john waxwell write up

8/13/2019 John Waxwell Write Up

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The Law of the LidLeadership Ability Determines a Persons Level of EffectivenessI often open my leadership conferences by explaining the Law of the Lid because it hepeople understand the value of leadership. If you can get a handle on this law, you will sthe incredible impact of leadership on every aspect of life. So here it is: leadership abiis the lid that determines a persons level of effectiveness. The lower an individuals abto lead, the lower the lid on his potential. The higher the individuals ability to lead, higher the lid on his potential. To give you an example, if your leadership rates an , thyour effectiveness can never be greater than a !. If your leadership is only a ", then y

effectiveness will be no higher than a #. $our leadership ability%for better or for worsalways 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 brothnamed )ic* and +aurice opened a small drivein restaurant in -asadena, alifornlocated /ust east of 0lendale. Their tiny drivein restaurant was a great success, and'("1, they decided to move the operation to San 2ernardino, a wor*ingclass boomtofifty miles east of Los 3ngeles. Their business exploded. 3nnual sales reached 4511,111In '(", their intuition told them that times were changing, and they made modificatito their restaurant business. They streamlined everything. They reduced their menu afocused on selling hamburgers. They created what they called the Speedy Service Systein which their *itchen became li*e an assembly line, where each employee focused

service with speed. The brothers goal was to fill each customers order in thirty secoor less. 3nd they succeeded. 2y the mid'(61s, annual revenue hit 4#61,111, and 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 thsmall restaurant on the corner of 9ourteenth and Streets in San 2ernardino, to seneon sign that said simply +);?0?S. )ic* and +aurice +c)onald hhit the great 3merican /ac*pot, but they never went any farther because their weleadership put a lid on their ability to succeed.The +c)onald brothers genius was in customer service and *itchen organi&ation. Ttalent led to the creation of a new system of food and beverage service. 2ut in '(65, whthey tried mar*eting the +c)onalds concept, their effort was a dismal failure. The reas

was simple. They lac*ed the leadership necessary to ma*e a larger enterprise effect)ic* and +aurice were good singlerestaurant owners. They understood how to rubusiness, ma*e their systems efficient, cut costs, and increase profits. They were efficimanagers. 2ut they were not leaders. Their thin*ing patterns clamped a lid down on wthey could do and become. 3t the height of their success, )ic* and +aurice fouthemselves 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 tstore, he had a vision for its potential. In his mind he could see the restaurant gonationwide in hundreds of mar*ets. =e soon struc* a deal with )ic* and +aurice, and'(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(, @

succeeded in opening '11 restaurants. 9our years after that, there were 611 +c)onaldIn '(C' for the sum of 45.! million, @roc bought the exclusive rights to +c)onalds frthe 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 tpersonal success without leadership ability brings only limited effectiveness. 7ithleadership ability, a persons impact is only a fraction of what it could be with goleadership. 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, youan Aon a scale from ' to '1B. Thats pretty good. I thin* it would be safe to say that t+c)onald brothers were in that range. 2ut lets also say that in leadership you
http://www.johnmaxwell.com/blog/the-law-of-the-lidhttp://www.johnmaxwell.com/blog/the-law-of-the-lidhttp://www.johnmaxwell.com/blog/the-law-of-the-lidhttp://www.johnmaxwell.com/blog/the-law-of-the-lid


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functioning as a '. To increase your level of effectiveness, you have a couple of choic$ou could wor* very hard to increase your dedication to success and excellence%to wtoward becoming a '1 in that area. Its possible that, with a lot of effort, you could ma*to that level.2ut you have another option. $ou can wor* hard to increase your level of leadership.raising your leadership ability%without necessarily increasing your success dedicationall%you can increase your original effectiveness a tremendous amount. Thats becauleadership has a multiplying effect. Ive seen its impact again and again in all *indsbusinesses and nonprofit organi&ations. 3nd thats why Ive taught leadership for m

than thirty years.Adapted From The 21 Irrefutable Laws of LeadershipThe Ten Commandments of Handling ConflictDI love man*ind its people I cant stand.E harlie 2rown, in harles Schul& timelcomic strip, D-eanutsEharlie 2rown had a point: relationships with other human beings are wonderful Ftheory. In reality, they can be difficult and messy. 2ut nothing determines our successlife as much as our ability to wor* with other people.3nd nothing is more messy in relationships than dealing with conflict. 2ut I believe thare both constructive and destructive ways to approach it. =ere are my top ten respons1 !bey the 1"1# Principle 7hats that8 D9ind the 'G that you agree on and give it

'11G of your effort.E7riter ullen =ightower said, DTheres too much said for the sa*e of argument and toolittle said for the sa*e of agreement.E The first and best response when conflict emergein a relationship is to actively search for the areas where you already agree. Its theHuic*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 lovehis opinions more than his friends will defend his opinions and destroy his friends. 9ocuson the relationship over and above the issue, and youll *eep the lines of communicatioopen.% &ive others the benefit of the do'bt Ive often said that to handle yourself, yo

should use your head. 2ut to handle others, you should use your heart. Its natural to dothe 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 defensivenesand allows you both to focus on solving the problem at hand.( Learn to be fle)ibleThomas efferson famously said, DIn matters of principle, stand li*e a roc*. In matters oftaste, swim with the current.E 3s* yourself two important Huestions: D)oes this reallyma*e a difference8E and D7ill I care about this tomorrow8E If you answer Dno,E thenperhaps you can compromise on your position.* Provide an escape hatch for the other person in the conflict $ears ago, intheir policy for dealing with angry customers, nterprise ar ?entals urged staff to Dnev

let the customer lose face.E Its tempting in a conflict to try to argue the other person ina corner, to try to force them to agree with you. 2ut its more realistic and effective togently persuade them, so they can compromise without feeling li*e theyve lost.+ Chec, yo'r own attit'des Its been said that if oe has a problem with -aul, and has a problem with @aren, and oe has a problem with Samuel, then maybe oe is theproblem. Is conflict a freHuent part of many of your relationships8 -erhaps its time to taa loo* in the mirror and see if your actions or attitudes are the cause of the recurringconflict.- Dont overreact 7hen conflict arises, its important to *eep it in perspective andreact appropriately. =ow big of an issue is it, really8 )oes your reaction match it in


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intensity8 If not, then you might be responding to an underlying issue or something fromyour past. I believe that when my response is more intense than the issue at hand, thenmy response is often about something else. Thats something I need to resolve withmyself.. Dont become defensive ontrary to how it ma*es us feel, most conflict is notdirectly about us. Instead, its a problem to be solved by two or more people. 3void theblame 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 othepeople, because theyre not /ust li*e us. They have different personalities, beliefs, and

desires, so there will be disagreements and misunderstandings. ?ather than running froconflict, or reacting with horror when it comes up, focus on resolving it together andma*ing it a learning experience. Its been said that conflict can give you either ulcers orunderstanding.1" Ta,e a ris,This is the hardest part. 7hen faced with the potential for conflict, wemay be tempted to disconnect and distrust. 7e thin* that will avoid pain. 2ut the realitythat everyone in relationship gets hurt. I made the decision a long time ago that I wouldrather ris* being hurt than *eep people at a distance. So I choose every day to bevulnerable 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 said about handling it. 2ut following them will help you approach conflict in a healthy a

constructive way, setting the stage to wor* together to find a resolution that allows bof you to win.0herever o' &o2 There o' AreTravel is a big part of my wor* now. 3nd no matter how heavy my schedule is, its nohardship because I get to connect with and pour into so many wonderful people. ;connection that I especially en/oy is oneonone, when I set aside time to chat and answHuestions before or after my teaching sessions.3nd theres one topic that is often brought up: writing. Specifically, people come up aconfide in me a desire to write. They want to *now how I became a writer, and mimportantly, 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 alreawritten. 2ut I betyou can guess what most people answer: D7ell, I havent really writanything yet.EDThen you need to start writing,E I explain. D$ouve got to start small and wor* up to Its the same with any endeavor. Ta*e leadership: $ouve got to start small and wor* upthat. 3 person who has never led before should start by attempting to influence /ust oother person. 3lready have some influence8 Then try to build a team. The *ey is to tathe next step, not focus on the step a mile ahead.$our dream may loo* unreachable. ;f course, you could give up in the face of that. ;r ycould be li*e a friend of mine who went bac* to school in her late "1s. D3t first I wdiscouraged,E she said. DIll be a 65yearold when I get this degree and start a n

career. D2ut then I thought about it.


