 0iven whatXs at sta*e, people who testify may be tempted to embellish the facts to gain personal advantage. ;b/ectivity is the core issue with respect to motives. Iurors must remember that witnesses, depending on their connection to the parties in the case, may not be impartial. 7hen forming their opinions, the /ury has to strain out the biases of those who give testimony. Subconsciously people constantly are as*ing their leaders, V)o
'6"

you care for me8V If they sense that a leader is motivated by self,advancement, then they will withhold maximum effort. =owever, if they sense the leader has their best interests in mind, followers will give everything within them to support the team. Summary: .redibility ta*es time to build, and there are no shortcuts to developing it. Leaders gain the trust of others by proving their reliability, demonstrating competence, and authentically expressing concern for the interests of those they lead. 3t the end of the day, the best proof of your credibility comes when those who are the closest to you and *now you the best, love and respect you the most. @y Definition of 7'ccess5 VThose who are the closest to you and *now you the best, love and respect you the most.V Discipline5 The Path to Potential5 =e may have been the most naturally gifted baseball player of all time. =e was cloc*ed rounding the bases in an incredible '# seconds. $et, his speed was nothing compared to the power of his hitting. ItXs been said there were home run hitters, and then there was this man , in a league of his own. The 0uinness 2oo* of 7orld ?ecords credits him with hitting the longest home run ever measured, at C"# feet. The player IXm describing is the great +ic*ey +antle. 2y the age of '( he had been called up to play for the <ew $or* $an*ees. =e won a 7orld Series his roo*ie year, and his teams would capture seven championships over the course of his career. 2y the time he retired, +antle had played more games as a $an*ee than any other player, and had been named +N- of the 3merican League three times. =e still holds the all,time 7orld Series records for home runs, runs scored, and runs batted in. $et, in spite of his impressive accomplishments, experts believe +ic*ey +antle never reached his potential. +ost blame +antleXs chronic *nee in/uries for preventing him from doing more. 2ut in/uries werenXt the root of the problem. 7hat most people didnXt *now was that +antle was a raging alcoholic. 3t age C5, with his health and family life a mess, +antle chec*ed into the 2etty 9ord .linic and started the long road to sobriety. Loo*ing bac* from this vantage point, he assessed his career: I never fulfilled what my dad had wanted Tto be the greatest player who ever livedU, and I should have. 0od gave me a great body to play with, and I didnXt ta*e care of it. 3nd I blame a lot of it on alcohol. :verybody tries to ma*e the excuse that in/uries shortened my career. Truth is, after IXd had a *nee operation the doctors would give me rehab wor* to do, but I wouldnXt do it. IXd be out drin*ing... I hurt my *nees through the years, and I /ust thought theyXd naturally come bac*. :verything has always come natural to me. I didnXt wor* hard at it. )espite his great natural talent, +ic*ey +antle never disciplined himself off the field. 2y the time +antle was ready to change, it was too late. =is liver was ruined from a life of alcoholism, and he died at age C" from inoperable cancer. 4o'r Tr'ths abo't Discipline 7hat were you born to do8 7hat is your dream8 To become the person you have the potential to be, you have to cultivate a life of discipline. .onsider these truths concerning discipline: Discipline Comes with a Price Tag5 Discipline is costly It demands a continual investment of time, energy, and commitment at the expense of momentary pleasure and ease. )iscipline means paying hours of practice to win the pri&e of s*ill. )iscipline means giving up short,term benefits for the hope of future gain. )iscipline means pressing on to excellence long after everyone else has settled for average. Discipline T'rns Talent to &reatness: 7hen you read about someone li*e +ic*ey +antle, you reali&e that too much talent can actually wor* against someone. Super, talented individuals can coast on sheer ability and neglect building the daily habits of success that will sustain them. -oet =enry 7adsworth Longfellow shared much insight when he wrote:
'66

