The greatest day in your life and mine is when we take total responsibility for our attitudes. Public commitment makes powerful commitment. People — The person who works better with people is a follower, the person who helps people work better is a manager but the person who develops better people to work is a leader. People want to feel important! A true leader knows that he got to give loyalty down before he received loyalty up.
If people believe in their leader, nothing will stop them. People must buy into you before they buy into your dreams. One goes in looking for gold. Loss of leaderships stems from a failure to foresee what reasonably could have been foreseen, and from failure to act on that knowledge while the leader has freedom to act. Leaders are people who see it, pursue it and help others see it. Leaders can never take their people farther than they have traveled.
People buy into the leader before they buy into the vision. Communicating a vision is one of the most frustrating areas of leading an organization. The leader with vision believes not only what he envisions can be done, but that it must be done. Self-Discipline — Discipline becomes the choice of achieving what you really want by doing things you now want to do! My greatest gift to others should not be a job but myself.
Good character is more to be praised than outstanding talent. Staff Development — A great leader develops a team of people who increase production.
Great leaders possess the knowledge of human nature. Outstanding leaders go out of the way to boost the self-esteem of their personnel. Bosses say, "I"; leaders say, "We. Bosses know how it is done; leaders show how. Bosses say, "Go"; leaders say "Let's go. However, it is possible to occupy different levels of leadership with different people or in different situations in your life at the same time.
Additionally - leadership is not like PacMan: you have to keep working to maintain the other levels that you've achieved, you can't just coast on reputation, for example. Maxwell repeatedly stresses the importance of focus and clarity of vision -- Chapter 2 is dedicated to Priorities. Maxwell's key principles here are of the common sense variety, but folks who are operating out of fear or ego lose sight of them: "smarter not harder" for higher returns or greater productivity; you really can't that you can't have it all; good is the enemy of best.
Prioritizing is critical to progress toward a vision or goal. Reactive means losing" -- another great comparison chart follows here: Initiators: prepare, plan ahead, put priorities in their calendars, pick up the phone, etc Reactors: repair, live in the moment, put other's requests in their calendars, wait for the phone to ring, etc Another way to better prioritize work is to ask: what is required of me that nobody else can do?
The implication being that leaders need to learn to better delegate -- and a theme throughout the book is to work to your strengths, and to develop others around you. Being clear in your priorities, delegating allows a leader to offer opportunities to develop strengths of others. But, at the big picture level: "Your long-term career goal should be to align the tasks that answer your requirement, return, and reward questions. It's simplistic but for those who haven't sat down to think in this way, it could be very useful.
Chapter 3 focuses on character and includes a great story about Pope Francis which surprised me. For example: "To what extent do I feel superior to those who work for me? If you aren't happy with your character, or things you've done in the past - you can start anew each day -- though he doesn't talk about neuroplasticity, he does have a strong belief in people being able to change their character through self-awareness, self-discipline and good decisions that support the development of others. Character is critical because it builds trustworthiness and you can't lead if people don't trust you.
Trust is something that is the leader's responsibility to develop -- and leaders take risks in both directions; every interaction is an opportunity to build trust. To build character, Maxwell focuses on these four dimensions: authenticity, self-management, humility, and courage. From self-discipline, you can establish consistency, live according to your values and demonstrate that you are trustworthy to others -- and this increases your ability to lead others. Courage is necessary to back up self-discipline -- so that you can make the right decisions in the face of fear, doubt or fatigue, or even pressure from those around you.
Maxwell repeats throughout that developing character requires learning from and accepting your failures and drawing strength from your weaknesses or "shadow self". Maxwell repeatedly stresses utility -- it's no good learning about things if you don't put them to use and actually learn from them. This is the only way you can learn and get on the path of continual personal growth. People always feel awkward doing things differently -- he's got a great story about Wilt Chamberlin experimenting successfully with a different way to shoot baskets from the free throw line but giving up on it because he felt it looked silly!
Ask lots of questions to solve problems and learn to identify potential problems in advance "Stitch in time, saves nine! He recommends creating a framework for solving problems and emphasizes the value of shared problem solving -- asking other others to gain their perspective ie, "the Socratic method". Always socialize the ideas to get feedback from the team -- and come up with more than one solution to any problem. Problem solving is often an evolutionary process that requires iterations and input to see incremental change. Finally, always look for lessons in problems -- leaders can learn about themselves and their teams from the way they handle problems.
The chapter on "Attitude" continues to reiterate concepts presented earlier about being proactive, engaged and having a plan.
There's a bit of sermonizing about "kids these days" but it's a minor kvetch about nanny government that the author compensates for with a great anecdote about beating procrastination that aligns with much modern neuroplasticity research. Maxwell saw W. Clement Stone speak in , who advised the audience to follow this regimen: for 30 days, repeat "Do it" before going to sleep and when waking up. This kind of positive affirmation works for many people seeking to change some habit -- I love the idea of fixing procrastination like this. Other self-help fixes for attitude include expressing gratitude on a regular basis, especially in the face of adversity; quit whining - be proactive; learn from your mistakes and always seek to improve.
