leadership laws journal - web viewbecause kroc’s personal sacrifices and specific vision, he...

2/25/2015

Leadership Laws Journal

Kristin Bradford

Kristin Bradford M07323785

Kristin Bradford (electronic signature)


The Law of the LidA. Personal Insights: I found it really interesting how Dick and Maurice McDonald were

so focused on succeeding that they forgot to develop their leadership skills, which, in the end, kept them from being as successful as they could have been. Despite several failures in the business world, the McDonald brothers were a persistent pair, and because of this, they were able to finally find their niche in the newly emerging fast food restaurant business. Dick and Maurice were extraordinarily efficient managers, and their intuitions and drives for success created a very profitable business. But for some reason, it all stopped there for Dick and Maurice. Not until the company was sold to Ray Kroc did McDonald’s become the nationwide entity we know so well today. From what I could tell, when Dick and Maurice attempted to sell franchises, they made no effort to help the new restaurants become a success, which shows their lack of leadership. Ray Kroc, on the other hand, sacrificed his own time, luxuries, and financial security in order to develop McDonald’s into a successful enterprise across the entire United States. Because Kroc’s personal sacrifices and specific vision, he never had to face a lid on his leadership, and he was even more successful than Dick and Maurice McDonald could have ever dreamed to be. In order to be the most effective leader possible, people have both a dedication to success and a leadership ability.

B. Personal Evaluation: score= 29; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. Based on my personality type, INFP, I should be able to easily develop this area. As an INFP, I have a positive outlook on the world, an active imagination, and a strong desire to do something good in the world. Between these three traits, I should be able effectively raise my lid and become better at striving to reach it.

C. Workplace Applications: I do not currently hold any leadership position. At my job, I never plan to, and, because of what I do, I will never have the opportunity to develop my leadership there. On the equestrian team here at the University of Cincinnati, however, I do plan on one day obtaining a leadership position. To apply the Law of the Lid on the team, I need to be willing to make more sacrifices and learn to think outside of the box. If I set high expectations for myself on the team, truly strive to meet them, and encourage others to do the same, I can become a better leader.

D. Opportunities for Personal Improvement: I’ve never really attempted to develop myself as a leader before. I’m a very shy and quiet individual, and social interactions tend to make me very anxious. This has kept me from taking the initiative to become a leader in any form of the word. For the past couple of years, I have wanted to develop my leadership skills, but I am scared of what my potential may or may not be. I constantly worry that my ‘leadership lid’ won’t be sky high, so I haven’t even bothered to try to look up at it. In order to begin my personal improvements, I need to start by believing in myself, my abilities, and my never-ending potential.


The Law of InfluenceA. Personal Insights: I honestly think it’s hilarious how one of the greatest leaders this

country has ever had the opportunity to follow could barely lead as a captain. Abraham Lincoln was so bad with his leadership skills at that time that he was demoted to the rank of a private. However, despite this incredible failure in the military, Lincoln went on to become a fantastic president and leader in a time of great turmoil. Lincoln never would have been able to obtain this position in history if he hadn’t a lot of time and effort developing himself and his leadership, and, in time, he was able to earn his incredible influence. Abraham Lincoln was a dedicated, hard-working, and honest. Over time, these qualities helped him to gain prestige and influence because people willing follow leaders like that. Lincoln’s life helps to break some of the myths the author lists about leadership. For example, although Lincoln held the position of captain and was a well-educated individual, he was unable to effectively lead in the military. True leadership stems from developing influence, and developing influence takes time-consuming dedication.

B. Personal Evaluation: score= 36; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. I may have a hard time learning how to influence people. As an INFP, I can often be very scatter-brained and shockingly passionate, making it hard for people to connect with me. If I can’t connect with people, I won’t be able to influence them. At the same time, if I find people who are passionate in the same things I am, this should be an easy area for me to develop. Otherwise, I might face some difficulties in becoming more influential.

C. Workplace Applications: In order to become more influential on my equestrian team, I must first prove to my teammates that I am worthy of having influence. In order to do this, I must first improve myself and my actions before attempting to influence others. If I first dedicate myself to becoming a better rider by exercising outside of riding, then I can begin to influencing others to do the same. If I am the first to jump on any task that needs to be completed, such as cleaning up the barn, I can than influence others into helping me or becoming more motivated to complete the task before I can even get to it.

D. Opportunities for Personal Improvement: The most important thing I can do to begin improving myself is to become more involved, dedicated, motivated, and responsive. Normally, I keep to myself in the back or corners of rooms. I don’t normally go out of my way to participate or help out unless absolutely necessary. I need to make a much, much larger effort speaking up and chipping in. If I don’t believe I have the right answer, the best idea, or am the most qualified person to get something done, I have to make an effort to provide answers, ideas, and my time, or I will never be able to develop my influence. No one will follow me unless I am some sort of influential figure. Not only will this help me to become more influential, but it will also help me step outside of my comfort zone and get over my social anxieties.


The Law of ProcessA. Personal Insights: I loved how the author used the life of Theodore Roosevelt to

describe the Law of Process. I have always pictured Roosevelt as the rough-and-tough, intelligent, and adventurous leader illustrated in my American history textbooks. I never would have guessed that, as a child, he held little promise to one day be great. It is absolutely incredible to me how dedicated Theodore Roosevelt must have been to his pursuit of self-improvement to become the successful president everyone remembers him for. Without a doubt, he is the perfect image of the Law of Process. The author also provides a very good image of what five phases of leadership development that draw from the Law of Process should look like. If people are in phase one, they simply allow other people to lead them, and they don’t work on their own personal improvement. During phase two, people finally realize that they need to learn how to lead. In phase three, people begin to actually learn about leadership, and in phase four, this new knowledge begins to manifest in measurable growth and progress. The last phase of leadership development is when people no longer have to try to be a leader; they can do it by instinct alone. These five phases are very clear in what you have to be doing in order to move along in your development, and it’s a very helpful aid for us aspiring leaders.

B. Personal Evaluation: score= 34; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. Thankfully, as an INFP, this should be a very easy area for me to work on. INFP’s are fascinated with learning about new things and working towards a greater good. Since the Law of Process is all about developing oneself so they may become the best they can be, both physically and intellectually, I believe that I will even enjoy working on developing this area. Being more physically healthy and intellectually rounded can help me in my efforts to work towards the greater good, not just to becoming a better leader, though I should focus on my process to and knowledge of becoming a leader first.

