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©2011 The John Maxwell Team

Th e 21 Ir r e f u Ta b l e

LAWS OF LEADERSHIP ❦

Introduction

INTRODUCTION

The Mastermind Concept

CONCEPT OF THE MASTERMIND GROUP:A Mastermind Study is: A gathering of like-minded people who desire to focus on and achieve their goals through the study of a specific set of information and or material usually from one specific book or author.

LEADERSHIP INTRODUCTION:“No matter where you are in the leadership process, know this: the greater the number of laws you learn, the better leader you will become. Each law is like a tool, ready to be picked up and used to help you achieve your dreams and add value to other people.”

A. What tools are you using to raise your level of leadership and, in turn, your effectiveness?

B. Rate your leadership on a scale of 1 (low) to 10 (high) and discuss how you assess your effectiveness.

C. Using this same scale, rate the top 3 people in your organization.

D. Are you willing to invest the time to educate yourself to become a better leader?

E. Do you believe that developing your leadership skills will increase your effectiveness?

F. “The one thing you need to know about leadership is that there is more than one thing you need to know about leadership!”

G. Some laws will expose weaknesses you may not have ever realized you had. Some laws you may already practice. All are tools to help you achieve your purpose and dreams.

THE PARTICIPANT’S GUIDES AND HANDOUTS1. Along with this Facilitator’s Guide, you will have access to the Participant’s Guides

and Handouts. These Guides are located in the “Maxwell Philosophy” section of the Online University. There are two copies of these handouts:

a. Participant’s Guides with “fill in the” blanks

b. Participants Guides with blanks filled in (Key)

2. The participants in various MMG vary from novices in personal growth, to highly

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Introduction

trained professionals. Further, each person has their own learning style. Some MMG work better by providing the handouts with the blanks filled in, but also highlighted. As the Facilitator, you will need to determine, along with your group, which guide to handout, or even offer the option to the entire group.

ACCOUNTABILITY OF PARTICIPATION1. Meetings will be held in a quiet space free from interruption.

2. Cell phones and all other electronic devices will be turned off for the duration of the meetings.

3. Meetings will start and end promptly.

4. Members should provide prior notification to the teacher/coach/leader if they are unable to attend or will be late.

5. Members are expected to obtain and read the book, “The 21 Irrefutable Laws of Leadership” and be ready for each MMG meeting by having read the material prior to the MMG.

TIMING OF MEETINGSMeetings should last no less than one hour and should not exceed 90 minutes. This timing has been tested and proven over many years and in many situations. It can become very easy to feel like “they really wanted to talk longer” but this can also leave others who have made the same time commitment feel as if their time is not important.

GENERATING A GROUP RAPPORT:1. Encourage members to support each other throughout the week by keeping in

touch via email or a phone call. This “touching base” cannot be underestimated as to importance.

2. Check in on each other to share successes or provide support if someone finds themselves facing a challenge or problem.

REMEMBER, THE THREE E’S OF A GREAT MMG:3. Expectation — When you ask your fellow learners to read, to share, and to learn,

they will sense the expectation you have for their success.

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Introduction

4. Excitement – When the leader is excited, the followers will become excited too. They may ask themselves, “Just what is it this person knows that makes them so deeply into this material?”

5. Encouragement – Sharing victories, offering hope and lifting up each participant will help bring them back next week.

6. Utilize the group discussion to generate ideas or suggestions. Remember, this is a “Mastermind” where we are all learning from one another.

SHOWING APPRECIATION:1. When beginning each MMG session, be sure to let all in attendance know how much

you have been looking forward to this very moment in time, and how this time is so important for us all.

2. Be sure to thank everyone for their participation and adherence to the rules.

HAVE FUN:1. Enjoy the study, enjoy the group, and have fun. While many of these concepts can be

challenging, finding joy in the entire process will be fulfilling and contagious.

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Introduction

THE 21 IRREFUTABLE

LAWS OF LEADERSHIP“Follow Them and People Will Follow You”

By Dr. John C. Maxwell

Content DescriptionWhile times change and technology marches forward, the principles of leadership are constant and stand the test of time. There are four ideas to keep in mind as you explore The 21 Irrefutable Laws of Leadership:

1. The laws can be learned. Some are easier to understand to apply than others, but every one of them can be mastered.

2. The laws can stand alone. Each law complements all the others, but you don’t need one in order to learn another.

3. The laws carry consequences. If you ignore them, you will be unable to lead well. If you implement them, people will follow you.

4. These laws are the foundation of leadership. Once you learn the principles, you have to apply them to your life to achieve your full potential as a leader.

Engaging the LawsYou can expect the following process to be followed in the participant guides as we learn each of the laws:

1. We will l e a r n each of the laws as an overview.

2. We will discuss l i v i n g each of the laws.

3. We will discuss how to l e a d others to the law.

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Table of Contents

Table of Contents

Chapter One — The Law of the Lid ...........................................................................................7

Chapter Two — The Law of Influence ........................................................................................9

Chapter Three — The Law of Process .................................................................................... 12

Chapter Four — The Law of Navigation .................................................................................. 14

Chapter Five — The Law of Addition ...................................................................................... 17

Chapter Six — The Law of Solid Ground ................................................................................ 19

Chapter Seven — The Law of Respect ...................................................................................22

Chapter Eight — The Law of Intuition .....................................................................................24

Chapter Nine — The Law of Magnetism .................................................................................28

Chapter Ten — The Law of Connection ..................................................................................33

Chapter Eleven — The Law of the Inner Circle .......................................................................35

Chapter Twelve — The Law of Empowerment .......................................................................38

Chapter Thirteen — The Law of the Picture ...........................................................................41

Chapter Fourteen — The Law of Buy-In ..................................................................................43

Chapter Fifteen — The Law of Victory .....................................................................................45

Chapter Sixteen — The Law of Momentum (The Big Mo) .....................................................47

Chapter Seventeen — The Law of Priorities ..........................................................................49

Chapter Eighteen — The Law of Sacrifice .............................................................................51

Chapter Nineteen — The Law of Timing .................................................................................53

Chapter Twenty — The Law of Explosive Growth .................................................................55

Chapter Twenty-one — The Law of Legacy ............................................................................57

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LAWS OF LEADERSHIP ❦Chapter One

The Law of the Lid

CHAPTER ONE

The Law of the Lid

“……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 individual’s ability to

lead, the higher the lid on his potential. To give you an example, if your leadership rates at 8, then your effectiveness can never be greater than a 7…Your leadership ability — for better or worse — always

determines your effectiveness and the potential impact of your organization.”

