it's a distillation doesn't quiz them on their to-do list. [laughs] that's why i say...
TRANSCRIPT
Well,hello,everyone.Mygoodness.Havewegotatreatinstoreforyou
today.Wereallyhave.JohnMaxwellhasspenthislifeinleadership,studying
leadership,andhe'stakendecadesofleadershipmaterial,allthebeststuff
fromhiscareer,hislifetimeleadershipcontent,andhe'sdistilledallofthat
greatwisdomintothiswonderfulprogram,LeadershipGold.It'sadistillation
ofallofthatwonderfulknowledge.Andtoday,overthenext60minutes,
we'regoingtobelookingatsomeoftheverybestbitsofLeadershipGold.
Nowwhenitcomestostudyingleadership,there'snoonebettertostudyof
coursethanJohnMaxwell,noonebetteratall.Andwe'reallinthe
leadershipbusinessifyouthinkaboutitbecausegoodleadershipistheway
togettheverybestoutofyourself.Goodleadershipisthewaytogetthe
verybestoutofyourteam.Andgoodleadershipisthewaytogetthevery
bestoutofyourorganization.So,ifyouwanttoimproveyourresultsinany
area,thenIcertainlyhopethatyou'regoingtofindthissessionenjoyable,
informative,butalsoit'sgoingtobeimmediatelypractical,sothingsthatyou
canputintopracticerightawayaswegothrough.
Nowbeforewedigin[laughs]andmakeastart,ifwehaven'tmetbefore,
mynameisRoddyGalbraith,andI'maJohnMaxwellTeamfacultymember.
I'vebeenworkingwithJohnforagoodnumberofyears.I'vebeenstudying
himforalotlongerthanthat.Johnmentorsmepersonallyone-on-one.And
forthefirstpartofmycareer,myleadershipcareer,Iworkedinthecityof
Londoninthefinancesectorforsomeofthebiggestorganizationsinthe
- 1 -
world.AndI'verunteams-littleteams,medium-sizedteams,andsome
prettybigteamswith$30millionto$40millionayearbudgets.
So,I'veseenfirsthandjusthowmuchyoucanmessthingsup[laughs]if
somebodygivesyoualeadershiproleandyouhavenoideawhatyou're
doing.ButI'vealsoseenfirsthandjustwhatadifferenceitcanmakeifyou
takegoodleadershipphilosophy,goodleadershipprinciples,sound
leadershippractices,andyouimplementtheminanorganization.I'veseen
thedifferencethatthatcanmake.Andmygoodness,I'veseenjusthow
pleasedyourteamareifyoufinallybegintoworkout[laughs]what
leadershipisandthedifferenceitcanmake.
So,I'vereallybeenlookingforwardtothis,reallylookingforwardtodigging
intothiswithyoutoday.Nowbeforewekickoff,tohelpyougetthebestout
ofthis,itwouldbegreatifyoucouldletmeknowwho'slisteningandwhere
you'retuninginfrom.I'mwatchingitonthescreenaswegothrough,andit
wouldbegreattoknowwhereyou'retuninginfrom,whereyourcityis,your
country,andalsowhereyou'relisteningfrom.Howisthesound.Ifyoucan
hearmeloudandclearthenhitthewowfaceforme,wouldyou?That
wouldbereallyuseful.
Andifyoucan–ifit'sreallyclear,hitthewowfacetwice.[Laughs]Andifit
couldn'tbeanyclearerthenhititthreetimes.That'sgoingtobehelpful.
[Laughs]Thankyouverymuch.Okay.So,thisisgoingtobegreatstuff.
- 2 -
Whenitcomestoleadership,there'snoonebettertostudythanJohn
Maxwell,andthat'swhyit'sgoingtobegoodstuff.JohnMaxwellisthe
world'snumber-oneleadershipguru.Ifyouhaven'theardthatbefore,heis–
he'snumber-one,undisputedchampionofleadership.NowI'dheardthis
before,butitwasn'tuntilwewenttoGuatemalain2013thatIreallygota
senseforwhatagiantofleadershipJohnreallyisbecauseJohnhadsaid,
"Thepresident'saskedustocomein.He'saskedmetobringanarmy,bring
150-pluscoachestotransformGuatemala."AndIthought,"Didthe
presidentreallyask?Hemustbeverybusy.[Laughs]Doeshereallyknow
what'sgoingon?Ordidsomeonejustkindofputamemounderhisnose
andhequicklysigneditandthat'sit,he'sreallyprettymuchinthedarkapart
fromthat?"
NowIwasn'tquitesureuntilwegottothepalaceinGuatemala.AndI'm
sittingtherewatchingJohnside-by-sidewiththenation'spresident.AndI'm
watchinghimaddressthenationonnationalTVtellingthemthat
transformationiscomingtoGuatemalathrougheverydifferentstreamof
influencewithinthecountry.AndI'mlookingattheTVcamerasandI'm
lookingatJohnandlookingatthepresident,andI'mthinking,"Thisisabig
deal.Itreallyis.Thisisabigdeal."Andthentwoyearslater,samethingin
Paraguay,evenbigger;250-plusJohnMaxwellTeamcoacheswentto
Paraguay.
- 3 -
Nextyear,2018,we'llbegoingtoCostaRica-samething.Country
transformation.It'shuge,isn'tit?Whoelsedoesthat?Well,justincaseI
neededanymoreconvincingthatJohnwasthegiantofleadership,justover
ayearago,SusanandIwenttoAntwerp,BelgiumtoseeJohnspeak.AJohn
MaxwellTeameventwasorganizedtherethatwewerehelpingoutwith.
Duringthelunchbreak,wewentbacktothegreenroom,hadlunchwith
John,andIsaidto,"Oh,John,tellusaboutyouraudiencewiththePopelast
week.Howwasthat?Howdidthatgo?"Andhesaid,"Itwasamazing.Itwas
amazing."
Isaid,"Well,whathappened?Howdiditwork?"Hesaid,"Well,therewasa
groupofuswhohadanaudiencewiththePope,butonlyacoupleofushave
beenselectedtospeaktohim,toaskhimquestions.AndIwasoneofthose
whogottoaskhimquestions."Isaid,"Whatdidyouaskhim?"Andhesaid,
"Well,Ididn'tgetachance.HesaidheknewaboutourworkinGuatemala
andhewantedtoknowallaboutGuatemalaandhewantedtotellmejust
howimportanttheworkwasandhowimportanttransformationinthat
countrywasandhowitneededtostayontrack."
AndIsaid,"John,"youknow,bearinginmindwhoJohnis,"John,howdoes
thatfeeltohaveyourlife'sworkrecognizedatthathighalevellikethat?"
Andhelookedatmeandhelookedatmywife,Susan,andhesaid,"Itfeels
amazing;amazing."Andyoucouldseejusthowimportant,howmuchthat
meanttohim.Whodoesthat?[Laughs]Ifyoulookatotherleadersthatyou
- 4 -
mightsayareJohn'scompetition,orotherleadersinhissameballpark,I
don'tthinkthereareany.Otherpeopledon'tgetinvitedintotransform
countries.Theydon'tgetanaudiencewiththePope,andiftheydo,the
Popedoesn'tquizthemontheirto-dolist.[Laughs]
That'swhyIsay,Johnstandsalonewhenitcomestoleadership.Hereally
does.So,thisisgoingtobegreatdiggingintohisstuffinthisprogram,
LeadershipGold.We'relookingat50yearsofJohnMaxwell'sleadership
experiencedistilledintothisgreatprogram,26goldennuggets,26golden
leadershipnuggets,andwehaven'tgottimetogothroughthemall,sowe're
goingtobelookingattheverybestbits[laughs]ofLeadershipGold,orat
leastthebitsthathavemeantthemosttomeandresonatewithmeonmy
journey,whichIthinkisthebestwaytoshareinformationoften,isn'tit?
Now,someofyouaregoingtowantmore.We'renotgoingtobeableto
coverallofthenuggets.Maybewe'llcomebackatanotherpointintime.
We'lltalkabitaboutthatattheendandsee.Butsomeofyouprobablyare
goingtobesittingtherewatchingaswegothroughandsomeofyouare
goingtobethinking,"Howdifficultcanthisbe?Imean,I'dquiteliketodo
whatRoddy'sdoing.Imean,he'sgotJohnMaxwellTeamscripts.He'sgot
JohnMaxwellteamPowerPoints.Howdifficultcanitbetolookgoodif
you'resharinggreatinformationfromJohnMaxwell?IbetIcoulddothat.I'd
liketobethepersontogoandtakethatinformationtomyorganizationor
mychurchormyteamormycustomers,"whateveritmaybe.
- 5 -
Andyou'dberight.Youcould.So,ifthat'ssomethingthatinterestsyou,then
IpromiseI'llsavejustaminuteattheendandtellyouhow.Wemakeitvery
easyforyoutodothat.Ifyouwant,Iwillshowyouhowyoucangetmore
informationaboutthatattheend.Okay.Allright.So,let'slook–oh,one
morethingbeforewedigintothemeat.Ifyouhaven'tgotyourworkbook
yet,youcangoto[insertlinkorlocationoffreeworkbookorgiveaway].
That’sto[insertlinkorlocationoffreeworkbookorgiveaway],to[insertlink
orlocationoffreeworkbookorgiveaway],andfollowalong.Ifyou're
catchingthestreamnow,andyoudidn'tgettheworkbookbefore,now's
yourchance.Sogoto[insertlinkorlocationoffreeworkbookor
giveaway]andyoucangetitthere.
