THE
21 irrefutable laws of leadership.
Author:
John
Maxwell.
Publisher: Thomas Nelson .
The
Big IDEA!
Principles
are laws that apply across different cultures,
generations,
and circumstances. John Maxwell, drawing lessons
from
his own experiences as well as those of other leaders', has
discovered
21 principles for leadership.
In
each chapter of the book, Maxwell describes each law as a tool
that
can help people succeed in business, church, sports, and
personal
endeavors. Anyone in any position, in any field, and in any
culture,
can learn and practice these laws to become a successful
leader.
The learning is made richer by real life illustrations that show
how the laws are practiced or violated.
1.
Law of the lid: Leadership ability determines a person's effectiveness as
a leader.
The
Lid represents the limit of our leadership abilities. Hard work, efficient
management,
and knowledge . only bring us so far. If the lid of one's leadership is
low,
then the potential for success is also low. The key, then, is not just to work
hard
on
achieving success but to work hard on raising one's level of leadership. The
results:
multiplied increase in effectiveness and higher potential for success for the
leader
as well as the organization.
Leaders
Who Lived Out the Law.
Before
Ray Kroc bought the rights to Mc Donald's franchises, it was a profitable
enterprise
efficiently managed by Dick and Maurice Mc Donald. The Mc Donald
brothers
worked hard and were geniuses in customer service and kitchen
organization,
but they were not leaders. Thus they failed to grow the franchise
business.
Kroc built up a team of leaders, made personal sacrifices, and
successfully
grew the Mick Donald's franchise business into the global restaurant
chain
that it is now.
Steve
Jobs of Apple Computer is another individual who had a high level of
leadership
and was able to bring himself and his organization to a high level of
success.
pointers
for Practice:
When
a company, a sports team, a church, or even a country is in a state of trouble,
check
the leadership. Chances are the leadership lid of its leader is low.
2.
The Law of Influence: A true measure of leadership is, influence, nothing
more, and nothing less!
Points
of the Principle:
John
Maxwell's favorite leadership proverb is, “He who thinks he leads, but has no
followers,
is only taking a walk.” Leadership is influence; without influence one
cannot
lead.
Leaders
Who Lived Out the Law:
Princess
Diana and Mother Teresa are two of the most influential persons who ever
lived.
Both had the ability to make things happen and to make the world take notice.
Princess
Diana started out simply as a spokesperson for fund-raising, but she grew
to
become more influential even after losing her title as wife of Prince Charles.
By her
influence,
she drew the world's attention to issues such as AIDS research and the
banning
of landmines.
Other
influential leaders are Maurice Saatchi, former CEO of Saatchi & Saatchi;
Lee
Iacocca,
former CEO and Chairman of Chrysler; and Bill Hybels, Senior Pastor of
Willow
Creek Community Church, the largest church in North America.
Five
Myths About Leadership:
1.
The Management Myth. Management
can maintain direction. Influential
leadership
is what changes the direction of an organization toward positive
change.
2.
The Entrepreneur Myth. People
may be buying what somebody is selling,
but
they are not necessarily buying into his leadership or vision.
3.
The Knowledge Myth. Mental
superiority does not necessarily equate to
leadership.
4.
The Pioneer Myth. The
one in front is not necessarily the leader. The
leader
is the one with the vision that people want to follow.
5.
The Position Myth. Maxwell
quotes Stanley Huffty, “It's not the position that
makes the leader; it's the leader that makes the position.”
3.
The Law of Process: leadership Develops Daily, Not in a Day.
In
the same way that we invest in the stock market, we should also invest in the
process
of becoming a leader. No one becomes a leader overnight. Even when
someone
is gifted with natural abilities, one still has to build one's collection of
leadership
skills. There are many facets to leadership, among which are respect,
experience,
discipline, and vision. To be an effective leader, one must develop these
facets.
Doing so takes time.
Leaders
Who Live Out the Law:
Successful
leaders should be learners-- continuously improving and building up on
previously
developed skills. Jimmy Carter is one leader who developed through
time.
He developed his leadership abilities and has now earned worldwide respect
as
leader of the Habitat for Humanity organization.
President
Theodore Roosevelt and heavyweight champion Joe Frazier are also
good
examples of individuals who believe in perseverance, preparation, and
continuous learning as factors for success.
4.