The "Serving Others" chapter encapsulates information shared earlier in the book -- essentially, don't rely on your position or title.
Developing the Leader Within You Free Summary by John C. Maxwell
Leaders have to work to connect with people, and serve them by taking an interest and developing them -- and they will reciprocate by following the leader's vision. Always be asking questions and try to see things from others' perspective -- especially how they see you, or your vision.
Create a safe environment -- and measure your success not by "production" but by how you develop others. As a leader, it's important to develop your vision -- share it with others and constantly refine that vision. The final chapter on "Self-Discipline" repeats a lot of content from "Character" - but it's a pretty good pep talk that could stand on its own as an article with lots of positive, self-loving encouragement to focus on doing the right thing over and over for continued success. The author connects again with self-awareness and focusing on one's strengths to see the best results.
Self-discipline allows you to build new habits based on decisions rather than convenience or emotion -- and it's the first step to being able to help others change their habits and thinking as well. Maxwell again brings up environment as a critical factor for self-discipline -- surround yourself with people and situations that reinforce your decisions. If you want to get into shape - you hang out with people at the gym or hiking trail, not smokers who just want to "Netflix and chill" - same goes for leadership.
Spend time with people who have positive attitudes and who are engaged in finding solutions instead of excuses. He also encourages the reader to prioritize and focus -- and to rethink things so to spend more time on activities that are aligned with personal strengths and passions: "Quit something you don't do well to do something you do well Quit something you're not passionate about to do something that fills you with passion. Quite something that doesn't make a difference to do something that does, and Quit something that's not your dream to do something that is.
If you can identify something that you are good at and love to do -- that's going to make you happier and offer more opportunities to serve others as a leader. You have to start somewhere -- and create a plan for incremental change and growth. Maxwell emphasizes the need to focus on personal growth daily -- so much of what he advocates is contrary to the goals of modern society which wants to capture your "eyeballs" and empty your pocketbook.
Maxwell practices what he preaches -- he's consistent -- and his message is strong and he reiterates key principles throughout the book. You could pick a single chapter and read it as a stand-alone and because of the thorough reiteration of principles, you would still find some inspiration and value in the chapter.
The book has a little bit of fluff -- there are a lot of repeats of stories of his youthful experiences as a leader and what happened to his first big congregation when he left it collapsed , and a few other bits of random like a list of light bulb jokes that doesn't really add much. The book would be shorter but stronger if it focused specifically on the topics and exercises some of which are really great! Quotes: "Character makes you bigger on the inside than the outside" "How far you can travel isn't the point; it's how far you are able to take your people.
That's the purpose of leadership. That is what separates words and ideas from actual results. The strongest fuel comes from inspiration and motivation, which are usually connected with your strengths. What you do well usually inspires you and others. And motivation is a by-product of your passion. If you love to do something, you're almost always motivated to do it. The "three Rs worksheet" also looks promising. As I've read a lot of books and have listened to some great speakers on leadership, I'm not sure this book included a lot that I didn't already know. But, it was nice to have it all in one place for easy reference.
Priorities, character, problem-solving skills, attitude, servant's heart, vision, self-discipline, and personal growth--none are topics for the weak of heart, but then strong leaders are also not weak of heart. Throughout the book, Mr. Maxwell writes with his characteristic casual, fr As I've read a lot of books and have listened to some great speakers on leadership, I'm not sure this book included a lot that I didn't already know.
Maxwell writes with his characteristic casual, friendly style, and he provides a plethora of examples throughout each chapter--almost too many examples for me. But his points were all well considered and appropriately made. Apr 24, Colette Jaeger rated it it was amazing.
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I'll be buying this in hardcopy to digest a bit more, take notes, journal, and share with others in my leadership circles. I cannot compare this to the first editions I did not read it, however I can tell you that this version is fantastic. If you are a fan of John Maxwell you will recognize most of the ideas presented. Some of his best leadership concepts have been repackaged and distilled into this one book.
If you are looking to become a better leader I highly recommend reading this book. If you were looking to grow your team I highly recommended teaching book. All Maxwell's books are great, However if you had to I cannot compare this to the first editions I did not read it, however I can tell you that this version is fantastic. All Maxwell's books are great, However if you had to choose one book to study with your team this is the one. This book shows up on GoodReads both as a paper and Kindle version.
I am reading it again on Kindle and it asked me to rate it again Feb 16, Bill Pence rated it it was amazing. Twenty-five years after it was first published, John Maxwell has significantly updated almost 90 percent! When he wrote it, he was still a pastor, and he thought it would be his only leadership book.
It is the first of his books that he recommends leaders read, and also to use to mentor others. In the book he reviews 10 critical components of authentic, personal leadership. He remo Twenty-five years after it was first published, John Maxwell has significantly updated almost 90 percent! He removed two chapters from the original edition that were focused on developing staff and replaced them with chapters on servant hood and personal growth.
Helpful application sections are included at the end of each chapter. Everything worthwhile is uphill. Make it a priority. It teaches us that tomorrow will be better than today. Jan 31, Dan rated it liked it Shelves: business-leadership. I am a dedicated reader of John Maxwell's book.
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