C. Workplace Applications: The best way for me to apply this law on the equestrian team is to simply learn more about what it takes to be a leader on the team. I have to make an intentional step towards improving myself and gathering knowledge about the leadership positions available to me. This puts me in phase two of my leadership development with the Law of Process. Although I know that I need to know more about the team and leadership, I haven’t actually taken any steps towards improving my knowledge, except for this class. In order to one day become a leader on the team, I have to actually start putting forth an effort.

D. Opportunities for Personal Improvement: I often lack the motivation to kick start myself into working towards my goals of becoming a leader. Although I have learned a lot about being a successful leader, which in other aspects of my life puts me in phase three, I still have yet to apply my knowledge. Unless I begin to do this, I will remain stuck in the third phase, filled with potential and information, but never actually growing because I refuse to make the effort to involve myself in the process of applying what I know about leadership to my life, work, and goals.


The Law of NavigationA. Personal Insights: So far, the Law of Navigation is my favorite law. It’s absolutely

extraordinary what research, planning, and attention to deal can do for you. Roald Amundsen, as the author points out planned out every little detail of his trip to Antarctica, and he carefully studied the best methods and equipment that would help get him there. Because of his planning, Amundsen and his team were successful in their goal to be the first expedition to reach the South Pole. Robert Scott, on the other hand, was the poorest navigator I’ve ever heard of. He poorly equipped his people, pushed them past their breaking points, and led them all to their deaths. Although this is an extreme example, it really shows how important strategizing, planning, and researching try are. The author also outlined four things leaders do in order to be successful navigators: they have to reflect on their own experiences (whether or not they resulted in triumph), examine the conditions before they commit, draw on others’ experiences and knowledge, and balance “optimist and realism, intuition and planning, faith and fact…” (38). This quote really stuck out to me while I was reading because I honestly believe that it is one of the most important things a leader has to be able to do in order to navigate his followers to success.

B. Personal Evaluation: score= 43; This area may not be hurting me as a leader, but it isn’t helping me much either. To strengthen my leadership, I need to develop myself in this area. I am a very spontaneous person, personally, so at first I was surprised that this was one of my highest scores. There have been several decisions I’ve made in my life that I didn’t think all the way through. However, as I thought more about it, I actually really enjoy researching and planning things out. In order to become an even better navigator, I need to slow down, focus less on the fantasy of life as INFPs tend to do, and make sure I evaluate my decisions more carefully.

C. Workplace Applications: In my life, I can best apply the Law of Navigation to group projects in school. More often than not, I become very passionate about the project I’m helping on, and I try to become the leader. Normally I do this by completing most of the work required for the project. Next time what I should do instead is the four suggestions the author makes. First I must reflect on my past school projects and realize that me doing all of the work wasn’t fair for neither myself nor my team members. I also need to evaluate the talents, momentums, cultures, and resources each of the team members bring to the table. After listening to everyone else’s opinions and ideas about our project, I will make sure we are taking a realistic approach to the project, while also having fun with it.

D. Opportunities for Personal Improvement: I need to take the time to do more planning and researching before making any decisions. When I’m spontaneous, it can cost me dearly, though not as dearly as what happened to Scott and his team in Antarctica. Anytime I have important decisions to make, I need to clear my mind and begin to examine all of my potential options. I will have to cut out any biases I may have, and realize that I will have to sacrifice a bit more time and effort, but making the best decision I possibly can will be worth it in the end, whether it only affects me, or if it affects those connected to me, too.


The Law of AdditionA. Personal Insights: I have never really thought of a leader as someone who adds value

to the life of others. I’ve always pictured leaders as people who show others the way when they are lost or in need of assistance. But I suppose through this they are adding value to the lives of others. And I know for a fact I would be much more willing to follow someone who added value to my life than just led me around. Jim Sinegal, for example, is someone who I would have loved to work for. He paid his employees well, offered them excellent benefits, maintained an open door policy, was on a first-name basis with everyone, visited all of his stores at least once a year, and just went out of his way to show his employees that he cared about them. Sinegal also follows three of the author’s guidelines for adding value to others: he truly values others, he made himself more valuable to others, and he knew and related to what others valued. Even though I’ve never worked for his company or met him in person, just hearing about these things make me want to follow Jim Sinegal. I also find it extremely interesting how adding value to others is somehow always reciprocated back to you. This just goes to show me that the Law of Addition is extremely important in my eyes, even though I’ve never put much thought into it before!

B. Personal Evaluation: score= 29; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. I think this is a difficult area for me because I value abstract and more deep things than most people do as an INFP. I also can become overly passionate or sympathetic about the things and people that are important to me. If I turn my passions and sympathies to valuing others and empathy, than I should be able to effectively add value to others.

C. Workplace Applications: I suppose the best way to add value to others on the equestrian team is to simply follow the author’s guidelines. I first have to truly value my teammates, the talents they bring to the team, and all of their random quirks. They need to feel that I appreciate every single one of them. I also should learn more about horses, riding, showing, and leading so I may be more valuable to my teammates. Furthermore, I need to learn about the other things my teammates value so I can better relate to them. I should also make sacrifices for them, and go out of my way to actively help them when they’re in need.

D. Opportunities for Personal Improvement: In order to better add value to the lives of others, I need to pay more attention to what they value and why they value it. I can be slightly scatter-brained at times, but I love helping others, and I know that these guidelines can help me do just that, so taking the time to listen more is definitely worth it. Learning about those connected to me will help me to better appreciate and value them as an individual. I also need to work on bettering myself—especially when it comes to my leadership skills—so I will be a more valuable asset to the people I work with.


The Law of Solid GroundA. Personal Insights: Trust is a major issue in all aspects of life, whether it be between

family, friends, lovers, or a government and its people. Without trust, people can literally not function, which makes the Law of Solid Ground so incredibly important. The example the author provides shows this perfectly. When President Johnson and his secretary of defense, Robert McNamara, lied to the American people about the Vietnam War, it created such a mistrust in Americans toward the government that politicians are still working to rebuild trust to this very day. No one wants to follow someone in a leadership position that is historically known for not being honest. I agree with the author that they best way to build and maintain trust is to have a trustworthy character. A consistent character that shows how much potential a person holds will earn them the respect they truly deserve. Once a leader has a solid character, he can build a solid ground upon which people will follow him.

