maxwell leadership

8/12/2019 Maxwell Leadership

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WH Y S H O U L D I G R O WA S A L E A D E R ?

The higher the leadership, the

greater the effectiveness.

often open my leadership conferences by explaining what I

call the Law of the Lid because it helps people understand the

value of leadership. If you can get a handle on this principle, you

will see the incredible impact of leadership on every aspect of life.

So here it is: Leadership ability is the lid that determines a

person's level of effectiveness. The lower an individual's ability to

lead, the lower the lid on his potential. The higher the leadership,

the greater the effectiveness. To give you an example, if your

leadership rates an , then your effectiveness can never be greater

than a !. If your leadership is only a ", then your effectiveness

will be no higher than a #. $our leadership ability%for better or

for worse%always determines your effectiveness and the potential

impact of your organi&ation.

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Let me tell you a story that illustrates the Law of the Lid.

In (#), two young brothers named *ic+ and aurice moved

from -ew ampshire to /alifornia in search of the 0merican

*ream. They had 1ust gotten out of high school, and they saw few

opportunities bac+ home. So they headed straight for ollywood

where they eventually found 1obs on a movie studio set.

0fter a while, their entrepreneurial spirit and interest in theentertainment industry prompted them to open a theater in

2lendale, a town about five miles northeast of ollywood. 3ut

despite all their efforts, the brothers 1ust couldn't ma+e the

business profitable, so they loo+ed for a better business

opportunity.

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In (#!, the brothers opened a small drivein restaurant in

7asadena, located 1ust east of 2lendale. 0s people in southern

/alifornia became more dependent on their cars in the thirties,

drivein restaurants sprang up everywhere. /ustomers would drive

into a par+ing lot around a small restaurant, place their orders with

carhops, and receive their food on trays right in their cars. The

food was served on china plates complete with glassware and

metal utensils.

*ic+ and aurice's tiny drivein restaurant was a great

success, and in ("), they moved the operation to San

3ernardino, a wor+ingclass boomtown fifty miles east of Los

0ngeles. They built a larger facility and expanded their menu from

hot dogs, fries, and sha+es to include barbecued beef and por+

sandwiches, hamburgers, and other items. Their business exploded.

0nnual sales reached ;


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splitting ;=),))) in profits every year%a sum that put them in the

town's financial elite.

3y (", their intuition told them that times were changing, so

they made modifications to their restaurant business. They

eliminated the carhops and started serving only wal+up customers.

They reduced their menu and focused on selling hamburgers. They

eliminated plates, glassware, and metal utensils, switching to paperproducts instead. They reduced their costs and the prices they

charged customers. They also created what they called the Speedy

Service System. Their +itchen became li+e an assembly line, where

each person focused on service with speed. Their goal was to fill

each customer's order in thirty seconds or less. 0nd they

succeeded. 3y the mid(=)s, annual revenue hit ;#=),))), and by

then, *ic+ and aurice split net profits of about ; )),))) each

year.

5ho were these brothers> 6n the front of their small restaurant

hung a neon sign that said simply / * 6 - 0 L * ' S 0 3 9 8 2 4 8 S .

*ic+ and aurice c*onald had hit the great 0merican 1ac+pot,

and the rest, as they say, is history, right> 5rong. The c*onalds

never went any farther because their wea+ leadership put a lid on

their ability to succeed.

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It's true that the c*onald brothers were financially secure. Theirs

was one of the most profitable restaurant enterprises in the country,

and their genius was in customer service and +itchen organi&ation,

which led to a new system of food and beverage service. In fact,their talent was so widely +nown in food service circles that people

from all over the country wanted to learn more about their meth

ods. 0t one point, they received as many as three hundred calls and

letters every month. That led them to the idea of mar+eting the

c*onald's concept.

The idea of franchising restaurants had been around for several

decades. To the c*onald brothers, it loo+ed li+e a way to ma+e

money without having to open another restaurant themselves. In

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of his best customers, and as soon as he visited the store, he had a

vision for its potential. In his mind he could see the restaurant

going nationwide in hundreds of mar+ets. e soon struc+ a deal

with *ic+ and aurice, and in (==, he formed c*onald's

System, Inc. @later called the c*onald's /orporationA.

?roc immediately bought the rights to a franchise so that he

could use it as a model and prototype to sell other franchises. Thenhe began to assemble a team and build an organi&ation to ma+e

c*onald's a nationwide entity.

In the early years, ?roc sacrificed a lot. Though he was in his

midfifties, he wor+ed long hours 1ust as he had when he first got

started in business thirty years earlier. e eliminated many frills at

home, including his country club membership, which he later said

added ten stro+es to his golfgame. *uring his first eight years with

c*onald's, he too+ no salary. e also personally borrowed

money from the ban+ and against his life insurance to help cover

the salaries of a few +ey leaders he wanted on the team. is

sacrifice and his leadership paid off. In (B for the sum of ;


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To increase your level of effectiveness, you have a couple of

choices. $ou could wor+ very hard to increase your dedication to

success and excellence%to wor+ toward becoming a ). It's

possible that you could ma+e it to that level, though the law of

diminishing returns says that your success will increase only to a

certain point, after which, it fails to increase in proportion to the

amount of wor+ you put into it. In other words, the effort it wouldta+e to increase those last two points might ta+e more energy than

it did to achieve the first eight. If you really +illed yourself, you

might increase your success by that

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Leadership ability is always the lid on personal and organi&ational

effectiveness. If the leadership is strong, the lid is high. 3ut if it's

not, then the organi&ation is limited. That's why in times of

trouble, organi&ations naturally loo+ for new leadership. 5hen the

country is experiencing hard times, it elects a new president.

5hen a church is floundering, it searches for a new senior pastor.

5hen a sports team +eeps losing, it loo+s for a new head coach.

5hen a company is losing money, it hires a new /46.0 few years ago, I met *on Stephenson, the chairman of

2lobal ospitality 8esources, Inc., of San *iego, /alifornia, an

international hospitality advisory and consulting firm. 6ver lunch,


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I as+ed him about his organi&ation. Today he primarily does

consulting, but bac+ then his company too+ over the management

of hotels and resorts that weren't doing well financially. They

oversaw many excellent facilities such as La /osta in southern

/alifornia.

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*on said that whenever they came into an organi&ation to ta+e

it over, they always started by doing two things: Dirst, they trained

all the staff to improve their level of service to the customers, and

second, they fired the leader. 5hen he told me that, I was at first

surprised.

C$ou always fire him>C I as+ed. C4very time>C

CThat's right. 4very time,C he said.

C*on't you tal+ to the person first%to chec+ him out to see if

he's a good leader>C I said.

C-o,C he answered. CIf he'd been a good leader, the

organi&ation wouldn't be in the mess it's in.C

0nd I thought to myself, Of course. It's the Law of the Lid. To

reach the highest level of effectiveness, you have to

raise the lid%one way or another.

The good news is that getting rid of the leader isn't the only

way. Hust as I teach in conferences that there is a lid, I also teach

that you can raise it.

ow CA N I G R O WA S A L E A D E R ?

Leadership develops daily,

not in a day.

ecoming a leader is a lot li+e investing successfully in the

stoc+ mar+et. If your hope is to ma+e a fortune in a day,

you're not going to be successful. 5hat matters most is what you

do day by day over the long haul. y friend Tag Short maintains,

CThe secret of our success is found in our daily agenda.C If you

continually invest in your leadership development, letting your

CassetsC compound, the inevitable result is growth over time.

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5hen I teach leadership at conferences, people inevitably as+

me whether leaders are born. I always answer, C$es, of course

they are . . . I've yet to meet one that came into the world any

other wayFC 5e all laugh, and then I answer the real uestion%

whether leadership is something a person either possesses or

doesn't.

0lthough it's true that some people are born with greater

natural gifts than others, the ability to lead is really a collection of

s+ills, nearly all of which can be learned and improved. 3ut that

process doesn't happen overnight. Leadership is complicated. It


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has many facets: respect, experience, emotional strength, people

s+ills, discipline, vision, momentum, timing%the list goes on. 0s

you can see, many factors that come into play in leadership are

intangible. That's why leaders reuire so much seasoning to be

effective. It was around the time I turned fifty that I truly began to

understand the many aspects of leadership with clarity.

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5hether you do or don't have great natural ability for leadership,

your development and progress will probably occur according to

the following four phases:

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ost people fail to recogni&e the value of leadership. They

believe that leadership is only for a few%for the people at the top

of the corporate ladder. They have no idea of the opportunities

they're passing up when they don't learn to lead. This point was

driven home for me when a college president shared with me that

only a handful of students signed up for a leadership course

offered by the school. 5hy> 6nly a few thought of themselves as

leaders. If they had +nown that leadership is influence, and that in

the course of each day most individuals usually try to influence at

least four other people, their desire might have been spar+ed to

learn more about the sub1ect. It's unfortunate because as long as a

person doesn't +now what he doesn't +now, he doesn't grow.