The heights by great men reached and *ept , 7ere not attained by sudden flight, 2ut they, while their companions slept, 7ere toiling upward in the night. If you want to reach your potential, attach a strong wor* ethic to your talent. )iscipline 9ocuses on .hoices, <ot .onditions In general, people approach daily discipline in one of two ways. They focus on the external or the internal. Those who focus externally allow conditions to dictate whether or not they remain disciplined. 2ecause conditions are transitory, their discipline level changes li*e the wind. In contrast, people with internal discipline focus on choices. $ou cannot control circumstances, nor can you control others. 2y focusing on your choices, and ma*ing the right ones regularly, you stay disciplined. )iscipline )oes <ot 2ow )own to 9eelings 3s 3rthur 0ordon said, V<othing is easier than saying words. <othing is harder than living them, day after day. 7hat you promise today must be renewed and redecided tomorrow and each day that stretches out before you.V If you do what you should only when you really feel li*e it, then you wonXt build disciplined habits. 3t times, you have to act contrary to emotions. If you refuse to give into your lesser impulses, no matter how great they will ma*e you feel in the moment, then youXll go far. 7'mmary )iscipline is a matter of ta*ing total responsibility for your future. .hoose not to blame circumstances for the outcome of your life. .hoose to go beyond your natural talent. .hoose to ma*e wise decisions repeatedly. .hoose discipline as the path to your potential. 8ision5 0hats Love &ot to Do with 9t> 2y: Iohn .. +axwell 7here does vision come from8 =ow does a leader develop a clear vision for the future8 3t the earliest stages, the word VvisionV may be somewhat misleading, portraying vision as a picture that we can see. The birthplace of vision isnXt the mindXs eye, but the heart. In the beginning, visionaries are guided by passion not sight. They must feel their way in the dar* at first, and only through time do they gain a mental image of what the future could loo* li*e. Nision is what you want to do in life, not only what you thin* should be done. I can thin* of a thousand noble causes, but only a select few resonate with my heart. Nision begins as a compelling want or desire. The genesis of vision isnXt purely an intellectual exerciseJ it involves monitoring your passions. -assion generates vision, but I certainly do not recommend blindly following your heart. 7hen developing a vision itXs necessary to realistically assess your strengths, s*ills, and available opportunities. 9or example, I may aspire to sing on 2roadway, but if the sounds of my voice ma*es an audience cover their ears in pain, then itXs time to focus on another area of passion. )esire alone surely is not sufficient to develop a vision. $et, every vision starts with an emotional spar*. -assion 2irths Nision 3bility is not enough to enable us to reach our potential. ;pportunity alone will never get us to the top. @nowledge is a great asset, but comes up short helping us Vbe all that we can be.V :ven putting together a good team is not sufficient. -assion is the difference,ma*er. In my years of observing people, I have never seen an individual reach his potential without passion. =orst Schult&e, former .;; of the ?it& .arlton says: $ou are nothing unless it comes from your heart. -assion, caring, really loo*ing to create excellence. If you perform functions only and go to wor* only to do processes, then you are effectively retired. 3nd it scares me , most people I see, by age 5 , are retired... If you go to wor* only to fulfill the processes and functions then you are a machine. $ou have to bring passion, commitment and caring , then you are a human being.
'6C

7ithout passion we stop dreaming and settle for survival. 7e relinHuish heartfelt vision in exchange for security and comfort. ;ne team of researchers followed a group of ',611 +23Xs over a period of 51 years. 3t the outset of the study, the participants were divided into two groups, 0roup 3 and 0roup 2. 0roup 3, # percent of the sample, was composed of people who were embar*ing on a career path that they had chosen solely for the prospect of ma*ing money now in order to do what they wanted later in life. 0roup 2, the other '! percent of the sample, consisted of people who had chosen their career paths so that they could do what they wanted to do now and worry about the money later. The data showed some startling revelations: Q 3t the end of the 51,year period, '1' of the ',611 had become millionaires. Q ;f the millionaires, all but one , '11 out of '1' , were from 0roup 2, the group that had chosen to pursue what they loved. In summari&ing the research for his boo* 0etting ?ich $our ;wn 7ay, Srully 2lotnic* observed the following: V3 missing ingredient had to be present if someone was going to become rich: they had to find their wor* absorbing. Involving. :nthralling.V The success stories choose passion over predictable earnings. They had a vision for life beyond material riches, and ironically, they ended up generating the most wealth. .;<.L>SI;< To birth a vision, begin by paying attention to your areas of passion. 7hat ma*es you feel alive8 7hat matters the most to you in life8 7hat activities can absorb attention for hours8 )onXt worry about being able to see the whole picture immediately. 3s you loo* for ways to ma*e contributions doing what you love, eventually a picture will emerge in your mind of how you can shape the future. 3bout Iohn .. +axwell is an internationally respected leadership expert, spea*er, and author who has sold more than '( million boo*s. )r. +axwell is the founder of :O>I-, a non,profit organi&ation that has trained more than 6 million leaders in '5C countries worldwide. :ach year he spea*s to the leaders of diverse organi&ations, such as 9ortune 611 companies, foreign governments, the <ational 9ootball League, the >nited States +ilitary 3cademy at 7est -oint, and the >nited <ations. 3 <ew $or* Times, 7all Street Iournal, and 2usiness 7ee* best,selling author, +axwell has written three boo*s that have sold more than a million copies: The 5' Irrefutable Laws of Leadership, )eveloping the Leader 7ithin $ou, and The 5' Indispensable Oualities of a Leader. =is blog can be read at Iohn+axwell.com. =e can be followed at B$5 Together at the Top 3s they circle the globe on their #C1c Tour, >5 have grounds to boast. The Irish roc* band has sold nearly '61 millions albums, has won 55 0rammy awards, and has been inducted into The ?oc* and ?oll =all of 9ame. $et, for all of their accolades perhaps the most impressive achievement is that >5 have done it all together. 3voiding the Stereotypical ?oc* 2and Split =ow many times have we seen this cycle play out8 '. ?oc* band achieves fame 5. 9ame generates egotism #. :gotism leads to infighting ". Infighting provo*es an acrimonious split .ountless music groups shatter under the pressures of stardom. 3s their fame grows, individuals in the band assert their personal agendas more forcefully, and unity erodes. +ix in a little substance abuse, and you get the spectacular implosions common to roc*,and,roll bands.
'6!