B. Personal Evaluation: score= 38; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. Perhaps people have a hard time trusting me because, as an INFP, I tend to not be a very consistent thinker. I also have a hard time making decisions, and when I do and I made the incorrect choice, I don’t like to admit that I’m wrong. If I become more consistent, learn to be willing to live up to my mistakes, and make better choices, I will build my character and become more trustworthy.

C. Workplace Applications: I want to start working at the horse barn that the University of Cincinnati’s equestrian team rides out of. As of right now, because I have never worked there before, the other workers have no reason to trust me. I have to first make myself worthy of trust in their eyes before I can receive it. This can best be done by developing my reputation there. I have to have a consistently friendly and open character. I need to ask questions when I’m confused, and never attempt to do anything on my own that I don’t think I’m allowed to do or can handle by myself. If I continually work hard and pay attention to what I’m told to do, I know I can quickly earn the respect and trust of the other workers.

D. Opportunities for Personal Improvement: I personally have not made some of the best decisions in my life. I’ve lost the trust of some very important people. In the application section for the Law of Solid Ground, the author mentions three things for me to focus on to regain the trust of others. These things are integrity, authenticity, and discipline. This means I need to be completely honest in everything I do, behave as I normally would around everyone I interact with, and make the right choices, no matter how badly I don’t want to. I already know this will be very hard for me. I’ve tried to do this before and failed miserably because I couldn’t keep up the level of commitment that this requires. But I want to succeed; I want to try again. This time, if I ask someone to hold me accountable to staying dedicated to integrity, authenticity, and discipline, I know I will see more success. It’s bad enough disappointing myself; disappointing someone else is almost unbearable.


The Law of RespectA. Personal Insights: Without even meeting Harriet Tubman, I can still respect and

admire her strength, courage and leadership skills. Despite the dangers that awaited her, she returned time and time again to the Southern states to lead slaves to freedom, and not once did she lose a single life. She was completely dedicated, and she refused to let anyone stop her. Without a doubt, she had all six of the qualities the author stated will gain others’ respect. Harriet never had formal leadership training since she grew up a slave, so she had to have a natural leadership ability that allowed people to be completely willing to follow her. She also respected the people who helped her and followed her without hesitation. Harriet was courageous in her work of freeing slaves, was successful enough to lead over three hundred slaves to freedom, stayed loyal to her cause throughout her life, and added value to the lives of slaves by giving them a chance at a better life. The author is absolutely correct: all of these qualities in one person demands a high level of respect.

B. Personal Evaluation: score= 36; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. I think INFPs are not the type of people whose character demands respect. We live in our own separate world, and can have difficulties making connections. If we are never interacting with people or working with others to fulfill our potential, no one will ever see our respect for them, our courage, or our loyalty. As an INFP, I don’t think I have a natural leadership ability because of how secluded we often make ourselves, but I, personally, know I have been and can be successful and add value to the lives of others. If I work on showing the work these fives things and focus on improving my leadership skills, I know I can one day become an individual that people can respect and follow.

C. Workplace Applications: In order for me to earn respect on the equestrian team, I think I really just need to become better at taking the initiatives. If I am first to offer my time and skills when help is requested, it will show I am courageous and loyal to the team. Getting the work done efficiently and effectively will show I am successful and add value to others’ lives. By listening to others’ opinions on what we should do, then directing our efforts, I can demonstrate both my respect for others and my leadership skills. This would cover all six of the qualities that help me gain respect from my team members based on the Law of Respect.

D. Opportunities for Personal Improvement: For the most part, people do respect me, and it’s mostly because I am very dedicated to my work, whether it be homework, my job, or completing a task for the equestrian team, and I also do a lot for others. However, since this is about the only reason people respect, I need to work more on the other five qualities outlined by the author in order to become a better, more respectable leader. Even though I don’t think I have a natural leadership ability, I can still grow in my respect for others and my courage, loyalty, and success. Developing all of these aspects in myself will benefit me greatly, whether my goal is to be a better leader or just an all-around better person.


The Law of IntuitionA. Personal Insights: From what I could understand about the Law of Intuition, it’s all

about attention to detail and learning to read into situations and people. Good leaders have to use these skills in order to make the best decisions for their company or team, just as Steve Jobs did with Apple. Because I fall into the category of “Those Who Can be Nurtured to Understand Leadership”—which means I just have to put in a bit more effort to improve my leading and intuition skills—I was very appreciative that the author included five different subjects that leaders should be able to read into. First, a leader must be able to read into their situation, atmosphere, and environment in order to best fit into it and make decisions regarding it. They must also be able to step back from present trends and read into what will be trending in the future. Leaders need to be readers of their resources and people, as well, because without these two elements functioning effectively, a leader cannot be successful. The last thing a leader must be able to read into is himself. As the author states, “Leaders must know not only their own strengths and blind spots, skills and weaknesses, but also their current state of mind” (84). Unless a leader is fully prepared to lead, which includes understanding himself, he will not find success.

B. Personal Evaluation: score= 29; It’s actually kind of sad that I scored so low in this law, since the ‘N’ in INFP stands for intuition. In general, I am a very good reader of situations and people, I just don’t normally apply it and use it to my advantage. I am also not very intuitive when it comes to myself, so that could be another reason why I scored so low in this section. However, because intuition is part of my personality, it should be a relatively easy are for me to develop and apply to my leadership.

C. Workplace Applications: The equestrian team will be a fantastic place for me to begin growing and applying my intuition abilities. I already can sense tension between some of the team members, a lack of desire to put forth much effort, and there is an obvious lack of supplies. These three things are some of the areas I need to be able to read into as a leader (people, situations, and resources, respectively). What I need to do now is begin acting on the intuitions. I can start by helping resolve any issues that have arisen between people. I can also help to motivate and encourage the team to become more proactive in their efforts, and maybe even offer incentives to those who do so. I probably can’t do much about the resources available to us as I don’t own the barn, but I can compile and prioritize a list of items we need in case we ever have extra money left over from fundraising.

D. Opportunities for Personal Improvement: I like to think I’m good at reading situations, people, and resources, even though my score in this section begs to differ. However, I do believe that I am weakest in reading into trends and myself. Although the author has stated it is most important for individuals to work on developing their strengths, I think I should make an exception for this, especially when it comes to reading into myself, which is vital to improving myself. If I cannot effectively analyze my own abilities and state-of-minds, then I will never realize my full potential to analyze others.