A. GOAL SETTING

• Discussyourcurrent3majorgoals—willyouneedassistance?

• Doyouneedtobuildateam?

B. Read the McDonald’s story (p. 1-4). They created a great concept, they were financially secure, and they had the business sense to change with the times and implement “Speedy Service System”. Their genius was in customer service and organization.

• Discuss3-5strengthsyoupossessthatcanassistyouinachievingyourgoalsand aid you in supporting the leadership role of your team.

• Whatisyourweakness?

• Whatwouldhinderorpreventyoursuccess?

C. The McDonald brothers had the marketing idea to franchise their brand, but

they failed in their ultimate goal to turn their enterprise into an American institution and global entity.

“They lacked the leadership necessary to make a larger enterprise effective.” Then, they connected with Ray Kroc – a leader.

• DiscussthedifferencesbetweentheMcDonaldbrothersandRayKroc.

• Whatsacrificesareyouwillingtomaketoraisethelid?

• Suggestthatyourgroupwritethisdown

• Whatisstoppingyoufromachievingthenextstepofyourgoal?

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LAWS OF LEADERSHIP ❦Chapter One

The Law of the Lid

D. “The higher you want to climb, the more you need leadership. The greater the impact you want to make, the greater your influence needs to be. Whatever you will accomplish is restricted by your ability to lead others.”

• Workinghardatraisingthelidofleadershipwillincreaseyoureffectiveness.Study the charts on page 6 & 7.

• Whatstepscanyoutaketoraiseyourlidofleadership?

• Listanddiscuss

• Whatare3thingsyoucandotohelpyourteamraisetheirleadership?

E. “If a person’s leadership is strong, the organization’s lid is high. But if it’s not, then the organization is limited. That’s why in times of trouble, organizations naturally look for new leadership.”

• Personalandorganizationaleffectivenessisproportionatetothestrengthofleadership.

• Lookatyourlife—professionalandpersonal—andrateyourlevelofeffectiveness.

• AreyouwillingtotakethenecessarystepstoRAISETHELID?

• Youcan increase your level of effectiveness.

• YoucanRAISETHELID!YoucanbetheRayKrocorSteveJobsofyourdream!

ASSIGNMENT FOR MEETING #2 — THE LAW OF INFLUENCE• Areyouagreatmanager?Whodoyoumanage?Doyourmanagementskills

reflect your leadership skills?

• Areyouasuccessfulentrepreneur?

• Doyoufollowthosethatpossessintelligence?Thinkaboutthat…

• BeingtheFIRSTdoesnotqualifyyouasaLEADER

• AreyouinfluencedbyLeadersorTitles?

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LAWS OF LEADERSHIP ❦Chapter Two

The Law of Influence

CHAPTER TWO

The Law of Influence“The True Measure of Leadership is Influence — Nothing More, Nothing Less.”

When a real leader speaks, people listen.

Remember, if you think you are leading and no one is following, you are just taking a walk!

The Many Myths of LeadershipMANAGEMENT MYTH

1. Are you a manager?

2. What do you manage?

3. Who do you manage?

4. Do people follow you because they are following your direction? Your policies? The procedures? If yes, then you are a great manager.

If they are not influenced by YOU to follow YOU, then you are not a “leader” — you are a “manager”.

ENTREPRENEUR MYTH

1. Are you financially successful?

2. Did you see a need and knew how to fulfill that need?

3. Did you create your own business?

Thatisyourskill.Andthatisawonderfulskill!!!Manypeoplehavethatsamedream.

Being an entrepreneur does not automatically qualify you as someone with people skills and influence. Many are not good with people. Many entrepreneurs find it best to partner with someone skilled at working with people.

If you can’t influence people, you are not a leader. Entrepreneurship does NOT equal Leadership.

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KNOWLEDGE MYTH

1. Think of 5 of the most intelligent people in your circle. Write down each name.

2. Put a check mark next to each one that is LEADING you.

3. Areyoufollowingtheirleadbecauseoftheirintelligenceandguidance?Or…

4. Are you following their lead because their influence has captivated you to move in their direction?

5. Discuss the differences.

PIONEER MYTH“You can get there first, but if no one follows you, you are not a leader.”

1. Read pages 14-15. Edmund Hillary was the first man to reach the summit of Mount Everest. Since that historical event in 1953, hundreds have followed him in that same feat. But, he was not the leader of that expedition – John Hunt was the leader.

2. “To be a leader, a person has to not only be out front, but have people intentionally coming behind him.”

3. Do you see the difference?

4. How can you apply this in your training sessions?

5. Discuss the various tactics you could use to influence people to follow your lead.

POSITION MYTH“It’s not the position that makes the leader; it’s the leader that makes the position.” —Stanley Huffty

1. Have you worked for a CEO, Chairman of the Board, President, COO, CFO, etc. and followedtheirrules?Ofcourseyoudid!YoudidfromMonday–Friday,8AM–5PMdaily!

2. How many of you followed their lead on Saturday and Sunday?

3. Were you truly influenced by them as Leaders or Titles?

4. Discuss how your title will influence others to follow your lead.

5. Drop your title; now discuss how you will influence others through your leadership.

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True Leadership is Influence

There are 7 Factors of Leadership:1. Character – People can sense Truth, Integrity

2. Relationships – Surround yourself with the right people

3. Knowledge–Study,learn.Knowthefacts.Doyourhomework!

4. Intuition – Energy, morale, timing, momentum. What do you feel?

5. Experience – What challenges have you had in the past?

6. Past Success – What is your track record? Have you extended yourself, taken a risk and succeeded?

7. Ability – What are you capable of? Can you be a good coach?

Discuss all 7 factors of leadership in your life and how you can work on each one to become a successful leader in your coaching industry. Take notes and create a profile of what a good leaderlookslike.Keepthisinyourdailycalendar,journal,etc.andcheckitoften!

Remember: People won’t go along with you if you can’t get along with people!

Discuss the questions below:• HowcanIintentionallyaddvaluetopeople?

• WhatcanIdoforthemtohelpthemreachsuccess?

ASSIGNMENT FOR LESSON #3 THE LAW OF PROCESSReview Chapter 3 – The Law of Process

Focus on the following questions:

• Whatisyourplanforpersonalgrowth?

• Whatareyoudoingtopromoteyourprofessionalgrowth?