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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 arebetter leaders than themselves.

3ccording to ohn +axwell inThe 5' Irrefutable Laws of Leadership, when a group firstcomes 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 aliwith and follow leaders stronger than themselves.

!When people respect you as a person" they admire you. When they respect you as afriend" 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 ahighlighting 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 arenot created e%ual.&

-eople with natural leadership ability draw others to them. =owever, relying strictly ontalent can be a downfall for leaders. If you recogni&e your natural abilities and hone thedaily, your organi&ation and followership will benefit.

$ 3espect for !thers!When leaders show respect for others'especially for people who have less power or alower position than theirs(they gain respect from others.)

-eople desire respect from those around them. If a follower is to be led, they willinherently 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 gainrespect from followers because of their willingness to stand alone on their values, despithe 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 iscorrect assumption. 9ollowers respect leaders who have proved themselves in the pastand 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 organi0ationwhen the going gets rough" and loo$ out for followers even when it hurts them" followerrespect them and their actions.

Todays culture is one of constant change and transition. Its a DmeE culture instead of a
https://www.johnmaxwell.com/store/products/The-21-Irrefutable-Laws-of-Leadership-(10th-Anniversary-Edition).htmlhttps://www.johnmaxwell.com/store/products/The-21-Irrefutable-Laws-of-Leadership-(10th-Anniversary-Edition).html


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DweE culture. 7hen team members commit to following a leader, they want to *now thathey are following someone who is in it for the long haul and for the benefit of the wholeteam. Loyalty to the organi&ation creates followers loyalty to a leader.

+ 8al'e Added to !thers!ou can be sure that followers value leaders who add value to them. And their respect them carries on long after the relationship has ended.

Leaders add value to an organi&ation and to their followers by serving those around the

7hen followers benefit from being associated with a leader, theyll want to advancealongside him or her. There is no doubt that people desire to win. 7hat better way to wthan with a leader you respect8

In evaluating these six ways to gain others respect, where do you see yourself8 $ou canevaluate how much respect you have as a leader by first loo*ing at who you attract andthen seeing how people respond when you as* for a commitment or change.- 4actors that 9nfl'ence 9nfl'enceDTrue leadership cannot be awarded, appointed, or assigned. It comes only from influenand that cannot be mandated. It must be earned. The only thing a title can buy is a littletimeeither to increase your level of influence with others or to undermine it.E'

Leadership is influence. ust because someone has a title, doesnt mean that person is aleader.

D7hen it comes to identifying a real leaderK The proof of leadership is found in thefollowers.E5

3n organi&ation is only as great as its people. 7ith many myths about leadership, peoptend to fall into the trap of managing their team without influencing them. They becomecomplacent with getting the /ob done, rather than growing the company and the peopleinvolved.

To succeed, we must stand as leaders in our organi&ations, regardless of position, andinfluence the influencers.There are several factors that can attribute to emerging as a leader. =ere, well detail othe seven factors highlighted in ohn +axwellsThe 5' Irrefutable Laws of Leadership.

1 Character : 0ho They AreDTrue leadership always begins with the inner person.E#

The character of a leader will filter into the entire organi&ation and its employees. 0reatcharacter will create potential for a great organi&ation. 2ut, it all begins with the leader

heart.$ 3elationships : 0ho They ;now D2uild the right *inds of relationships with the rigpeople, and you can become the real leader in an organi&ation.E"In your sphere of influence, you must develop deep, meaningful relationships that gobeyond seeing someone daily because you simply wor* in the same office. ?elationshipgrow loyalty, influence and ultimately the business.% ;nowledge : 0hat They ;now D7henever I was new to an organi&ation, I alwaysspent a lot of time doing homewor* before I tried to ta*e the lead.E6


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( 9nt'ition : 0hat They 4eel DLeaders see* to recogni&e and influence intangiblessuch as energy, morale, timing, and momentum.ECLeaders see past the obvious into realms that others cannot. This ability impacts theorgani&ation, as well as the people around them, as they can steer momentum down thbest path with the most reward.* E)perience : 0here Theyve


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people do what people see. In other words, we may teach what we *now, but reproduce what we are.

". onseHuences F ?eceiving the results of the seeds that we sow. ;ur longtesuccess is determined by what we do daily. 3nd the seeds we sow today have potential to multiply the harvest we reap later. Thats why sowing the right seedso important.

These four standards build upon each other. haracter, or lac* of it, influences choices. hoices have a direct bearing on our conduct. onduct helps determconseHuences we reap. 3nd onseHuences are a reflection of our character, choices a

conduct. These standards have been hammered out on the anvil of time and proven totrue. 7e can embrace these truths and leave a legitimate legacyJ or we can re/ect thtruths and leave a legacy thats lac*ing or lowly.How Do o' &et o'r 9deas Heard>?ecently, I was as*ed a Huestion that I hear pretty often.>sually the Huestioner is young, perhaps newlygraduated from school. Theyre almalways 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 yorgani&ation8 3re you frustrated because you cant get anyone else to see it F much ldo something about it8 +aybe youve /ust graduated from university and gotten your f

/ob. ;r perhaps youre a veteran wor*er, but newlyhired. ither way, it seems li*e a cr/o*e.3s a new member of the team,ou see things with fresh eyes4 you see problems that others might have /ust gotten usto. And if you*re young" you*re probably willing to ta$e on any challenge.BUTou*ve also /ust /oined an established group. 5o one $nows you" so you have credibility" no trust" no goodwill. ou may have wonderful ideas" but how do you imprthem on others37hat can you do to be heard8o' need to C!66ECT

2ased on the definition I used when I wrote6veryone 7ommunicates" Few 7onnect"Connecting is the ability to identify with people and relate to them in a way thincreases your influence with them.Thin* about it: 7here does change begin in an organi&ation8 7ith the people So yability to communicate and connect with others is a ma/or determining factor in increasyour influence. 3nd increasing your influence with them is your way of ma*ing chanhappen.=ere are some next steps to ta*e:

'. 8eep in mind that connecting re%uires energy.$ou must be intentional F not casuin your interactions. )evote the time and energy necessary, but );


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Leading !ther LeadersLeaders can only succeed if they are able to influence people at various levels in relatioto themJ above, below and sidebyside. Leadership is influence and every leader has topportunity to influence people at every level of a business, corporation or organi&ation3t The ohn +axwell ompany, we call this leading from the middle of the pac*$our ability to lead your peers is the difference ma*er in your ability to create an optimaperforming team. )epending on your position and the si&e of your company or team, ymay find that many people fall into this category. 0ood leaders lead followers well, onlygreat leaders lead other leaders well.