The Law of Navigation: Anyone Can
The
Law of Navigation is about seeing the trip ahead, charting a plan to get to the
destination,
and remaining focused on the vision. The leader is the one who sees
farthest
into the future, making him the best person to guide his followers. A navigator
starts
with a vision, and then knows what it takes to reach that vision, who they will
need
on the team, and what obstacles to anticipate and overcome.
The
size of the project does not matter. The size of the leader and his ability to
navigate
determine the accomplishment of a mission.
Leaders
Who Lived Out the Law:
Norwegian
explorer Roald Amundsen was the leader of the first group of explorers to
reach
the South Pole. He and his team succeeded due to his ability to navigate. He
developed
strategies in painstaking details assembling the best team, equipping
everyone
with the highest quality supplies and gear, considering every possibility,
and
planning for every contingency. As a result, the team reached the goal with very
minimal
problems.
In
contrast, the team of Robert Falcon Scott, wanting also to be the first to
conquer
the
South Pole, failed to be the first team and also suffered the fatal consequences
of
bad
planning and faulty leadership.
More
lessons on leadership were illustrated by the examples of General Electric
chairman
Jack Welch and by John Maxwell himself who navigated his church
through
a vision of building an auditorium.
Pointers
for Practice
Navigating
entails research of information, gathering of ideas from grassroots to
mentors,
balancing positive thinking with realism, and having a strategy for success.
These
strategies are summarized using an acrostic:
Predetermine
a Course of Action.
Lay
Out Your Goals.
Adjust
Your Priorities.
Notifi
Key Personnel.
Allow
Time for Acceptance.
Head
into Action.
Expect
Problems.
Always
Point to the Successes.
Daily
review your plan.
5.
The Law of EF HUTTON: When The Leader Speaks People Listen!
EF
Hutton is a financial services company whose motto was, “When EF Hutton
speaks,
people listen.” Regardless of who has title or position, the leader is the one
with
the power to command people's attention. The EF Hutton of a group can rally
people
to a cause. A leader should then be either the EF Hutton, the one to whom
the
group listens; or should learn how to identify the EF Hutton of the group, and
learn
to harness that person's power to get things done.
A
Leader Who Lived Out the Law:
Mother
Teresa, frail and diminutive in appearance, has the power to make world
leaders
listen. Aside from having founded a worldwide organization, she is also able
to
deliver a scathing speech that could have incited hostility among the audience
had
it
been delivered by a less respectable leader. But Mother Teresa commanded
respect;
when she talked, people sat down, stay put, and really listened.
Pointers
for Practice:
One
clue for identifying the EF Hutton, the real leader, in your group is to spot
whom
it
is that people look at when a question is asked. Here are other clues:
Positional
Leaders:
Speak
first.
Need
the influence of the real
leader
to get things done.
Influence
only the other
positional
leaders.
Read
Leaders:
Speak
later.
Need
only their own influence
to
get things done.
Influence
everyone in the room.
Seven
Key Areas that Reveal Leadership:
1.
Character Who They Are.
2.
Relationships Who They Know.
3.
Knowledge What They Know.
4.
Intuition What They Feel.
5.
Experience What They've Been.
6.
Past Success What They've Done.
7.
Ability What They Can Do.
6.The Law of Solid Ground: Trust is the foundation of Leadership.
Point
of the Principle
The
Law of Solid Ground is about having a foundation of trust, a necessary element
of
leadership.
Leaders
Who Did Not Live Out the Law
During
the Vietnam War, the leaders of the United States handled the situation very
badly.
President Johnson and Secretary of Defense Robert McNamara broke the
Law
of Solid Ground by being dishonest to the American People. This led to a season
of
mistrust and the destruction of their political careers and their reputations as
leaders.
Pointers
for Practice
Trust
is earned and maintained by:
1.
The leader's history of success
2.
The leader's competence, connection and character
3.
The leader's ability to face up to a mistake
4.
The leader's ability to put what is best for the followers and the organization
ahead
of personal agenda
7.The
Law of Respect: People Naturally Follow Leaders Who Are Stronger Than Them.
Points
of the Principle
The
Law of Respect works when people are compelled to follow somebody who is
stronger
than them. People have the instinct to recognize and follow leadership.
