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    J O H N C . M A X W E L L

    UNPLUGGED

    17 QUESTIONS

    MOST ASKED OF

    JOHN MAXWELLS

    LEADERSHIP

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    UNPLUGGE

    J OHN C . MAXWE

    Introducon 1

    Quesons

    Inner Circle 2Personal Growth 3

    Development Plans 4

    Leadership without a Title 5

    Creave Thinking 6

    Restlessness 7

    Momentum 8

    Draining People 9

    Servant Leadership 10

    Inuence vs. Manipulaon 11

    Transparency 12

    Global Leadership 13

    Finishing Well 14

    Mentorship 15

    Risk 16

    Trust 17

    Coaching Culture 18

    Contents

    2011 The John Maxwell Company, LLC. ALL RIGHTS RESERVED. No part of this publicaon may be reproduced, stored in a

    retrieval system, or transmied in any form or by any means electronic, photocopying, recording, or otherwise without

    wrien permission.

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    J OHN C . MAXWE

    Welcome to John C. Maxwell Unplugged!

    Thank you for your desire to grow personally as a leader. John Maxwell asserts that personal and organizaonal

    eecveness is proporonate to the strength of leadership. To become more eecve, each of us must grow in

    leadership. Our own growth helps others to follow suit.

    As you follow along with Johns teaching on some of his most frequently asked leadership quesons, this companion

    workbook enables you to take notes and challenge yourself with quesons to reect upon and acons to take.

    You may want to share your answers and insights with a mentor or friend.

    The DVDs are designed so that you may either watch Johns teaching in order, or dig straight in to the topics of

    most interest to you and then skip around. Set aside some me each week to watch John answer one leadership

    queson and then to reect on this workbooks follow-up quesons. Or move at a quicker pace and tackle one of

    the 15 teaching topics each day to complete the DVDs in just two weeks!

    Introduction

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    J OHN C . MAXWEInner CircleQuestionHow do you move people into your inner circle? What are the pros and cons of having one?

    Johns AnswerThose who are closest to us determine our success. John teaches this in The 21 Irrefutable Laws of Leadership

    The Law of the Inner Circle. Every person on your team and in your inner circle is either a blessing or a curse. In

    the same way, each person carries two buckets gasoline and water. When theres a re, everyone uses one or th

    other. Your inner circle will get to a re before you, since the higher you are in an organizaon, the later you are o

    the scene. Posive, well-trained people are going to help you.

    5 Ways to Move into Johns Inner Circle

    Time:It takes me to get into the inner circle. It takes me to develop the relaonship, even if the person is

    posioned close to you, like a new execuve hire.

    Trust:You must totally trust your inner circle. You should not have to queson their moves.

    Experience: They must have experience under their belt already. In Johns case, he doesnt want someone too

    young.

    Success:They need to have had some success. This isnt their chance to make it; they need to have already

    made it. They need to already be consistently good.

    Compability: Life is too short to have people in your inner circle that you dont like. You need to like the people

    in your inner circle.

    Reflect and Take Action

    How do you work with your inner circle?

    What criteria do you have for them?

    What can you do to increase the me and trust you have with your inner circle?

    What successes have you experienced and/or failures have you weathered with this group?

    If you do not have an inner circle, create one. Make a list of 3-5 people youd like to intenonally include

    and the experience, skills, and strengths they have that complement yours.

    If you have an inner circle, list the members and write a plus or a minus next to each name along with a

    number from 1 to 10 to indicate how strongly they impact you, either posively or negavely. Then, list

    the ways you will intenonally build trust and relaonship with each one individually.

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    J OHN C . MAXWEPersonal GrowthQuestionHow can you help people who take more me planning their weekend than their personal growth? What are the

    key components of a praccal leadership development plan?

    Johns AnswerThink about urgency and priority. The people youre talking about dont have a sense of urgency about their

    purpose. They think there is more to having fun than there is in being fullled. To help someone create a persona

    growth plan for the rst me, keep things simple.