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LAWS OF LEADERSHIP ❦Chapter Three

The Law of Process

CHAPTER THREE

The Law of Process

“Becoming a leader is a lot like investing successfully in the stock market. If your hope is to make a fortune in a day, you’re not going to be successful.

There are no successful “day traders” in leadership development. What matters most is what you do day by day over the long haul.”

A. Discuss your answers to the Assignment questions – “What is your plan for personal growth?” and “What are you doing to promote your professional growth?”

• Doyourplansencouragedevelopmentandcontinuedgrowthfromthepreviousday’s progress?

B. …if you want lasting improvement, if you want power, then rely on a process.”

• Discusswithyourteamwhatyoucandodaytodaytocreateanewprocessofreaching your goal of becoming an effective leader.

• Takeapersonalinventoryandwritedownsomestepsdiscussedthatwillallowyou to begin your process of personal growth.

C. Read the Phases of Leadership Growth (p. 26-29)

• Phase1–IDON’TKNOWWHATIDON’TKNOW: Name 4 people you can influence each day as a leader.

• Phase2–IKNOWTHATINEEDTOKNOW: Are you “in charge” of a group or are you a “leader”? Do you recognize that you may lack skills required to become an effective leader?

• Phase3–IKNOWWHATIDON’TKNOW:What can you realistically do on a continual basis to bring you closer to becoming a successful leader? List and discuss what you KNOW you can do to start your process. Incorporate this into your calendars.

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LAWS OF LEADERSHIP ❦Chapter Three

The Law of Process

• Phase4–IKNOWANDGROW,ANDITSTARTSTOSHOW:Ask yourself – “How hungry am I to learn and glean and grow?” Discuss the steps a team leader can start developing in the workplace today with fellow workers, employees, managers, etc. How can they be supported? What tools will you offer?

• Phase5–ISIMPLYGOBECAUSEOFWHATIKNOW:Once you have studied and created a day–to-day process, your instincts will guide you on your journey – this is “The Law of Process”.

D. Explore all opportunities for learning — through seminars, books, etc.

E. Discuss the intentions your team can add to their daily calendar.

F. INSPIRATION: Re-read “A MAN OF ACTION” (p. 31-33). Be inspired by Theodore Roosevelt’s story of success. A weak, frail 12 year old boy built his body and his mind and created a master mind and body of strength, leadership and success.

G. “When they removed him from his bed, they found a book under his pillow. Up to the very last, TR was still striving to learn and improve himself. He was still practicing the Law of Process.”

• WhatareyoudoingrightnowtobuildyourselfintoagreatLeader?

• Whatbookareyoureadingrightnow?

• Whatseminarsareyouenrollingin?

• Whatsacrificesareyoumakingtoreachyourgoal?

ASSIGNMENT FOR MEETING #4 — THE LAW OF NAVIGATIONAnswer the following questions:

• Whereareyougoing?

• Howareyougettingthere?

• Gotacompass?

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LAWS OF LEADERSHIP ❦Chapter Four

The Law of Navigation

CHAPTER FOUR


“Anyone Can Steer the Ship, but It Takes a Leader to Chart the Course”

A. A brilliant example of “Navigation” is shown in pages 35-36 — the mission of reaching the South Pole by two different “leaders” with two different strategies.

B. Discuss the difference between the carefully navigated plan vs. the violation of the Law of Navigation.

A leader must chart the course and be process oriented — and, PLAN AHEAD.

P = PREDETERMINE a course of action

L = LAYOUT your goals

A = ADJUST your priorities

N = NOTIFY key personnel

A = ALLOW time for acceptance

H = HEAD into action

E = EXPECT problem

A = ALWAYS point to success

D = DAILY review your plan

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C. Now is the time to write down your goals below, whether it is a coaching goal, personal goal, business goal, or financial goal.

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NAVIGATE YOUR WAY THERE!• FolloweachofthePLANAHEADstepsabove.

• Remembertodevelopateamaroundyou.

• WhoistheQuarterback?

• Whowillyoubringaround?

• Dothenextrightthingtoday.Managetoday.

• FollowthePLANAHEADmethod….andTOUCHDOWN!

“In the end, it’s not the size of the project that determines its acceptance, support, and success. It’s the size of the leader.”

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ASSIGNMENT For Lesson #5 – THE LAW OF ADDITION:Preview Chapter 4 and focus on the following:

• Listthemostimportantpeopleinyourlife

• Nexttoeachname,writedownonethingTHEYvaluemost

• Nexttoeachvalue,writedownona1(low)–5(high)scalehowwellYOUrelate to their value

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LAWS OF LEADERSHIP ❦Chapter Five

The Law of Addition

CHAPTER FIVE

The Law of Addition

“The bottom line in leadership isn’t how far we advance ourselves but how far we advance others.” Remember — leaders add

value to others by serving others.

A. Are you making things better for the people who follow you?

• Name5peopleinyourpersonallifeclosesttoyou.

• Nexttoeachname,write3waysyoushowthemyoucare.Ifyoucannotwrite3ways you show them you care daily, write 3 ways you are willing to do.

• Now,name5peopleinyourbusinesslifethatyoulead.

• Nexttoeachname,write3waysthatyoudisplayactionseverydayofcaring,sharing and lifting.

• Now,askyourself–areyouwillingtodothiswithoutrecognition?

B. Commit here to make it a practice for those 10 people in your life — everyday — to show actions of the heart. Enter your commitment on your daily calendar.

C. Discuss John Maxwell’s thought — “If you desire to add value by serving others, you will become a better leader.”

• Howdoesthisworkforyou?

• Whatdoesthislooklikeinyourlife?

D. Discuss the difference between “being in charge” vs. building a great company.

• Doyouhavean“opendoor”policy?

• DoyourfollowersworkFOR you or WITH you?

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LAWS OF LEADERSHIP ❦Chapter Five

The Law of Addition

• Doyoupersonallyknowthepeopleyoulead?

• Haveyoulistenedtotheirstory?

• Discuss.Relationships are built on listening and caring. “We add value to others when we truly value others.”

E. Read “It’s Not Just About The Chicken” page 56

• DiscusstheimportanceoftheJohnston&MurphyShoeCompany’sindustrialstrength shoe brush illustration.

• Discusshowthisactiondisplayedthefollowing:

• Service“Howcanwehelpyouandyourorganization?”