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9sually at some point in life, we are placed in a leadership

position only to loo+ around and discover that no one is following

us. That's when we reali&e that we need to learn how to lead. 0nd

of course, that's when it's possible for the process to start. 4nglish

7rime inister 3en1amin *israeli wisely commented, CTo be

conscious that you are ignorant of the facts is a great step to

+nowledge.C

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That's what happened to me when I too+ my first leadership

position in (B(. I had captained sports teams all my life and had

been the student government president in col

lege, so I already thought I was a leader. 3ut when I tried to lead

people in the real world, I found out the awful truth. That

prompted me to start gathering resources and learning from them.

I also had another idea: I wrote to the top ten leaders in my field

and offered them one hundred dollars for a half hour of their time

so that I could as+ them uestions. @That was uite a sum for mein (B(.A Dor the next several years, my wife, argaret, and I

planned every vacation around where those people lived. If a great

leader in /leveland said yes to my reuest, then that year we vaca


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tioned in /leveland so that I could meet him. 0nd my idea really

paid off. Those men shared insights with me that I could have

learned no other way.

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5hen you recogni&e your lac+ of s+ill and begin the dailydiscipline of personal growth in leadership, exciting things start to

happen.

0while bac+ I was teaching a group of people in *enver, and

in the crowd I noticed a really sharp nineteenyearold named

3rian. Dor a couple of days, I watched as he eagerly too+ notes. I

tal+ed to him a few times during brea+s. 5hen I got to the part of

the seminar where I emphasi&e that leadership is a process, I as+ed

3rian to stand up so that I could tal+ while everyone listened. I

said, C3rian, I've been watching you here, and I'm very impressed

with how hungry you are to learn and glean and grow. I want to

tell you a secret that will change your life.C 4veryone in the whole

auditorium seemed to lean forward.

CI believe that in about twenty years, you can be a great leader.

I want to encourage you to ma+e yourself a lifelong learner of

leadership. 8ead boo+s, listen to tapes regularly, and +eep

attending seminars. 0nd whenever you come across a golden

nugget of truth or a significant uote, file it away for the future.

CIt's not going to be easy,C I said. C3ut in five years, you'll see

progress as your influence becomes greater. In ten years you'll

develop a competence that ma+es your leadership highly effective.

0nd in twenty years, when you're only thirtynine years old, if

you've continued to learn and grow, others will li+ely start as+ing

you to teach them about leadership. 0nd some will be ama&ed.

They'll loo+ at each other and say, 'ow did he suddenly become

so wise>'

C3rian, you can be a great leader, but it won't happen in a day.

Start paying the price now.C

5hat's true for 3rian is also true for you. Start developing your

leadership today, and someday you will experience the effects of

this process.

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5hen you're in phase #, you can be pretty effective as a leader,

but you have to thin+ about every move you ma+e. owever,

when you get to phase ", your ability to lead becomes almost

automatic. 0nd that's when the payoff is larger than life. 3ut the

only way to get there is to recogni&e the process and pay the price.

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Leadership is developed daily, not in a day%that is reality. The

good news is that your leadership ability is not static. -o matter

where you're starting from, you can get better. That's true even for

people who have stood on the world stage of leadership. 5hile

most presidents of the 9nited States reach their pea+ while in

office, others continue to grow and become better leaders


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afterward, such as former president Himmy /arter. Some people

uestioned his ability to lead while in the 5hite ouse. 3ut in

recent years, /arter's level of influence has continually increased.

is high integrity and dedication in serving people through

abitat for umanity and other organi&ations have made his

influence grow. 7eople are now truly impressed with his life.

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There is an old saying: /hampions don't become champions in the

ring%they are merely recogni&ed there. That's true. If you want to

see where someone develops into a champion, loo+ at his daily

routine. Dormer heavyweight champ Hoe Dra&ier stated, C$ou can

map out a fight plan or a life plan. 3ut when the action starts,

you're down to your reflexes. That's where your road wor+ shows.

If you cheated on that in the dar+ of the morning, you're getting

found out now under the bright lights.C3oxing is a good analogy

for leadership development because it is all about daily

preparation. 4ven if a person has natural talent, he has to prepareand train to become successful.

6ne of this country's greatest leaders was a fan of boxing:

7resident Theodore 8oosevelt. In fact, one of his most famous

uotes uses a boxing analogy:

It is not the critic who counts, not the man who points out

how the strong man stumbled, or where the doer of deeds could

have done them better. The credit belongs to the man who is

actually in the arenaJ whose face is marred by dust and sweat

and bloodJ who strives valiantlyJ who errs and comes short

again and againJ who +nows the great enthusiasms, the great

devotions, and spends himself in a worthy causeJ who, at best,

+nows in the end the triumph of high achievementJ and who, at

the worst, if he fails, at least fails while daring greatly, so that

his place shall never be with those cold and timid souls who

+now neither victory nor defeat.

0 boxer himself, 8oosevelt was not only an effective leader,

but he was the most flamboyant of all 9.S. presidents.

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T8 @which was 8oosevelt's nic+nameA was +nown for regular

boxing and 1udo sessions, challenging horsebac+ rides, and long,

strenuous hi+es. 0 Drench ambassador who visited 8oosevelt used

to tell about the time that he accompanied the president on a wal+

through the woods. 5hen the two men came to the ban+s of a

stream that was too deep to cross by foot, T8 stripped off his

clothes and expected the dignitary to do the same so that they

could swim to the other side. -othing was an obstacle to

8oosevelt.

is enthusiasm and stamina seemed boundless. 0s the vice

presidential candidate in ()), he gave B!# speeches and traveled


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ow CA N I B E C O M E D I S C I P L I N E D ?

The first person you lead is you.

t's a tough road to the top. -ot many people ever reach the

place where they are considered one of the best at their wor+.

0nd even fewer are believed to be thebest% ever. $et that's what

Herry 8ice has achieved. e is called the best person ever to play

wide receiver in football. 0nd he has got the records to prove it.

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7eople who +now him well say he is a natural. 7hysically his

2odgiven gifts are incredible, yet those alone have not made him

great. The real +ey to his success has been his selfdiscipline. e

wor+s and prepares%day in and day out%unli+e anyone else in

professional football.

*uring practice in high school, 8ice's coach, /harles *avis,

made his players sprint twenty times up and down a fortyyard

hill. 6n a particularly hot and muggy ississippi day, 8ice was

ready to give up after eleven trips. 0s he snea+ed toward the

loc+er room, he reali&ed what he was doing.

C*on't uit,C he told himself. C3ecause once you get into that

mode of uitting, then you feel li+e it's o+ay.C e went bac+ and

finished his sprints, and he has never been a uitter since.

0s a professional player, he has become famous for his ability

to sprint up another hill%a rugged


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?evin Smith. Ce's a natural, but he still wor+s. That's what

separates the good from the great.C

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In ((!, 8ice climbed another hill in his career: he made a

comebac+ from a devastating in1ury. 7rior to that, he had never

missed a game in nineteen seasons of football, a testa

ment to his disciplined wor+ ethic and absolute tenacity. 5hen he

blew out his +nee on 0ugust #, ((!, people thought he was

finished for the season. 0fter all, only one player had ever had a

similar in1ury and come bac+ in the same season%8od 5oodson.

e had rehabilitated his +nee in four and a half months. 8ice did it

in three and a half% through sheer grit, determination, and

incredible self discipline. 7eople had never seen anything li+e itbefore, and they might not again. 0nd 8ice continues to build his

records and his reputation while helping his team win.

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Herry 8ice is a perfect example of the power of selfdiscipline. -o

one achieves and sustains success without it. 0nd no matter how

gifted a leader is, his gifts will never reach their maximum potential

without the application of selfdiscipline. It positions a leader to go

to the highest level and is a +ey to leadership that lasts.

If you want to become a leader for whom selfdiscipline is an

asset, follow these action points:

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To develop a lifestyle of discipline, one of your first tas+s must

be to challenge and eliminate any tendency to ma+e

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excuses. 0s Drench classical writer Drancois La 8ochefoucauld

said, C0lmost all our faults are more pardonable than the methods

we thin+ up to hide them.C If you have several reasons why you

can't be selfdisciplined, reali&e that they are really 1ust a bunch of

excuses%all of which need to be challenged if you want to go to

the next level as a leader.

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0uthor i+e *elaney wisely remar+ed, C0ny business or

industry that pays eual rewards to its goofoffs and its eager

beavers sooner or later will find itself with more goofoffs than

eagerbeavers.C If you lac+ selfdiscipline, you may be in the habit

of having dessert before eating your vegetables.

0 story illustrates the power of withholding rewards. 0n oldercouple had been at a campground for a couple of days when a

family arrived at the site next to them. 0s soon as their sport

utility vehicle came to a stop, the couple and their three +ids piled


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out. 6ne child hurriedly unloaded ice chests, bac+pac+s, and other

items while the other two uic+ly put up tents. The site was ready

in fifteen minutes.

The older couple was ama&ed. C$ou fol+s sure do wor+ great

together,C the elderly gentleman told the dad admiringly.