I have learned that you never reach a position that it is not important to learn how toinfluence peers and other leaders. This is as true for me as ; of The ohn +axwellompany 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 supporttheir idea and not try to compete with their ideas. I am a very competitive person, but have learned that competing with teammates can bring out the worst in everyone. I ammore effective when I leverage my wor* performance and commitment to complementiand enhancing their goalsMob/ectives. The team gets more complete ideas and myteammates are stretched.E)pand o'r Circle F very good leader increases their influence by meeting new peo

and establishing new relationships. 0reat leaders connect their networ*s and expand thnetwor* of their peers. Learn to networ* from an abundance mindset. Introduce yourteammates to your expanded networ* and loo* for ways to expose your peripheralrelationships to your teammates.Let the


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3s a leader, unity begins with you. $ou must find the dream in order to bring the tetogether. In teaching leadership, I encounter many organi&ations that are sufferbecause they have people in leadership positions that have never crystalli&edcompelling vision. The blind are leading the blind, and the organi&ation is adrift as a res%lac*ing any clear sense of direction.To rally a team around a common cause, you must see the vision clearly, say it constanand show it creatively. In my career, I have often failed at the second step, neglectingrepeat my vision enough. Im an activator, and I am constantly on the loo*out for the nchallenge. ;nce Ive communicated something, I expect that my people have caught

message, and I move on. =owever, followers need the vision laid out for them continuaven if communicating the vision seems boring or repetitive to me, I have to rememthat not everyone else shares my level of familiarity with it or my passion for it. 3lso, sinorgani&ations naturally experience turnover, I must share the vision regularly to masure that newcomers grasp it.The 8al'e of Bnity>nity is the glue that holds the team together, in part by reducing competitiveness amoits players. 7hen people share a common goal, they have the mindset of completing einstead of competing against one another. That is, they loo* for ways to ma*e the otperson better instead of trying to outshine one anothIn addition, unity to the vision increases accountability among teammates. )epend

upon each other for success, they mutually spur one another on to pea* performance.the same time, when a team is passionate about bringing its vision to fruition, members *now immediately when someone gets off trac*. 3 healthy team confroslac*ers and urges them to pic* up the pace or else to find another place to wor*.The Test of Bnity3s leader, the goal is to have our team members:

'. >nderstand the vision5. 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 a

cohesiveness of the team.=owever, all too often we dont even ta*e the first step of ensuring that the visionunderstood. Test your teams unification around a common vision by performing 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

lessB. ollect the cards and review them.

3emember5 its yo'r responsibility to transmit the vision clearlynot yoteams responsibility to decipher it from their s'rro'ndingsHis &ift @ade 3oom for Him

3lmost two years ago, on a trip to the 3frican continent, I was privileged to spea* in aTown, South 3frica. 7hile there, I received a very meaningful gift from my friend Sha2attleman: a visit and private tour of ?obben Island. If you havent heard of ?obben Islaand the prison that used to be there, you might have heard of one of its more famoprisoners:


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time as +andela. ;nce we entered the former prison, the doors were slammed shut Fgive us a sense of what it felt li*e to be loc*ed in. 7e saw the area where prisoners wissued a number and lost the use of their name, along with the censors office, whenews from loved ones was literally cut out of letters. +ost significantly, we visited


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Leader, we must lead those people well. Thin* within a broad context about how yourdecisions will impact the entire organi&ation. $oull prove you can move past managemeto leadership.* 9nvest in relationship chemistry D-eople wont go along with you if they cant gealong with you.E !3s a leader, our /ob is to connect with people. 7e must connect with those we lead, ourpeers, and those who lead us. In order to lead up, be a champion of what your leaderdesires.+


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1" Leadership 7tyles 6eeded for Developing a Leadership Team51F 8isionaryThe visionary supplies the team with its energi&ing dream. =e or she sefarther into the future than others, sees opportunities and threats more Huic*ly thothers, and sees bigger possibilities than others can imagine.$F Directional )irectional leaders point the way to the vision. They ma*e certain that team stays on the best road. 3s ohn 9. @ennedy said, Dfforts and courage are enough without purpose and direction.E%F 7trategic Strategic leaders evaluate the present situation and then gather resources needed at each stage of the organi&ations /ourney. They understand

process of getting from one step to the next. They have a wide field of vision, seeinnumber 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 thhappen. They set ob/ectives and then create metrics to measure performance. Thfocused leadership aids organi&ational efficiency.*F @otivational +otivational leaders firmly believe that people are an organi&atiomost valuable assets. They constantly encourage others, and they set a visible examfor others to follow. In addition, they *now the *eys to the *ey players. That is, thunderstand what drives the organi&ations primary influencers, and they use tinformation to provide personali&ed incentives to them.+F 7hepherding These leaders give extraordinary care to the players on the tea

Theyre easy to tal* to, and they have a *nac* for empathi&ing with others. They lead wthe heart and have a servant attitude that uplifts everyone around them.-F Team : b'ildingTeambuilders have an innate ability to see how people fit togetso that their strengths complement one another. These leaders possess strong relatios*ills and readily connect with their teammates. In addition, they have very little ego aare Huic* to highlight the accomplishments of others..F Entreprene'r ntrepreneurs are selfstarters who see ris* in terms of opportunThey value possibility more than security. >nafraid to fail, theyre resilient and boubac* from defeat more Huic*ly than others./F 3eengineeringThis style of leadership loves problems. They itch to clean up carnaand repair damage.


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=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$ing alongside you" thendon*t try to ta$e shortcuts or cheat the process. 2The leadership loop begins with cariF ta*ing an interest in people F and ends with succeeding F winning with people. In ordeto complete the loop, leaders must not s*ip the steps in between. Ta*e your time. -eopwith 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. & 9ororgani&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.%


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The 3is, TestLast time I wrote about the difference between good timing and procrastination, aincluded some tests you could apply to find out whether you were putting off decisiothat needed to be made.ust li*e there are two sides to every coin, there are two extremes when it comes to ta*action. -rocrastinators are at one extreme: putting off actions or decisions when threally should be ma*ing a move. 3t the other end of the spectrum is the impatient persone 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 ha

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*less83easonable 3ec,less

2uilt on Strategy=as Some +argin for rrorIs an xtension of 7hat $ou)o 7ellhallenges $ou

2uilt on =ope=as


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#. 7hen you freHuently come across old documents and todo lists that you havemissed in wee*s or months.

". 7hen items on your todo list continually roll over to the next day, wee*, or mont6. 7hen items get crossed off your todo list not because theyve been completed,

because theyre too out of date to be done.3merican entrepreneur Nictor @iam said, D-rocrastination is opportunitys natuassassin.E 3nd its true that putting off a decision long enough can often ma*e 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

procrastination.The @'rphys Test7hat could possibly go wrong8ould I handle the conseHuences83lbert instein said, DIn the middle of difficulty lies opportunity.E +urphys Law says thathings will go wrong. an you handle the worstcase scenario8 Is the opportunity worth price8 If yes, then it may be time to move.The Preparation Test3m I Aor are weB prepared to do this8ust remember that preparation is not necessarily *nowing all the answers or achievingconsensus. 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 abouC1, 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 waiting87ith good timing, a delay can actually increase options, either by providing moreinformation, or allowing new opportunities. =owever, if the passage of time will eliminata valuable option, it might be time to move.The Deadline Test 7hen is the best time to ma*e the right decision8onnie 0ersic* of the 3nderson 0raduate School of +anagement at >L3 did a study onthe impact of deadlines on decisionma*ing. =er data revealed that precisely midwaybetween the start of a pro/ect and the deadline is when people get seriously down to wo

7ithout a set deadline, that stage cant be reached. 2y setting a firm deadline, you movthe decisionma*ing process toward a conclusion.-rocrastination may relieve shortterm pressure. 2ut it often impedes longterm progresIf you tend to procrastinate, ma*e a conscious effort to apply the above Huestions to yodecisions. 3nd when the time is right, ta*e action. 3s im Stovall said, D)ont wait for allthe lights to be green before you leave the house.E


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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"

D#C1)egree Leaders get more out of their people because they thin* more of their people. The

respect and value them, and as a result, their people want to follow them.E # ncouragement fo

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, bu

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 help

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 wil

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

people they lead.E 69inding the right person for the right /ob can be tough. 2ut ta*ing the time to get the right peop

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

loo* at yourself and then ta*e action.