• Caring

• Sharing

• Lifting

• “The Second-Mile Service”

“The handshake of the host affects the taste of the roast.” —Ben Franklin

ASSGINMENT FOR LESSON #6 — THE LAW OF SOLID GROUND• HowimportantisTRUSTforaLeader?

• Doyourcolleaguestrustyou?

• Howdoyouknow?

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LAWS OF LEADERSHIP ❦Chapter Six

The Law of Solid Ground

CHAPTER SIX


“Character makes trust possible. And, trust makes leadership possible.

That is the Law of Solid Ground.”

A. Your character communicates your leadership.

• Dothepeopleyouworkwithopenlysharewithyou?

• Thinkofatimewhenbusinesscolleaguesopenlysharedwithyou.

• DiscusswhytheywereinclinedtoTRUSTyou.

B. Discuss the following statement: “Trust is like change in a leader’s pocket. Each time you make good leadership decisions, you earn more change. Each time you make poor decisions, you pay out some of your change to the people. All leaders have a certain amount of change in their pocket when they start in a new leadership position……When you’re out of change; you’re out as the leader?”

• Howmuchchangeisleftinyourleadershippocket?

C. When trust is gone, followers fall back.

• Thinkofanexampleinyourlifewhenyourtrustwasgone…youfellback

• Whatdoyouthinkwasthecause?

• Howcanyouavoidthatleadershippitfall?

D. Charisma gets you through the door. Character keeps you inside the door. It’s an inside job. What does this mean?

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E. What does integrity look like to you?

• Consistency

• Honesty–betruthfulevenwhenthetruthhurts

• Authenticity–beYOURSELFwithEVERYONE

• Discipline–Whatisitthatyoudon’talwayswanttodo?Doit!

F. Think of a leader you did NOT trust — did he/she pretend to be someone else?

• Didhis/heregoovershadowhisauthenticself?

• Now,examineyourownauthenticity.Discusshowyoucanmakesomechangesnow that you have examined your authentic, truthful self.

G. To build trust, a leader must exhibit competence, connection, and character. Leaders who possess these live out their integrity values every day.

• Howcanyoumakechangesinyourdailylifetoexpressyourintegrityandattract your followers to trust you? No one enjoys spending time with someone he doesn’t trust.

H. Now, take an inventory of those in your past that you have broken trust.

• Takethenextrightsteptomakeamendsandcommittore-earningtheirtrust.

I. List the names of those people in your past (both personal and professional) and make a decision to move forward in building trust by making amends to each and every person.

J. List the names of those people in your present life and make a decision to move forward in building trust and discuss your action steps.

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Remember….People Do What People See.

“The only thing that walks back from the tomb with the mourners and refuses to be buried is the character of a man. This is true. What a man is

survives him. It can never be buried.” — J. R. Miller

ASSIGNMENT FOR MEETING #7 — THE LAW OF RESPECT• Peopledon’tfollowothersbyaccident–theyfollowindividualswhose

leadership they respect

• List5peopleinyourlifethatyourespect

• Nexttotheirname,canyouwriteatleast2reasonswhyyourespectthem

• Wouldyoufollowtheirlead?

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LAWS OF LEADERSHIP ❦Chapter Seven

The Law of Respect

CHAPTER SEVEN

The Law of Respect“People Naturally Follow Leaders Stronger Than Themselves”

1. Re-read pages 73-74

2. How impressed were you with the first chapter (page 73)?

3. What was the difference in your impression for Harriett Tubman after reading p. 74?

4. The difference was RESPECT

RESPECT HAS TO BE EARNED1. People don’t follow others by accident. They follow individuals whose leadership they

respect.

2. Who chooses to follow you?

3. What is your leadership level?

4. Here’s the test: How would your employees, family members, trainees change something they were doing if you asked them to as their coach/leader?

5. Discuss your answers and how you can change your leadership qualities.

HOW YOU CAN EARN RESPECT1. Talent alone won’t work; it is the first step to attract people, but fails shortly if you do

not have respect for others.

2. People WANT to follow people they respect. How can you gain respect? Discuss in detail. As a coach, how will you gain the respect of your clients? Do you have respect for them?

3. Now it’s time to look at your track record. Success? It’s hard to argue with a good track record. Followers will follow because they want to be part of success in the future, not failure.

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LAWS OF LEADERSHIP ❦Chapter Seven

The Law of Respect

4. When leaders stick with the team — until the job is done — that spells LOYALTY.

5. Areyoudedicated?IfyousayYES,proveit!

6. What are you willing to do to add value to others?

7. Evaluate yourself. How can you improve as a leader?

Write down one habit or practice that you can incorporate into your life that will get you closest to your goal.

• Writethisdownonyourcalendarforonemonth–everyday!

ASSIGNMENT FOR LESSON #8 — THE LAW OF INTUITION• Rateyourself.Canyoutellwhatothersarefeeling?

• Canyoutellwhentheyareupset?Happy?Confused?Angry?

• Doyouanticipatewhatothersarefeeling?

• Becomeapeoplewatcher

• Readabookonrelationships

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LAWS OF LEADERSHIP ❦Chapter Eight

The Law of Intuition

CHAPTER EIGHT


“Leaders Evaluate Everything with a Leadership Bias”

Not everyone is intuitive in the area of leadership, but everyone possesses intuition. Intuition is hard to explain because it is not concrete.

A. What is your greatest strength?

B. Examine your strengths and write them down. What talents are you naturally gifted with? Write them down below.

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C. Is LEADERSHIP on your list of strengths?

D. What is your STRONGEST talent?

E. Do you know something is “right” even before you have any evidence?

Answer the questions above and examine if you trust your intuition in your greatest strengths.

Who you are dictates what you see. If you “wanna see more… BE more!”

“A leader has to read the situation and know instinctively what play to call.”

1. As a leader you have to drill, learn, practice and know. You cannot teach what you do not know. No client will listen to you. Your client will not learn and, therefore, you are not coaching; you are not leading.

2. Do you know all the material you are teaching? Read pages 96-97. Larry Smith, coach at the University of Southern California studied the plays inside and out — knew every move, every play. It was embedded in his mind and in his heart.

3. He taught his players the same way. In a crunch they all intuitively knew what to do.

4. Teach by that role model!

F. EXERCISE YOUR INTUITION

1. Arrange a meeting with each person you will coach. Let them talk. Listen. Observe. Feel their feelings.

2. Create a sheet for each person. Write down all that you hear and see. Study it.

3. Become intuitive to their thoughts and needs. Study. Navigate. Report.

G. Remember there are 3 Levels of Leadership Intuition:

1. Those who naturally understand leadership

2. Those who can be nurtured to understand leadership

3. ThosewhowillNEVERunderstandleadershipWhichonedescribesyou?

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H. Intuition is difficult to explain because it is not concrete.