C$ou 1ust need a system,C replied the dad. C-obody goes to the

bathroom until camp's set up.C

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0nytime you concentrate on the difficulty of the wor+ instead

of its results or rewards, you're li+ely to become discouraged.

*well on it too long, and you'll develop selfpity instead of self

discipline. The next time you're facing a mustdo tas+ and you're

thin+ing of doing what's convenient instead of paying the price,

change your focus. /ount the benefits of doing what's right, and

then dive in.

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0uthor . Hac+son 3rown Hr. uipped, CTalent without

discipline is li+e an octopus on roller s+ates. There's plenty of

movement, but you never +now if it's going to be forward,

bac+wards, or sideways.C If you +now you have talent, and you've

seen a lot of motion%but little concrete results%you may lac+

selfdiscipline.

Loo+ at last wee+'s schedule. ow much of your time did you

devote to regular, disciplined activities> *id you do anything to

grow and improve yourself professionally> *id you engage inactivities promoting good health> *id you dedicate part of your

income to savings or investments> If you've been putting off those

things, telling yourself that you'll do them later, you may need to

wor+ on your selfdiscipline.


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Twenty percent of your priorities will give you ) percent of your

production, ID you spend your time, energy, money, and personnel

on the top


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Low Importance$Low %rgency& This is busy or repetitious

wor+, such as filing. Stac+ it up and do it in onehalf hour

segments every wee+J get somebody else to do itJ or don't do it at

all. 3efore putting off until tomorrow something you can do today,

study it clearly. aybe you can postpone it indefinitely.

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4very person is an initiator or reactor when it comes to

planning. 0n example is our calendar. The uestion is not C5ill

my calendar be full>C but C5ho will fill my calendar>C If we are

leaders of others, the uestion is not C5ill I see people>C but

C5ho will I see>C y observation is that leaders tend to initiate

and followers tend to react. -ote the difference:

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Initiate

LeadJ pic+ up phone and ma+e

contact

Spend time planningJ anticipate

problems

Invest time with people

Dill the calendar by priorities

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8eact

ListenJ wait for phone to ring

Spend time living daytoday

reacting to problems

Spend time with people

Dill the calendar by reuests

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any times priorities are not blac+ or white, but many tones of

gray. I have found that the last thing one +nows is what to put

first. The following uestions will assist your priority process:

hat is re(uired of me) 0 leader can give up anything except

final responsibility. The uestion that must always be answered

before accepting a new 1ob is C5hat is reuired of me>C In other

words, what do I have to do that no one but me can do> 5hatever

those things are, they must be put high on the priority list. Dailure

to do them will cause you to be among the unemployed. There

will be many responsibilities of the levels under your position, but

only a few that reuire you to be the one and only one who can do

them. *istinguish between what you have to do and what can be

delegated to someone else.

hat gives me the greatest return) The effort expended

should approximate the tesults expected. 0 uestion I must

continually as+ myself is, C0m I doing what I do best andreceiving a good return for the organi&ation>C Three common

problems in many organi&ations are:

M 0buse: Too few employees are doing too much.M *isuse: Too many employees ate doing too little.

M isuse: Too many employees are doing the wrongthings.

hat is most rewarding) Life is too short not to be fun. 6ur

best wor+ ta+es place when we en1oy it. Some time ago I spo+e at

a leaders' conference where I attempted to teach this ptinciple. The

title of my lecture was CTa+e This Hob and Love It.C I encouraged

the audience to find something they li+ed to do so much they

would gladly do it for nothing. Then I suggested they learn to do it

so well that people would be happy to pay them for it. $ou en1oy

yourself because you are ma+ing your contribution to the world.

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comfortably into the reuirements, return, and reward of our

wor+>

#ow to Break the Tie Between Two *ood Options

M 0s+ your overseer or cowor+ers theit preference.M /an one of the options be handled by someone else> If so,

pass it on and wor+ on the one only you can do.M 5hich option would be of more benefit to the customer>

Too many times we are li+e the merchant who was so intent

on ttying to +eep the store clean that he would never unloc+

the front doot. The real reason for running the store is to

have customers come in, not to clean it upF

M a+e your decision based on the purpose of theorgani&ation.

Too 0 - $ 7 8 I 6 8 I T I 4 S 70 8 0 L $ G 4 9 S

4very one of us has loo+ed at our des+s filled with memos and

papers, heard the phone ringing, and watched the door open all at

the same timeF 8emember the Cfro&en feelingC that came over

you>

5illiam . inson tells us why animal trainers carry a stool

when they go into a cage of lions. They have theif whips, of

course, and their pistols are at theit sides. 3ut invariably they also

carry a stool. inson says it is the most important tool of the

trainer. e holds the stool by the bac+ and thrusts the legs toward

the face of the wild animal. Those who +now maintain that the

animal tries to focus on all four legs at once. In the attempt to

focus on all four, a +ind of paralysis overwhelms the animal, and

it becomes tame, wea+, and disabled because its attention is fragmented. @-ow we will have more empathy for the lions.A

If you are overloaded with wor+, list the priorities on a

separate sheet of paper efore you ta+e it to your boss and see

what he will choose as the priorities.

The last of each month I plan and lay out my priorities for the

next month. I sit down with my assistant and have her place those

pro1ects on the calendar. She handles hundreds of things for me on

a monthly basis. owever, when something is of igh

ImportanceNigh 9tgency, I communicate that to her so it will be

placed above other things.

0ll true leaders have learned to say no to the good in order to say

yes to the best.

5 4 - L I T T L 4 7 8 I 6 8 I T I 4 S * 4 0 - * T 6 6 9 / 6 D 9 S , 3 I 2

78 6 3 L 4 S 0 8 I S 4

8obert H. c?ain said, CThe reason most ma1or goals are not

achieved is that we spend our time doing second things first.C

4 D D I / I 4 - / $ IS T 4 D 6 9 - * 0 T I 6 - D 6 8 S 9 8 E I E 0 L .

4 D D 4 / T I E 4 - 4 S S IS T 4 D 6 9 - * 0 T I 6 - D 6 8

S 9 / / 4 S S .

6ften the little things in life trip us up. 0 tragic example is an

4astern 0irlines 1umbo 1et that crashed in the 4verglades of

Dlorida. The plane was the nowfamous Dlight "), bound from !


18/47

4

-ew $or+ to iami with a heavy load of hol iday passengers. 0s

the plane approached the iami airport for its landing, the light

that indicates proper deployment of the landing gear failed to

light. The plane flew in a large, looping circle over the swamps of

the 4vetglades while the coc+pit crew chec+ed to see if the gear

actually had not deployed, or if instead the bulb in the signal light

was defective.5hen the flight engineet tried to remove the light bulb, it

wouldn't budge, and the other members of the crew tried to help

him. 0s they struggled with the bulb, no one noticed the aircraft

was losing altitude, and the plane simply flew right into the

swamp. *o&ens of people were +illed in the crash. 5hile an

experienced crew of highpriced pilots fiddled with a seventyfive

cent light bulb, the plane with its passengers flew right into the

ground.

T I 4 * 4 0 * L I - 4 S 0 - * 4 4 8 2 4 - / I 4 S

D6 8 / 4 9 S T 6 78 I 6 8 I T I G 4

5e find this in 7ar+inson's Law: If you have only one letter to

write, it will ta+e all day to do it. If you have twenty letters to

write, you'll get them done in one day. 5hen is our most efficient

time in our wor+> The wee+ before vacationF 5hy can't we

always run our lives the way we do the wee+ before we leave the

office, ma+ing decisions, cleaning off the des+, tetutning calls>

9nder normal conditions, we are efficient @doing things rightA.

5hen time pressure mounts or emergencies arise, we become

effective @doing the right thingsA. 4fficiency is the foundation for

survival. 4ffectiveness is the foundation of success.

6n the night of 0pril ", (


19/47

4

even been mentioned as a potential future candidate for the

7residency or Eice 7residency of the 9nited States.

0 few wee+s before his announcement, Tsongas had learned he

had a form of lymphatic cancer which could not be cured but could

be treated. In all li+elihood, it would not greatly affect his physical

abilities or life expectancy. The illness did not force Tsongas out

of the Senate, but it did fotce him to face the reality of his ownmortality. e would not

be able to do everything he might want to do. So what were the

things he really wanted to do in the time he had>

e decided that what he wanted most in life, what he would

not give up if he could not have everything, was being with his

family and watching his children grow up. e would rather do that

than shape the nation's laws of get his name in the history boo+s.

Shortly after his decision was announced, a friend wrote a note

to congratulate Tsongas on having his priorities straight. The note

read: C-obody on his deathbed ever said, 'I wish I had spent more

time on my business.'C

(


20/47

s

ow *o I D E V E L O P T R U S T ?

Trust is the foundation of leadership.

ne of the most important lessons a leader can learn is how

trust wor+s. To me, it is a little li+e earning and spending

poc+et change. 4ach time you ma+e a good leadership decision, it

puts change into your poc+et. 4ach time you ma+e a poor one, you

have to pay out some of your change to the people.