The Law of MagnetismA. Personal Insights: Although I agree that the Law of Magnetism is very accurate, I

don’t think leaders should be only working to attract like-minded people. It is from a variety of opinions and methods of thinking that push us to be more creative. A variety of people will give organizations the diversity they need to stand out and be more successful than their less diverse counterparts. Of course, only having people who think completely different than you on your team is healthy, either. There needs to be a balance of like-minded thinkers and out-of-the-box thinkers. The author provided seven characteristics to look for in people and match to your own; I, however, think people should look at these characteristics and ask “How can I mix things up?” For example, having several levels of generations on your team will give you access to the mindsets of people at different ages, and will thus widen your ability to target your products or services to a wider audience. Having people with varying attitudes and energy can either give you a much needed reality check or a boost in motivation. Different backgrounds and values, like different ages, will provide a greater knowledge of how more people think. Allowing people with varying degrees of giftedness and talent onto your team will give you the opportunity to add value to more people’s lives, and will therefore improve your own leadership. So while I can understand the benefits of working only with similar people, I believe there is more value in working to attract an assortment of individuals.

B. Personal Evaluation: score= 32; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. I think I scored so low because a diverse range of people can be attracted to and attract INFPs. I don’t go out of my way to look for people like me, and I like to make my life more exciting by associating with people who aren’t like me, which this law doesn’t really encourage.

C. Workplace Applications: On the equestrian team, I suppose there are a few qualities that we would want in everyone who joins: hard-working, helpful, kind, and willing to get outside their comfort zones. In order to ride horses, work as a team, and complete barn chores thoroughly, these are the type of characteristics we need. However, we are always willing to recruit people who don’t yet have these qualities and encourage them to find their own personal niche so they can somehow fit into the team.

D. Opportunities for Personal Improvement: Honestly, I don’t want to improve myself much in this area. I currently attract a variety of people, and a variety of people are attracted to me. It gives me a much more enlightened outlook on life, and it forces me to put myself in other people’s shoes. As an anthropology major, I love being able to interact with people like this, and the fact that I can do it pretty successfully gives me a huge advantage in life compared to others that can’t. The only thing I would want to improve is getting more people to work with others who think and behave differently than they do. I think this would be a beneficial exercise for everyone involved, and I would love to lead a diverse team of people on some sort of project; I just need to find the project and people interested in working on it!


The Law of ConnectionA. Personal Insights: The Law of Connection is definitely one of the most important

laws in this book, especially to me. If you are never able to connect with someone and understand where they are coming from, you will never be able to successfully work with or lead them. The author provides a fantastic set of guidelines to help people make the best connections they can. The guidelines are as follows: 1. connect with yourself, 2. communicate with openness and sincerity, 3. know your audience, 4. live your message, 5. go to where they are, 6. focus on them more than yourself, 7. believe in them, and 8. offer direction and hope. My personal favorites are numbers three, five, seven, and eight. I use these all the time in my life. When I work hard to know people, find an effective way to communicate with them, believe in them, and help them in their efforts, I find that I am not only successful in making strong connections with people, but the people I connect with are also more willing to follow my advice and work to impress me. If I go out of my way to connect with others, they will go out of their way to show their appreciation for it.

B. Personal Evaluation: score= 37; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. As I mentioned in my review of my personality type, INFPs can sometimes have difficulties connecting with other people because they have such an abstract view of the world, and can suddenly become very impassioned. However, I believe that if I get better at explaining my point of view and ways of thinking, people will have an easier time connecting with me.

C. Workplace Applications: I already apply the Law of Connection with horses when I’m riding. This is really important to me because if I don’t understand how the horse behaves or reacts to certain things, I won’t be able to work with it to the best of my ability. I always adjust myself to each individual horse, and I always pay close attention to how the animal responds to different situations, pressures, and cues. This helps me to connect with the horses I ride or even work with on the ground, and it is very obvious in the attitude of the horse that it will connect with me and perform better the more I work to connect with it. Now I just have to work on transitioning this ability to connect with horses to my teammates, and I know I can develop better relationships with everyone.

D. Opportunities for Personal Improvement: I think my attempts to connect with people can often be too subtle, so they either don’t realize or appreciate what I’m trying to do. I need to make more of an effort to show my commitment to connecting with people if I want to be more successful. I should first do this by connecting to myself and knowing who I am and having confidence in myself. Then I should work to communicate more openly and live by the message I communicate. I will also need to commit more to focusing on others, showing my faith in them, and helping them to reach their goals. Doing all of these things to better voice my commitment to form connections will enhance both my leadership and my connections to others.


The Law of the Inner CircleA. Personal Insights: I don’t really have my own inner circle, so the guidelines the

author provides about this law are very beneficial in helping me begin working to create one. The guidelines also help to bring together the Law of Magnetism and the Law of Connection to form the perfect inner circle for every individual person. Although the guidelines seem a little stringent on the types of people I should include in my inner circle, I do understand why it’s best for both myself and my organization that the people closet to me are equally, if not more, influential, talented, positioned, valuable, and compatible with others. As the author points out, it can be very lonely in a top leadership position, so it’s best if I have someone close to me who I can completely rely on to help me and the organization whenever we made need it. This also means that I can’t allow people into my inner circle just because I feel bad for them and want to give them a chance. I have to specifically identify and recruit the people who will take the initiative and best understand where I’m coming from. This will give me my best chance at success, but I that doesn’t mean I can’t continue to still work with and recruit other individuals into my outer circles.

B. Personal Evaluation: score= 30; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. My INFP personality is not the type of personality to rely on other people. I mainly rely on myself to get work done and be the success factor in my life. I don’t delegate this to other people, and I don’t depend on other people to hold me accountable to what I need to do. I think this will be a very difficult area for me to improve on because I am so introverted—which is what the ‘I’ in INFP stands for—that it doesn’t feel natural to seek out others for help.

C. Workplace Applications: Because I want to one day be in a leadership position on the equestrian team, I should work to bring the people in those positions now into my inner circle. They already know how to run the team and hold the leadership positions, so if I want to be effective and successful in obtaining and holding a position myself, it would be best to work closely with and depend on the current leaders to help me and hold me accountable. These team members are already influential, talented, hold strategic positions, add value to myself and the organization, and function well together. They are perfect candidates for my inner circle. I should also work to earn a place in their inner circles so I add as much value to their lives as they would to mine.