• TheLawofLeadershipisbasedonfactsPLUSinstincts

• Theonlywaytodevelopintuitionforyourleadershipasacoachistolistenandlearn

Lead others to the Law of Intuition:

• Haveyouheardthemsay,“IknowinmygutIneedto…?”

• Teachthemtolisten—thatisintuitionspeaking.

Teaching the Law of Intuition is difficult. You need to develop intuition within yourself. If this does not come naturally, you need to develop the skill to influence people to follow you. Write down the steps you will take each day to develop the skill of intuition.

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Remember that some people believe you have to be at the right place at the right time.

Almost every time a leader is in the right place at the right time, other people are in the same placeatthesametime…theleaderisjustmoreaware.Teachyourselfhowtobeaware.

“If prayer is us talking to God, intuition is when God talks to us.” — Wayne Dyer

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ASSIGNMENT FOR LESSON #9 — THE LAW OF MAGNETISM• Whodoyouwanttoattract?

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• Whataretheirqualities?

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• Whydoyoudesirethequalitiesyoulisted?

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LAWS OF LEADERSHIP ❦Chapter Nine

The Law of Magnetism

CHAPTER NINE


“Who You Are is Who You Attract”

A. We all choose the people we want to be near.

1. What qualities are you looking for in a person that you will include in your inner circle?

2. What qualities are you looking for in business relationships?

3. What qualities are you looking for in personal relationships? Inner Circle:

Inner Circle:

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Business:

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Personal:

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B. Now highlight the qualities you listed above that you possess.

C. Write your Missions Statement below. Who am I? What is my mission and what method will I use to achieve success?

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D. Write your Vision Statement. What will I do next?

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E. What are your Core Values? What do I believe? Remember LIKE attracts LIKE.

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F. Create a Social Contract. How will I act and who will I be accountable to?

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• Areyoutryingtoattractpositivepeopleinyourinnercircle?Areyouanegativeperson? People generally attract others with similar attitudes.

• Theleadersyouwillattractwillbesimilarinstyleandabilitytoyou.

• Asacoach,youmustcheckyourmagnetismqualitiesdaily.Takenoteofwhoand what you are attracting into your life.

• Doyouneedtomakechanges?Doyouwanttochangewhoyouareattracting?

G. Write down the steps you are willing to take to practice the Law of Magnetism:

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That is the Law of Magnetism.

If you want to attract better people, become the kind of person you desire to attract.

It’s really quite simple!

ASSIGNMENT FOR LESSON #10 — THE LAW OF CONNECTIONThink about the following:

• Beforeyouconnectwithpeople,youmustconnectwithyourself

• DoyouspeaktoyourTEAM/yourFOLLOWERS/withyourHEART?

• YoumusttouchtheirHEARTbeforeyoucanaskfortheirHAND

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LAWS OF LEADERSHIP ❦Chapter Ten

The Law of Connection

CHAPTER TEN


“Leaders Touch a Heart Before They Ask for a Hand”

Remember — they can’t go along with you until they get along with you…• Doyouaskthequestion….howcanIhelpyou?

• Areyouconnectedwithyourself?

• Beforeyouconnectwithothers,youmustconnectwithyourself.Reflectonyourconnection with yourself. Ask yourself — what is my greatest asset?

• AmIapplyingmystrengths?

• HowcanIusethisstrengthtocoachothers?

• HowwelldoIrelateandcommunicatewithothers?

• DoIlikeme???AmIlikeable?

• HowdoYOU speak to their heart?

• Howdotheyknow?Howdotheyfeel?

• WhatcanIdo,asacoachtoprojectmysincerityandaddvaluetoothers?

A. Read pages 113-114 — “You can lose the trust of your followers in one split second…one instance of not hearing their heart — their emotion.”

• Askyourself—hasthishappenedtoyou?Recallthesituationsandthereasons why you lost trust.

• DoYOU practice what you preach?

• Whatchangesdoyouneedtomakewithinyourselftospeakfromtheheartand to the heart?

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LAWS OF LEADERSHIP ❦Chapter Ten


B. How do you want to be seen?

C. Have leaders connected with you? Discuss the feelings, results, inspirations, motivations

D. Do YOU ask questions about their life? What is their motivation, desire?

E. A leader FAILS if he does not know his follower.

F. Ask yourself:

• HowcanILearn?

• HowcanIConnect?

“The stronger the relationship you form with followers, the greater the connection you forge — and the more likely those followers will be

G. Discuss # 3 page 125

ASSIGNMENT FOR MEETING #6 — THE LAW OF THE INNER CIRCLE

“A Leader’s Potential Is Determined by Those Closest to Him”

Think about the following:

• Wholiftsyouup?

• Whotakesyoudown?

• Whoisyourinnercircle?

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LAWS OF LEADERSHIP ❦Chapter Eleven

The Law of the Inner Circle

CHAPTER ELEVEN


“A Leader’s Potential Is Determined by Those Closest to Him”

A. Your leadership potential is increased through a team effort.

• Whoisclosesttoyou?

• Whoisyourteam?

• Doyouneedateam?Discuss

B. Discuss: “Leaders have to deliver. There is no substitute for performance. But without a good team, they don’t often get the opportunity.” That is the law of the Inner Circle.

C. Who in your “team” can make a difference?

D. How can the Law of the Inner Circle add value to your team and you as a leader? Discuss.

E. Discuss the statement “Nobody does everything well”. Identify your strengths and how you can coach others to develop that strength to enhance the team’s effectiveness.

“ You can do what I cannot do. I can do what you cannot do.

Together we can do great things” —Mother Teresa.

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F. Discuss the following:

• Whodoyouneedtocompleteyourleadershipexcellence?

• Listthepeopleyouwantonyourteam…thatcanaddtoyourgoals…andinreturn, add to their goals.

G. Are you intentional in your relationship building?

H. Are you a “Lone Ranger” leader? Examine and discuss.

I. Do the people in your inner circle possess the strengths in your areas of weakness?

J. Do you have an assistant? If not, why not? And remember, your assistant is your right-hand, your life-line to success…who qualifies to attract your potential of success?

K. Are you surrounding yourself with people who LEAN or people who LIFT?

L. Chemistry…team chemistry.

• Howimportantisthat?