O

4very leader has a certain amount of change in his poc+et when

he starts in a new leadership position. Drom then on, he either

builds up his change or pays it out. If he ma+es one bad decision

after another, he +eeps paying out change. Then one day, afterma+ing one last bad decision, he is going to reach into his poc+et

and reali&e he is out of change. It doesn't even matter if the blunder

was big or small. 5hen you're out of change, you're out as a

leader.

0 leader's history of successes and failures ma+es a big dif

ference in his credibility. $our people +now when you ma+e

mista+es. The real uestion is whether you're going to 'fess up. If

you do, you can often uic+ly regain their trust. I've learned

firsthand that when it comes to leadership, you 1ust can't ta+e

shortcuts, no matter how long you've been leading your people.

T 8 9 S T I S T 4 D6 9 - * 0 T I 6 - 6 D L 4 0 * 4 8 S I 7

There are three ualities a leader must exemplify to build trust:

competence, connection, and character. 7eople will forgive

occasional mista+es based on ability, especially if they can see that

you're still growing as a leader. 3ut they won't trust someone who

has slips in character. In that area, even occasional lapses are

lethal. 0ll effective leaders +now this truth. 7epsi/o chairman and

/46 /raig 5eatherup ac+nowledges, C7eople will tolerate honest

mista+es, but if you violate their trust you will find it very difficult

to ever regain their confidence. That is one reason that you need to

treat trust as your most precious asset. $ou may fool your boss but

you can never fool your colleagues or subordinates.C

2eneral . -orman Schwar&+opf points to the significance of

character: CLeadership is a potent combination of strategy and

character. 3ut if you must be without one, be without strategy.C

/haracter and leadership credibility always go hand in hand.

0nthony arrigan, president of the 9.S. 3usiness and Industrial

/ouncil, said,

The role of character always has been the +ey factot in the

rise and fall of nations. 0nd one can be sute that 0metica is no

exception to this tule of histoty 5e won't sutvive as a countty

because we are smartet or more sophisticated but because we< )


21/47

< L 4 0 * 4 8 S I 7 I6 I

are%we hope%stronger inwardly. In short, chatacter is the

only effective bulwat+ against internal and external forces that

lead to a country's disintegtation or collapse.

/haracter ma+es trust possible. 0nd trust ma+es leadership

possible.

/ 0 8 0 / T 4 8 / 6 9 - I / 0 T 4 S

/haracter communicates many things to followers:

/ 0 8 0 / T 4 8 / 6 9 - I / 0 T 4 S / 6 - S I S T 4 - / $

Leaders without inner strength can't be counted on day after

day because their ability to perform changes constantly. -30 great

Herry 5est commented, C$ou can't get too much done in life if you

only wor+ on the days when you feel good.C If your people don't

+now what to expect from you as a leader, at some point they

won't loo+ to you for leadership.

5 4 - 0 L 4 0 * 4 8 'S / 0 8 0 / T 4 8 IS S T 8 6 - 2 ,

7 4 6 7 L 4 T 8 9 S T I . 0- * T 4 $ T 8 9 S T I- IS

0 3 I L I T $ T 6 8 4 L 4 0 S 4 T 4 I 8 7 6 T 4 - T I 0 L .

Thin+ about what happened in the late ()s. Several high

profile /hristian leaders stumbled and fell due to moral issues.

That lac+ of consistency compromised their ability to lead their

people. In fact, it gave a blac+ eye to every pastor across the nation

because it caused people to become suspicious of all church

leaders, regardless of their personal trac+ records. The flawed

charactet of those fallen leaders destroyed the foundation for theif

leadership.

5hen I thin+ of leaders who epitomi&e consistency of

chatacter, the first person who comes to mind is 3illy 2taham.

8egardless of personal religious beliefs, everybody trusts him.

5hy> 3ecause he has modeled high character for more than half a

century. e lives out his values every day. e never ma+es a

commitment unless he is going to +eep it. 0nd he goes out of his

way to personify integrity.

/ 0 8 0 / T 4 8 / 6 9 - I / 0 T 4 S 76 T 4 - T I 0 L

Hohn orley observed, C-o man can climb out beyond the

limitations of his own character.C That's especially true when it

comes to leadership. Ta+e, for instance, the case of -L coach

i+e ?eenan. 0s of mid((!, he had a noteworthy record of

professional hoc+ey victories: the fifth greatest number of regular

season wins, the third greatest number of playoff victories, six

division titles, four -L finals appearances, and one Stanley /up.

$et despite those commendable credentials, ?eenan was unable

to stay with a single team for any length of time. In eleven and a

half seasons, he coached four different teams. 0nd aftet his stint

with the fourth team%the St. Louis 3lues%he was unable to land

a 1ob for a long time. 5hy> Spottswriter 4. . Swift said of

?eenan, CThe reluctance to hire ?eenan is easily explicable.


22/47

4verywhere he has been, he has alienated players and

management.C4vidently, his players didn't trust him. -either did

the ownets, who were benefiting from seeing their teams win.

/raig 5eatherup explains, C$ou don't build trust by tal+ing

about it. $ou build it by achieving results, always with integrity

and in a manner that shows real personal regard for the people with

whom you wor+.C


23/47

B

ow CA N I E F F E C T I V E L Y CA S T

VI S I O N ?

+ou can seize only what you can see.

ne of the great dreamers of the twentieth century was 5alt

*isney. 0ny person who could create the first sound

cartoon, first allcolot cartoon, and first animated featurelength

motion pictute is definitely someone with vision. 3ut *isney's

greatest masterpieces of vision were *isneyland and 5alt *isney

5orld. 0nd the spar+ for that vision came from an unexpected

place.

O

3ac+ when 5alt's two daughters were young, he too+ them to

an amusement par+ in the Los 0ngeles area on Saturday

mornings. is girls loved it, and he did too. 0n amusement par+ is

a +id's paradise, with wonderful atmosphere.

5alt was especially captivated by the carousel. 0s he

approached it, he saw a blur of bright images racing around to the

tune of energetic calliope music. 3ut when he got closer and the

carousel stopped, he could see that his eye had been fooled. e

observed shabby horses with crac+ed

= 3ecause vision leads the leader. It paints the target. It spar+s and

fuels the fire within, and draws him forward. It is also the fire

lighter for others who follow that leader. Show me a leader

without vision, and I'll show you someone who isn't going

anywhere. 0t best, he is traveling in circles.

To get a handle on vision and how it comes to be a part of a

good leader's life, understand these things:

E I S I 6 - ST 0 8 T S 5 I T I -

5hen I'm teaching at conferences, someone will occasionally

as+ me to give him a vision for his organi&ation.

3ut I can't do it. $ou can't buy, beg, or borrow vision. It has to

come from the inside. Dor *isney, vision was never a problem.


24/47

B

3ecause of his creativity and desire for excellence, he always saw

what couldbe.

If you lac+ vision, loo+ inside yourself. *raw on your natural

gifts and desires. Loo+ to your calling if you have one. 0nd if you

still don't sense a vision of your own, then consider hoo+ing up

with a leader whose vision resonates with you. 3ecome his

partner. That's what 5alt *isney's brothet, 8oy, did. e was agood businessman and leader who could ma+e things happen, but

5alt provided the vision. Together, they made an incredible team.

E I S I 6 - * 8 0 5 S 6 - T 6 9 8 I S T 6 8 $

Eision isn't some mystical uality that comes out of a vacuum,

as some people seem to believe. It grows from a leader's past and

the history of the people around him. That was the case for *isney.

3ut it's true for all leaders. Tal+ to any leader, and you're li+ely to

discover +ey events in his past that were insttumental in the

creation of his vision.

E I S I 6 - 4 4 T S 6 T 4 8 S ' - 4 4 * S

True vision is farreaching. It goes beyond what one individual

can accomplish. 0nd if it has real value, it does more than 1ust

include othersJ it adds value to them. If you have a vision that

doesn't serve others, it's probably too small.

E I S I 6 - 4 L 7 S $ 6 9 2 0 T 4 8 84 S 6 9 8 / 4 S

6ne of the most valuable benefits of vision is that it acts li+e a

magnet%attracting, challenging, and uniting people. It also rallies

finances and other resources. The greater the vision, the more

winners it has the potential to attract. The more challenging the

vision, the harder the participants fight to achieve it. 4dwin Land,

the founder of 7olaroid, advised, CThe first thing you do is teach

the person to feel that the vision is very important and nearly

impossible. That draws out the drive in winners.C

Docus 6 - L I S T 4 - I - 2

5here does vision come from> To find the vision that is

indispensable to leadership, you have to become a good listener.

$ou must listen to several voices.

T 4 I- - 4 8E 6 I / 4

0s I have already said, vision starts within. *o you +now your

life's mission> 5hat stirs your heart> 5hat do you dream about> If

what you're pursuing doesn't come from a desire within%from the

very depths of who you are and what you believe%you will not be

able to accomplish it.