+ Transfer the vision D7hen preparing to cast vision, as*: 7hat do I want them to *now,

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, youllcreate 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 yo

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 hopethat it has been helpful to you personally and to your organi&ations ability to capture th6 things that are imperative to do day in and day out. I have en/oyed reading thepostings, watching your comments and being reminded of the importance of having apersonal and organi&ational ?ule of 6.3s I have traveled with ohn +axwell for the last '# years and watched the impact of Thohn +axwell ompanys ?ule of 6, I wanted to ta*e the last blog posting of the month ttal* about results. I am excited about this topic. I am passionate about it. I havewitnessed the results first hand Lets loo* at the impact when a person or organi&atio


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creates, implements and commits to a ?ule of 6.ClarityThe more defined you are in your pursuit of daily disciplines the greater clarityyou have on the things you should or should not do. 3ndy Stanley, author of Nisioneerinsays that larity of Nision is more important than ertainty of the ;utcome. 7hen youbecome clear on what you do each day, you will see the outcomes that you desire andmany times much sooner than you anticipated.Consistency Simplicity is the greatest ingredient in the formula of onsistency. 7henyou can Huic*ly and succinctly identify your daily disciplines, you have a greater chanceconsistently replicating successful days. The more The ohn +axwell ompany team

practices our ?ule of 6, the better we are at consistently representing our products andservices. This consistency is in both the freHuency of delivery and the team membersability to deliver.Competence 3s the saying goes Dpractice ma*es perfect.E It is simple, yet effective. Thmore you practice, the more you increase your odds for superior results. 7ith morepractice, your team becomes more competent. ;ur desire as leaders is to ensure that tcompetency is in something that is beneficial to the common goal of your team and theorgani&ations desired outcomes. 7e want to influence the teams competencies in adirection that impacts the entire organi&ation. 7e do this by providing daily expectationor habits that will drive toward the mastering actions needed to accomplish those goalsCharacter 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 ohn +axwell is his OP3sessions. In OP3, we get to hear his instinctive response to business, life, family andfaith. 3nd his response 3L73$S exudes leadership. 2ecause ohn +axwell practices hi?ule of 6 daily A?eading, 7riting, 9iling, Thin*ing P 3s*ing OuestionsB, the leadership hehas poured in, pours out, every time he spea*s. =is commitment to the ?ule of 6 hasgiven ohn a si&eable return on his leadership /ourney. =e has become LeadershipKhebleeds it, sleeps it, lives it 3


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Li*e rafting guides, leaders have the responsibility to loo* ahead, spot problems, ainform others of difficulties looming in the distance. 3dditionally, leaders tresponsibility for charting the course ahead. That is, theyre not only problemspotters also solutiongivers. 3n influencer leads others through rough terrain that they conever navigate on their own.3s a leader, you can always ma*e the trip faster by traveling solo. =owever, your goalan influencer isnt to be done first, but to have someone with you when you cross finish line. The most rewarding success is shared success.%F An infl'encer connects with people SingerMsongwriter oan 2ae& once comment

DThe easiest *ind of relationship for me is with '1,111 people. The hardest is with onIndeed, personal relationships demand large amounts of energy and commitment, and s*ill of connecting with people often represents the missing lin* for those in leaderspositions. 9or some reason, people in authority assume those below them are responsifor initiating contact. Their mindset is that, DIm the leaderJ others should come to m


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'#11 business executives, as*ing them to list five Hualities necessary to be a successupandcoming leader. '11G of the respondents ran*ed integrity in their top five, and !of the executives put integrity at the top of the list. In leadership, virtually ashortcoming can eventually be overcome. =owever, when leaders lose credibility account of a lac* of integrity, they are seldom entrusted with significant responsibiagain.$F 9nfl'encers aspire to n'rt're peopleThe length and breadth of our influence wothers depends on the depth of our concern for others. +any leaders love their title mthan 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 many peasant revolts that have occurred throughout its history. Typically, only thgenerations elapsed before the people once again rebelled against the group of peasawho had previously risen to the top. The lesson for me was how Huic*ly we forget howfeels I- create a strategic plan for daily tas*s and growth.EB9Ps 3'le of * is as follows5
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veryday we...'. Thin* 0lobally5. valuate ;ur Leadership Strategy#. reate ?esources". )evelop 3ssociate Trainers, -artners P )onors6. Train Leaders to Train Leaders

3 ?ule of 6 is more than a todo list. It is the 6 things that are ingrained in daily l3chieving them daily leads to success in purpose and vision. It *eeps you focused. Iessentially the essence of a strategic plan.

?+ost people allow their lives to simply happen to them. They float along. They wait. Threact. 3nd by the time a large portion of their life is behind them, they reali&e they shohave been more proactive and strategic. I hope that hasnt been true for you. If it hthen I want to encourage you to develop a stronger sense of urgency and prostrategmindset.E 'Today is a great day to ta*e charge and begin living life with a strategic mindset geatoward growth. 3ccording to ohn +axwell, much of his success for personal growth ahigh productivity is that he creates systems for everything. In DThe Law of )esignE chapof The 1, Invaluable Laws of ;rowth, he shares about the systems he has built for his ?of 6. ;verall, strategically planning and processing through each of the items in your ?of 6 can create great results for growth.

?7hat is a system8 Its a process for predictably achieving a goal based on speciorderly, repeatable principles and practices. Systems leverage your time, money aabilities. They are great tools for personal growth. Systems are deliberate, intentional, apractical. They really wor*regardless of your profession, talent level, or experience. Thimprove your performance.E 53s you begin to thin* through what systems you could implement in your own lremember that effective systems ma*e use of priorities. 7ithout recogni&ing what is mimportant, you may not accomplish the highest priorities, letting valuable time and effslip by.Instead, creating systems surrounding your ?ule of 6 F your priorities F will help you fuyour ?ule of 6 every day.

3s a team, were offering something to you. Its a contest, of sorts, with a valuable pri&e7'bmit yo'r very own 3'le of * in the comments below to enter to win The 9nval'able Laws of &rowth 3eso'rce ;it This includes The 1, Invaluable Laws;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 greven more 9rom all of the comments on this blog, we will randomly select one D?ule ofand announce the winner in the comments section below and on 9aceboo*andTwitter.So leaders, nows your chance to win 7hat is your ?ule of 68 omment below with yanswer to enter to win today0hy 9 Love E)change)o you remember how you felt on hristmas ve when you were a child8 If you were li

me you probably had butterflies in your stomach. $ou couldnt sleep because ofanticipation. $our dreams were full of images of what hristmas morning would be li*eTrust me, I still love hristmas and I get excited every hristmas ve. =owever, the nigthat I now most experience the hristmas ve DsymptomsE is the night before xchangexchange is a leadership gathering that ohn +axwell started '5 years ago. =is vision wto create an experiential learning event for senior level leaders that love leadership asmuch as he does. 7hat started with "( leaders in 3tlanta '5 years ago has grown to '5leaders and weve visited such cities as 7ashington )..,


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hands down, my favorite event that Ive ever been a part of. Im often as*ed what ma*xchange uniHue:QThe peopleF -eople who attend xchange have a passion for growth and leadershipThey want to ma*e a difference. +any of the fol*s that attend xchange have beencoming for years and ma*e xchange their personal annual leadership retreat. 3txchange our opening reception feels li*e homecoming, catching up with friends thatyouve made over the years through the annual gathering. ach year we introduce a neclass of people in xchange. This year the number is #1.