• Whatdoesthatmeantoyou?

“Success comes not from what you know but from who you know and how you present yourself to each of those people.”

— Lee Iacocca

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M. Discuss: “Hire the best staff you can find, develop them as much as you can, and hand off everything to them you possibly can to them.”

ASSIGNMENT FOR MEETING #12 — THE LAW OF EMPOWERMENTThink about the following:

• Doyouoperatefromanassumptionthatyouhavepositiveinsightsandenergyto offer other people and your organization?

• Areyouwillingtotakerisks?

• Doyoubelieveinpeople?

• WhobelievesinYOU?

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LAWS OF LEADERSHIP ❦Chapter Twelve

The Law of Empowerment

CHAPTER TWELVE


“Only Secure Leaders Give Power to Others”

Insecure leaders gather power – they “power-up” on other people.

A. “The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.” ~ Theodore Roosevelt

• Howmanyofyouhaveworkedundertheleadershipofsomeonethatundermines you? How was your performance? Morale?

• Didyoufindyourselftired,annoyed,andfailing?Eventhoughs/hemayhavebeenanoutstandingentrepreneur,manager,director…hisleadershipdidnotpromote your growth.

• Howmanyofyouhaveworkedwithaleaderwhoempoweredyou?Hegave you the right resources, responsibilities and let go of the leash and let you achieve your potential? That’s a Leader who practices the Law of Empowerment.

• Discussyourexperiencesandthedifferencesinyourperformanceandwell-being both professionally and personally.

• As a coach, the John Maxwell Certification Program does just that!

B. There are three barriers to empowerment:

• Job Security — You don’t want to give away any of your power to another you are leading — you possess a fear that they will take away your job. Remember — it’s in giving, you receive. That’s the cycle of life.

• Breathe in deeply — take in as much air as you can — hold it all in. Don’t let any out. How do you feel? You have to exhale — you cannot hoard all the air. That’s the same with leadership. A true leader empowers others.

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• Resistance to Change — Fear of the unknown holds back your potential. No one really likes change even though most can see the advantages. Empowerment brings constant change because it encourages people to grow and innovate.

• Nameareasinyourlifewhereyouknowyouareconsciouslyavoidingchange and growth.

• Whatisholdingyoubackfrommovingforward?Findsomeoneyoucanconfide in and discuss this. Make a plan to move forward.

• Lack of Self Worth — Far too many people are afraid to venture out because they feel they are not good enough, not smart enough, not attractive enough, etc. The list goes on and on. Look in the mirror right now. What do you see? Write down a description of what you are looking at in the mirror. Now examine your list. How many observations were negative? Self-conscious people are rarely good leaders. They focus on themselves and what others think. They can’t give power to others because they feel they have no power themselves.

• Examineyourselfandbehonest.Ifyouaspiretobeagreatleader,youmust live by the Law of Empowerment.

C. List below each barrier you are facing and discuss your strategy to move and knock down each barrier.

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ENLARGING OTHERS MAKES YOU LARGER

ASSIGNMENT FOR LESSON #13 — THE LAW OF THE PICTURE• “PeopleDoWhatPeopleSee”—whatdoesyourfamilyseewhentheyobserve

you?

• Whatdoyourcolleaguessee?

• Whatdoyourfriendssee?

• Arethey“FollowingtheLeader”?

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LAWS OF LEADERSHIP ❦Chapter Thirteen

The Law of the Picture

CHAPTER THIRTEEN

The Law of the Picture“People Do What People See”

A. Remember the game “Follow the Leader”?

• Thegreatestgiftaleadercangiveisbeingagoodexample.

• 89%ofwhatweknow—welearnedvisually.Whoareyoulearningfrom?Whois learning from you? You are responsible to teach, lead, and create the picture.

• Notonlyareyoucreatingavisualpicture,employeeswantleaderswhosebeliefs and actions line up. “Practice what you preach”

B. The first person you need to lead is yourself.

• Howcanyouremainacredibleleader?Discuss.

• Youmustworkfirstandhardestonyourself.

• Whatareasofyourlifeneedchanging?

• Howwillthischangethepictureyouhavecreated?

• Remember-don’ttrytochangeothers.Changeyourselffirst.

• Incaseofanemergencyinflight…andtheoxygenmaskfalls…EveryflightattendantinstructsyoutoputthemaskonYOURSELFFIRST…soyoucantake care of others.

C. Give yourself a character audit.

• Listyourcorevalues.

• Whatincidentsstandoutasinconsistentwiththosevalues?

• Wheredoyouneedtoworkonyourself?

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LAWS OF LEADERSHIP ❦Chapter Thirteen

The Law of the Picture

• Askatrustedfriendtowalkwithyouonthispathandobserveyou.

• Letthattrustedfriendbehonest,donotdebatetheirobservations.

• Learn.Act.Change.

“Leaders who send mixed signals have confused followers.”

ASSIGNMENT FOR MEETING #14 —THE LAW OF THE BUY-INThink about the following:

• Howcanyouearncredibilitywithothers?

• List5waysyoucandothatandcreateastrategyfordiscussion.

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LAWS OF LEADERSHIP ❦Chapter Fourteen

The Law of the Buy-in

CHAPTER FOURTEEN

The Law of the Buy-in“People Buy into the Leader, Then the Vision”

A. People need to buy into the Leader before they can follow.

• Manyleadersask,“Doyouthinkmypeoplewillbuyintomyvision?”Answerthisquestionfirst…“Doyourpeoplebuyintoyou?”

• Areyouauthentic?

• HaveyoufoundYOUR dream?

• TheLeaderfindsthedreamandthenthepeople.Thepeoplefindtheleaderand THEN the dream. What does that mean?

B. People don’t follow worthy causes; they follow worthy leaders who promote their worthy causes.

• Whatisyourcause?

• Whodoyoubelieveisatrust-worthy,authenticleaderinyourcause?

• DotheyhaveyourSAME vision?

C. Review the chart on page 173 and discuss. It shows how people react to their leaders.

People will buy into you…. when you buy into people.

D. How do you continue to work on relationships with others once people have bought into you?

E. How do you nurture the relationships of those in your inner circle?

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LAWS OF LEADERSHIP ❦Chapter Fourteen

The Law of the Buy-in

F. “As a leader… you don’t get credit for being “right” as you bring the organization to a halt. Your success is measured by your ability to actually take the people where they need to go…….That’s the reality of the Law of Buy-In”.