D. Opportunities for Personal Improvement: I need to begin to seek out people who would fit well into my inner circle in order to improve myself in this area. That means I have to trust other people to get jobs done and hold me responsible for my own actions and decisions. I’ve never trusted others with these things before, so I’m a little nervous to get started, but I know it will benefit me in the end and make my life so much simpler. I’ll begin a little at a time by first forming connections with people so I know that I can trust them, and then I will start to hand over influence on what we’re working on and ask them to make sure I am doing my job in the most efficient and effective way possible.


The Law of EmpowermentA. Personal Insights: The chapter over the Law of Empowerment is another really

beneficial section for me. Like I mentioned in my evaluation of myself in my Law of the Inner Circle journal, I do not easily trust others to get the job done with the speed and to the level that I would. If a project is done poorly, it will reflect back on my abilities, even if I entrust the work to another person. Basically all of the three barriers the author lists that inhibit people from empowering others I can apply to my life. The first barrier is the desire for job security. I work hard to earn the positions I am in, and I know for a fact that at the thought of training someone to one day replace me. What if they replace me before I’m ready to step down? How will I support myself and my family then? The next barrier is a resistance to change. This barrier probably affects me least in life because I have yet to settle down into a city or relationship or dream. However, I prefer to be the person to bring about the change, rather than allowing someone else to come up with it and force me to change sooner than I expected to. A lack of self-worth is the third barrier to empowerment the author lists. Self-worth is probably the largest barrier I have to overcome because I am a very self-conscious person. I think this law is very important because one day someone will have to replace me in whatever position I hold if I want my organization to continue, and in order for that to happen, I need to learn to empower people, which will add value to both of our lives.

B. Personal Evaluation: score= 37; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. INFPs like to do things by themselves, so empowering others will not be incredibly easy for me at first. I have to learn to think and work as an extroverted thinker in order to better train and trust in others to work in my stead.

C. Workplace Applications: Before I can start to apply this law in my life as a member of the equestrian team, I should first develop myself as a leader with some of the other laws. Once people actually see me as a leader, they will be more eager to help me complete tasks and meet high expectations and standards. Once the team members and I trust one another, then I will be able to empower people into leadership positions themselves. I have to start by delegating tasks so that other aspiring leaders have a chance to prove their skills and potential.

D. Opportunities for Personal Improvement: The biggest thing I need to work on is having confidence in myself and my abilities. Since this is my biggest barrier, it will be the most difficult to take down. However, working on this first and becoming less self-conscious will help me to break down the other barriers to empowerment because I won’t have to worry about what will happen to me during a change, and I won’t have to fear losing my job or position because I will know the value I contribute to my team or organization. The more secure I become, the more I will be able to empower and trust in others. I don’t want to be Henry Ford: I would much rather build people up and help them reach success then shut down their creativity because of my personal issues.


Leadership Laws Journal Part 2


The Law of the PictureA. Personal Insights: This law has affected me to an incredible extent during my life. I

am a huge follower of people who can represent a certain lifestyle, belief, or behavior that I find important. For some reason, however, the leaders I have chosen to follow in the past of fallen short of modeling their visions. Unfortunately, I have found that too many people portray a façade specifically because they want people to follow their vision and not their actions. Several of my major role models turned out like this, which has made it difficult for me to trust the things people tell me about themselves. While these events have put up some roadblocks for me, I am now finding that they are inspiring me to follow the Law of the Picture. From my experiences, I know that followers are always watching what a leader does, so as a leader, I plan to practice what I preach. This is so incredibly critical to a leader’s reputation. Of course, if I plan to live by my vision, there are a lot of changes I need to make in myself first, as this law suggests. While I do set very high standards and expectations for myself, it is a rare occasion when I actually meet them, or meet them on time. Before I can lead anyone, I need to set the kind of example I want others to strive for.

B. Personal Evaluation: score= 35; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. INFP personalities aren’t too consistent, which is why I think I scored so low. I prefer to base my actions and behaviors off of how I or someone else is feeling in the moment. In order to set a better example that will represent my vision and what I expect of others, I need to be less spontaneous and develop consistency in myself.

C. Classroom Connection: Although President Ono never specifically talked about the Law of the Picture, he did say several things that made me think of it. For example, he mentioned that leaders have huge ethical responsibilities that often leaves them vulnerable. I think by taking on these huge responsibilities and sticking by them through thick-and-thin inspires other people to act in the same fashion, so in a way, leaders are almost forced to practice the Law of the Picture. Allowing yourself to become vulnerable by accepting ethical responsibilities further enhances this because it is so much more admirable. Admiration and inspiration both develop respect, and once a person respects you, they are more likely to follow you and your actions. Another thing President Ono mentioned that fits into the Law of the Picture is that, as a leader, one must be introspective work to better themselves first and foremost, which will help you grow as a leader and will encourage others to do the same.

D. Application: The best way I can think to apply this to Junior Achievement would be to behave like I expect the children to. I expect the students to sit quietly and pay attention when I’m speaking. I also expect them to actively and eagerly participate when I ask for classroom participation or they are supposed to be working on activity. This means I need to not interrupt the students while they are asking or answering questions. Furthermore, I need to be enthusiastic about the lessons, activities, and student involvement. Hopefully, if I make sure to behave in this manner, the students will follow suit.


The Law of Buy-InA. Personal Insights: This law is basically an extension of the Law of the Picture, but it

focuses less on the leader following the vision, and more on the leader and vision themselves. The Law of Buy-In shows how difficult it can be to convince others to support a specific kind of leader with a specific kind of vision because it drastically limits the range of followers who will be interested in both. I have personally experienced this in my life as a follower. When I was younger, I absolutely adored my horseback riding coach, and I never would have imagined leaving her. She, however, had a vision for me that did not meet my own personal vision for what I wanted to do with horses, but because I had bought into my leader, I changed my vision to meet hers. After a couple years of trying to buy into this vision, I found that I just couldn’t be happy following it. I lost faith in my trainer when she refused to change her vision to meet my standards. It forced me to choose between my vision and my leader once again, but that time, I choose my vision and went in search of another leader. This has taught me that I not only need to be the kind of leader I would want to follow, but to also make sure my vision meets and exceeds the expectations and standards set by the people who choose to follow me. If people cannot buy into me or my vision, then I’m either not the type of leader I set out to be, or I’m attempting to lead for all the wrong reasons.