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5. 2uild your DimportantE list. This can be done in a variety of ways:a5+a*e a tolist for your day. Include everything that must be done that day, as well as items yaim to complete over time. or b5 7rite down a list of every thing you do tosuccessful. This can range from reading and writing to engaging with team memband building relationships.

#. ?an* the items in order of priority. If various items are similar, you can categorthem to help with the prioriti&ation process.

". =ighlight the top 51 percent of your priorities and ma*e a memorable list of 6 thithat 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 onwee*ends, and even when youre busy If you are still having difficulty creating your ?uof 6, see* input from those who *now you best and *now your role. Sit down with asupervisor and as* him or her to spea* into your ?ule of 6. ?egardless, the *ey is that thitems on your ?ule of 6 must be done every day and have to be simple enough to achieevery 5" hours.D7hether youre 51 years old or 61 years old, you and I in order to be effective really neto do the very best we can every day utili&ing our time, gifts and resources to ma*difference.E 5Leaders, what did you discover in the process of creating your ?ule of 68 7ed love to

hear Share with us in the comments below or on 9aceboo*or onTwitterusing thehashtag =3'leof*.RRRRR9nfl'ence 9nsights from the Life of Kac,ie 3obinson!A life is not significantB e=cept in the impact it has on other lives. ac*ie ?obinsonThe recent film, "5, tells the story of ac*ie ?obinson becoming the first 3frican3mericto play +a/or League 2aseball. The talent, bravery, and poise he displayed helped to brabout the desegregation of professional sports in the >nited States. In brea*ing the cobarrier in baseball, the life of ac*ie ?obinson offers valuable insights on the natureinfluence.

964LBE6CE 9679&HT71F Leadership is infl'ence +anipulating others, forcing people to do your biddiarbitrarily granting privileges to some people while excluding others%none of thbehaviors represents legitimate influence. I agree with =arry 3. ;verstreet, DThe vessence of all power to influence lies in getting the other person to participate.E 2ran?ic*ey, owner of the 2roo*lyn )odgers, bro*e down barriers to participation in a vmeaningful by inviting ac*ie ?obinson to tryout for his team. ?ic*ey leveraged 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 aconference, a man congratulated me. Dohn,E he said, Dit must be so exciting gettingspea* to thousands of people li*e you do.E =e was rightKin part. Leadership is extrem

gratifying, but its also incredibly burdensome to feel the weight of responsibility. ac?obinson must have been thrilled to be playing baseball on the sports biggest stage. $I cannot imagine the intense pressure he must have felt to perform well on behalfeveryone 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 ac*ie ?obinfirst came to the 2roo*lyn )odgers, some of the players circulated a petition threatento boycott the organi&ation as long as ?obinson was on their team. 3s the teams splayer, -ee 7ee ?eese could not remain neutral on the matter. =e *new everyone wobe loo*ing to him for leadership. )espite having grown up in thensegregated Louisvi@entuc*y, ?eese refused to sign the petition. In fact, when the )odgers too* an ea
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season road trip to incinnati, ?eese made a point to put his arm around ?obinson ipublic gesture of friendship and acceptance.(F 9nfl'encers add val'e to others ac*ie ?obinson gained influence on accountthe tremendous value he added to the )odgers baseball team. =e was a good hitter, sofielder, and his ama&ing speed on the bases made it incredibly difficult for oppospitchers to concentrate. The specific benefits he provided to the team opened the doorhim to have a broader influence on culture.* 9nfl'encing others is a choiceInfluence starts on the DinsideE and then spreads to the Doutside.E It comes about, not

a result of what happens to you, but due to what happens in you. 7hen you have decidwho you are, and what you stand for, then its far easier to have positive influence. 2efever setting foot in a +a/or League baseball stadium, ac*ie ?obinson made a commitmnot to retaliate to any taunts or insults. =aving predecided how he would conduct himson the field, ?obinson later was able to maintain his composure despite the vicious raslurs heaped upon him.There are people whose feelings and wellbeing are within our influence, and we will neescape that fact. 7ho are you responsible for as a leader8 In what ways can you add vato their lives8 I invite you to share your thoughts on how to successfully manage tburdens associated with leadership.@onitoring @otivation

*+hat,s my moti"ation%( Thats the Huestion crossing our minds when the alarm goff at C:11 in the morning. Thats the Huestion we pose to ourselves at the office when cloc* rolls past 6:11 pm and there is still wor* needing to be done. 3t some point, leaders must consciously face the Dmotive HuestionE%7hy am I doing what I am doin7hy do I want to lead, really8 7hy do I desire influence8xperience has taught me that why we do something will ultimately determine what do. 3ction flows from intention. 9or this reason, its imperative for us, as leaders,regularly evaluate our primary motivations.;ur motives have as much to do with accomplishing our mission as do our gifts atalents. 2ono, lead singer of >5, recalls a time when he and his bandmates as*ed, Dwe relax8E following their early commercial successes. In that moment, he pushed

group to continue its Huest to be relevant. DIf youre /udging where we are by what can afford to buyU, its a dangerous measure. I /udge where we are by how close I amthe melody Im hearing in my head, and how close are we to what we can do as a bandreali&ing our potential.E >5s longrunning influence has perhaps been driven as muchthe groups passionate drive to reach its potential as by its musical genius. -eople cperceive wrong motives in their leaders, given enough time. That is, any gap betweeleaders stated reason for acting and the actual source of their behavior eventually comto light. sually, character serves as a corrective for misplaced motives. Thatwe tend to bring motives into alignment with who we are on the inside.


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3E4LECT53s a leader, you li*ely are driven by one or two of the following motives. xamine theand respond as honestly as you are able. ?ate yourself on a scale of ''1, with Dindicating low motivation and D'1E representing high motivation.


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5. D+a*e a list of everything you li*e about personal growth. If your list is very shreally wor* at it. 3nything you can find as motivation will help you to develop betgrowth habits.E "

#. DThe more whys you have for pursuing personal growth on a daily basis, the mli*ely you will be to follow through. Start compiling those whys. Thin* of immedibenefits as well as longterm onesK 3ny reason to grow is a good reason as longits 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, yodedication to your family8 7ed love to hear. Share with us below or on 9aceboo*orTwitterusing the hashtag: =3'leof*9inally, chec* bac* next wee* as we wal* through steps and guidelines to create your o?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 ohn +axwell ompany is that we want to Dlive othe principles ohn teaches. ;ne that has been paramount to ohns success is consistent practice of the D?ule of 6E.The ?ule of 6 is simply a series of activities that you doE8E3 DAthat are fundamento your success. 9or ohn, his ?ule of 6 are as follows: every day he reads, every day

files, every day he thin$s, every day he as$s %uestionsand every day he writes.3s an executive team, we set out to determine our ?ule of 6 for The ohn +axwompany. 7e had indepth conversations about the daily disciplines that everyone in organi&ation could contribute to, and when done consistently over time, would allow usaccomplish our organi&ations vision of inspiring, challenging and eHuipping leaders to out leadership.So, here is our ?ule of 6 that we see* to practice E8E3 DA at The ohn +axwompany:

LeadF 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 worldclass leadership resources and

experiences. E)cel F 7e chase excellence in all we do. 7erveF 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 aminds 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 creaa branded miniposter, framed it for team members and as*ed them to *eep ittheir des*s. ach team member can easily access our ?ule of 6 every day at thdes*s.

7e created a recognition game for two wee*s that whenever a teammate s

another teammate exemplifying one of our ?ule of 6 characteristics, they senshort, companywide email recogni&ing the person and how they lived out the ?of 6. The good news was that this exercise Huic*ly helped our team remember ?ule of 6. 3s a bonus, it was a morale booster as teammates continually praieach other. ;verall, it was an incredible exercise that Id recommend evcompany do.