[Lane,Idon'tknowifyou'relisteningactually.Couldyouputthelink,attach
ittothevideosomehoworputitinthecomments,sothataspeoplejoinas
wegothroughthenthey'vegotanopportunitytoquicklygrabtheworkbook
anddownloadit?Thatwouldbegreat.Andactually,Lane,whileIthinkofit,
justincasepeopleonlyhave30minutesforlunchoranhourforlunchifwe
goafewminutesover,couldyouaddthelinktofindoutmoreaboutthe
JohnMaxwellTeamandhowtheycanjoinandteachmateriallikethis–
then,ifanyoneneedstoduckoutearly,they'renotpanickingbecausethey
haven'tgotit.Thankyouverymuch.]
- 6 -
Okay,nowlet'smoveon.Whyisleadershipsoimportant?Whyisleadership
soimportant?Well,probablyJohn'sshortestspeech–I'mprettysureit'shis
shortestspeechever…hewaswaitingtostandupandspeak,andatthelast
minute,hedecided,"I'mgoingtothrowoutmypreparedmaterialandI'm
goingtousemyintuitionandgowithadifferentspeech."So,whenhewas
introduced,hestoodupandhesaid,"Everythingrisesandfallson
leadership.Everything."Andhesatdown.[Laughs]Andthen[cheering]
everyone'scheeringandthatwasgreat.Well,ifyoureallywanttoimpress
anaudience,finishearly.It'sgoodadvice.Well,thatisaboutasearlyasyou
canfinish,isn'tit,butstillmakesagreatpoint.
So,"Everythingrisesandfallsonleadership,"isaquotethatJohn'swellwell-
knownfor,isn'tit?"Everythingrisesandfallsonleadership."Youmightbe
thinking,"Everythingrisesandfalls–"doesit?Yes,everything.What?For
everyone?Yes,foreveryone?Well,allthetime?Yes,allthetime.[Laughs]
"Everythingrisesandfallsonleadership."It'sthatimportant.
Maybeyou'resittingthereandyou'rethinking,"Okay,well,Ididn'treally
knowthatleadershipwasathing,butifit'sathing,whatthingisit?Whatis
leadershipthen?"AndthisisclassicJohn.Realsimple,realapplicable,easy
toapply;leadershipisinfluence.Leadershipisinfluence.Ifyoudon'thave
influence,youcan'tlead.Letmegiveyouanexample.Thisisfromthis
Sunday…honestly.Itwasmyson,Leon's,birthday.I'vegotfourkids.Leonis
- 7 -
numberthree.Hewasnine.Andwe'dhadagreatday.Thehousewasa
pigsty,7:00atnight,sowe'rejustgettingreadyforbed.
Isaid,"Okay,stop,everyone.Stop.Tidyeverythingaway.We'vegottoleave
thisplacealittlebittidybecauseweneedtonowstartgettingreadyforbed,
okay."Andwhatdoyouthinktheyalldo?Lookatmom."Dowereallyhave
tostopnowandtidyup?"[Laughs]AndSusansays,"Don'tlookatme.Your
dadjusttoldyoutoclearup,sostartclearingup."Andthentheystart
clearingup.
So,theydon'tpayanyattentiontome;inmyownhometheydon'tpayany
attentiontome.So,ifIdon'thaveinfluence,Ican'tlead,canI?So,no
influence,youcan'tlead.Ifyoudohaveinfluencethenyoucan.Thenext
questionthenis,well,howdoyougaininfluence?Yougaininfluenceby
valuingpeople;byvaluingpeople.Canyouvaluepeople?Yes,ofcourseyou
can.CanI?Canyou?Caneveryoneontheline,everyonetuningininthe
future?Wecanallvaluepeople,can'twe?
Itdoesn'tmeanthatwedo.Itdoesn'tmeanthatwenecessarilyagreethat
weshould.Butwecan;wecanallvaluepeople.Andbecausewecanvalue
people,wecangaininfluencewithpeopleandwecanlead.Whyisthis
important?Well,again,classicJohn.Peopledon'tcarehowmuchyouknow
untiltheyknowhowmuchyoucare.Theydon'tcarehowmuchyouknow.
Weallknowpeoplelikethis,don'twe,whoareokay.They'revery
- 8 -
knowledgeableinacertainarea.Theymightbeexperts.Theymightbereally
goodatwhattheydo.Butmygoodness,aretheyeverboring,orthey're
arrogantorthey'reabrasive.Andtheytalktoyouandyou'rejustlike,"Nope.
Iamsonotopentobeinginfluencedbyyou."Andyoudon'tevenwanttobe
inthesameroomwiththem.Andmaybe–youdon'twanttoevenhear
whatthey'resaying.You'drathersufferthantakeanyoftheirknowledge
anddoanythingwithitbecauseyoudon'tcare.Youdon'tcarehowmuch
theyknow.
Someofyoumaybesittingnexttothatpersonrightnowwhereveryouare.
[Laughs]Thatwillteachyoutogettherelate,won'tit?Weallknowpeople
likethis.Weallknowpeoplelikethis.Itreallydoesn'tmatterhowmuchthey
know.Wehavethechoiceastowhetherwe'regoingtoallowthemto
influenceus.Wehavethatchoice.Nowwhyisthisimportant?Andthisis
wherewegetrighttotheheartofwhyleadershipissoimportantin
everything.Thinkaboutthisquestion.Howmuchofyourpotentialareyou
usingrightnow?Howmuchofyourpotentialareyouusingrightnow?Think
aboutit.Don'tover-thinkitbutthinkaboutitwithoutover-thinkingit.It's
probablybestjusttogowiththatfirstkindofthoughtthatpopsintoyour
mind.Howmuchofyourpotentialareyouusingrightnow?
Infact,writeitdown.Ifyouhavetheworkbook,there'saspaceintherefor
youtowriteitdown.Youcanjustwriteit.Don'tletanyonesee.Keepitto
yourself.Justwriteintherewhatpercentageoutof100percentofyour
- 9 -
potentialdoyouthinkyou'reusing?We'regoingtocomebacktothatlater.
Infact,we'regoingtokeepcomingbacktoitbecausethisisthekey,asI
said,towhyleadershipissoimportant.
About26yearsago,Istudiedmartialartsforalongtime.I'dbeentraining
foraboutayearortwo,andIjustgottogotothehigh-gradeclassfor
kickboxingandjujitsuandmastery,andtheMastersaid,"Doyouwantto
takethewarm-up,Roddy?"AndIsaid,"Yes,yes."ItwasthefirsttimeI'd
evertakenthewarm-up,butIwasreadyandIwasgoingtogivethese
peoplethebestwarm-upthey'deverhad.[Laughs]SoIdid.Fourminutes
later,I'msweating,I'mhoarse,outofbreath,andMasterIancomesover
withhisclipboardandhesays,"Welldone,butwe'renotinthearmy."
[Laughs]Hesays,"Letmegiveyouatip.Peopledon'tliketobeshoutedat.
You'llgetmuchmoreoutofpeopleifyoudon'tshoutatthem.Theonly
reasonpeopleshoutatpeopleisbecausetheylacktheteachingskilltoget
theirpointacrossinanyotherway."So,hesaid,"Justrelaxalittlebit.And
it'sawarm-upanyway,sochillout."[Laughs]
Andit'strue,isn'tit?Ithought,"Yeah.That'sagoodpoint.Peopledon'tlike
tobeshoutedat."Soalwaysrememberthat.Nowformyfirstleadership
rolewhenIstartedout,IwasahardwaretechnicianinthecityofLondon
workingforthisSwedishpensionsfundcompany.AndIwasprettykeenand
itwasahugecompany,aglobalcompany.AndIthrewmyselfatitandwas
workingquitehardanditwasn'tlongbeforetheysaid,"Goodnews,Roddy.
- 10 -
You'vegotyourownteam."Andtheygavemeayoungguytorunaround,
evenyoungerthanme.Iwasayoungguy,andhewasareally,reallyyoung
guytohelpout.Sonowwe'reateamoftwo.AndIthought,"Thisisgreat.
ThisisjustwhatIneed.Nowwecanprovideaworld-classIThardware
supportservicetoourcustomers."Anditwasgoingtobegreat.
Andforthefirstweekorso,itwasokay.Hewasn'taskeenasmebuthewas
okay.Andthengraduallyheseemedtobedecidedlylesskeen[laughs]and
hewasdroppingtheoddballandbecauseitwasimportanttome,I'drun
aroundandI'dbepickinguptheballsthathewasdropping,andthemore
ballsthatIpickedupthemoreheseemedtodropandtheharderIworked
thelesshardheseemedtowork.Anditwastiring.Butbecauseitwas
importantIdidn'tminddoingalittlebitmore…soitkindofworked.The
peoplethoughtthattheywereprovidingareasonableserviceactually.
Now,ifwelookatwhat'shappeningthere,there'stwopeopleandthe
productivityfromtheircapacityoughttobefairlystraightforward.Iwas
probablyinitiallydoingabout60percentofflat-outandhewasprobably
doing20percentormaybeevenlessthanthatofflat-out.Andsotogether,it
wasn'tenoughtodelivertheservicethatIwantedtodeliveranditwasn't
theservicethatthecustomersneeded.Andso,whathappened?Ididmore.I
didalotmore.Ididalot,lotmore,andthat'showwemanagedtoprovide
theservicethatpeoplethought,"Yeah,thisisgood.Thoseguysprovidea
- 11 -
goodservice."ItwasbecauseIwasdoingalotmorethanhim.Iwasdoingall
theheavy-liftingreally.
ButIdidn'tmindbecauseIwastheleader.Iwastheleader.Thentheysaid,
"Goodnews,Roddy.We'reexpanding.You'reexpanding.Andyou'vegot
morepeoplenow.Sonowyou'vegotateamoffive."SoIthought,"Great.
Nowmydreamofaworld-classIThardwaresupportservicecancometrue.I
canreallynowprovideagreatservice.We'vegotoneweaklinkbutthere's
enoughofustocompensateforthat.It'sgoingtobegood."