Leaders
Who Lived Out the Law
Illiterate,
underemployed, and possessing an unimpressive appearance, Harriet
Tubman,
was a respected leader because she was fearless, strong, and has helped
hundreds
escape slavery. People followed her because of her strong leadership.
Basketball
coach Dean Smith and John Maxwell exemplify this law. They inspire
respect
and loyalty among their followers.
8.
The Law of Intuition: Leaders Evaluate Everything With A Leadership Bias.
Points
of the Principle
Leaders
cannot rely on just facts. Great leaders have to have intuition. They have to
have
the instinct to see changes and plan strategies for facing those changes.
Intuition
can either be innate or developed. Always, it is a combination of natural
abilities
and acquired skills.
A
Leader Who Lives Out the Law
When
Steve Jobs went back to Apple Computer, he started by making major
decisions
that relied on intuitive leadership. His move to form a strategic alliance
archenemy
Bill Gates was an intuitive move that could have failed. But Steve Job's
intuition
worked, and that action improved business and increased the company's
stock
value.
Pointers for Practice:
Intuition
requires a reading of:
1.
The Situation
2.
Trends
3.
Resources
4.
People
5.
The Selves
Three
Levels of Leadership Intuition
1.
Those Who Naturally See It
2.
Those Who Are Nurtured to See It
3.
Those Who Will Never See It
9.
The Law of Magnetism: Who You Are is Who You Attract.
Points
of the Principle
A
leader attracts people who possess the same characteristics. People tend to
flock
with
people of similar:
.
Attitude
.
Generation
.
Background
.
Values
.
Life Experience
.
Leadership Ability
Leaders
Who Lived Out the Law
President
John F. Kennedy was a young idealist, and so he attracted like people.
Adolf
Hitler, also a very influential leader, attracted people who shared his rotten
values.
For these two leaders, their character drew in people who were just like
them.
Pointers
for Practice
Attracting
to your organization people of certain characters, backgrounds, and
qualifications
do not depend merely on the hiring process. It depends greatly on the
kind
of person and leader you are.
10.
The Law of Connection: Leaders Touch a Heart Before They Ask For a Hand.
Points
of the Principle
Great
leaders instinctively know that to lead successfully, they have to touch
people's
hearts. Moving people into action requires moving them with emotion.
Leaders
with the power of connection can reach out to individuals as well as
audiences.
Leaders
Who Lived Out the Law
Elizabeth
Dole is John Maxwell's pick for a leader with the power to connect. She is a
skilled
communicator with the ability to develop rapport with the audience. In the
campaign
trail, she projected warmth and approachability. She attracted and
inspired
followers.
Show
business and political personality Sonny Bono, Southwest Airlines CEO Herb
Kelleher,
and the charismatic Ronald Reagan knew how to touch people's hearts
before
they asked for their hands. They had the power of connection.
Pointers
for Practice
There's
an old saying, “To lead yourself, use your head; to lead others, use your
heart.
That describes the nature of the Law of Connection.
11.
The Law of The Inner Circle: A leaders Potential is determined By those Closest
to Him.
Points
of the Principle
The
strength of the people around a leader determines that leader's potential. No
matter
how good a leader is, that person has limits. His Inner Circle expands his
abilities.
A leader's role, then, is to surround himself with good people. He hires them.
He
develops them.
A
Leader Who Lives Out the Law
John
Maxwell relies on a strong Inner Circle to ably lead and manage his companies.
A
circle of personal friends and family members also help him accomplish all that
he
has
to do.
Pointers for Practice
Every
organization has an inner circle. A leader should bring in the following people
into
the Inner Circle:
1.
People with Potential Value Those Who Raise Up Themselves
2.
People with Positive Value Those Who Raise Morale in the Organization
3.
People with Personal Value Those Who Raise Up the Leader
4.
People with Production Value Those Who Raise Up Others
5.
People with Proven Value Those Who Raise Up People Who Raise Up
Other
People
12.The
Law of EMPOWERMENT: Only Secure Leaders Give Power to Others.
Points
of the Principle
A
good leader finds other leaders; builds them up; gives them resources,
authority,
and
responsibility; and then lets them go off to achieve. The opposite situation,
when
a
leader undermines his team members and creates barriers that people in his team
cannot
overcome, are violations of the Law of Empowerment.
A
Leader Who Lives Out the Law
Abraham
Lincoln was very confident in his leadership, that he was not afraid to select
diverse
cabinet members who could challenge him. He, not only, gave power to his
people;
he also took the responsibility for their mistakes.