B. Personal Evaluation: score= 29; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. I think it is hard as an INFP to get people to buy into me. My trains-of-thought are often difficult to follow, and my visions can be a little too abstract or menacing in size. Perhaps if I develop a better way to communicate more realistic versions of my vision, people will better understand me and be more willing to buy into my vision and I.

C. Classroom Connection: My greatest take-away from Coach Tuberville’s talk was when he was spoke about developing culture. He pointed out that the team had to first adjust to his presence before they could be adjusted to fit his vision. This took a lot of time and dedication on Coach Tuberville’s part, but luckily for him, he had a vision of success that the football team was eager to buy into. The coach is a fabulous, motivational leader, which helped the players buy into him. Through this he was able to create a culture of teamwork, success, and drive. Without following the Law of the Buy-In, Coach Tuberville would have never been accepted onto the team.

D. Application: For this law, we can’t really change the vision in my Junior Achievement class; the students need to understand the importance of the international trade. We also can’t change the leaders because Duy and I have been assigned to them. What I can change, though, is how I present myself as a person and a leader in order to better reach out to the students and have them accept me. I can also use what the students have told me they are interested in and include their interests in the vision, such as art. This doesn’t complete change the vision, but it does alter it slightly in a way that the students might be more willing to buy into, and if I do this for the students, they might be more willing to buy into me as their leader.


The Law of VictoryA. Personal Insights: I love this quote from Winston Churchill the author included in this

section: “Victory—victory at all costs, victory in spite of all terror, victory, however long and hard the road may be; for without victory, there is no survival”. While Churchill is used this line to convince the British to stand strong in the war against Germany, I believe it can be applied to any vision or goal, no matter how miniscule. A true leader will always strive for victory, and to see their vision fulfilled. I also like the three components a victory requires this law outlines. The first component, unity of vision, is the Law of the Buy-In. If team members aren’t working towards the same goals, or if they don’t believe in those goals, there cannot be success. The next factor victories need is a diversity of skills. This is exactly what I stated in my review of the Law of Magnetism. There is no way you can only work with a group of people who think and work exactly like you do and expect to succeed to the level you had hoped to reach. The author used the analogy of a human body: a person cannot function adequately with ten right hands and nothing else. Every body part that a person is comprised of has a purpose to serve, and we need them all to succeed. The last element of a victory is having a dedicated leader. It is the leader’s job to see that their followers are inspired and moving in the right direction. Without a dedicated leader, the followers have nothing to follow, and without diversity and unity, no one can achieve a victory.

B. Personal Evaluation: score= 38; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. I’m actually really pleased that this is one of my higher low scores. I know I have plenty of remove for improvement, such as remaining consistently dedicated to the same followers and visions and creating unity, which is an issue I face as an INFP, but I truly do think that I am committed to victories. I am also attracted to a diverse group of people as an INFP because of how this personality type makes me perceive the world, so my next step should be to work on attracting diverse people to me.

C. Classroom Connection: Walker Lee Evey provided us with so many incredible pointers on how to achieve a victory. One of my favorites was the importance of listening to the world around you and learning to apply the lessons you will learn. Evey also suggested offering people rewards for their work. While many people saw this as controversial, Evey proved that this method is successful in achieving victories. Evey’s other ideas included integrating the entire team from the beginning, allowing the team to express their creativity, set clear goals, and hold people accountable for their work.

D. Application: One of the elements of reaching a victory is to have a dedicated leader, which I believe I am in my Junior Achievement class. Another element of a victory is to have a diverse skill set, which the sixth grade class I teach definitely has (although a majority of them like art). The last element needed to achieve a victory, which is unity of vision, is where I struggle with Junior Achievement. I need to work on communicating more clearly the importance of international vision in a way that the students will be excited about in order to achieve unity.


The Law of the Big MoA. Personal Insights: Momentum is necessary for people to succeed, without a doubt.

However, I think momentum—at least for me—is also a little bit scary. The author made seven statements about the Law of the Big Mo, of which I agree with six: that momentum is the great exaggerator, it makes leaders look better than they are, it helps followers perform better than they are, it is the most powerful change agent, it is the leader’s responsibility, and it begins inside the leader. The statement I disagree with—momentum is easier to steer than to start—is the part I also find a tad frightening. There is a point where you have too much momentum; a point where you start to feel out-of-control. Perhaps this comes from not being prepared enough for high amounts of momentum. All I know is I have experienced this plenty of times when riding horses. The faster you go, the harder it is to make any small, necessary changes; everything has a large effect. Momentum, of course, is not all about speed. Some horses as they go around and build momentum become heavy in your hands and drop their shoulders down to go forward with all of their strength. If you’ve never ridden before, than take it from me that this becomes VERY difficult to steer. Also, as a rider, I can become overly confident and excited while jumping if I feel I am doing a good job. The horse will feed off of this and become excited and overconfident, as well. This is where most mistakes come from. The rider and horse start to make poor decisions or pay too-little attention to what lies next, which puts both in the way of harm and error. The horse can also decide where to take the momentum—like a follower can do—and it becomes hard for the rider—or leader—to steer them back on course. While I do believe that momentum is extremely important for success, I also think it can be extremely dangerous if too much of it builds up, so it needs to be properly maintained and controlled, no matter how difficult it may be to so.

B. Personal Evaluation: score= 33; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. INFP’s have a hard time focusing on only reality, which I think is necessary to do when working with momentum, so this will be my focus when I work to develop my momentum leadership.

C. Classroom Connection: I noticed during Adventure Outpost that there were several moments when we gained too much momentum too fast because we were experiencing success, and then suddenly we would lose it all in a split success. Once, for example, I moved too soon and too quickly during the turtle-river crossing, and it caused people to fall over. After that, everyone was very cautious to begin moving forward again. However, our class is made up of a lot of fantastic leaders and we learned our lesson and regained momentum, but made sure to maintain it, allowing us to be successful again.