Eachofthemkindofhadtheareasthattheyreallyenjoyedandtheywere
verygoodatthoseandtheyspenttimeinthose,buttheydidn'treallydo
anythingelse.[Laughs]Andsotherewerethesebiggapsopeningup
betweeneveryone,andmoreandmoreballswerefallingbetweenthegaps
andfallingdown,andIwastryingtorunaroundafterallofthemnowtrying
topickupalloftheseballs.Anditwasexhausting.Itreallywas.Iwas
workingvery,veryhardandweweregoingbackwards,notforwards.Iwas
tearingmyhairout.Itwasallrightupuntilthispoint[laughs]butnowitwas
anightmare.
Solet'slookthenatwhathappenedthere.Itwasn'tworkingformeandit
wasn'tworkingfortheorganization.Nowinthissituationwhereyou'vegot
twopeople,youcancompensateforaweakteammember.Ifthere'sjust
twoofyou,youcanworkharder.Youcanthrowyourselfatitinordertodo
- 12 -
that.Butasyourteamgrows,youcan'tjustworkharder.Youcan'tjustdo
thesameoldthings.Youneeddifferentskills.Youcan'tjustthrowyourselfat
it,andworkhardertocompensateforaweakteam,whenit’sanythingover
justoneortwopeoplereally.
So,Iwasstruggling.Itwasn'tworking.ButifIhaddifferentskills,ifIcould
justgetalittlebitmoreoutofeachofthem,thenthataddsuptosomuch
morethanIcandoonmyown.That'swhatIneededtodo,butIdidn'thave
theskillstodoit.
Nowifit'sevidentatthislevelwhenyouhaveasmallteam,andIdidn'tget
tothispointforanothercoupleofyearsinthenextorganizationImoved
onto,thenbythetimeyourteamgrows,you'vegotdirectreportsandthen
indirectreportsunderthem,soyou'vegotpeoplewhoreporttoyouand
thenpeoplethatreporttothem,andyou'retryingtogetresultsthrough
othersbutyou'retryingtogetresultsthroughotherswhoaretryingtogetit
throughotherswhoaregoingthroughothersandthroughothers.Ifit's
difficultwithdirectreports,it'smuchmoredifficultwithindirectreports.
ThereweredifferentskillstolearnthatIdidn'thave.Andthat'swhyitwas
suchastruggle.Sowhenwearetryingtogetthebestoutofateam,
differentskillsareneeded.Now,JohnsaysinLeadershipGold–[laughs]I
lovethis-ifallyouhaveinyourtoolboxisahammer,everythinglookslikea
nail.Doesn'tit?Becausewhereveryoulookyou'vegotyourhammerand
- 13 -
you'rejustgoingtosmashthesenails,andwhatevertheyare,they'renails
toyou.Theyjustneedsmashinginbecause,ifthat'stheonlytoolyou'vegot,
everythingneedssmashingwithyourhammer.
Inourbusiness,it’smywife,Susan,andI,andatthemomentshe'sreadinga
bookonbrandingthatsheloves,andtoher,that'sherhammer.Everything
wediscussneedsbranding,[laughs]branding.Weusethebrandingsystem
onthis.Weusethebrandingonthat.Everythingisbranding.Butforme,my
newbabyisFacebookLive,sowhateverwetalkaboutinthebusiness,Isay,
"Youknowwhatwecoulddo?IcoulddoaFacebookLiveforthat."[Laughs]
TomeitisdefinitelyFacebookLivethatweneedbecausethat'smytool.So,
whateveritis–ifyouonlyhaveahammer,everythinglookslikeanail.
Well,goingbacktomystory,atthispointinmycareer,theonlytoolIhadin
mytoolboxwasenthusiasm.So,allIcoulddowasthrowmyselfintoitand
workreallyhard.Anditwasn'tenough.Icouldn'tdoit.Theteamwastoo
big.Icouldn'tworkhardenoughtocompensateforateamofpeoplewho
wereunderperforming.
NowbeforeIgotthatpromotion,thatposition,mybossatthetimewholeft
shortlyafterthatandwasamentorofmineforyears,agreat,greatguy,and
reallygoodmentor,hesaid,"Idon'tthinkyou'rereadyforthis,Roddy."And
Isaid,"Iam.Icandoit."Hesaid,"Youcan't."Isaid,"Ican."Hesaid,"You're
strugglingwithoneperson,letalonemore.You'rejustnowbeginningto
- 14 -
realizethatthere'ssomethingelseotherthantechnicalskills.You'rejust
scratchingthesurfaceofleadership.Ithinkyouneedanotheryearbefore
yougetthisopportunityandweshouldfindsomeoneelse."Andhetoldthe
organization,theexecandtheCEOthatIwasn'tready.
Butbecausehewasleaving,theydidn'tpaytoomuchattentiontohim.
Instead,theCEOwentandspoketoaverygoodfriendofminewhoisalsoa
verygoodfriendofhis,andhewenttoherandsaid,"Doyouthinkwe
shouldgiveRoddythisopportunity?"Andshesaid,"Yeah,Ido."Andhesaid,
"Areyoujustsayingthatbecauseyou'refriends?"Andshesaid,"No."He
said,"Well,whydoyouthinkweshouldgivehimtheopportunitythen?"And
shesaid,"Becausehewillcampheredayandnight,allweekend.He'llbe
hereallthetimeifheneedstobecausehewon'tallowittofail.He'lldo
whateverittakestomakeitwork."Andshewasright.Iwould'vedone
whateverittooktomakeitwork.
ButIdidn'thavetheskillstodoit.AllIcoulddowasthrowmyenthusiasmat
it,toworkharder,andthatwasn'tenoughbecauseIdidn'thavetheskills
neededtogettheresultsoutoftheteam,whichiswhatittooktoprovide
theservice.That'swhatleadershipisallabout,isn'tit?Nowluckily,before
hemovedon,hesaid,"Ifyou'regoingtogivethisroletoRoddy,youneedto
sendhimonsometraining."Andhegavethema10-dayresidential
leadershiptrainingprogram.Hesaid,"You'vegottosendhimonthisasa
minimumforhimtoevenhaveachance."
- 15 -
AndI'llneverforgetthefirstday.Itwasagreat,greatprogram.Thefirstday
wegotthereandtherewastheguysittingatthefront,andthere's22
peopleinacrescentallsittingaround,andtheguywhoisleadingit,hesays,
"HowmanyofyouareinIT?"Twenty-twohands[laughs]upintheair.He's
like,"HowmanyofyouareintechnicalroleswithinIT?"And21handsgoup.
Andhesaid,"Ijust–Ijustdon'tgetyourguys'fascinationwithtechnology."
Hesaid,"Yougoontechnicaltrainingandsomebodyshowsyouhowtodo
something,andthenyoudoit,andtheysay,'That'sit.'Andthentheyshow
youthenextbitandyoudoit,andtheysay,'That'sit.Welldone.'Andthen
thenextbit."Hesaid,"It'smonkeysee,monkeydo.Monkeysee,monkey
do."[Laughs]
Hesaid,"What'sthefuninthat?Allittakesisattentionandanyonecando
it.Idon’tgetwhat'sfuninthat?"Hesaid,"Butleadership,leadershipis
resultsthroughotherpeople,andotherpeoplearen'tlogicallikecomputers
[laughs],likesoftware.Otherpeopleareemotionalbeings.They're
irrational.They'remotivatedfortheirownreasonsandyouneedtotryand
getresultsoutofotherpeople.There'samagictothatbecauseit'snot
simpleandeveryone'sdifferent.Youneedtounderstandpeopleandlike
peopletogetthebestoutofthem."Andit'ssorewardingandit'sbetterpay
thanjustaboutanythingelse.
- 16 -
Nowthatgotmyattention.[Laughs]SoIthought,"Right,that'sit.I'mdone
withtechnology.Maybemyoldbosswasright.Leadership,that'sit."And
thenIwaslikeareformedsmoker.Youknowhowyougivesomethingup
andyou'relike,"Ugh,you'renotstilldoingthat,areyou?"Iwasthatwith
technology."Leadershipisthewayforward,”Isaid,“Leadership."AndI'mso
glad,actually,thatitwentthatway,becauseitdoesmakeabigdifference.It
reallydoes.Anditisveryrewarding.
Sojustbeforehewenton,mybosssaidtome,"Whatyou'vegottorealize,
Roddy,andwhyI'mworriedaboutyouinthisrole,isthatyou'vegotto
realizethatleadershipisaskillsetofitsown.It'sadifferentskillset.It's
technicalskillsandyou'recomfortablebeinganexpertinyourareaand
you'revery,verygoodatwhatyoudo.Butyouneedtoletgoofthatif
you'regoingtomoveintoleadership.You'regoingtoneedtoembracea
newsetofskillsandyou'regoingtoneedtomoveintoanareawhereyou
knownothing,whateveryoumaythinkyouknowaboutleadingother
people.Andyouneedtoembraceanewskillset.Andmostpeopledon't
makethattransitionbecausetheyfeelsecurebeingtheexpertandtheyfeel
nakedlettinggoofeverythingthatgivesthemtheirsecurityandembarking
onanewskillset."
Andhesaid,"Ifyoudoit,you'llgoonandonandon,andlife'saboutthat,
isn'tit,lettinggoandembracingnewthings?Butmyworryisthatyou'retoo
attachedtotechnologyandyou'renotgoingtobepreparedtoletgoofthat
- 17 -
tomoveon."So,itwasvery,veryinteresting.AndthatwaswhyIstuckwith
him,wenttohavedinnerwithhimregularlyforyearsafterthatbecausehe
wastheonethatgotmetoseethatleadershipisaskillsetofitsownandI
wouldneedtoletgoofwhatIwascomfortablewith.Iwasreluctant.