4ollowing are a few s'ggestions on how yo' can 'se a 3'le of * within yoorganiJation5

3s* yourself daily if youve lived out the ?ule of 6. 3t the end of each wor*daloo* at our ?ule of 6 and as* myself D=ow well have I lead today8 =ow have I gro
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myself and our business today8 7hat have we created today8 =ave I executed wexcellence today8 3nd finally, who have I served today8V

3s you ma*e strategic organi&ational decisions, ma*e sure that they align with y?ule of 6. If they dont, why not8 ould it be that you have the wrong ?ule of 68 is the decision that youre loo*ing to ma*e moving you away from the ddisciplines and practices that ma*e your organi&ation successful8

+easure your teams performance by how well they practice the ?ule of 6. +a*a part of the conversation during your employee reviews and reward employees wconsistently 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 challeyou 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 yown ?ule of 6. Share with us your ?ule of 6 and any best practices that would be helpfuothers as they develop their own by posting a comment below, on our 9aceboo*,Twitterusing the hashtag: =3'leof*9f yo' dream it2 we can help yo' achieve itDo yo' have a dream>7e as*ed our community this Huestion last )ecember givone leader the chance to have their dream fulfilled by The ohn +axwell ompany. 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,

faculty leader at +ontgomery ollege in 0ermantown. +ary serves as the 3ssist-rofessor of ?eading, ?eading oordinator, and )ept. hair of ommunications A3mericnglish Language, ?eading, Speech, and 7orld LanguagesB. In addition. , +ary servesan 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 dreathe two cannot be separated from each other : Kohn @a)well2 P't o'r Dreato the Test3fter finding out about the contest via Twitter, +ary *new this was her chancepotentially see it come true. She desired to provide !1 ?eaders for a )evelopmen?eading college course to inspire students to read, encourage growth through novels aleadership boo*s and integrate ereading programs into her lesson plans.

+onths after receiving the @indles, +ary shared about the impact it had on her communwith us:0hat did yo' thin, when yo' fo'nd o't that yo'r dream was being f'lfille3t first I said to myself, no 73$ 3fter a few days, I felt a sigh of relief that I was wellmy way to improving and increasing ?eading Literacy for students. I was grateful for generous gift from The ohn +axwell ompany. Then, the 3mericans with )isabilities compliance of ?eaders in the classroom was raised, and I thought that my dream wonot come to fruition. So I identified a ommunity of ?eaders including students at hschools, colleges, technical schools, single moms and dads, and youth 2ible study clasat 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 E

3eaders>7ollege #tudentsollege students found the @indles to be D/ust what they needed.E 9rom catching up onthe Twilight series to not carrying around bul*y boo*s to downloading coursereHuiredreading, students are loving themCDaving a $indle encourages me to read at anytime as oppose to having to pull out a bofor class. I have been reading more at home and on the bus.C oppin State >niversStudentC6'reading ma$es Eeading more pleasurable because you dont have to carry a lotheavy te=tboo$s.C Towson State >niversity Student
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outh at an Inner 77hurch

7hen we handed the @indles to the youth at an inner city church, I stepped bac* aobserved how excited they were to download the 2ible. 3t this years 0ood 9riday servfor youth and young adults, they were using their @indleedition of The 2ible to search the scriptures throughout the service.#ingle :othI now have three single mothers using the @indles to read boo*s to their children. Tobservation was tear dropping for me because I foresee @indles as a means to increa

family reading discussions.3s a company, were pleased to see leaders li*e +ary wor*ing toward growing othersimmense ways. +ary had the chance to see her dream come to fruition and immediattoo* that step. ven when she reached a roadbloc*, she turned it into a success for community.+ary left us with one final note: ?7'ccess is ,nowing yo'r p'rpose in life2 growto reach yo'r ma)im'm potential2 and sowing seeds that benefit others KoC @a)wellLeaders, how have you seen a need and moved forward to help others grow8 7ed lovehear your story of ma*ing dreams realityLearning from The 9ron Lady

Times of crisis almost always create memories we loo* bac* on as defining momentsleadership. They send us on a tra/ectory, either good or bad, towards some destinati+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 momenteveryone*s life" a moment for which that person was born. That special opportunity" whhe sei0es it" will fulfill his missionGa mission for which he is uni%uely %ualified. In tmoment he finds greatness. It is his finest hour.E 2ased on my experience, hurchill wexactly right, and today Id li*e to explore the concept of leading through adversityloo*ing at the story of another 2ritish leader: +argaret Thatcher.;n 3pril 5, '(5, +argaret Thatcher faced a crisis when 3rgentinean forces invaded 2ritishadministered 9al*land Islands in the South 3tlantic ;cean. 2ritons were outraged

have their territorial sovereignty violated. =owever, others Huestioned the wisdomgoing to war over tiny islands located halfway around the world.Thatchers own party was divided as to whether the >@ should send forces to reclaim 9al*lands. To further complicate matters, military experts disagreed on the viabilityconducting a coordinated attac* ,111 miles from London. ven those optimistic of 2ritvictory *new conflict would be a ris*y venture. 3dditionally, some in the press Huestionwhether a female leader would have the fortitude to commence military operations. D)she have the stomach for it8E as*ed one newspaper headline.ommitted to protecting the residents of the 9al*lands and resisting 3rgentinaggressive ta*eover, Thatcher Huic*ly ordered her military commanders to winbac* islands. The next months were excruciating for Thatcher as she received updates on na

engagements in the South 3tlantic. 7hen 3rgentinean airplanes san* the =+S Sheffieshe had to deliver the news of the sailors deaths to 2ritish public. motionally she wdevastated, and later she recalled the difficulty of maintaining her composure whspea*ing to the nation on television. The whole ordeal was traumatic for her, with wars outcome hanging in the balance for several wee*s.9inally, after !" days, the 2ritish liberated the 9al*lands, and Thatcher celebrated the eof a successful military campaign. =er popularity soared following the conflict as searned praise for her unwavering conviction and firm leadership. Indeed, the war mar*a turning point in her political career, propelling her to reelection.
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+hat can be learned from the way argaret Thatcher handled the al#la&slands crisis%1F 0hen going thro'gh crisis maintain a 'nited front on yo'r leadership tea+argaret Thatcher did not allow internal dissension within her partys ran*s to persist.soon as the decision had been made to go to war, she made certain that everyone witthe onservative -arty publicly bac*ed it. In this way, she inspired a sense of unitysupport of the war effort.$F 0hen faced with diffic'lt choices d'ring a crisis2 cons'lt yo'r conscience aval'es Then act decisively

Inundated with advice from all sides, Thatcher easily could have become paraly&Instead, she too* a stand on principle and guided 2ritain steadfastly in accordance wher sense of right and wrong.%F 3espect is most often gained on diffic'lt gro'nd


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*F Enlist s'pport of infl'encers In every organi&ation, a small group of people hothe ma/ority of influence. )uring a crisis, devote extra attention to ma*ing sure *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 f9or this reason, plans extending too far into the future are doomed to failure. 7hconfronting a rapidly changing situation, its wise to concentrate on the nearterm. 9oon 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 simsolutions. ?efuse to cut corners or to lower your ethical standards to ma*e the situat

easier. Instead, hold to your convictions and put the needs of your people ahead of ypersonal comfort and convenience.Li*e his boo*s, all of ohn +axwells leadership development and personal growth articare easy to understand and easy to implement. 9or direct access to new leadersarticles each month, subscribe to our bimonthly electronic newsletter, Leadership 7ir9or permission to reprint or reproduce any content in these articles please complete topyright -ermission 9orm.opyright 51'# The ohn +axwell ompany. 3rticles accessed http:MMwww./ohnmaxwell.com may not be reprinted or reproduced without writpermission from The ohn +axwell ompany, except for brief Huotations in critical revieor articles.