T 4 9- 0 7 7 $ E6 I / 4

5here does inspiration for great ideas come from> Drom

noticing what doesn't wor+. *iscontent with the status (uo is a

great catalyst for vision. 0re you on complacent cruise control> 6r

do you find yourself itching to change your world> -o great leader

in history has fought to prevent change.


25/47

B

T 4 S9 / / 4 S S D 9 L E 6 I / 4

-obody can accomplish great things alone. To fulfill a big

vision, you need a good team. 3ut you also need good advice from

someone who is ahead of you in the leadership 1ourney. If you

want to lead othets to greatness, find a mentor. *o you have an

adviser who can help you sharpen your vision>

T I-? 0 3 6 9 T 5 0T $ 6 9 '* LI?4 T 6 S 4 4 / 0 - 2 4

I- T 4 5 6 8 L * 0 8 6 9 - * $ 6 9 .

T 4 I I I 2 4 8 E 6 I / I

0lthough it's true that your vision must come from within, you

shouldn't let it be confined by your limited capabilities. 0 truly

valuable vision must have 2od in it. 6nly e +nows your full

capabilities. ave you loo+ed beyond youtself, even beyond your

own lifetime, as you've sought your vision> If not, you may be

missing your true potential and life's best for you.

I...........To improve your vision, do the following:

easure yourself. If you have previously thought about the

vision for your life and articulated it, measure how well you are

carrying it out. Tal+ to several +ey people, such as your spouse, a

close friend, and +ey employees, as+ing them to state what they

thin+ your vision is. If they can articulate it, thenyou ate probably

living it.

-o a gut check. If you haven't done a lot of wor+ on vision,

spend the next several wee+s or months thin+ing about it. /onsider

what really impacts you at a gut level. hat makes you cry) hat

makes you dream) hat gives you energy)

0lso thin+ about what you'd li+e to see change in the world

around you. 5hat do you see that isn't%but could be> 6nce your

ideas start to become clearer, write them down and tal+ to a

mentor about them.

Drom (


26/47

B

T 4 I 7 0 / T 6 D

0 L4 0 * 4 8

WH Y I S I N F L U E N C E I M P O R T A N T ?

The true measure of leadership is influence nothingmore, nothing less.

f you don't have influence, you will neverbe able to lead

others. So how do you find and measure influence> ere's a

story to answer that uestion.

IIn late summer of ((!, people were 1olted by two events that

occurred less than a wee+ apart: the deaths of 7rincess *iana and

other Teresa. 6n the surface, the two women could not have

been mote different. 6ne was a tall, young, glamorous princess

from 4ngland who circulated in the highest society. The other, a

-obel 7eace 7ri&e recipient, was a small, elderly /atholic nun

born in 0lbania, who served the poorest of the poof in /alcutta,

India.

5hat's incredible is that their impact was remar+ably similar.

In a ((B poll published by the London-aily ail, 7rincess *iana

and other Teresa were voted in first and second places as the

world's two most caring people.

That's something that doesn't happen unless you have a lot of

influence. ow did someone li+e *iana come to be regarded in the

same way as other Teresa> The answer is that she demonsttated

the powet of influence.

* I 0 - 0 / 0 7 T 9 8 4 * T 4 5 6 8 L * ' S I 0 2 I - 0 T I 6 -

In (, *iana became the most tal+edabout person on the globe

when she married 7rince /harles of 4ngland. -early one billion

people watched *iana's wedding ceremony televised from St.

7aul's /athedtal. 0nd since that day, it seemed people never could

get enough news about her. 7eople were intrigued with *iana, a

commoner who had once been a +indergarten teacher. 0t fitst she

seemed painfully shy and totally overwhelmed by all the attention

she and her new husband were receiving. 4arly in their marriage,

some reports stated that *iana wasn't very happy performing the

duties expected of het as a royal princess. owever, in time she

ad1usted to her new role. 0s she started traveling and representing

the royal family around the world at various functions, she uic+ly

made it her goal to serve others and raise funds for numerous

charitable causes. 0nd during the process, she built many

important relationships%with politicians, organi&ers of

humanitarian causes, entertainers, and heads of state.

*iana started rallying people to causes such as medical

research for 0I*S, care for people with leprosy, and a ban on land

mines. She was uite influential in bringing that last issue to the


27/47

B

attention of the world's leaders. 6n a visit to the 9nited States 1ust

months before her death, she met with membefs of the /linton

administration to convince them to support the 6slo conference

banning the devices. 0nd a few wee+s later, they made changes in

their position. 7atric+ Duller of the 3ritish 8ed /ross said, CThe

attention she drew to the issue influenced /linton. She put the

issue on the world agenda, there's no doubt about that.C Several executives followed him out. So did many

of the company's largest accounts, including 3ritish 0irways and

ars, the candy ma+er. Saatchi's influence was so great that his

departure caused the company's stoc+ to fall immediately from


29/47


30/47

B

/ross, a 9nited 5ay shelter, or their local church, then you +now

that they really do have influence% and leadership ability.

ere is my favorite leadership proverb: Ce who thin+s he

leads, but has no followers, is only ta+ing a wal+.C If you can't

influence others, they won't follow you. 0nd if they won't follow,

you're not a leader. -o matter what anybody else tells you,

temember that leadership is influence%nothing mote, nothingless.


31/47

ow D O E S I N F L U E N C E WO R K?

/eal leadership is eing the person others will gladly

and confidently follow.

ociologists tell us that even the most introverted individual

influences ten thousand other people during his or her

lifetimeF This ama&ing statistic was shared with me by my

associate Tim 4lmore. Tim and I concluded that each one of us is

both influencing and being influenced by others.

0

I - D L 9 4 - / 4 / 0 - 3 4 * 4 E 4 L 6 7 4 *

The prominent leader of any group is uite easily discovered. Hust

observe the people as they gather. If an issue is to be decided, who

is the person whose opinion seems most valuable> 5ho is the one

with whom people uic+ly agree> ost importantly, who is the

one the others follow>

8obert *ilenschneider, the /46 of ill and ?nowlton, a

worldwide public relations agency, is one of the nation's

!

ma1or influence bro+ers. e s+illfully weaves his persuasive

magic in the global arena where governments and mega

corporations meet. e wrote a boo+ entitled !ower and In1

fluence, in which he shares the idea of the Cpower triangleC to

help leaders get ahead. e says, CThe three components of

this triangle are communication, recognition, and influence.

$ou start to communicate effectively. This leads to

recognition and recognition in turn leads to influence.''

T 4 L 4 E 4 L S 6 D L 4 0 * 4 8 S I 7

5e can increase our influence and leadership potential if we

understand the following levels of leadership:

= 7 4 8 S 6 - 6 6 *

7 4 6 7 L 4* 4 E 4 L 6 7

4 -T

RESPECT: Peo!e "o!#

!o$ %e&()e o" $*o +o(

,e -. $*/ +o(

,e,e)e-/

NOTE T*2) )/e 2) ,e)e,e. "o, !e.e,) $*o

*e )e-/ +e,) 4,o$2-4 eo!e -.

o,4-25/2o-) Fe$ 67e 2/ T*o)e $*o .o ,e

%244e, /*- !2"e

7 8 6 * 9 / T I

6 -

REPRODUCTION: Peo!e

"o!!o$ %e&()e o" $*/ +o(

*e .o-e "o, /*e6

NOTE T*2) 2) $*e,e !o-4#,-4e 4,o$/* o&&(,)

Yo(, &o662/6e-/ /o .ee!o2-4 !e.e,) $2!!

2-)(,e o-4o2-4 4,o$/* /o /*e o,4-25/2o- -. /o

eo!e Do $*/ee, +o( &- /o &*2ee -. )/+

o- /*2) !ee!

7 4 8 I S S S

I6 -

RESULTS Peo!e "o!!o$ %e&()e

o" $*/ +o( *e .o-e "o, /*e

o,4-25/2o-

NOTE T*2) 2) $*e,e )(&&e)) 2) )e-)e. %+ 6o)/ eo!e T*e+ !27e

+o( -. $*/ +o( ,e .o2-4 P,o%!e6) ,e "28e. $2/* e,+ !2//!e

e""o,/ %e&()e o" 6o6e-/(6

RELATIONSHIPS: NOTE Peo!e $2!! "o!!o$ +o( %e+o-. +o(, )//e.

Peo!e "o! !o$ %e&()e (/*o,2/+ T*2) !ee! !!o$) $o,7 /o %e "(- C(/2o-

/* e+ $-/ /o S /+2- 4 /o o !o- 4 o- /* 2) !ee! $2/* o(/ ,2 )2- 4 $2!!

&()e *24*!+ 6o/2/e. eo!e /o %e&o6e ,e)/!e))

7 6


32/47

RIGHTS: Peo!e NOTE Yo(, 2-"!(e-&e $2!! -o/ e8/e-. %e+o-. /*e !2-e) o" +o(,

"o!!o$ %e&()e 9o% .e)&,2/2o- T*e !o-4e, +o( )/+ *e,e: /*e *24*e, /*e

/* e+ * e /o /( ,-o e, -. /* e ! o$ e, /* e 6o, !e

L 4 E 4 L i : 76 S I T I 6 - 74 6 7 L 4 D6 L L 6 5

3 4 / 0 9 S 4 T 4 $ 0 E 4 T 6

This is the basic entry level of leadership. The only

influence you have is that which comes with a title. 7eople

who stay at this level get into territorial rights, protocol,ttadition, and organi&ational charts. These things are not

negative unless they become the basis for authority and

influence, but they are poor substitutes for leadership s+ills.