Pointers
for Practice
There
are some common reasons why some leaders violate the Law of
Empowerment.
These are:
.
Desire for Job Security
.
Resistance to Change
.
Lack of Self Worth
Empowering
people also empowers the leader. The leader gets to achieve much
more,
and also becomes a better leader in the process.
13.The
Law of Reproduction: It Takes A Leader To Raise Up A Leader.
Primary
Point of the Principle
Leaders
are products of mentoring by other leaders. To develop and empower
leaders,
one must be a leader too. To continue to develop others as leaders, one
needs
to become a better leader too. Mentoring of leaders should be one of the
highest
priorities of a leader.
A
Leader Who Lives Out the Law
General
Electric Chairman Jack Welch, through his leadership, has produced at
least
20 CEOs for top American companies--a testimony to his ability to reproduce
leaders.
Pointers for Practice
Spend
time with the best leaders you can find. Remember that leaders who develop
leaders
should:
.
See the big picture.
.
Attract Potential Leaders
.
Create an Eagle
Environment
14.The
Law of Buy in: People Buy Into a Leader, Then Into a Vision.
Points
of the Principle
The
way the Law of Buy-In works is: “The leader finds a dream and then the people.
The
people find the leader, and then the dream.” The leader's credibility is very
important.
A
Leader Who Lived Out the Law
Mahatma
Gandhi changed his people's vision for obtaining freedom. He taught them
about
passive resistance in contrast to the more common approach violence. That
happened
because people were able to buy into him as a leader, and consequently,
they
bought into his vision.
15.The
Law of Victory: A Leader Finds a Way For His Team To Win.
Points
of the Principle
Victorious
leaders cannot accept defeat. So they plan their victory strategy and do
everything
to carry out the strategy.
Leaders
Who Lived Out the Law
Abraham
Lincoln, Winston Churchill, Franklin Roosevelt, and Nelson Mandela did
everything
in their powers to ensure victory. They never lost sight of the vision and
kept
fighting even at personal expense. Other than victory, there was no other
option.
No plan B. The outcome of this attitude has positively affected the current
state
of the world.
Three
Components of Victory:
1.
Unity of Vision
2.
Diversity of Skills
3.
A Leader Dedicated to Victory and Raising Players to Their Potential
16.The
Law of Big Mo: Momentum is a Leaders Best friend.
Points
of the Principle
To
steer a ship, it must first be moving forward. That illustrates the law of the
Big
Momentum.
Momentum is a powerful change agent.
Leaders
Who Lived Out the Law
Public
School teacher Jaime Escalente worked hard, and fought hard against
opposition
and other negative factors to bring about a momentum of positive change
in
his school. Through his leadership and the Big Mo, the school became one of the
top
3 inner schools in the entire United States.
Pointers
for Practice
“Only
a leader can create momentum. Followers catch it. And managers are able to
continue
it once it has begun.”
17.The
Law of Priorities: Leaders Understand that Activity is not Necessarily
Accomplishment.
Points
of the Principle
Prioritizing
is something leaders will always have to do to focus on and achieve goals. To
guide the leader in making or reordering priorities, he can use the 80/20
Pareto
Principle or answer the following questions:
1.
What is Required?
2.
What Gives the Greatest Return?
3.
What Brings the Greatest Reward?
Leaders
Who Lived Out the Law
Norman
Schwarkzkopf, Lee Iaccoca, Roald Amundsen, and Jack Welch understood
the
Law of Priorities. They recognized that activity did not equate with
accomplishment.
This focus enabled them to succeed in successfully reaching their
goals.
18.The
Law of Sacrifice: A Leader Must Give Up to Go Up.
Points
of the Principle
Leadership
and success have costs. Leaders are oftentimes faced with the need to
give
up their rights to think of themselves. Instead, they have to sacrifice for the
sake
of
the organization. Leadership requires sacrifice. Usually, the higher the
position,
the
higher the sacrifice.
Leaders
Who Lived Out the Law: Lee Iaccoca's sacrifices for Chrysler included
reducing
his annual salary to one dollar. And then, he requested other managers to
accept
a 10% pay cut. Soon after, the company turned around even if the economic
circumstances
were not favorable.
Martin Luther King paid an even higher price; he sacrificed his life