Ta,ing the 7tep Toward 9ntentional &rowth5 9nsider 8iews on The @a)well Pla0rowth doesnt /ust happen. 0rowth is intentional. ach of us has the opportunity tochoose growth or to be complacent with where we stand.D$ou cannot change your life until you change something you do every day. 2y learningthe 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 beastounded 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 ohn +axwell ompany community to ma*e a change in thelife and choose growth through the #1)ay hallenge.The #1)ay hallengeallows leaders to tryThe +axwell -lan for -ersonal 0rowth9?

#1 days. $ou can find the free trial =?. The +axwell -lan is a oneyear personal growplan based on ohn +axwells experience, methods, and teachings. 3s leaders trac*through the plan, they will also read and applyThe '6 Invaluable Laws of 0rowth. Theplan is designed to ta*e you from where you are to where you are going. Its a /ourney odiscovery. Learning involves as*ing the right Huestions, gaining perspective, selfevaluation, and forming habits that apply what is learned. 7ere already hearing fromcountless community members about the positive changes they have seen in their ownleadership and growth since beginningThe +axwell -lan.

Chec, o't a few of the testimonials here5

Vust wanted to drop you a note and let you *now that I have completed the first twomonths of the yearly growth plan and I love it. It /ust ta*es a few minutes a day and theconsistency of daily growth has been ama&ing. $our team has done a wonderful /ob inlaying it all out to *eep me focused on daily and monthly growth. Than* you.V Hohn-rescott" 8eller WilliamsVI am fully convinced that the +axwell -lan has helped me to accomplish everything thahave accomplished since September. Than*s to The +axwell -lan, I have accomplishedmore in the past five months than I did in almost '6 years. It is all so surrealV EhondaAuguste,The Wight Foundation Inc.VThe +axwell -lan has enhanced my potential as a leader in more ways than I can say. 7
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have ta*en our trac* team from '5 members to 66 members within a year. It is ama&ingwhat you can do with a contagious spirit, excitement, and the right guidelines to do soKThe program has proven imperative in our programs success and my day to day life.V :iranda :ee$s" 7aldwell 7ounty :iddle #choolV9or decades the most successful have had access to professional coaches, mentors, antraining to improve and get the most out of their talents, hopes, and dreams. ach of these testimonials shows us that these leaders too* the first step tow

intentional personal growth and are seeing huge rewards both in their careers and thpersonal livIts important to remember that we help determine the path and direction of our livesorder to move forward with personal growth, we all need to understand how persogrowth wor*s and want to gr?o' M'st need to be a person who wants to grow and become better than yare today )o you feel li*e that applies to you8 If so, then you have the opportunity to ta*e the fstep today with the #1)ay hallenge. oin here, and be sure to let us *now about yexperience with The +axwell -lan in the comments section below or on 9aceboo*Twitterusing the hashtag

=1*Laws 0hat Drives &rowth>;ne of my top five values is 0rowth I wor* for ohn +axwell, so how could I not logrowth8 It demonstrates progress, it seems synonymous with life Aespecially living 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 aprofessional growth. 3t the ohn +axwell ompany, we celebrate it, we expect it and DsellE it 0rowth is within the very fabric of our organi&ational mission, company valuand the daily disciplines driving our business. ;ur team is most fulfilled when we shstories of a clients personal or professional growth.7hat is it that drives growth8 3s important as it is have a growth mindset or attitudbelieve growth is a byproduct or outcome of a series of intentional practices that lead

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 drivby 7onsistency, 7elebrationand 7hallenge1 Consistency The most successful growth of an individual, team or even amanufacturing plant is the concept of consistency. Its the )3IL$ commitment to a set odecisions or disciplines that create the greatest amount of tangible results. The leaderthat develops a plan has completed a very important step in the process of growth, but is the leader that develops a plan and implements that plan that grows. 7e arewitnessing that firsthand at the ohn +axwell ompany. 9or the past two years, we havmet as a team on a wee*ly or biwee*ly basis discussing and applying ohn +axwellcontent with a goal of professional and personal growth. The results are ama&ing in bot

personal confidence and team production. 7e believe the growth is as much a result othe consistency as it is the content$ Celebration +y sixyear old daughter is small in stature but ma*es up for it inconfidence and competitive /uices. There is no greater time of celebration around theole household than when we stand +aci next to the door /am and measure how muchshe has grown in the last three months . She loves to grow, she loves the results ofgrowth, but mostly she loves the childli*e excitement )ad and +om express about howmuch she has grown.. There is a little *id in each of our leadership development /ournethat loves the significance of progress. If you dont celebrate your growth or driveexcitement around your teams growth, you are missing a *ey element to its
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sustainability. . DThat which gets rewarded gets doneE. 0rowth is no exception. If youwant a culture of growth in your team or a discipline of growth in yourself, learn how toDthrow downE with enthusiasm about advancement

% Challenge I love this statement that ohn +axwell has been ma*ing in speecheslately: DIf you are at the top of your class, you need to change classrooms.E ssentiallyyou are not challenged, you will become complacent. $ou will stop growing and you wibecome stale or stagnant. 7hat have you done lately to challenge yourself to grow in aspecific area of character or in a targeted competence8 I am proud of our team 7e

have developed a comprehensive plan that challenges you to unloc* your potential. Th+axwell -lan for -ersonal 0rowthis centered around ohn +axwells ideaAsB on growthyou dont have a plan, I encourage you get a plan, implement a plan and begin tocelebrate growth. The +axwell -lan for -ersonal 0rowthis a great start because it willchallenge you to become a better, a more effective version of $;>I encourage you to start growing T;)3$. )evelop daily disciplines that consistently focon growth. elebrate every measure and 3LL evidence of growth. 3nd challenge yoursewith a growth plan that will yield results in your effectiveness.Li*e his boo*s, all of ohn +axwells leadership development and personal growth articare easy to understand and easy to implement. 9or direct access to new leadersarticles each month, subscribe to our bimonthly electronic newsletter, Leadership 7ir

9or permission to reprint or reproduce any content in these articles please complete topyright -ermission 9orm.The 8al'e of !ne5>nited ma*es ohn +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 ohnXs principles first hand. I attended a training

luncheon and as*ed ohn a Huestion about layoffs that >nited was expecting to have. V=ow wou

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

=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 impac

on an organi&ation. >nited, and the entire airline industry, tends to be VmetricV driven. Things n

to be on time and in the right place. ItXs easy for uppermanagement 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 ohnXs response that day reminded me that beh

every metric stands a person and every person is a potential leader. The ohn +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 matte

to them. stablishing community within an organi&ation is *ey. >nited had this but Theohn +axwell ompany leadership training, helped us go deeper with each other

personally. This experience reinforced ohnXs mantra: VTeamwor* ma*es the dream wor

!Leadership" I learned" is about people. Its 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
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!ut of what I had received in my development" I was also able to give. The confidencgained from personal growth gave me credibility and made me believe I could stdeveloping others. And in that" I found life*s greatest /oy and reward. 1Isnt one of the most satisfying things seeing the success and growth of those yinvested in at one point8 ohn +axwell explains inThe '6 Invaluable Laws of 0rowthtby growing yourself, youre enabled to grow others.=owever, even when you are generous with your *nowledge and s*ill, you must intentional in your efforts to add value to others. -ositive Hualities we possess can multiplied when we cultivate an attitude of contribution.

hec* out this list of ! ways to develop a mindset dedicated to growing others:1


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- ;eep &rowing to ;eep &ivingD7henever people stop actively learning and growing, the cloc* has started tic*ing dowto 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, rathethan playing not to lose. ?ising leaders want to learn from those who are leadingthemselves well. That leadership begins with intentional growth. ;verall, we must applythese ! tips to our daily lives to pursue growth so that we may invest in others. 0iving oourselves leads to the most rewarding harvest: leaders who attribute their growth andsuccess to our dedication to development.