D. Application: I’ve noticed in the Junior Achievement classes that too much talking has led to a loss of momentum. To gain this back, I think the best action to take would be to lecture less and ask for class examples and participation. I should also keep the lecture as short and sweet as possible so the students can start work on their activities, especially since that’s the part they like the best. Once they have momentum built up on the activities, I just need to help them sustain it.


The Law of PrioritiesA. Personal Insights: I have always had a really challenging time when it comes to

managing my priorities. It seems like I can never decide what is most important for myself or others to work on, and when I do decide, it almost always appears to be the wrong choice. I was really grateful when I read the three questions the author suggests I ask myself whenever I’m working with my priorities because it is already my decisions and time-management skills. The first question is ‘what is required?’, which helps me narrow my priorities to a list of what I actually have to do, as compared to what I can delegate or eliminate entirely. ‘What gives the greatest return?’ is the second question. This is where I need to focus in on what I can finish quickly and effectively, especially in regards to due dates. The author also states that I need to get out of my comfort zone while remaining in my strength zone, which will help me be more productive in my work. The final question, ‘what brings the greatest reward?’, is not what I thought it was. At first I thought the author was going to say that I need to stay away from anything that isn’t geared towards my success in school or a money-making career; instead, the author took a whole new direction than what I expected and wrote about doing what you love. I never thought of doing what I love as a reward or priority before. I enjoy school work, of course, but I would much rather be riding horses or out in the community doing service work, yet I’ve never made it a priority above making money or receiving good grades. While I do think careers and educations should be top priority, I now think that I somehow need better include my passions into my priorities. These three questions are definitely going to help me be more effective and productive in the future, but the last one is going to make me much happier.

B. Personal Evaluation: score= 35; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. I think I struggle to prioritize my life because, as an INFP, I see only the things that are going to help myself or others succeed in life as priorities, especially since my definition of success is being able to one day help others to the same. This typically means I either focus on the wrong things or have a difficult time deciding what is important. If I broaden my view of what is success and what can be a priority, I will get better at prioritizing.

C. Classroom Connection: Greg had a fantastic talk about tension and planning that outlined how you should determine your priorities when following your dream. He first suggested finding the right people to support you, and making sure you were clearly aware of what factors of your dream you could and couldn’t control. He also advised that we analyze our resources, eliminate any nonessentials, realize we can’t do everything, and determine if we are willing to pay the cost of our dream.

D. Application: In order to be ready for my Junior Achievement lessons, preparation for each session has to be a priority. The lessons I prepare also have to be prioritized based on what students need to understand first in order to better make sense of other ideas, terms, or activities. These are both required of me to complete, and they will bring the greatest reward to the students and I, which makes prioritizing these in life very essential.


The Law of SacrificeA. Personal Insights: FINALLY! The Law of Sacrifice! It almost upsets me that this law

is so far towards the end and not saved for last law because sacrifice is THE most important part of being a leader. Every leader must sacrifice something if they wish to achieve success, whether it be time, money, relationships, or even safety. As the author stated, “A leader must give up to go up.”, and it is so incredibly true. Everything in this book revolves around sacrifice. Victory, momentum, the picture, priorities, empowerment, addition, navigation, process, influence, the lid… In order to be a successful leader, people must first being willing to accept the fact that they will have to make sacrifices. And, of course, people will have to accept the fact that they will be asked to give up more than others. As a leader, you have to put the needs of others in front of your own because no one else is willing to look after your people like you are. The sacrifices become harder the farther you rise in your leadership, as well, and at no point can you stop making sacrifices. Leaders must accept the responsibilities of their organization and their team, both of which gets larger the more they succeed, which means the leader will be required to sacrifice even more. More importantly, these sacrifices have to be made willingly because if the followers are under the impression that the leader isn’t wanting to make sacrifices, they will begin to doubt the leader’s dedication. However, despite how difficult being a leader can be due to constant sacrifice, all you have to do is remember that people are benefitting or will benefit from everything you’ve done, and all the sacrifices will come easier and be incredibly worthwhile.

B. Personal Evaluation: 45; This area may not be hurting me as a leader, but it isn’t helping me much either. To strengthen my leadership, I need to develop myself in this area. I’m really not surprised that this is one of my stronger areas of leadership because INFPs are constantly trying to help people and make life easier for others, which is constantly requiring sacrifice. To develop this area, I should focus on making beneficial sacrifices for my leadership positions and the people following me.

C. Classroom Connection: Greg’s discussion over networking is what helped me learn about a whole new level of sacrifice. I have always been very willing to sacrifice my time and resources for the growth and success of others, but I’ve never really been brave enough to do it for myself. Networking is really hard for me because of my social anxiety, but Greg’s pointers in class on how to network effectively has given me the courage to sacrifice my comfort and face my fears. Doing so, without a doubt, will help me gain confidence to face other fears and failures, which eventually will allow me to better lead a team or organization, making the sacrifice completely worth it.

D. Application: This law is easy for me to apply to Junior Achievement because in order to be well prepared for class, I have to sacrifice my free time to read over the lesson, understand the activity, and organize my materials. I also sacrifice my time and money by driving over to the school to teach the students, which takes about an hour and a half. Without a doubt, all of these sacrifices are most definitely worth it because I get to have a fantastic time with the students.


The Law of TimingA. Personal Insights: The importance of timing is really evident in life, whether it be the

history of science or everyday relationships, especially when it comes to making the right action/ decision at the wrong time, which, as the author states, creates some form of resistance. For example, when the first heliocentric model of the solar system was first introduced, people not only resisted the theory, they used the evidence for it to support their own claims of a geocentric model. I can relate to this outcome because I have attempted to give my friends advice they were not yet prepared to hear. During the conversation, they would shut down my ideas entirely and refuse to relent even the smallest bit. Later on down the road, I often learned that these friends had received the exact same advice from other people and conceded without a fight to their opinion. Saying or doing the right or wrong thing at the wrong time or the wrong thing at the right time can be extremely frustrating. All a person wants to do is succeed or help others, but the timing and the action has to be right. The author supplies us with a list of several requirements that can help with bettering our timing: understanding, maturity, confidence, decisiveness, experience, intuition, and preparation. Taking the opportunity to achieve or work towards at least some of these can make all the difference in decide what action to take at what time, which can make all the difference in a leader’s success.