    A personal growth plan needs to address three areas.

    Requirement: You must do what you must do.

    Reward: Where you get your reward is where you spend your energy planning.

    Return:Lifes return is not in the weekend. Its in Monday through Friday. Look for a compounding return.

    Reflect and Take Action

    Do you have a personal growth plan?

    If so, evaluate your plan as it relates to the three areas of requirement, reward and return. If your plan does

    not address one of these issues, take me to add that component to your growth this year.

    Share your personal development plan with someone from your inner circle.

    If you dont yet have a personal growth plan, what urgency or priority needs to change for you to create one

    and sck with it?

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    J OHN C . MAXWEDevelopment PlansQuestionHow do you judge the success of a development plan? How oen should you reevaluate your development plan?

    Johns AnswerThe success of a development plan is the return. Producon. Too many people work every day and never see the

    return, and it wears them out.

    John evaluates his personal growth plan every three months, by each season. The last week of the year is JMs

    favorite. He reviews his year.

    Reflect and Take Action If you do not have a personal growth plan, create one using the chart below. Include daily, weekly and month

    growth opportunies as well as some key experiences or events throughout the year. Include content from avariety of media to t your learning style (books, audio, video, in-person).

    If you already have a development plan, take me now to reevaluate your plans eecveness. What results

    have you seen from your plan?

    If you have had a personal development plan for some me, how oen do you typically evaluate it?

    What changes have you made as a result of these reevaluaons?

    Commit to reevaluate your plan regularly. When and how will you sit down with your plan to review both

    the plan and your return?

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    J OHN C . MAXWELeadership without a TitleQuestionIs it possible to be a leader if you have no sta or organizaon?

    Johns AnswerYes, it is possible. Leadership is inuence. Everyone can inuence somebody your family, your neighbors,

    even the people at the gym. Many of the great leaders of the last century did not have a leadership posion,

    like Mother Theresa and Marn Luther King, Jr. You never have to have a tle to be a leader. John wrote

    The360 Degree Leaderfor people in this situaon.

    Who could be greater to lead than your children? Thats the best gi we can give to the next generaon.

    So to become a beer leader, increase your inuence. Deepen your inuence with one, and broaden your

    inuence with many.

    Reflect and Take Action Yes, it is possible. Leadership is inuence. Everyone can inuence somebody your family, your neighbors,

    even the people at the gym. Many of the great leaders of the last century did not have a leadership posion,

    like Mother Theresa and Marn Luther King, Jr. You never have to have a tle to be a leader. John wrote

    The 360 Degree Leader for people in this situaon.

    Who could be greater to lead than your children? Thats the best gi we can give to the next generaon.

    So to become a beer leader, increase your inuence. Deepen your inuence with one, and broaden your

    inuence with many.

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    J OHN C . MAXWECreative ThinkingQuestionHow do I foster creave thinking in a structured organizaon?

    Johns AnswerWhenever you want to get people to do something theyre not used to doing, remember this what gets

    rewarded gets done. That doesnt only mean nancial. First, give recognion, and do it in front of people who

    are important to the person youre recognizing. Thats where the highest return is.

    Also, people do what people see.

    Nothing is more demoralizing than a leader who doesnt listen. If the leader isnt listening, the people have

    nothing to say. So walk slowly through the crowd. Good leaders listen, learn, and then lead. All their cues are

    from listening. Leaders dont stay on the mountain and say, Come to me. If youre at the top all alone, youre

    not a leader; youre a hiker. Leading people slows you down.

    Reflect and Take Action What is the biggest barrier to creave thinking in your organizaon?

    Is there enough margin in your organizaons nances, melines, communicaon, etc. to not just allow,

    but promote creave thinking?

    How does your organizaon reward creave thinking?

    Failure is a natural part of the creave process. How does your organizaon react to failure?

    Implem