• Howcanyouachievethisleveloftrustandleadership?

G. List 5 things you need to change in your present leadership to achieve the Law of Buy-In. Discuss and share ideas.

ASSIGNMENT FOR MEETING #15 — THE LAW OF VICTORYThink about the following:

• Doyoucurrentlydemonstrateacommitmenttotheteam,departmentororganization you lead?

• Ifyoudonothavethatcommitment,whatisholdingyouback?

• Doyouhavetherightpeopleonyourteam?

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LAWS OF LEADERSHIP ❦Chapter Fifteen

The Law of Victory

CHAPTER FIFTEEN

The Law of Victory

“Leaders Find a Way for the Team to Win”

Great leaders find a way to win.

A. When the pressure is on, great leaders are at their best. Whatever is inside them comes to the surface.

B. Think of a time in your life or maybe you are experiencing it now, where you feel defeated. No matter what road you take, what tactics and strategies you employ, the “win” looks dim.

C. Now examine if you hold the following truths:

• Leadershipisresponsible

• Losingisunacceptable

• Passionisunquenchable

• Creativityisessential

• Quittingisunthinkable

• Commitmentisunquestionable

• Victoryisinevitable

This is a mindset that says losing is not an option, winning is mandatory!

D. Are you surrounded with the right team players?

E. “You’ve got to have great athletes to win, I don’t care who the coach is. You can’t win without good athletes, but you can lose with them. This is where coaching makes the difference.” —Lou Holtz. What does this mean to you?

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LAWS OF LEADERSHIP ❦Chapter Fifteen

The Law of Victory

F. Discuss the following statements:

• Leadersmakethingsbetterfortheirteam

• Leadersdoeverythingpossibletoachievevictory

• Leadersarevisualfiguresofinspiration

• Leadersofferhope,senseofdirectionandconfidence

• Leadersaredealersinhope

G. Are you practicing the Law of Victory?

• Ifnotwhatisholdingyouback?

• Writeitdown.Now,putan“X”throughallyourstatements.

• Getaclean,freshpieceofpaperandatthetopwritedownyourgoal…your“WIN”!

• Nowlisttheaffirmationstoyourvictory—beinspiredwithyourpowerofintention.

• InspireothersonyourteamandmoveforwardtoVICTORY!!!

ASSIGNMENT FOR LESSON #16 — THE LAW OF THE BIG MO• Haveyoueverplayedonasportsteamthatsoaredwithmomentum?How

powerful was your coach?

• Haveyoueverparticipatedonateamprojectwhereallwerefocusedonthesame goal? How powerful was the leader?

• Howwasthismomentumcreated?

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LAWS OF LEADERSHIP ❦Chapter Sixteen

The Law of the Big Mo

CHAPTER SIXTEEN


“Momentum Is a Leader’s Best Friend”

“Many times Momentum is the only thing that makes the difference between winning and losing.”

A. Which comes first — momentum or growth?

B. The great exaggeration….read p. 197 “Momentum is The Great Exaggerator”.

• Whenyouhavemomentum,smallproblemsdon’tmatter.Successmatters.Winning matters

C. Discuss how a roadblock can stop if you have no momentum?

D. Momentum begins with the leader.

“ You cannot kindle a fire in any other heart until it is burning within your own.” —Eleanor Doan

• Areyouattractinglike-mindedpeopletoyourteam?

• Areyoumodelingenthusiasm?Ifnot,whatstepscanyoutaketoincreasethemomentum today?

• Name3roadblockstomomentumthatyouhaveencounteredthatstoppedyourWIN.

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LAWS OF LEADERSHIP ❦Chapter Sixteen


E. Issues need to be worked through quickly with ease — they threaten your momentum.

• Atraintraveling55mphhitsawall….andcontinues….withmomentum

• Atraintraveling55mphhitsawall…andstops.Nomomentum.

• Howareyougearedfortraveling?

• Whatareyoudoingtodaytokeepthe“train”fromhittingthewallandstopping?

• Discussthestepsyouwillincorporatetocoachotherstoidentifytheirobstaclesand the tools to move through all challenges.

• Whatskillsandstrategieshaveyoudevelopedtoallowfullmomentum—atacomfortable speed through the challenges to the WIN?

• HowcanyouinspireyourBIGMO?

ASSIGNMENT FOR MEETING #17 — THE LAW OF PRIORITIESThink about the following:

• Areyoureadytoshakeupyourlifeandmoveforwardoutofyourcomfortzonein order to live and work according to your priorities?

• What’sNOTworkinginyourlife?

• Describehowitisnotworking.

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LAWS OF LEADERSHIP ❦Chapter Seventeen

The Law of Priorities

CHAPTER SEVENTEEN


“Leaders Understand That Activity is Not Necessarily Accomplishment”

Leaders never advance to a point where they no longer need to prioritize.

1. Being busy does NOT mean you are achieving. Ask the question: WHAT ARE YOU ACCOMPLISHING? Not — What are you doing?

2. Prioritizing requires leaders to continually think ahead and see how everything relates to the overall vision.

3. Prioritizing causes us to do things that are the least uncomfortable and sometimes painful.

Today, I will get the “Right” things done!

Discuss the 3 R’s for Priorities:1. REQUIRED – what is required of me that nobody can or should do for me?

2. RETURN – What gives the greatest return? What am I doing that can be done at least80%aswellassomeoneelse?Discoveryourstrengths.

3. REWARD – Are you doing the things you love? Your passion will provide you with the fuel you need to keep you doing. Do not neglect what you love. Make a list and then prioritize your time around this list.

Great leaders hold their goal to make each player succeed in unity with the other team players to WIN! That is the Law of PRIORITIES!

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LAWS OF LEADERSHIP ❦Chapter Seventeen


ASSIGNMENT FOR LESSON #18 — THE LAW OF SACRIFICE• Areyouwillingtogiveupyourrightsforthesakeofthepeopleyoulead?

• Doyouhavethe“destination disease”? Do you feel you have “arrived”?

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LAWS OF LEADERSHIP ❦Chapter Eighteen

The Law of Sacrifice

CHAPTER EIGHTEEN


“A Leader Must Give Up to Go Up”

The heart of good leadership is sacrifice.

A. Take a look at the diagram on page 223. What does this show you? As you rise in leadership, responsibilities increase and rights decrease.

B. What sacrifices have you made to get to where you are today? Cost of education? Dedication of hours spent studying, learning, practicing? What else have you sacrificed?