[laughs]Ihavetosay,Iwasreluctant.Ittookalittletime.
Thethingis,mostcompaniesdon'tseeleadershipasaseparateskill.I've
seenthisoverandover,andI'msuremanyofyouhaveaswell.Most
companiesdon'tseeleadershipasaseparateskillset.Let'susethisteamas
anexample.Hereisthebighat–she'sthemanageroftheteam.She'savery
goodmanager.She'saverygoodleader.Andtheteamarehappy.Let'ssay
they'reaccountants.So,thisteamofaccountantsarehappy.Thetroubleis,
shegetsanotherjob.She'sgood.She'spoached.Offshegoes.
Nowtheteamofaccountantssay,"Oh,no,what'sgoingtohappen?What's
goingtohappen?Whatarewegoingtodo?"Bigbossmancomesalongand
says,"Don'tworry.We'regoingtopromotefromwithin.That’swhatwe’ll
do.Wewillpromotefromwithin."Andwhodoyouthinktheypromote
withintheteam?Thebestaccountant.[Laughs]Isn'tthattrue?Inmost
organizations,whensomebodyneedstobepromoted,whatdotheylook
for?Thebest.Who'sthebest?Who'sgotthemostskillinthisorganization?
What'sthetroublewiththis?Thebesttechnicians,thebestaccountants,the
bestexpertsoftenmaketerribleleadersbecausethey'reattachedtothe
technology,aren'tthey?
- 18 -
So,thesepeoplenow,thisteamofaccountants,haveanewpersonthat's
theirmanager,theirleader.Theyarethebestaccountant.Andthisperson
doesexactlythesamethingthattheydidbeforewhentheywereonthe
teamexceptnowthey'repaidmoreandtheydoitinanoffice.[Laughs]It's
true,isn'tit?Iknowsomeofyouhaveseenexactlythesamething.I'veseen
itoverandoveragain.
Sonowtheteamareunhappy.Andwhentheteamareunhappy,what
happens?Peopleleave.Whenthey'reunhappy,peopleleave,don'tthey?
Andwholeavesfirst?Thebestpeople,the10's,outthedoor,andthe9'sout
thedoor.Thebestpeopleleave,andthenthe8's.Andwhatdoesthatleave
youwith?Veryoften–notalways,ofcourse-butveryoften,thepeoplethat
areleftarethepeoplewhocan'tleaveorwon'tleave.Nowtheteamis
significantlydiminishedinstrength.Theleader'snothappy.It'snotlong
beforebigbossmancomesalong,"Youidiot.Itrustedyou.Givemethathat.
You'renotaleaderanymore.Getbackintheranks.There'sgoingtobesome
changesaroundhere.I'mgoingtotakecontrol.It'stimeforsomenew
blood.Let'sgetsomestrongteammembersin.I'vegottofindanewteam
leader."
"There.ThankgoodnessIwashere.Savedtheday."Whathappened?
[Laughs]Whathappened?Threeoftheteam'stoptalentleftthe
organization.Allthatskills,knowledge,andexperienceoutthedoor.Two
- 19 -
newpeoplecomein,probablyoverpaidforwhattheydobecausewe
neededtogetthemininahurry,andsimilarly,anewleaderfortheteam,
probablyanoverinflatedsalarybecauseweneededasafepairofhandsto
comeinandtakecontrolofthings.Andweusedupsomeofthebossman's
importanttimeorthebosslady'simportanttime.Andontopofallofthat,
thebestaccountantintheteamnowhasabadattitudebecauseoftheway
they'vebeentreated.
Coulditbeanyworse?[Laughs]It'strue,isn'tit?Allbecauseleadership
wasn'trecognizedasaskillandtechnicalexcellencewasconsideredtobe
thesamethingasleadershipwhenit'snot.Nowthisgreatbook,Leadership
Gold,coverswhatisleadershipdistilleddowntowhatyouneedtoknowto
reallymakeadifferenceasaleader.Twenty-sixgoldennuggets,twenty-six
chaptersonwhatittakes.So,we'regoingtolookatsomeoftheseandsee
howyoucanusethemeitherinyourorganizationasateammemberor
teamleaderorjustinyourlife.
Firstthingtoconsider:InChapter16,Johngivesawholechaptersayingthat
peoplequitpeople,notcompanies.Peoplequitpeople,notcompanies.Ifwe
lookatthisorganizationchart,thispersonhere,let'ssaythey'renothappy,
andifthey'renothappy,whataretheynothappywith?Thecompany.I've
workedincompanieslikethis,andI’msuremanyofyouhave,withlike
60,000,70,000employeesaroundtheworld,andyouhearpeoplesay,"This
company'srubbish."[Laughs]60,000employeesaroundtheworldand
- 20 -
they'resaying,"Thiscompanyisrubbish.Thewholethingisrubbish.This
companyisrubbish.Thiscompanydoesn'ttreatpeopleproperly.This
companydoesn'ttrainitspeople.Thiscompanydoesn'tlookafteritspeople.
Thiscompanydoesn'tcare."
Whenpeoplesaythingslikethat,whatdotheymean?Whatarethey
saying?Well,Johnsayspeopledon'tquitcompanies,theyquitpeople.Very
often,it'sbecausetheyhaveaproblemwithapersonintheorganization
that'stakenoutofallproportion.Andveryoften,whoisthatperson?This
personistheirlinemanager,theirleader,andtothem,thatperson
representsthecompany.Theremaybeabigcompanybehindthem,but
theycan'tseeit.It'sintheirblindspotbecausethey'rejustfocusingonthat
relationship.They'rejustfocusingonthatparticularleader,thatperson.So,
tothem,thatisthecompany.
Toyourinternalcustomers,toyourstaff,ifyouhaveanorganization,your
managersormiddlemanagement,dependingonhowbigitis,they
representthecompanytoyourpeople,toyourtalent.It'sinteresting,isn't
it?So,tothatperson,tothatlittlehatisthecompany,thebighatisthe
company–itgoesallthewayup,doesn'tit?Peoplerepresentthe
organization.So,whentheysaythiscompanyisrubbish,it'sareflectionof
theirrelationshipwiththeirlinemanagervery,very,veryoften.
- 21 -
Johnsays,"Peoplequitpeoplewhodevaluethem.Peoplequitpeoplewho
devaluethem."Nowtoturnthisaround,it'smorethanjustdevaluingthem.
Wewanttoactuallyvaluepeople,don'twe?Howsimplecanthatbeto
valuepeople?Rememberwesaidatthebeginningitisimportanttovalue
people.
Well,JohngivesagreatexampleinLeadershipGoldwherehetalksabout
thiscouplewhohavealong,happymarriage.Andsomebodysaystotheguy,
"What'sthesecrettoyourhappymarriage?"Hesays,"Oh,mywatch."
They'relike,"What?"Hesays,"Yeah,mywatch.Icarryitwithme
everywhere."Andhetakesthewatchoutofhispocket.Hesays,"Myfather-
in-lawgavemethiswatchwhenmywifeandIfirstgottogether."Andthen
heupandshowsit.Theresittingonthefrontitsays,"Saysomethingniceto
MaryLou."[Laughs]Isn'tthatgreat?
So,everytimehetakeshiswatchoutofhispocket,it’slikethis:"Oh,you
looknicetoday,dear.Oh,Ilikeyourhair.Newdress?Suitsyou!"Now,of
coursewewantittobegenuine,butveryoften,that'snottheproblem.It's
notthatwedon'thavegenuinecomplimentstogivetovaluepeopleandlet
themknowhowimportanttheyare,howwellthey'redoing.It'snotthatwe
can'tdothatwithintegrityandauthenticity.It'sthatwejustforget.We're
toobusydoingotherstufftoremembertobenice,toremembertobekind,
toremembertobuildpeopleup.
- 22 -
It'snotthatwe'redoingit–what'stheword–insincerely.It'snotthatifwe
doit,it'sinsincere.It'sthatwejustdon'tdoitatallbecausewedon'tthink
aboutit.So,it'simportant.I'llgiveyouanotherexample.We'vejustfinished
upGlobalYouthInitiative,wheretheJohnMaxwellTeammemberstake
JohnandNick’smaterialsandaregoingout.They'retakinggreatmaterial
likebullyingawarenessandhowtodealwithbullyingandstrongself-image,
thosetypesoftopics,greattopicsforkids…theyaregoingoutandholding
eventstoreachyouth.AndIthinkoverthelast13monthsfromthe2events
thatwe'vedone,we'vereachednearlyhalfamillionchildrenwiththose
fantasticcoremessages.
It'sgreat,isn'tit?So,duringthemonthwhenweweredoingthis,Iwas
encouragingpeoplethatIwasonthephonewith,"Goout.Doanevent."
AndIsharedsomethingthatIheardanotherspeakersaybecauseitwas
good.Hesaid,"Doyourealize,whenyou'retalkingtosomeone,whenyou
seesomeonenew,mostpeoplehaveneverbeentoldthey'respecial;never
beentoldthey'respecial.Isn'tthatsad?Mostpeoplehaveneverbeentold
thattheyarespecial.Andiftheyhavebeentoldthey'respecial,thenitwasa
longtimeago."
So,ifyouhaven'tbeentoldyou'respecial,you'respecial,andImeanthat.
[Laughs]Youandme,everyone,we'reallspecial.It'snotthatwe'renot
special.Weare.It'sjustthatweforget,andit'snicewhenpeopleremindus
thattheyseethatinus,thattheyseethatwe'respecial.So,Isaidtothe
- 23 -
coachesgoingoutanddoingtheseevents,youcouldbethatpersontotake
thatcoremessagetotheyouth.Youcouldgooutandyoucouldreach
maybejustonechildwhoreallyneedstohearthatmessage,thatthey're
specialandsomeoneseesmoreinthemthantheyseeinthemselves,
someonebelievesinthemandbelievesinthemmorethantheybelievein
themselvesWow,whatadifferenceyoucouldmake!Whataprivileged
positiontobeintobeabletodothat.