0 person may be Cin controlC because he has been ap

pointed to a position. In that position he may have authority.

3ut real leadership is more than having authorityJ it is more

than having the technical training and following the proper

procedures. 8eal leadership is being the person others will

gladly and confidently follow. 0 real leader +nows the

difference between being the boss and being a leadet.

M The boss drives his wor+ersJ the leader coaches them.M The boss depends upon authorityJ the leader on

goodwill.

M The boss inspires fearJ the leader inspires enthusiasm.M The boss says CICJ the leader, Cwe.CM The boss fixes the blame for the brea+downJ the leadet

fixes the brea+down.

2haracteristics of a 3!ositional Leader3

0ecurity is ased on title, not talent. The story is told of a

private in 5orld 5ar I who shouted on the battlefield, C7ut

out that matchFC only to find to his chagrin that the offender

was 2eneral C3lac+1ac+C 7ershing. 5hen the private, who

feared severe punishment, ttied to stammer out his apology,

2eneral 7ershing patted him on the bac+ and said, CThat's all

right, son. Hust be glad I'm not a second lieutenant.C The point

should be clear. The higher the petson's level of true ability

and the resulting influence, the more secure and confident he

becomes.

This level is often gained y appointment. 0ll other levels

are gained by ability. Leo *urocher was coaching at first base

in an exhibition game the 2iants were playing at 5est 7oint.6ne noisy cadet +ept shouting at Leo and doing his best to

upset him.

Cey, *urocher,C he hollered. Cow did a little suirt li+e

you get into the ma1or leagues>C

Leo shouted bac+, Cy congressman appointed meFC'

!eople will not follow a positional leader eyond his

stated authority. They will only do what they have to do when

they are reuired to do it. Low morale is always present.

5hen the leader lac+s confidence, the followers lac+ com

mitment. They are li+e the little boy who was as+ed by 3illy

2taham how to find the nearest post office. 5hen the lad told

him, *r. 2raham than+ed him and said, CIf you'll come to the

convention center this evening you can heat me telling

everyone how to get to heaven.C


33/47

CI don't thin+ I'll be there,C the boy replied. C$ou don't

even +now your way to the post office.C

!ositional leaders have more difficulty working with vol1

unteers, white collar workers, and younger people.

Eolunteers don't have to wor+ in the organi&ation so there is

no monetary leverage that a positional leader can use to ma+e

them respond. 5hite collar wor+ers are used to patticipatingin decisionma+ing and resent dictatotial leadership. 3aby

boomers in particular are unimpressed with symbols of

authority.

The following characteristics must be exhibited with

excellence on this level befote you can advance to the next

level.

Level 4& !osition$/ights

M ?now your 1ob description thoroughly.M 3e aware of the histoty of the organi&ation.M 8elate the organi&ation's histoty to the people of the

otgani&ation @in other words, be a team playerA.

M 0ccept responsibility.M *o your 1ob with consistent excellence.M *o more than expected.M 6ffer creative ideas for change and improvement.

L 4 E 4 L < : 7 4 8 I S S I 6 -%7 4 6 7 L 4 D 6 L L 6 5

3 4 / 0 9 S 4 T 4 $ 5 0 - T T 6

Dred Smith says, CLeadership is getting people to wor+ for

you when they are not obligated.C# That will only happen

when you climb to the second level of influence. 7eople don't

care how much you +now until they +now how much youcare. Leadership begins with the heart, not the head. It

flourishes with a meaningful relationship, not more

regulations.

0 person on the CpermissionC level will lead by interrela

tionships. The agenda is not the pec+ing order but people

development. 6n this level, the leader donates time, energy,

and focus on the follower's needs and desires. 0 wonderful

illustration of why it's so critical to put people and their needs

first is found in the story of enry Dord in 0mitai 4t&ioni's

boo+, odern Organizations& Ce made a perfect car, the

odel T, that ended the need for any other car. e was totally

productoriented. e wanted to fill the world with odel T

cars. 3ut when people started coming to him and saying, 'r.

Dord, we'd li+e a different color car,' he remar+ed, '$ou can

have any color you want as long as it's blac+.' 0nd that's when

the decline started.C

7eople who are unable to build solid, lasting relationships

will soon discover that they are unable to sustain long,

effective leadership. -eedless to say, you can love people

without leading them, but you cannot lead people without

loving them.

2aution5 *on't try to s+ip a level. The most often s+ipped

level is


34/47

e becomes a great provider for the family, but in the process

he neglects the essential relationships that hold a family

together. The family disintegrates and so does the husband's

business. 8elationships involve a process that provides the

glue and much of the staying powet for longterm, consistent

production.

The following characteristics must be mastered on thislevel before you can advance to the next one.

Level 6& !ermission5/elationship

M 7ossess a genuine love for people.M a+e those who wor+ with you more successful.M See through other people's eyes.M Love people more than procedures.M *o CwinwinC or don't do it.M Include others in your 1ourney.M *eal wisely with difficult people.

L 4 E 4 L # : 7 8 6 * 9 / T I 6 -%74 6 7 L 4 D 6 L L 6 5 3 4 / 0 9 S 4 6 D

5 0 T $ou 0 E 4 * 6 - 4 D 6 8 T 4 6 8 2 0 - I G 0 T I 6 - 6n this

level things begin to happen, good things. 7rofit

increases. orale is high. Turnover is low. -eeds are being

met. 2oals are being reali&ed. 0ccompanying the growth is

the Cbig moC%momentum. Leading and influencing others is

fun. 7roblems are solved with minimum effort. Dresh

statistics are shared on a regular basis with the people who

undergird the growth of the organi&ation. 4veryone is results

oriented. In fact, results are the main reason for the activity.

This is a ma1or difference between levels < and #. 6n theCrelationshipC level, people get together 1ust to get together.

There is no other ob1ective. 6n the CresultsC level, people

come together to accomplish a purpose. They li+e to get

together to get together, but they love to get together to

accomplish something. In other words, they are results

oriented.

The following characteristics must be mastered with

excellence before you can advance to the next level. Level 7&

!roduction$/esults

M Initiate and accept responsibility for growth.

M *evelop and follow a statement of purpose.M a+e your 1ob description and energy an integral part

of the statement of purpose.

M *evelop accountability for results, beginning withyourself.

M ?now and do the things that give a high return.

M /ommunicate the strategy and vision of theorgani&ation.

M 3ecome a changeagent and understand timing.M a+e the difficult decisions that will ma+e a

difference.

L 4 E 4 L ": 7 4 6 7 L 4 * 4 E 4 L 6 7 4 - T%74 6 7 L 4 D 6 L L 6 5

3 4 / 0 9 S 4 6 D 5 0 T $ 6 9 0 E 4 * 6 - 4 D 6 8T 4


35/47

0 leader is great, not because of his or her power, but

because of his or her ability to empower others. Success

without a successor is failure. 0 wor+er's main responsibility

is doing the wor+ himself. 0 leader's responsibility is

developing others to do the wor+. The true leader can be

recogni&ed because somehow his people consistently

demonstrate superior performances.Loyalty to the leader reaches its highest pea+ when the

follower has personally grown through the mentorship of the

leader. -ote the progression: 0t level


36/47

M $ou have become a statesmanNconsultant, and aresought out by others.

M $our greatest 1oy comes from watching others grow anddevelop.

M $ou transcend the organi&ation.

/ L I 3 I - 2 T 4 S T 4 7 S 6 D L 4 0 * 4 8 S I 7

ere are some additional insights on the leadershiplevels

process:

T 4 I 2 4 8 $ 6 9 2 6 , T 4 L 6 - 2 4 8 I T T 0 ? 4 S .

4ach time there is a change in your 1ob or you 1oin a new

circle of friends, you start on the lowest level and begin to

wor+ yourself up the steps.

T 4 I 2 4 8 $ 6 9 2 6 , T 4 I 2 4 8 T 4 L 4 E 4 L 6 D

/ 6 I T 4 - T .

This increase in commitment is a twoway street. 2reater

commitment is demanded not only from you, but from the

other individuals involved. 5hen either the leader or the fol

lower is unwilling to ma+e the sacrifices a new level de

mands, influence will begin to decrease.

T 4 I 2 4 8 $ 6 9 2 6 , T 4 4 0 S I 4 8 I T I S T 6 L 4 0 * .

-otice the progression from level two through level four.

The focus goes from li+ing you to li+ing what you do for the

common interest of all concerned @to li+ing what you do for

them personallyA. 4ach level climbed by the leader and thefollowers adds another reason why people will want to follow.

T 4 I 2 4 8 $ 6 9 2 6 , T 4 2 8 4 0 T 4 8 T 4 2 8 6 5 T .