Today, write down how you can be intentional with your growth. 7hich of these ! tipsmust you commit to in order to contribute to others8 7ed love to hearThe %" Day Challenge5 A Personal Development PlanThe +axwell -lan for -ersonal 0rowth #1 )ay hallengeis a personal development pthat is offered completely free to help you if youre stuc* in your personal growth. Tleadership development program will focus on goalsetting, and it is designed for anyowho is interested in creating a positive direction for their lives.)uring the #1 days youll get an opportunity to benefit from ohn . +axweconsiderable coaching experience. 9or more than "1 years, he has inspired millionspeople around the world through his boo*s and spea*ing engagements. In total, he hwritten over !1 boo*s and spo*en at thousands of conferences, seminars, and leaders

development wor*shops.The %" Day Challenge5 A Personal Development Plan

ohn understands how people are eager to improve their circumstance, but remain stbecause they are not clear on how to improve themselves. 3s a result, he has designthis leadership development course to move you from feeling stuc* to stepping into a fof new opportunities.2esides instructions on how to set goals and ma*e plans, youll also receive a varietyadditional resources to ma*e you an expert goalsetter. verything is designed to help yachieve one single thing%getting unstuc*.7hile, of course, change will not happen in a single day, over a period of #1 days you be inspired to set clear goals that perfectly match your values. $oull also learn throu

this leadership development course how to maximi&e your limited resource of timeprioriti&ing your actions, as well as how to brea* through any limiting beliefs that mightholding you bac*.3lthough the +axwell leadership training approach will be simple, it will also be higpractical. It will train you to commit to your ideals and learning the discipline necessaryta*e the necessary action each and every day to move you toward the future you reawant to live. In short, it will develop the leader within and help you to ta*e charge of yown life and affairs.@ore on the %" Day Personal Development Plan Template

ohn will teach you practical strategies on how to create sustainable growth on a dbasis. This will transform your personal life, as well as your career and financial success7hen you practice the principles that he teaches, you will be able to close the gap frwhere you are now to where you want to be. $ou will learn how small actions ta*consistently over time can lead to extraordinary results.3dditionally, you will become increasingly more selfaware and identify those aspectsyour thoughts, feelings, and behavior that may be holding you bac* from living the that you really want for yourself.Imagine living with a Dcan doE attitude and becoming a progressive thin*er who is eato find the most effective strategies for continuous growth and eager to apply themimprove all aspects of your life.
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The Ass'mption &ap D


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In the film =oosiers,


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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 isntwhether teams have value. The Huestion is whether we ac*nowledge that fact andbecome better team players.E 5

3s leaders, we are called to cast vision for our teams, but also to get down in the trenchIn order to reach goals and achieve success, we must recogni&ed the importance of theteam.

=ere are some truths about teams according to The 1 Indisputable Laws of Teamwor$:

1 Teams involve more people 7ith more people comes more ideas, innovation andenergy. 7hen one team member is struggling to move forward, others can step in to tathe baton.$ Teams ma)imiJe a leaders potential and minimiJe her wea,nesses ;ne of tbest 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 goa7ith 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 optiothe team can bring new ideas to light.( Teams share the credit for victories and the blame for losses 7hile individuamay en/oy getting credit for success, it can foster pride. 7ith a team, victories are shareand celebrated. 7hen teams fall short, they can pic* each other up and encourage eachother to Dfail forward.E* Teams ,eep leaders acco'ntable for the goal 7ith a set goal in mind and a teabehind the movement, leaders must be held accountable to others. It is easy forindividuals 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. Itmay be a clichY, but it is nonetheless true: Individuals play the game, but teams winchampionships.E"If we want to win as leaders, we must embrace the value of teamwor*. Teams go aboveand beyond what an individual can achieve. Then, as a team, we can celebrate the winsAand wor* through the lossesB together.7e challenge you to loo* to those around you and visuali&e your life and career withouttheir support. 7e have the opportunity to recogni&e and praise our team, or to act li*e ware capable without them. 7hile we may be capable, we cannot reach our full potentialwithout our team.This wee*, write your team members a than* you note including specific ways they ma*

you and your organi&ation better.'alities of Defining @oments7hen did you first reali&e that you were a leader8 9or me it happened as a fifth grastudent in +r. =ortons classroom. 7e were studying the legal system, and we plannedassemble a moc* courtroom with attorneys, a /ury, and a /udge. 7hen it came timeelect the /udge, +r. =orton passed out ballots, and we wrote down the name of tstudent who we thought ought to be the /udge. I voted for 2ill -hillips. =e lived down street from me, and we played ball together. Truthfully, I thought hed be chosen as /udge. $et, when we tallied up the votes of the twentyseven *ids in the class, twenty
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had voted for me, and my ballot was the only one for 2ill. 9or the first time in my life, afifthgrader, I reali&ed, D;h, my goodness Im a leader.E+y experience in elementary school taught me that others loo*ed to me for leadersh$et while memorable, it wasnt defining.A defining moment is a challenge or crisis that demonstrates the leaderscapacity that lies inside a person+y first defining moment, the first time I tested and proved my leadership, came wheentered my second pastorate. The congregation had a DbossE who basically ran church. +y predecessor had left the church because of his relationship with the Dbos

and it was rumored that the DbossE had run off two other previous pastors as well. +y fday on the /ob, as a 56 yearold *id, I called the DbossE into my office. I had an ophonest, courageous discussion with him. I shared how others viewed him as benegative and unli*eable, but I expressed my desire to wor* with him. Than*fully, I wfortunate enough to winhim over, and he became a friend. +y conversation with tDbossE was a defining moment for meJ it mar*ed the first time I had ever done anythcourageous as a leader. >p until then, I was more intent on ma*ing people happy thleading peopleJ I never had stood up against anything. 3fterward, I can remember feedeepdown satisfaction, not only because the meeting went well, but because I truly hbeen a leader. I voluntarily had ta*en on a difficult assignment and succeeded. Texperience was lifechanging for me. It gave me tremendous confidence to ma*e ot

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 alreainside. They either confirm a leaders competence or expose him or her as a fraud. Thbring selfawareness to a leader, and they give followers the opportunity to see thleaders true colors.Defining @oments P'rify @otives . ?. +organ said it best: !A man always has treasons for doing anythingGa good reason and the real reason. )efining moments ha way of cutting through superficialities and pressing out the real reason. They do won the inside of leaders, helping them to identify the driving force behind their influenIn my early leadership years, I would loo* at the people I was leading, and as* mys

D=ow can they help me8 =ow can I ma*e use of their s*ills to advance my vision8E ;time, defining moments brought my mecentered leadership approach to light, and I wable to refine my motives. I learned to loo* for the needs of those under my leadersand to as*, D=ow can I help them8EDefining @oments Accelerate !'r &rowth and @at'rityThe pressure and stress of defining moments facilitate growth that would never happunder normal circumstances. I remember )r. ohn 2ird age warning me over lunch abmy weight problems. Instead of listening to his concern, I argued with him throughout meal and insisted that I was a healthy person. Later on, I suffered a heart attac*. Tmedical emergency had a wonderful way of convincing me that my physical health wasissue. The defining moment prompted me to ma*e long overdue changes to my phys

fitness that I otherwise would not have considered. Li*e his boo*s, all of ohn +axweleadership development and personal growth articles are easy to understand and easyimplement. 9or direct access to new leadership articles each month, subscribe to ourmonthly electronic newsletter, Leadership 7ired.0hats the difference between two eG'ally talented teams>0et an inside loo* at the worldclass

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