>5 have avoided the stereotypical roc* band split by wor*ing as a team. LetXs dissect a few of the Hualities that have bound the band together since its formation in '(!C. .ommitment 2ased on +utual ?espect The bedroc* of any team is the relationships between its individual members, and >5 are no exception. .ertainly, the four self,assured showmen have had their artistic sHuabbles and personal conflicts. $et, the mutual respect shared by the members of >5 has enabled the band to remain intact after #1 years of ma*ing music together. 3s* >5 about the bandXs internal dynamics, and theyXll invariably point to the metaphor of marriage. In the words >5Xs guitarist and *eyboardist, :dge VIXm so close to the other three guys in this group that sometimes it feels li*e a marriage.V' )rummer Larry +ullen Ir. agrees, V7e donXt always li*e each other but we respect each other, and we love each other. +arriages donXt last this long.V5 7hile >5 may have their roc*y moments, at the end of the day any disagreements between them pale in light of their committed friendships. Inclusion of 3ll +embers -roducer 2rian :no notes another Huality binding >5 together: inclusion. >5Xs chemistry relies on their empathy and respect for each other, but also on something intrinsic to Irish society,the attempt to *eep everyone included...If somebody starts to feel theyXre not part of the process they are Huic*ly brought bac* in. >5 have that tribal attitude: if you get ill itXs not /ust your problem, itXs the problem of the entire tribe.# 3 prime example of the groupXs Zall for one, one for allX mentality can be seen through the personal crisis of bassist, 3dam .layton. 3t a concert in Sydney, 3ustralia in '((# .layton simply failed to show up. =is struggles with alcohol had rendered him incapable of performing. Such an inexcusable absence could have torn apart a less established group. 2ut, as 2ono puts it, V<o matter what scandal was happening, no one cared about the band in those moments. :veryone /ust cared about A3damB.V" 3s .layton grappled with alcoholism, his fellow bandmates rallied around him. In the long run, >5 emerged from the incident stronger than ever. 7e before +e The staying power of >5 has much to do with each individualXs decision to place group interests above personal agendas. 3s 2ono explains, VIndividual egos, as big as they may appear,and they may not be as big as they appear,are certainly subsumed to the band ego. ThatXs the real thing.V6 The performers comprising >5 recogni&e that theyXre better together than alone, an idea articulated by 3dam .layton,
'6

VInstead of thin*ing that the band is limiting we feel it is very free. ATogetherB we can do things that we canXt do as individuals.VC :dge concurs, VTo be perfectly honest, IXm not a solo artist. I need to find collaborators...I ma*e a lot of music on my own but no one ever hears. It /ust gets better when IXm wor*ing on it with 3dam, Larry and 2ono.V! ?efusal to Settle for -ast Success The reason so many bands get trapped in an era is that they find a style that wor*s and stop growing. >5Xs relevance has spanned three decades because they push themselves to evolve. They donXt rest on past success. 3s .hris 2lac*well observed, VThatXs the thing about >5. The band always feels li*e itXs coming, never that itXs arrived.V 7henever they feel their sound is becoming too recogni&able or too comfortable, >5 forces themselves to change, to find new ways of blending their talents. 3s a roc* band, >5 always have an element of creative dissatisfaction, and in many ways, this shared hunger is vital to the groupXs cohesion. >5 see no reason to cut ties with one another because, in their minds, they still havenXt reached their potential. Larry +ullen Ir. sums up this Huality: 7eXre never satisfied. 7e never feel li*e weXve made our greatest record. 7e always feel we can do better, we can be better, and thatXs constant. 3fter every record, we sit down and go, V;@, what was wrong with that8 7hat was right with it8V 3nd next time around, we fix it. 7e constantly do that, and thatXs why >5 survives. ( 2ono describes >5Xs demeanor as, Vhungry in a way that canXt be fed,V '1 and he spea*s often of the relentlessness and passion that pushes the band to excel. This drive and sense of unreached potential propels >5 forward while simultaneously lin*ing each musician together. S>++3?$ In an industry where bands combust regularly, >5 have stuc* by one another to achieve unrivaled success. +utual respect has laid the foundation for their longstanding musical partnership, and personal friendships have carried them through tough times. :ach band memberXs willingness to elevate the >5 brand above their own popularity has *ept the group unified. +eanwhile, a refusal to be content with prior accomplishments has compelled >5 to pursue change and push the boundaries of their artistry.

'6(