It'sepic,isn'tit?Well,it'sexactlythesameforalinemanager,forateam
leader.That'swhyleadershipissuchagreatresponsibilitybecauseyoucould
bethatpersonforpeopleonyourteam.Youcantellthem,"You'respecial
andIseeinyoumaybemorethanyouseeforyourselves.Iseeabrighter
future.YoIcanseethatyou'regoingtogrowandthengrowandyou'regoing
togobeyondyourcurrentroleandbeyondthatintoanotheroneandthen
beyondthatorganizationandkeepgrowingwithabetterandbetterlife
unfoldingforyou.”Youcanbethatvoiceofhopeforpeople.Whata
privilegetobeabletodothat!
Buttoooften,it'ssquandered,isn'tit,becausewedon'tthinkofit.Wedon't
realize.Somorethanjustnotdevaluingpeoplesopeopledon'tquit,valuing
peopleissoimportant.Wehaven'tgottimetogothroughalltheother
pointsunfortunately.Butjustthinkaboutthisforyourself.Whenwasthe
lasttimesomeonetoldyouyouwerespecial,andthenyourealizedhow
importantthisis?
- 24 -
Let'slookatthenextchapter,Chapter5,NeverWorkaDayinYourLife.This
isallaboutpassion.Johngivesawholechapteronpassion.Hequotes
ThomasEdison;"Ineverdidaday'sworkinmylifebecauseitwasallfun.
Enjoyedeveryminuteofit.Itwasn'tworkatall."Now,itdoesn'tmeanhe
didn'tworkhard,ofcourse,doesit?Heworkedhard.Butbecauseitwasfun
becausehewasworkinginsomethinghe'spassionateaboutheenjoyeditso
itdidn'tseeitaswork.Johnsaysfollowingyourpassionisthekeytofinding
yourpotential.
Followingyourpassionisthekeytofindingyourpotential.Now,[laughs]this
alwaysmakesmelaugh.HowardHendrickssaid:“Don'tputliveeggsunder
deadchickens.”Yourteam,yourteammembersandyourtalent,whenthey
areyoungandthey'rehungryandthey'vegotfireintheirbellyandthey're
goingtogoanddogreatthings,thelastthingyouwanttodoishavealeader
who'slifeless,dull,aloserasaleader[laughs]forthatteam.Thelastthing
youwantistoputthattalentunderdeadchickens.Don'tputliveeggsunder
deadchickensbecauseapassionlessleaderiscertainlygoingtoextinguish
anypassionthereisintheteam,aren'tthey?
No,wedon'twantthat.Wedon'twantdeadchickens.Whatdowewant?
Johnsays,"Well,theworldbelongstopassionate,drivenleaders,people
whonotonlyhaveenormousamountsofenergy,butwhocanenergize
thosewhotheylead."Isn'tthatgreat?Theycanenergizethosewhothey
- 25 -
lead.Theycandrawtheenergyoutofthepeoplethattheyleadtogetthem
tobealltheycanbe.LookatthisquotebyMartinLutherKingJr.Itisso
applicablehereandinsomanyways,somanyplaces."Ifyoucan'tflythen
run.Ifyoucan'trunthenwalk.Ifyoucan'twalkthencrawl.Butwhatever
youdo,youhavetokeepmovingforward."It'strue,isn'tit?
Nowweseepeople,allofus,andothers,theyseepeoplewhoareflyingand
theythink,"Ican'tfly."So,whatdotheydo?Nothing.[Laughs]Theycan'tfly
sotheydon'tdoanything.Theydon'tdothelittletheycando.Whatis
MartinLutherKingJrsayinghere?Ifyoucan'tfly,okay,run.Ifyoucan'trun
thenwalk.Ifyoucan'twalk,crawl.Butforgoodnesssake,dosomething.
You'vegottodowhateveryoucan.“Nomanmadegreatermistakethanto
donothingbecausehecouldonlydoalittlebit."Idon'tknowwhoitwas
thatsaidit,butitit'sgood,isn'tit?
Nomanmadeagreatermistakethantodonothing.Just'causeyoucan'tfly
doesn'tmeanthatyoucan'tdosomething.You'vegottodowhatyoucan,
andyou'vegottodoitwhereyouarerightnow.Itdoesn'tmatterifyou'rea
leader.Itdoesn'tmatterifyou'reateammember.Itdoesn'tmatterifyou're
onyourowndoingwhateveryouaredoing,bethebestyoucanbe.Dowhat
youcando.It'sallaboutpersonalgrowthandthrowingyourselfintothat.
Justbecauseyoucan'tdoabsolutelyanythingyouwant,itdoesn'tmeanthat
youcan'tdosignificantlymorethanyou'redoing.That'strue,isn'tit?We
- 26 -
canalldosignificantlymorethanwe'redoing.Andit'seasytolookat
somethingthatwe'dliketobeabletodo,butwecan'tdoorwecan'tdoyet,
andthink,"Oh,well,Ican'tdothat.What'sthepoint?”[Laughs]What'sthe
point?“Mightaswellnotbother.”What'sthepoint?Justbecauseyoucan't
doanythingdoesn'tmeanyoucan'tdosignificantlymore.
Johnsaysthekeytoreleasingyourpotentialisfollowingyourpassion;
followingyourpassion.Okay.So,thenextchapterthen,Chapter7,HowDo
YouFindYourPassion?Johnsaystogetinthezoneandstaythere.Thisisall
aboutyourstrengths-findingyourstrengths,workinginyourstrengths.
Getinthezoneandstaythere.Oh,thisissogood.[Laughs]It'sallgoodstuff,
butthat'sthethingwithJohn,isn'tit?It'sdifficulttodifferentiatebetween
onethingandthenextbecausethey'reallsogood.Butthisoneis
particularlyclever.Ireallylikethis.
Organizationsexisttomakepeoples'strengthseffectiveandtheir
weaknessesirrelevant.Welldone,FrancesHesselbein.Greatstuff.Make
theirweaknessesirrelevant.Isn'tthatclever?Becauseitdoesn'tsay,
"Organizationsexisttoeradicateweaknessesofpeople."No,itdoesn'tsay
that.It'snotthatyoucan'thaveweaknesses.It'slike,"Soyou'vegot
weaknesses,sowhat?Itdoesn'tmatter.That'sirrelevant."Isn'tthatnice?
[Laughs]Thatwedon'tneedtofixallofthethingsthatarewrongwithus?
Wecanstillmakeadifference.That'shuge.
- 27 -
Lookatthissimplegraphicalexample.It'sanotherdiagram.[Laughs]Iused
toworkforthishugeFrenchbankandtheycalledme,"DiagramsGalbraith,"
becauseIalwayshadadiagramforwhateverweweretalkingabout.That
wasmyhammeratthetime.[Laughs]Adiagram.Thatneedsadiagram,
anotherdiagram.Here'sanotherdiagram.
Sohere'stheirbighatwiththeirteamandthisteamisdoingstuff.Andinthe
book,JohntalksabouttheParetoPrinciple.NowI'mnotgoingtogointothis
indetail.Wehaven'tgot–ohmygoodness.Timeisflyingby,isn'tit?We've
got15moreminutes.I'mnotgoingtogointothistoomuch–wedon'thave
time.Butit'sbasically20percentofyouractivitiesproduce80percentof
yourresults.Youwear20percentofyourclothes80percentofthetime.You
probablysee20percentofyourfriends80percentofthetime.So,it'sthat
80/20rule,okay?
Googleitifyou'veneverheardofitorwe'llcomebacktoitanothertime
maybe.So,here'stheteam.Nowifyouworkinyourstrengthsbecause20
percentofyouractivitiesproduce80percentofyourresults,ifyouworkin
yourstrengths,thatmeansyou're16timesmoreproductive.Johnsaysthat
inthebook,andIthought,"Isthatright?"So,Ispentagestryingtoworkit
out.[Laughs]AndIdounderstandthis,Ipromise.Butwehaven'tgottimeto
gothroughit.
- 28 -
Somaybesomebodythatunderstandsthiscanjustexplainhowthatworks
inthecommentsifyou'reoneofthosepeoplethatunderstandsthat.Putit
inthecommentssothatpeoplecansee.Andtheniftheydo,everyonego
andlikeit,letthemknow,"Goodwork.Goodwork."[Laughs]
So,20percentofyouractivitiesproduce80percentofyourresults.These
peopleallhavedifferentstrengthsjustlikeinlife.So,Mr.Redisverygoodat
redactivities.That'swhyhe'scalledMr.Red.Mrs.Blue,youguessedit,is
verygoodatblueactivities.AndMs.Green,verygoodatgreenactivities.But
bighathasgotthemdoingabitofamixofeverything,andthat'sprobably
typicalformostorganizations,isn'tit?Butthat'snogoodbecauselikewe
justsaid,20percentofouractivitiesproduce80percentofourresults.
Wewanteveryoneworkingintheirstrengthzones.Nowifwelookata
breakdownofMr.Redandifwelookatthosedifferentstrengths,different
activities,Mr.Redisvery,verygoodatredactivities.Verygood.Won'tbe
longbeforehe'sworld-classatredactivities.Buthe'snotverygoodatgreen
andhe'shopelessatblue.[Laughs]Hopelessatblue.Whatifwetakethe
viewthat,“Comeon,you'vegottogrow.Bluetasks,that’sit,you'vegotto
getbetteratbluetasks.Thisisthelimitingstepforyou.You'relettingthe
sidedown.Wecan'thavethat.You'vegottogetbetteratbluethings.You're
adisgracetoyourunit.Getbetteratbluethings.You'vegottogetbetterat
bluethings.”