B. Personal Evaluation: score= 28; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. Because INFPs live in both a realistic and dream-like state, it can be difficult to for us to understand why others can’t keep up, what actions or words would be best to use, or what timing will yield the best result. The INFP spontaneity also doesn’t help. However, part of being an INFP is being perceptive and intuitive, so I need to work harder at developing those aspects of my personality in order to learn how to determine the actions I should take and when I should take them.

C. Classroom Connection: I think J.B. Bernstein is an interesting exception to this law. He specifically said that his idea for “Million Dollar Arm” was not accepted because people weren’t ready for the idea, so they refused to follow him or support him. Despite J.B.’s issues with timing, he preserved with his vision because he believed that it didn’t matter how many “no’s” you get as long as you get one “yes”. I think this is a great way to look at the law of timing. Leaders should continue to strive for their visions despite how many people turn them down because, as J.B. stated, “The greatest pleasure in life is doing something people say can’t be done.”

D. Application: I can best use the Law of Timing with my sixth graders by making sure my audience is prepared for the activities or lessons I give them. To do this, I need to review the information we learned in earlier lessons. After doing that, I will explain the lesson in a way that makes the best chronological sense. For example, if one term is in the definition of the next term, I need to define and explain that term first. This will help my students better accept and understand everything, rather than trying to resist it because of any remaining confusion.


The Law of Explosive GrowthA. Personal Insights: This law is a bit advanced for me in the stage of leadership I’m in,

but I definitely thought it was interesting to see the differences between leaders who attract followers and leaders who develop leaders. Leaders who develop other leaders want to be succeeded, and do so by developing the top twenty percent of their organization. As they do this, those new leaders will work towards attracting new followers, and, eventually, developing even more leaders. Also, leaders who develop leaders focus on strengths, invest time in others, and impact people beyond their reach. To develop a leader, one must invest time in developing that person’s strengths. Once that person is a leader, he will begin to affect the lives of others, which is how leaders can have a greater impact on the lives of people they haven’t even met. Developing leaders is what allows your organization to achieve explosive growth, so it’s certainly an important law to keep in mind. However, it’s definitely a challenging undertaking. New leaders are looking for stimulation, a place where they can truly make a difference and see their potential reach, and a great mentor to teach them. In order to be an organization that attracts, unifies, and keeps other leaders, you must be able to provide all of this, which is why I think the Law of Explosive Growth shouldn’t really be focused on until an organization is well developed and can provide all of that leaders seek.

B. Personal Evaluation: score= 26; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. This is a lot like the Law of Magnetism, the Law of the Buy-In, and the Law of Connection, but on a different scale. I have a difficult time connecting with people because I have an INFP personality type, which means I’m spontaneous, view the world in a unique way, and have a disconnected thought process. If I work on better explaining myself and my ideas, I should be able to make better connections. As for this law specifically, I first need to become a leader who attracts followers before I attempt to develop other leaders.

C. Classroom Connection: This law mentioned that in order to experience explosive growth, you have to be the kind of leader that attracts other leaders, which means you have to develop your own leadership skills before you can help others do the same. Jeff gave some great ways for me to develop myself as a person that could help me become a better teacher, leader, and person that would help me reach this stage of leadership. Jeff suggested working on activities and hobbies that will exercise and train my brain. When Jeff said, “Anything you do impacts everything you do”, I immediately thought of this law. I’m not at the stage in my leadership abilities where I can attract other leaders because I’m still working on myself, and brain training is a great place for me to start.

D. Application: One way I can apply this law to my Junior Achievement class is to develop the leadership skills of leaders in the assigned groups. When the groups are working on their activities together, there is always one student who seems to be leading the group. I can help them expand their leadership skills, and in turn they can help their group mates do the same. If they can’t do that, than they can at least inspire their group mates better in working with them on the activities.


The Law of LegacyA. Personal Insights: The thing that stuck out to me the most in the Law of Legacy is

making sure you choose who will carry on your legacy. I’ve never really considered that before. I’ve always known I want to leave behind a legacy of generous service to others, and I do attempt to give anything—whether it be time or money—to those in need. I’ve even considered organizations or systems where I could make that legacy come true. But not once have I thought about who will continue my work after I’m no longer able to. I’m not sure why this has never occurred to me before; it should be obvious that a legacy can only live on through other people, not inanimate objects. It is the people who carry the vision, the dream, and the motivation. Perhaps I was being selfish and only wanted to consider how I could be remembered and not how I could benefit more people; if so, then this is a fantastic reality check. If not, then I’m just grateful now that I know to think about it and how I can eventually reach it. The author provides a progression to reaching legacy, which is as follows: achievement, which comes when you do things by yourself; success, which comes when you empower others to do things for you; significance, which comes from developing other leaders to do great things with you; and, finally, legacy, which comes from putting leaders in a position to do things without you. Right now, I’m on the path of achievement, and I’m really glad I know what I need to do in order to one day leave a legacy and benefit more people than I ever could have imagined.

B. Personal Evaluation: score= 37; This is an area of weakness in my leadership. Until I grow in this area, my leadership effectiveness will be negatively impacted. I really don’t think this is an issue with my personality type; what is more likely is that my weakness in this area stems from not being a well-developed leader yet. I have only just earned my first leadership position, so I wasn’t thinking so far down the road as to leave a legacy. I will definitely be considering it now, however, as I progress in my leadership abilities.

C. Classroom Connection: This entire class has given me the opportunity to feel like a part of the legacy of so many fantastic people. Whether it be from the classmates I participated in Adventure Outpost with, the wonderful teachers Greg and Jeff, or one of our many guest speakers like J.B. Bernstein and Walker Lee Evey, I have felt inspired by everything I have learned and witnessed. These people have all encouraged me to become a leader and left the impression of their legacy with me even though no one specifically mentioned how to do so. Instead, they have all shown me how to leave a legacy with people through their own actions and behaviors. I have an incredible desire to become a leader now, and I hope that one I’ll have a legacy to pass on to someone else.

D. Application: I’m not really sure how I could leave a legacy with a sixth grader in my Junior Achievement class. I personally find other cultures fascinating, so perhaps I can encourage them to not only continue to learn more about cultures and international business practices but to also share the information they find with other people. I can even have the students practice their teaching and researching skills by letting teach the class a lesson about the information they find, supporting them the entire time. This might be a way to leave a legacy.

leadership laws journal - web viewbecause kroc’s personal sacrifices and specific vision, he...

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