2rowth can only occur when effective change ta+es place.

/hange will become easier as you climb the levels of

leadership. 0s you rise, other people will allow and even

assist you in ma+ing the needed changes.

$ 6 9 - 4 E 4 8 L 4 0 E 4 T 4 3 0 S 4 L 4 E 4 L .

4ach level stands upon the previous one and will crumble

if the lower level is neglected. Dor example, if you move from

a permission @relationshipsA level to a production @resultsA

level and stop caring for the people who are following you

and helping you produce, they might begin to develop a

feeling of being used. 0s you move up in the levels, the

deepet and more solid your leadership will be with a person or

group of people.

I D $ 6 9 0 8 4 L 4 0 * I - 2 0 2 8 6 9 7 6 D 7 4 6 7 L 4 . $ 6 9 5 I L L - 6 T 3 4

6 - T 4 S 0 4 L 4 E 4 L 5 I T 4 E 4 8 $ 6 - 4 .

-ot every person will respond the same way to your

leadership.


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D6 8 $ 6 9 8 L 4 0 * 4 8 S I 7 T 6 8 4 0 I - 4 D D 4 / T I E 4 , I T I S

4 S S 4 - T I 0 L T 0 T $ 6 9 T 0 ? 4 T 4 6 T 4 8 I - D L 9 4 - / 4 8 S 5 I T I -

T 4 2 8 6 9 7 5 I T $ 6 9 T 6 T 4 I 2 4 8 L 4 E 4 L S .

The collective influence of you and the other leaders will

bring the rest along. If this does not happen, divided interest

and loyalty will occur within the group.

$ 6 9 9 S T ? - 6 5 5 0 T L 4 E 4 L $ 6 9 0 8 4 6 - 0 T

T I S 6 4 - T .

Since you will be on different levels with different people,

you need to +now which people are on which level. If the

biggest influencers within the organi&ation are on the highest

levels and are supportive of you, then your success in leading

others will be attainable. If the best influencers are on the

highest levels and not supportive, then problems will soon

arise.

4veryone is a leader because everyone influences some

one. -ot everyone will become a great leader, but everyone

can become a better leader. 0re you willing to unleash your

leadership potential> 5ill you use your leadership s+ills to

better man+ind>

y Influence

y life shall touch a do&en lives 3efore this day

is done. Leave countless mat+s of good or ill,

4'er sets the evening sun.

This, the wish I always wish, The ptayet I

always ptay: Lord, may my life help othet lives

It touches by the way."

ow CA N I E ; T E N D MY I N F L U E N C E ?

The act of empowering others changes lives.

n 4nglish artist named 5illiam 5olcott went to -ew $or+

in (


38/47

-ot wanting to lose that spar+ of inspiration, 5olcott too+ the

wrapping paper and said, C-othing is ordinary if you +now how to

use it.C 6n that ordinary paper 5olcott made two s+etches. Latet

that same year, one of those same s+etches sold for ;=)) and the

other for ;,))), uite a sum for (


39/47

Hust about evetyone has the potential to become an empowerer,

but you cannot empowet everyone. The process wor+s only when

certain conditions are met. $ou must have:

7 6 S I T I 6 -

$ou cannot empower people whom you don't lead. Leadership

expert Dred Smith explained, C5ho can give permission foranother person to succeed> 0 person in authority. 6thers can

encourage, but permission comes only from an authority figure: a

parent, boss, or pastor.C

84 L 0 T I 6 - S I 7

It has been said that relationships ate fotged, not formed. They

reuire time and common experience. If you have made the effort

to connect with people, then by the time you're ready to empower

them, your relationship should be solid enough for you to be able

to lead them. 0nd as you do, remember what 8alph 5aldo

4merson wrote, C4very man Ror woman is entitled to be valued

by his Ror her best moments.C 5hen you value people and yout

relationships with them, you lay the foundation for empowering

others.

84 S 7 4 / T

8elationships cause people to want to be with you, but respect

causes them to want to be empowered by you. utual respect is

essential to the empowerment process. 7sychiatrist 0ri ?iev

summed it up this way: C4veryone wants to feel that he counts for

something and is important to someone. Invariably, people will

give their love, respect, and attention to the person who fills that

need.C 5hen you believe in people, care about them, and trust

them, they +now it. 0nd that tespect inspires them to want to

follow where you lead.

/ 6 I T 4 - T

The last uality a leadet needs to become an empoweret is

commitment. 9S 0ir executive 4d c4lroy stressed that

Ccommitment gives us new power. -o matter what comes to us%

sic+ness, poverty, or disaster, we never turn our eye from the

goal.C The process of empowering others isn't always easy,

especially when you start doing it for the first time. It's a road thathas many bumps and sidetrac+s. 3ut it is one that's worth traveling

because the rewards are so great. 8emember: when you empower

people, you're not influencing 1ust themJ you're influencing all the

people they influence. That's impactF

T 4 8I 2 T 0 T T I T 9 * 4

6ne mote crucial element of empowering needs to be in place if

you want to become a successful leader: $ou need to have the

right attitude.

any people neglect to empower others because they are

insecure. They are afraid of losing their 1obs to the people they

mentor. They don't want to be replaced or displaced, even if it


40/47


41/47

process. 9se the following steps to guide you as you empower

others:

i . 4 E 0 L 9 0 T 4 T 4

The place to start when empowering people is to evaluate

them. If you give inexperienced people too much authority too

soon, you can set them up to fail. If you move too slowly withpeople who have lots of experience, you can frustrate and

demorali&e them.

8emember that all people have the potential to succeed. $our

1ob is to see the potential, find out what they lac+ to develop it,

and euip them with what they need. 0s you evaluate the people

you intend to empower, loo+ at these areas:

:nowledge. Thin+ about what people need to +now in order to

do any tas+ you intend to give them. *on't ta+e for granted that

they +now all that you +now. 0s+ them uestions. 2ive them

history or bac+ground information. /ast a vision by giving them

the big picture of how their actions fit into the organi&ation's

mission and goals. ?nowledge is not only powerJ it's empowering.

0kill. 4xamine the s+ill level of the people you desire to

empower. -othing is more frustrating than being as+ed to do

things for which you have no ability. $out 1ob as the empoweter is

to find out what the 1ob reuires and ma+e sure your people have

what they need to succeed.

-esire. 2ree+ philosopher 7lutarch remar+ed, CThe richest

soil, if uncultivated, produces the ran+est weeds.C -o amount of

s+ill, +nowledge, or potential can help people succeed if they don't

have the desire to be successful. 3ut when desire is present,empowerment is easy. 0s seventeenthcentury Drench essayist

Hean La Dontaine wrote, Can is made so that whenevet anything

fites his soul, impossibilities vanish.C

< . 6 * 4 L D 6 8T 4

4ven people with +nowledge, s+ill, and desire need to +now

what's expected of them, and the best way to inform them is to

show them. 7eople do what people see.

The people you desire to empowet need to see what it loo+s

li+e to fly. 0s their mentor, you have the best opportunity to show

them. odel the attitude and wot+ ethic you would li+e them to

embrace. 0nd anytime you can include them in your wor+, ta+e

them along with you. There is no better way to help them learn

and understand what you want them to do.

# . 2 I E 4 T 4 74 8 I S S I 6 - T 6 S9 / / 4 4 *

0s a leader and influencer, you may believe that everyone

wants to be successful and automatically strives for success,

probably as you have. 3ut not everyone you influence will thin+

the same way you do. $ou have to help others believe that they

can succeed and show them that you want them to succeed. ow

do you do that>

;


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43/47


44/47

appeared on 4arth. 0 billion minutes ago, /hristianity emerged. 0

billion seconds ago, the 3eatles performed on 'The 4d Sullivan

Show.' 0 billion /oca/olas ago . . . was yesterday morning. 0nd

the uestion we are as+ing ourselves now is, '5hat must we do to

ma+e a billion /oca/olas ago this morning>'C

a+ing /oca/ola the best company in the world was

2oi&ueta's lifelong uest, one he was still pursuing diligentlywhen he suddenly, unexpectedly died. /ompanies that lose a /46

often go into turmoil, especially if his

departure is unexpected, as 2oi&ueta's was. Shortly before his

death, 2oi&ueta said in an interview with the "tlanta >ournal1

2onstitution that retirement was Cnot on my radar screen. 0s long

as I'm having the fun I'm having, as long as I have the energy

necessary, as long as I'm not +eeping people from theit day in the

sun, and as long as the board wants me to stay on, I will stay on.C

Hust months after the interview, he was diagnosed with cancer. Six

wee+s later, he died.9pon 2oi&ueta's death, former president Himmy /atter

observed, C7erhaps no othet corporate leader in modern times has

so beautifully exemplified the 0merican dream. e believed that

in 0merica, all things are possible. e lived that dream. 0nd

because of his extraordinary leadership s+ills, he helped thousands

of othets reali&e their dreams as well.C

26 I G 9 4 T 0 ' S L 4 2 0 / $

The legacy left to the company by 2oi&ueta is inctedible. 5hen he

too+ over /oca/ola in (, the company's value was ;" billion.