- 29 -
IfweforceMr.Redtoworkonblueactivities,howdoesthatmakehimfeel?
Itmakeshimfeelsad,doesn'tit?Aw.Andevengreenthinkshe'salittlebit
thenbutthatmakeshimsadaswell.SurelywewantMr.Redworkingonred
activities.Wewanthimworkinginhisstrengths,don'twe,becausehe'sso
muchmoreeffectivethere.So,wewantMr.Redworkingonredactivities.
NowthereasonIlikethatquotesomuchisbecauseshesays,"Wewantto
maketheweaknessesirrelevant,noteradicatethem.Wewanttomake
themirrelevant."HowdowemakeMr.Red'sactivitiesirrelevant?Wegive
themtosomebodywho'sgoodatthosethings.Givethemtosomebodywho
enjoysdoingthosethings.Doyouknow,mydadwastheaccountantforour
businessforyears,andwhenhediedaboutsixyearsago,sevenyearsago,
doyouknowwhatIthought?Biggestmistakeinmylife–well,maybeit'sa
bitofanexaggerationbutnotmuch.Ithought,"I'lldotheaccounts.I'lldo
theaccounts."
AndIstruggleddoingtheaccountsforthreeyears.Anditwasanightmare.
ButIthinkprobablythemostviciousargumentsthatSusanandIhaveever
hadwerearoundthetimeeveryyearwhenIwasdoingtheaccounts.Itwas
anightmare.Itwasreallyunpleasant.Itwasreallystressful.Andthebest
thingweeverdidwasgetaprofessionalaccountanttodothatareathatwas
obviouslyaweaknessforus.Andonceyou'vedoneit,youcan'tbelievethat
youdidn'tdoitalongtimeagobecauseit'ssucharelief.So,thethingsthat
youdon'tlikedoing,there'ssomeonewhoenjoysdoingthoseandthere's
- 30 -
someonewho'sverygoodatthose.Wecanmakeourteam'sweaknesses
irrelevantbygivingthemtopeoplewhoaregoodatthem,peoplewhoenjoy
doingthem.
Nowallofthesepeopleare16timesmoreproductiveandthey'realldoing
whattheyenjoy,andthat'sgoodforthemandit'sgoodfortheorganization,
ofcourse,isn'tit?Workingintheirstrengthzones,thatis.
So,Johnsaysfollowingyourpassionisthekeytofindingyourpotential,and
yourpurposeinlifeisalwaysconnectedtoyourgiftedness;yourgiftedness.
Followingyourstrengths,workinginyourstrengthzone.Nowwehaven'tgot
timetogothroughallofthese,butIfoundthisinabookacoupleofdays
ago,andIthoughtI'dhastilyputaslidein.AGalluppollof55,000workers,
andtheyfoundthat4attitudesarestronglycorrelatedwithhigherprofits,
whichisgoodobviously,isn'tit?Stronglycorrelatedwithhigherprofits.Look
atnumberone.Thepeoplefeelthattheyaregiventheopportunitytodo
whattheydobesteveryday.Everydaythey'reworkingintheirstrength
zones.Theyfeelliketheyhavetheopportunitytodotheirbestworkingin
theirstrengthzones.
NowiftheParetoPrincipleappliestotheindividual,anditdoes,thenit
appliestotheteamaswell.So,lookatthis.Thesearetheweakest
performersontheteam.Thesearethekindofmiddleperformers.Andthese
arethetopperformers.So,Pareto'sPrinciplesaysthat20percentofyour
- 31 -
peopleproduce80percentoftheresults;20percentofthepeopleproduce
80percentoftheresults.Also,20percentofyourpeopletakeup80percent
ofyourtime.[Laughs]Sowhenyoulookatitlikethat–who'sproducingthe
results?Thetoppeople,sothat'sobviouslyuphere.Butwho'staking80
percentofourtime?Hmm.
Who'shighmaintenance?Hmm.Whatdoyouthink?[Laughs]It'sthese
people,isn'tit?Theydemandalloftheattention.They'rehighmaintenance
andthey'repoorperformers.It'sahugemistake,althoughit'surgentand
they'recallingonyourattention,it'sahugemistaketoallowtheweakest
performerstotakeallofyourtimeandthenforyoutoignoreyourhighest
performerswhoarenotneedyandnothighmaintenanceandmoreself-
sufficient.It'samisallocationofyourresourcesbecauseyoucangetsomuch
morebangforyourbuckwithyourtopperformers.So,weneedtonotallow
ourselvestobedrawnintospendingallourtimewiththeweakestlinksin
theteam,thelowestperformersbecausewe'llonlygetatinyreturnforour
effortsthere,whereasthehighestperformers,ifwespendtimewiththem,
cangiveusenormousreturnsforoureffort.
Realquick–abitmoreresearch.Again,Ifoundthisacoupleofdaysagoand
Ithinkit'sworththrowinginhere.Thisisastudyofthedifferencemotivated
employeesmakesinlow,medium,andhigh-complexityroles.Andit
comparesamotivatedperson,sokindofthetop,totheaverage.Andinlow-
complexitytasks,themotivatedpersonproduces52percentmore;does52
- 32 -
percentmore;they're52percentmoreproductive.Okay.Forhighly-complex
tasks,it'sjustoverdouble;127percent.That'shuge,isn'tit?[Laughs]
So,amotivatedemployeeis127percentmoreeffectivethantheaverage.
Butifyoucomparedthemostmotivatedpeopleinthesamestudy,themost
motivatedpeopletotheleastmotivated,tothebottomperformers,thenfor
low-complexitytasksit's300percent,andformedium,1,200percent,and
forhigh-complexitytasks,itwastoolargetobeabletobemeasured.That's
huge,isn'tit?
There'snothingmorecompellingtosay,"Don'tspendallofyourtimewith
yourlowestperformers.Theymightbehighmaintenance,butyou'vegotto
findawaytostillspendtimewithyourhighperformers."
Okay.Let'scomebacktothiskeyquestion.Howmuchofyourpotentialare
youusingrightnow?Howmuchofyourpotentialareyouusingrightnow?
Let'slookatwhatitisformostpeople.Sohere,you'reusing–let'ssaythisis
you-you'reusingsomeofyourpotential,andthatisreflectedinyour
productivity.Okay.Whetherit'syouonyourownjustdoingyourthingor
whetheryouworkforanorganizationandyou'redoingitforthe
organization,thedegreethatyou'reusingyourpotentialisreflectedinyour
productivity.
- 33 -
Nowifyouworkforanorganization,thentheyprobablygaveyouacontract
ofsomekind,andinthatcontract,itprobablysaid,"Well,theseareallthe
thingsthatyouneedtodo."So,yourcontractualobligationsareall
documented.Yourjobdescription,ifyoulike,yourjobspecs.And,your
contractualobligationsarealsoreflectedinyourproductivity,aren'tthey?
Becauseyouneedtodothosethings.[laughs]Becauseifyoudon'tdothose
thingsthenthey'relikelytokickyouout,aren'tthey?So,youneedtodo
thosethings.They'reyourcontractualobligations.
Probablythere'sahighcorrelationbetweenyourcontractualobligations
andtheamountofyourpotentialthatyou'reusingandthereforeyour
productivity.So,youhavetomeetyourcontractualobligations,butthatmay
beallyou’redoing–mostpeoplearenotdoingtoomuchmorethanthat.
Theblueisalittlehigherbecauseyou'redoingalittlemorehereandthere.
Insomeareasyou'regoingalittleover,becauseyoudon'twanttogounder
toomuch.Ifyougounderthenthat'swheretheycankickyououtbecause
thatredlineisthelineoffire,isn'tit?Ifyoudon'tdeliveronwhatyou're
supposedtodeliverthenthey'regoingtogetridofyou.Andtheyshould,of
course.You'vegottodeliver.
So,yougooverthelinealittlebitbutnottoomuch.Now,thedownsideof
thisisthatitmeansyou'redoingthesethings.You'redoingthesethings.So
you'redoingjustenoughnottogetfired.Thinkaboutthat.You'redoingjust
enoughnottogetfired.Butthislineoffireisalsothelineofreward.So,
- 34 -
they'repayingyoujustenoughsoyoudon'tquitbecauseiftheydon'tpay
youwhattheysaidthey'regoingtopayyou,you'regoingtoquit.Sothey're
payingyoujustenough[laughs]tokeepyoufromleavingandyou're
workingjusthardenoughtostopthemfromkickingyouout.
Thatdoesn'tsoundlikeaveryhealthyarrangement,doesit?Andwhenyou
lookatthisthebar'snotveryhigh,isit?It'snotsetveryhigh.There'sallthis
bitabovethat.What'sthat?Well,we'recallingthisdiscretionarygoodwill.
Youcanchoosetodothisifyouwant.Youcanchoosetobringmoreof
yourselftotheparty.That'stheyellowbitontopthere.
Youcanchoosetoadditornot.Andifyoudo,itmakesanenormous
differencetoyouroutput,yourproduct,yourproductivity.Ifyoudon't,then
youprobablystillwon'tgetfiredbecauseyou'restillmeetingyour
contractualobligations,butyou'renotdoinganythinglikewhatyoucould
deliverifyoureallythrewyourselfatit.So,you'vegotallthisdiscretionary
goodwillthatyou'reprobablywithholdingfromyourcurrentemployeror
you'rewithholdingfromyourself.