C. Ralph Waldo Emerson observed “For everything you have missed, you have gained something else; and for everything you gain, you lose something.” Life is a series of trades, one for another. Discuss this statement.

D. What have you traded? What did you receive?

E. Sacrifice is an ongoing process, not a one-time payment. Do you think you have paid all the tolls and dues? If you are embarking on the path of great leadership, you are not done paying. Sacrifice never ends.

F. Growth stops when the price gets too high. Where are you in your growth? Discuss and examine your own journey. Are you climbing the mountain or is it too high? It’s not how many reach the peak, it’s how many were left behind. Those left behind did not practice the Law of Sacrifice. Where do you want to be?

G. Destination Disease! Do you suffer from this ailment? This is the idea that you have “arrived” and no longer need to sacrifice. Leaders who think this way stop sacrificing and stop gaining higher ground in leadership.

H. What area of your life is infected with Destination Disease?

I. Write them down and for each, create a statement of ongoing strength. Makethisaffirmationapartofyourdailythought!

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LAWS OF LEADERSHIP ❦Chapter Eighteen


Practicing the Law of Sacrifice will not only get you to the top

of the mountain, but will keep you there. You will not slide or

fall down from the peak… you will only look up to the next

mountain top waiting for you!

ASSIGNMENT FOR LESSON #19 — THE LAW OF TIMING• Writedownandanalyzesomerecentfailedinitiativesanddeterminewhether

they were caused by wrong action or wrong timing.

• Whydidtheinitiativeultimatelyfail?

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LAWS OF LEADERSHIP ❦Chapter Nineteen

The Law of Timing

CHAPTER NINETEEN

The Law of Timing

“When to Lead is as Important as What to Do and Where to Go.” Timing is often the difference between success and failure in an endeavor.

A. “The wrong action at the wrong time leads to disaster.” Give examples when you have made an action decision and the timing was not right. What happened?

• Didyourleadershipsuffer?

• Didyourpeoplesuffer?

• Knowtheimportanceoftiming.

B. “The right action at the wrong time brings resistance.” You may have the right action — the right decision, however, if the timing is not right — it will not work!

C. Good leadership requires: Discuss each requirement.

• Understandingof the situation – knowledge

• Maturity – leader’s motives must be right – not selfish

• Confidence – the leader must know what has to be done – which stems from UNDERSTANDING AND MATURITY

• Decisiveness – strong leaders make strong decisions and gain trust

• Experience – either through their own past or through learning the wisdom of other leaders

• Intuition – the Law of Intuition – know the morale and momentum

• Preparation – if conditions are not right, leaders must create those conditions. Setupyourteamforsuccess!

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LAWS OF LEADERSHIP ❦Chapter Nineteen

The Law of Timing

D. Look at the list above and discuss each point in length. This discussion will reveal the reasons why you have failed or succeeded in the past. Know that all of the above are required to follow the Law of Timing.

ASSIGNMENT FOR LESSON #20 — THE LAW OF EXPLOSIVE GROWTH• Whereareyouintheprocessofleadershipdevelopment?

• Developingyourself?

• Developingyourteam?

• Developingleaders?

• Whatactionsareyoutaking?

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LAWS OF LEADERSHIP ❦Chapter Twenty

The Law of Explosive Growth

CHAPTER TWENTY

The Law of Explosive Growth“To Add Growth, Lead Followers — To Multiply, Lead Leaders”

Becoming a leader who develops leaders requires an entirely different focus and attitude from simply attracting and leading followers.

It takes a different mindset.

Leaders Who Attract Followers…• Lovetofeelneeded.Lovehavingfollowersmakethemfeelneededand

important.

• DeveloptheBOTTOM20%(theweakestinthegroup).

• Focusonweaknesses

• Treateveryonethesame

• Spendtimewithothers

• GrowbyAddition(refertochartonpage251)

• Impactonlypeopletheytouch—notbeyondtheirreach

Discuss each point above and compare to the following statements below:

Leaders Who Develop Leaders…• Wanttobesucceeded

• DeveloptheTOP20%

• Focusonstrengths

• Treatindividualsdifferently

• Investtimeinothers

• GrowbyMultiplication

• ImpactpeopleBEYONDtheirreach

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LAWS OF LEADERSHIP ❦Chapter Twenty

The Law of Explosive Growth

Ifallyoudoisattractfollowers…youcannevermultiply,youcanneverbuildleaders.

Do you want to be a leader that multiplies? Compounds? Once you develop a leader — reproductionneverstops!

Don’t be just good enough to have your followers applaud you — go beyond that. Look at your clients and say, “I want to reproduce me in them”!!

ENJOY THE LAW OF EXPLOSIVE GROWTH!

BE PREPARED FOR AN EXPLOSION OF LEADERSHIP!

ASSIGNMENT FOR MEETING #21 — THE LAW OF LEGACY• Whatwillpeoplesayaboutyouwhenyouarenolongerhere?

• Writeyourlegacynow

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LAWS OF LEADERSHIP ❦Chapter Twenty-one

The Law of Legacy

CHAPTER TWENTY-ONE

The Law of Legacy

“A Leader’s Lasting Value Is Measured By Succession”

A. Know the legacy you want to leave. Most people simply accept their lives –they don’t lead them.

• Yourlifeisyourbook.Whatareyouwriting?

• Oneday,thefinalchapterwillbewritten.Whatwillitsay?

• Howdoestoday’sstoryprepareyouforthelastchapter?

• Whatistheonesentencepeoplewillsaytodescribeyourlife?

• Wouldyouliketochangethatsentence?Pickanewsentencetoday!

• Whatwedotoday,peoplewillsayatourfuneral.Whatdoyouwantpeopleto say?

B. “Too often leaders put their energy into organizations, buildings, systems, or other lifeless objects. But only people live on after we are gone. Everything else is TEMPORARY.”

• Whatareyouleavingbehind?

• Whowillcarryonyourlegacy?

• Whatwillthatlegacylooklike?

• Whatchangesmustyoumakeinyourconductandthinkingtochangethatlegacy to the legacy you want to leave? Only by changing the way you live TODAY, can you change the legacy you will leave.

• Whohaveyouchosentocarryoutyourlegacy?Begininvestinginthemtoday.

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LAWS OF LEADERSHIP ❦Chapter Twenty-one

The Law of Legacy

C. Write your legacy statement below. Keep it near you. Read it daily. Change your life and you change your legacy. The book is not done…yet. Start today!

My Legacy Statement:

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