9nder 2oi&ueta's leadership, it rose to ;=) billion. That's an

increase in value of more than #,=)) percentF /oca/ola became

the second most valuable corporation in 0metica, ahead of the car

ma+ers, the oil companies, icrosoft, 5alart, and all the rest.

The only company more valuable was 2eneral 4lectric. any of

/o+e's stoc+holdets became millionaires many times over. 4mory

9niversity in 0tlanta, whose portfolio contains a large bloc+ of

/oca/ola stoc+, now has an endowment comparable to that of

arvard.

3ut high stoc+ value wasn't the most significant thing 2oi&ueta

gave to the /oca/ola company. Instead it was the way he left a

legacy. 5hen the /46's death was announced, there was no panic

among /oca/ola stoc+holders. 7aine 5ebber analyst 4manuel

2oldman said that 2oi&ueta Cprepared the company for his not

being there as well as any executive I've ever seen.C

ow did he do it> Dirst, by ma+ing the company as strong as he

possibly could. Second, by preparing a successor for the top

position named *ouglas Ivester. ic+ey . 2ramig, writer for the

"tlanta 2onstitution, reported, C9nli+e some companies, which

face a crisis when the top executive leaves or dies, /oca/ola is

expected to retain its status as one of the world's most admiredcorporations. 2oi&ueta had groomed Ivester to follow his footsteps

since the 2eorgia native's ((" appointment to the company's -o.

< post. 0nd as an indication of how strongly 5all Stteet felt about


45/47

/oca/ola's footings, the company's stoc+ barely tippled six wee+s

ago when 2oi&ueta was diagnosed with lung cancer.C

*oug Ivester, an accountant by training, started his cateer with

/oca/ola in (!( as the assistant controller. Dour years later, he

was named chief financial officer. e was +nown for his

exceptional financial creativity, and he was a ma1ot force in

2oi&ueta's ability to Revoltio!i"e the company's approach to

investment and the handling of debt. 3y ((, 2oi&ueta must have

decided that Ivester had untapped potential, because he moved him

out of his sttictly financial role and sent him to 4urope to obtain

operating and international experience. 0 year later, 2oi&ueta

brought him bac+ and named him president of /oca/ola 9S0,

where he oversaw expenditures and mar+eting. Drom there he

continued to groom Ivester, and in ((", there could be no doubt

that Ivester would follow 2oi&ueta into the top position. 2oi&ueta

made him president and chief operating officet.

5hat 8oberto 2oi&ueta did was very unusual. Dew chief

executives of companies today develop strong leaders and groom

them to ta+e over the organi&ation. Hohn S. 5ood, a consultant at

4gon Gehnder International Inc., has noted that Ccompanies have

not in the recent past been investing as heavily in bringing people

up. If they're not able to grow them, they have to go get them.C So

why was 8oberto 2oi&ueta different> e +new the positive effect

of mentoting firsthand.

8oberto 2oi&ueta was born in /uba and educated at $ale,

where he earned a degree in chemical engineering. 5hen he

returned to avana in (=", he answered a newspaper ad for a

bilingual chemist. The company hiring turned out to be /oca/ola.3y (BB, he had become vice president of technical research and

development at the company's headuarters in 0tlanta. e was the

youngest man ever to hold such a position in the company. 3ut in

the early (!)s, something even more important happened. 8obert

5 5oodruff, the patriarch of /oca/ola, too+ 2oi&ueta under his

wing and began developing him. In (!=, 2oi&ueta became the

executive vice president of the company's technical division and

too+ on other corporate responsibilities, such as overseeing legal

affairs. 0nd in (), with 5oodruff's blessing, 2oi&ueta became

president and chief operating officer. 6ne year later he was the

chairman and chief executive. The teason 2oi&ueta so confidently

selected, developed, and groomed a successor in the (()s is that

he was building on the legacy that he had received in the (!)s.

L 4 0 * 4 8 S 5 6 L 4 0 E 4 0 L 4 2 0 / $ 6 D S 9 / / 4 S S I 6 - . .

.

Leaders who leave a legacy of succession for their organi&ation do

the following:

L 4 0 * T 4 6 8 2 0 - I G 0 T I 6 - 5 I T 0 CL 6 - 2 E I 4 5 C

Hust about anybody can ma+e an organi&ation loo+ good for amoment%by launching a flashy new program or product, drawing

crowds to a big event, or slashing the budget to boost the bottom

line. 3ut leaders who leave a legacy ta+e a different approach.


46/47

They lead with tomorrow as well as today in mind. That's what

2oi&ueta did. e planned to +eep leading as long as he was

effective, yet he ptepared his successor anyway. e always loo+ed

out for the best intetests of the organi&ation and its stoc+holders.

/ 8 4 0 T 4 0 L 4 0 * 4 8 S I 7 / 9 L T 9 8 4

The most stable companies have strong leaders at every level ofthe organi&ation. The only way to develop such widespread

leadership is to ma+e developing leaders a part of your culture.

That is a strong part of /oca/ola's legacy. ow many other

successful companies do you +now about that have had a

succession of leaders come up within the tan+s of their own

organi&ation>

70 $ T 4 I 4 7 8 I / 4 T 6 * 0 $ T 6 0 S S 9 8 4 S9 / / 4 S S T 6 6 8 8 6 5

There is no success without sacrifice. 4ach organi&ation is

uniue, and that dictates what the price will be. 3ut any leader

who wants to help his organi&ation must be willing to pay that

price to ensure lasting success.

E0 L 9 4 T 4 0 L 4 0 * 4 8 S I 7 0 3 6 E 4

I- * I E I * 9 0 L L 4 0 * 4 8 S I 7

-o matter how good he is, no leader can do it all alone. Hust as

in sports a coach needs a team of good players to win, an

organi&ation needs a team of good leaders to succeed. The larger

the otgani&ation, the stronger, larger, and deeper the team of

leaders needs to be.

5 0 L ?0 5 0 $ D 8 6 T 4 6 8 2 0 - I G 0 T I 6 - 5 I T

I- T 4 2 8 I T $

In the case of /oca/ola, the leadet didn't get the oppottunity

to wal+ away because he died an untimely death. 3ut if he had

lived, I believe 2oi&ueta would have done 1ust that. 5hen it's a

leader's time to leave the organi&ation, he has got to be willing to

wal+ away and let his successor do his own thing. eddling only

hurts him and the organi&ation.

D4 5 L 4 0 * 4 8 S 70 S S I T 6-

ax *upree, author of Leadership Is an "rt, declared,

CSuccession is one of the +ey responsibilities of leadership.C $et

of all the characteristics of leadership, legacy is the one that the

fewest leaders seem to learn. 0chievement comes to someone

when he is able to do great things for himself. Success comes

when he empowers followers to do great things with him.

Significance comes when he develops leaders to do great things

for him. 3ut a legacy is created only when a person puts his

organi&ation into the position to do great things without him.

I learned the importance of legacy the hard way. 3ecause the

church grew so much while I was in my first leadership position in

illham, Indiana, I thought I was a success. 5hen I began there,

we had only three people in attendance. Dor three years, I built up

that church, reached out to the community, and influenced many

people's lives. 5hen I left, our average attendance was in the high


47/47

two hundreds, and our record was more than three hundred people.

I had programs in place, and everything loo+ed rosy to me. I

thought I had teally done something significant.

4ighteen months after I had moved to my second church, I had

lunch with a friend I hadn't seen in a while, and he had 1ust spent

some time in illham. I as+ed him about how things were going

bac+ there, and I was surprised to hear his answer.C-ot too good,C he answered.

C8eally>C I said. C5hy> Things were going great when left.

5hat's wrong>C

C5ell,C he said, Cit's +ind of fallen off. Some of the programs

you got started +ind of petered out. The church is running only

about a hundred people. It might get even smallet before it's all

ovet.C

That really bothered me. 0 leader hates to see something that

he put his sweat, blood, and tears into starting to fail. 0t first, I got

tic+ed off at the leader who followed me. 3ut then it hit me. If I

had done a really good 1ob there, it wouldn't matter what +ind of

leader followed me, good or bad. The fault was really mine. I

hadn't set up the organi&ation to succeed after I left. It was the first

time I reali&ed the significance of legacy.

7 0 8 0 * I 2 S I D T

0fter that, I started to loo+ at leadership in a whole new way.

4very leader eventually leaves his organi&ation%one way or

another. e may change 1obs, get promoted, or retire. 0nd even if

a person refuses to tetire, he is going to die. That made me reali&ethat part of my 1ob as a leader was to start preparing my people

and organi&ation for what inevitably lies ahead. That prompted me

to change my focus from leading followers to developing leaders.

y lasting value, li+e that of any leader, would be measured by

my ability to give the organi&ation a smooth succession.

y best personal succession story concerns my departure from

S+yline /hurch. 5hen I first arrived there in (, I made one of

my primary goals the identification and development of leaders

because I +new that our success

maxwell leadership

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