Andthat'swhatwewanttogetout,isn'tit?Becauseifyoucanminethis,if
youcangetpeopletovoluntarilybringmoreofthemselvestotheparty,to
givemoreoftheirtalent,theirknowledge,theirskillsandexperience,ifthey
canvolunteermuchmore,theneveryonewins.Whoneedstogofirstinthis
scenario?Howdowegetthis?Howdowegetmoreofthis?Becauseinsome
- 35 -
organizationspeoplearesaying,"Well,iftheorganizationwantsmetodo
morethenthey'vegottopaymeforit.Iwanttoseethatfirst.Iftheywant
more,they'vegotplentyofmoney.Theyshouldpaymeforit."Andsothe
personwon'tdoanything,doesn'tdoanything.
Theycuttheirheadofftospitetheirface.Butthey'retheonesthatsuffer.If
you'renotdoingallyoucando,you'retheonethat'smissingout.Ithink
everyoneshouldbealltheycanbeallthetimeineverythingtheydo.We
shouldallthrowourselvesintowhateverwe'redoingbecausethebestway
togetthebestjoborthejobyouwantistomaketheverybestjobyoucan
ofthejobthatyouhave.Throwyourselfintowhatyou'redoing.Doittothe
verybestofyourability.Nevermindwhetheryou'regoingtogetimmediate
returnonit.Youwilleventually.
So,ifyou'retheindividual,yougofirst.Throwyourselfatyourjob.It'sall
aboutpersonalgrowth.Noonecantakethatawayfromyouand,ifyou
grow,it'sonlyamatteroftimebeforeeverythingchangesforyou.So,if
you'retheemployee,yougofirst.Giveityourallandmassivelyincrease
yourproductivity.You'rethemainbenefactor.
Nowifyou'retheorganization,yougofirst.[Laughs]Makeiteasyforpeople.
Helpthem.Talktothemaboutit.Drawitout.Whatdotheyneed?Get
peopleworkingintheirstrengthzones.Getpeopleworkingintheirgift
zones.Encouragethemtobringmorewillinglyandyou'llgetmuchmoreout
- 36 -
ofthemandthey'llenjoyitmuchmore.Everyoneenjoysitmore.It'sgood
foreveryone.
So,thisdiscretionarygoodwillisso,sokeyandit'slargelyun-minedinmany
organizations.Nowlookatthisstudy:25,000employees,39percentofthe
variabilityofcorporateperformanceisattributedtothepersonalsatisfaction
oftheemployees.Thatishuge,isn'tit?39percent?Iwasdealingwith
budgetsoftensofmillionsandwewouldworkreally,reallyhardforatenth
ofapercentbecauseitaddeduptomoney,halfapercent,Imeanone
percentwasgreatifwecouldsaveonepercentitwasanenormouswin.And
actually,thenitwouldbekindoflostintheroundingsitwouldn'tevenshow
up.Onepercentwasalottoaskbut[laughs]insignificantreallywhenyou're
talkingabout39percent.
That'showmuchdifferencethiscouldmake.Personalsatisfactionofthe
employees,39percentvariabilityofcorporateperformance.Nowlookatthe
nextbit.69percentofthevariabilityofthatpersonalsatisfactionwas
attributedtowhat?Thequalityoftheemployee'srelationshipwiththeir
manager.Ohmygoodness.[Laughs]Thatisnuts,isn'tit?Therelationshipof
anemployeewiththeirmanagerisresponsibleforthelarge,largeshareof
thatvariabilityofcorporateperformance.
NowIdon'tknowifsomeonecancheckthemathhereagain,putapostupif
youcan,but69percent,let'scallit70percentand40percent;47'sis28.Is
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thatabout28percent,27percentmaybe,27percentofthevariabilityof
corporateperformancecomesdowntothequalityoftheemployee's
relationshipwiththeirmanager.Mostpeoplehavenevereventhought
aboutthis,havethey?Thequalityoftherelationshipbetweenanemployee
andamanager.[Laughs]I'mjustbaffledbytheimplicationsofthis.
So,whenyoulookatanorgchartlikethis,asimplebighat,smallhat,anda
numberofpeople;it'snotbighat;it'snotsmallhat;it'snotthepeople;it's
notbighat'sboss;it'snottheCEO.Noneofthosepeopleiswheretheun-
minedgoldexists.It'sinthespacesbetween.That'swheretheopportunity
exists,thegoldisintherelationshipsbetweenthesepeopleandtheirline
manager,theirleader.That'swhyleadershipissoimportantbecause
leadershipisthegatewaytothetalentoftheorganizationwhenyoulookat
itlikethat,anditmakesabigdifferencetothebottomline.
Andmanyorganizationsaswe'vesaiddon'tevenseeitasathing.Theydon't
evenseeit.Theyexpecttechnicalskillsinaparticulararea,thingsthatare
perhapseasiertomeasure.Butit'sthespacesbetween.Peoplearecapable
ofmorethantheirorganizationalpositionsevergivethemthetoolsorthe
timeortheopportunitytodemonstrate.Wecandomore.Wecanalldo
more.Asleaders,we'vegottohelpourteamsdomorebecausewe're
capableofmoreandwe'renotgivingthemthetoolsandthetimeandthe
opportunitytodoit.
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That'sourresponsibilityasleaders.Greatestuntappedresourceinmost
organizationsisthediscretionarygoodwillofitspeople.Oh,bytheway,on
theteaserthing,IknowbecauseI'mEnglish,Ispellthingsweirdcomparedto
someofyou.IputanSin,didn'tI,fororganization.Sorryaboutthat.
[Laughs]I'msurethatprobablyannoyedsomeofyou,Englishspelling.Or
maybeyoudidn'tknowitwasEnglish.YoujustthoughtIwasnotverygood
atspelling,whichactuallyI'mnot,butwe'llsavethatforanotherday.
So,discretionarygoodwill.Lookatthis.Veryelegant.Thisisanelegantway
ofputtingitbyClarenceFrancis."Youcanbuyaman'stime.Youcanbuyhis
physicalpresenceatagivenplace.Wecandothat,can'twe?Youcaneven
buyameasurednumberofhisskilledmuscularmotionsperhour.Allof
thosethingsyoucando.Youcanlegislateforit.Youcaninsistthatthey're
done,andthey'llbedone.Soyoucanmeasurethat.Butyoucan'tbuy
enthusiasm.Youcannotbuyloyalty.Andyoucannotbuythedevotionof
hearts,minds,orsouls.Theseyoumustearn.Theseyoumustearn.”
Letmeaskyouaquestion.Whomustearnthem?It'stheleaders,isn'tit,
becausetotheorganization,tothetalentoftheorganization,theirleaderis
thatgateway.Theleadersarethecompanytothatperson.It'stheleaders
thatmustearnthosethings.Theleadershiprolesinanyorganizationareso,
soimportant.Howarewedoingfortime?Ohmygoodness.Itlookslike
we'regoingtogojustafewminutesover.Isthatokay?
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CanI–amIallrighttokeepgoingforanotherfiveminutes,say?Iknow
someofyouprobablyneedtoduckout.You'llbeabletocarryon.Butifyou
canmaybehitsomethingorpostsomething,ifthat'sokay.I'llkeeponeeye
onthefeed.Oh,okay,thankyou.Justacouplemorepointsandthenwe'll
wrapup.
Numbersix,thebestleadersarelisteners.Thisisimportant.You'vegotto
listentoyourselfifyouwanttoleadyourself.You'vegottolistentoyour
team.
Oneofthegreatestgiftsthatyoucangiveanyoneisthegiftofattention.
OneofthebestquestionsI'vefoundtoreallytapintopeopleandfindout
aboutthemis:“Whatdoyoudoinyoursparetime?”I'vehiredandfired
hundredsofpeopleovertheyears,loadsandloadsofinterviews,somebits
veryformal,butIfoundthemostinterestinginformation,themostuseful
information,cameevenbeforeitstartedorattheendinakindofchitchat,
sayingsomethinglike,"Well,whatareyoudoingtonight?Whatareyou
doingontheweekend?Whatdoyoudoinyoursparetime?Whatdoyou
enjoydoing?"Findoutaboutpeople'sinterestsbecausethat'showyouget
toknowwheretheirstrengthslieandthen,obviously,howyoucan
capitalizeonthem.
Thesadthingisthatbecausealotofpeopledon'tfindoutreallywhat
people'sstrengthsare,manypeoplereleasethemajorityoftheirpassion
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outsideoftheirwork;outsideoftheirwork.Andreally,that'satragedy,isn't
it?Wewantitreleasedinsideofwork.
Thischapteronleadingisallaboutthefollowers.Ifyoudon'thavefollowers,
you'renotreallyaleader,areyou?MaxDupreesays,"Thesignsof
outstandingleadershipappearprimarilyinthefollowers."Lookattheother
peoplefollowing.Greatleadersareabletopersuadeotherstogowiththem.
Otherpeoplechanging.Greatleadersinspirefollowerstohaveconfidencein
themselvesandtheybuildthatintheindividual.Arethepeoplegrowing?
Growthanddevelopmentofpeopleisthehighestcallingofaleader.
ThisiswhyIthinkleadershipisaresponsibility,andpeopleshouldn'tjump
intoaleadershiproleifyoudon'tvaluepeople.Youshouldn’tjumpinifyou
don'tlikepeople,ifyoudon'twanttogrowpeople,ifyoutakealeadership
rolejustbecauseit'stheonlywayyoucangetapayriseandthenbeadead
chickenabovethattalent.Youneedtobepassionate.Youneedtobe
interestedinpeople.Youneedtocareifyou'regoingtodothat.
So,leadersmustgetexcited,mustgetpeopleexcitedaboutsomething
they'veneverseenbeforeandsomethingthatdoesn'tyetexist.Another
diagram.[Laughs]Sohere'stheleader.Sheneedstogethercompanyunited
behindthisvision.Here'sthestrategythatwe'regoingtousetomove
peopletowardsthisvision.Here'sthepeople.We'regoingtogetthem
workingintheirstrengthzoneschargingforward,individualgoalsaligned
- 41 -
withcompanygoalstoachievethisvision.Wewantthemlivingtheir
passion.Butwedon'twanttosaytothem,"Followyourpassion."Andthey
say,"Great,Iwanttobeaflorist.Iwanttobeacandlestickmaker."[Laughs]
No,no,no.That'sgoingtobringoutMr.Angryagain.Whatareyoudoing?
We'vegottohavethemalignedwiththeorganization'sgoals.So,wewant
peopleworkingintheirstrengthzonesandwewantpersonalgoalsaligned
withthecompany'sgoalsofcourse,don'twe?
Nowatrulymeaningfullifeisgoingtoneedyouatyourverybest;youat
yourverybest.It'sgoingtotakeeverythingifyouwantameaningfullife,and
I'mguessingthat'swhatyouwant.That'sgoingtomeanreleasingand
realizingmuchmoreofyourpotential.So,let'slookatthatrealquick.
Whetheryou'reanindividualorateamleaderinanorganization,aleaderin
anorganization,itdoesn'tmatter.It'sthesamething.Youneedtobring
moreofyourselftotheparty.Thewaytogetwhereveryouwanttogois
fromwhereyouarerightnow.Youneedtobringmoretothetableright
nowdoingwhateveryou'redoing.Youdon'tneedtowaituntilyougeta
teamoruntilsomethingelse.Justthrowyourselfin.Findawaytobe
passionatenowbecauseyouneedtobringmoreofyourpotentialto
whateveritisyou'redoing.
I'mtalkingtome[laughs]aswellasyou,allofus.Weallneedtodomore
rightnowwhereweare.Weneedtoreachmoreofourpotential.Theway
- 42 -
toreleasemorepotentialistofollowourpurpose,tobeonpurpose,to
believethatwe'redoingsomethingthatmatters.Thewaytofindthatisto
followourpassion,tobepassionateaboutwhatwe'redoingtoreleasemore
passion.Andthewaytofindourpassionsistolooktoourstrengths.What
arewegoodat?Digintoourareasofgiftedness.Howdowefindourareas
ofgiftedness?Whatareweinterestedin?
Inourorganizations,weneedtolooktoourinterestsbecauseourinterests
willleadustoourstrengths.Ourstrengthswillleadustoourpassion.Our
passionwillleadustoourpurpose,andallofthatwillleadustoreleasing
moreofourpotentialsothatwecanbecomeallthatwecanbe.Andit'sthe
samefortheindividual.Youneedtolistentothatsmallvoicewithininorder
todothis,andfortheorganization,youneedtolistentothatsmallvoice
withininordertodoityourself,butthenyoualsoneedtolistentoyour
teamtofindoutwhattheirstrengthsandinterestsandpassionsareaswell.
Sohowmuchofyourpotentialareyouusing?Notenough.Youneedto
bringmoretotheparty.There'splentymoregasinthetankforallofus.You
needtobringmore–usemoreofthepotentialinyourself.Youneedto
capitalizemoreonyourcurrentposition,whateverthatis,becausethere's
lotsmoreyoucandowiththatifyoubringmoreofthatdiscretionary
goodwill.
- 43 -
Okay.So,tobringinthisinforlanding,I'msorrywe'vegonealittlebitover.
ButIneedtogettothislastbit.We’llbedoneinjusttwominutes.Iwantto
knowhowmuchofyourpotentialthatyou'reusingdidyouwritedown.How
muchofyourpotentialareyouusingrightnow?Now,IknowIsaiddon't
showanyone.Noneofusaredoinganythinglike–we'renotevenscratching
thesurfaceofthepotentialwehave.Sothere'snowronganswer.There'sno
badanswer.There'snoanswerthat'sgoingtogetyoufiredbecausewe've
allgotwaymorethanwe'reevergoingtousewhenitcomestopotential.So
howmuchofyourpotentialareyougoingtouserightnow?
I'mgoingtoaskyoutopostonthethreadonFacebookthenumberandthe
percentagethatyouwrotedown.Buttomakeitinteresting,justwait,we're
goingtogettheboystogofirstbecauseIwanttoseehowengagedyouare,
howseriouslyyou'retakingthis,howengagedareyou.Iwantyoutoputthe
percentagein.We'lldotheboysfirstonthree.Don'tbeshy.We'replaying
full-out,remember,soonthree.Typethepercentageofyourpotentialthat
you'reusingnow.One,two,three.Go.
Howmuchpotential?[laughs]it'stooexciting.Ican'tspeak.Howmuchof
yourpotentialareyouusingrightnow,guys?Okay,soputitinthere.Ifyou
seesomeoneandyousee,ooh,youcangoandlikesomebodyelse'sifyou
thinkthey'redoingwell.Putacommenton.Givethemsomelove.Send
themsupport.Letthemknowthey'respecial.
- 44 -
Nownormallythegirlsaremuchbetteratthesetypesofthings.So,it'llbe
interestingtoseenow.Girls,it'syourturn.Whatpercentageofyour
potentialdidyouwritedownthatyou'reusing.Ready?One,two,three.Go.
Didyoudoit?[Laughs]It'ssoimportanttodosomeresearch.Andwe're
goingtogettheglobalaverageofpotential.You'llbeabletocompare
yourselftotheglobalaverage.Thankyouverymuchfortakingpart.[Laughs]
Okay.So,we'regoingtowrapup.Butremember,atthebeginningIsaid,if
youwantedto–ifyouseeyourselfteachingthis-ifyoulookatmeand
think,"Icoulddothat.Hedoesn'tseemlikehe'sgotanyspecialtalentsor
abilities.I'msureifsomebodygavemethescriptandthePowerPointsand
taughtmehowtodoit,IbetIcoulddothat."Ibetyoucould,too.So,if
you'reinterestedinthat,thencheckoutwww.jmtinfo.com.Youcanfindout
whatitmeanstojoinaround18,000JohnMaxwellTeammembersaround
theworld,peoplejustlikeyou,lifegivingpeoplewhowanttomakea
difference.
You’llfeelrightathomeifthat'syou.Youcouldbethatpersoninyour
organizationbringingthisgreatleadershipmaterialtoyourpeopleortoyour
customersorwhatever.AndIhavetosay,sharingJohn'sgreatstuffisabout
themostfunyoucanhavewhilebeingatwork!Idon'tknowthere'stoo
manythingsbetterthanthat.I'veenjoyedthisimmensely,immensely.I
reallyhave.
- 45 -
Nowafterthis-thisisthelastthingandI'llletyougo.Afterthis,I'mgoingto
gotoJohnandMarkColeandI'mgoingtosay,"Itwentreallywell.Andwe
reallyenjoyeditandcanIdoanotherone?"Andthey'regoingtosay,"Well,I
knowyouenjoyedit,Roddy,butdidanyoneelseenjoyit?"AndI'mgoingto
say,"Yeah,Ithinkso."AndI'mgoingtoneedproof.So,ifyou'veenjoyed
this,putacommentupandhitthewowface.Hitthethumbsup.Puta
commentuptosaythatit'sbeenhelpfultoyou.Thisisthefirstonethat
we'vedonelikethis.Hopefullywe'lldosomemoreinthefuture,notjust
withme.There'slotsofpeopleintheJohnMaxwellteamwhocouldbring
yousomegoodstuff.AndintheJohnMaxwellCompanyaswell,thewhole
JohnMaxwellEnterprise,loadsofgreatpeople,lotsoftalentandlotsof
greatstuff.So,whatdoyouneed?
Ifthere'satopicthatyouwouldparticularlylike,Ican'tpromisethatwe're
goingtobeabletodeliverit,ofcourse,butitwouldbehandytoknow.So,
letusknow.WhatdoyouneedfromtheJohnMaxwellteam?Whatdoyou
needifwearegoingtogiveyouanotheroneofthese?Ifthisformatis
helpful,whichIhopeitis,thenletusknow.Okay?
Sothat'sallwe'vegottimefor.Ican'tbelievethishappenedsoquickly.
Thankyou.Thanksforjoining.Ineedtojustsayacoupleofquickthankyou’s
becauseputtingtogethersomethinglikethis,wellitdoesn'tjusthappen.It's
notjustmeinfrontofacameraobviously.Youlookatthebeautifulgraphics.
- 46 -
AndIdon'tdothose.Idon'tknowhowtodothose.Lanedoesthoseandshe
doesafantasticjob.Thankyou,Lane.
Andyou'rehere.Youdon'tjustcometoseeme.[Laughs]You'rehere
becauseScottandhisteamletyouknowthatwe'regoingtoprovidesome
information,sothanks,Scott,toyouandalltheteambecausethat'swhy
everyoneishere.AndyoulookatthetechnologyofhowI'mabletotalkto
youandreachyouwhereveryouarearoundtheworld-that'snotme.I
don'tunderstandthesethings.That'sLarryandhisgreatteam.So,thanks,
Larry,forallyoudo.
AndmewithmypenstraightandmyhairbrushedandSusanputtingon
somemakeupsoIdon'tlooktooshiny;that'smywife,Susan,soSusan,
thankyouforallyou'vedoneaswell,howpatientyou'vebeentobringthis
together.Butmostimportantlyofall,thankyoutoyouforfindingthetime
toinvestinyourselfwithsomeleadershiptraining.Ifyourbossletyouhave
thetimetowatchthisthenthankyoutoyou,Mrs.Boss,Ms.Boss,Mr.Boss.
Thankyouforfindingspaceforleadership.Thankyouforinvestinginyour
people.
That'sit.That'sallwe'vegottimeforsothankyousomuchforjoiningus.
I'mgoingtoreallyenjoygoingthroughthethreadnow.CheckouttheJohn
Maxwellteam,JMTinfo,ifthat'swhatyou'dliketodo.AndI’lllookforward
toworkingwithyousoon.Takecare,everyone.
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