The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You Audiobook

The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You Audiobook

this is audible welcome to the 21 irrefutable laws of leadership by John C Maxwell copyright 2007 published by Thomas Nelson what would happen if a top expert with more than 30 years of leadership experience were willing to distill everything he had learned about leadership into a handful of life-changing principles just for you it would change your life listen is dr. Maxwell outlines the laws of leadership that transcend time place culture and situation laws that can be applied to business and private life follow these laws and people will follow you and now America's expert on leadership Jhansi Maxwell with the 21 irrefutable laws of leadership during the break at a conference where I was teaching a young college student came up to me and said I know you were teaching the 21 laws of leadership but I want to get to the bottom line with intensity here Aces index finger and ask what is the one thing I need to know about leadership trying to match his intensity I raised my index finger and answered the one thing you need to know about leadership is that there is more than one thing that you need to know about leadership to lead well we must do 21 things well each law was like a tool ready to be picked up and used to help you achieve your dreams and add value to other people pick up even one and you will become a better leader learn them all and people will gladly follow you now let's open the toolbox together law number one the law of the lid leadership ability determines a person's level of effectiveness leadership ability is the lid that determines a person's level of effectiveness the Lauryn individuals ability to lead the lower the lid on his potential the higher the individuals ability to lead the higher the lid on his potential let me tell you a story that illustrates the law of the lid in the 1930s two young brothers named dick and Maurice moved from New Hampshire to California in search of the American dream after a while their entrepreneurial spirit and interest in the entertainment industry prompted them to open a small drive-in restaurant in Pasadena located just east of Glendale dick and Maurice's tiny drive-in restaurant was a great success and in 1942 decided to move the operation to San Bernardino a working-class boomtown 50 miles east of Los Angeles they built a larger facility and expanded their menu from hotdogs fries and shakes to include barbecue beef and pork sandwiches hamburgers and other items their business exploded and your sales reached 200,000 and the brothers found themselves splitting 50,000 in profits every year a sum that put them in the town's financial elite by the mid-1950s annual revenue hit 350,000 and by then dick and Murray split net profits of about $100,000 each year who were these brothers back in those days you could have found out by driving to their small restaurant on the corner of 14th and E streets in San Bernardino on the front of the small octagonal building hung a neon sign that said simply McDonald's hamburgers dick and Maurice McDonald had hit the great American jackpot and the rest as they say is history right wrong the mcdonald's never went any farther because their weak leadership put a lid on their ability to succeed they lacked the leadership necessary to make a larger Enterprise effective dicker Maurice were good single restaurant owners they understood how to run a business make their systems efficient cut costs and increase profits they were efficient managers but they were not leaders their thinking patterns clamped a lid down on what they could do and become at the height of their success dick and Maurice found themselves smack dab against the law of the lid in 1954 the brothers hooked up with a man named Ray Kroc who was a leader Kroc had been running the small company he founded which sold machines for making milkshakes he knew about McDonald's the restaurant was one 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 markets he soon struck a deal with Ditka Maurice and in 1955 he formed McDonald's Systems Inc later called the McDonald's Corporation between 1955 and 59 Kroc succeeded in opening 100 restaurants four years after that there were 500 McDonald's today the company has opened more than 31,000 restaurants in 119 countries leadership ability or more specifically the lack of leadership ability was the lid on the McDonald's brothers effectiveness I believe that success is within the reach of just about everyone but I also believe that personal success without leadership ability brings only limited effectiveness without leadership ability a person's impact is only a fraction of what it could be with good leadership 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 leadership ability is always the lid on personal and organizational effectiveness 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 wherever you look you can find smart talented successful people who are able to go only so far because of the limitations of their leadership for example when Apple got started in the late 1970s Steve Wozniak was the brains behind the Apple Computer his leadership lid was low but that was not the case for his partner Steve Jobs his lid was so high that he built a world-class organization and gave it a nine-digit value that's the impact of the law of the lid in the 1980s I met Don Stevenson the chairman of global hospitality Resources Inc of San Diego California an international hospitality advisory and consulting firm over lunch I asked him about his organization today he primarily does consulting but back then his company took over the management of hotels and resorts that weren't doing well financially his company oversaw many excellent facilities such as Lacoste in Southern California Don said that whenever his people went into an organization to take it over they always started by doing two things first they trained all the staff to improve their level of service to the customers and second they fired the leader when he told me that I was surprised you always fire him I asked every time that's right every time he said don't you talk to the person first to check him out to see if he's a good leader I said now he answered if he'd been a good leader the organization wouldn't be in the mess that it's in and 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 the other law number two the law of influence the true measure of leadership is influenced nothing more nothing less what do leaders look like do they always look powerful impressive charismatic and how do you measure the effectiveness of a leader can you put two people side-by-side and instantly tell which is the better leader these are questions people have asked for hundreds of years one of the most effective leaders of the 20th century was anything but impressive upon first appearance when people think of Mother Teresa they envision a frail little woman dedicated to serving the poorest of the poor but she was also a tremendous leader I say that because she had an amazing amount of influence with others and if you don't have influence you will never be able to lead others Mother Teresa's impact reached far beyond her immediate environment people from all walks of life and from nations around the globe respected her and when she spoke people listened author and former presidential speechwriter Peggy Noonan wrote about a speech Mother Teresa gave at the National Prayer Breakfast in 1994 it illustrates her level of influence with others Noonan observed the Washington establishment was there plus a few thousand born-again Christians Orthodox Catholics and Jews mother Teresa spoke of God of love of families she said we must love one another and care for one another there were great purrs of agreement but as the speech continued it became more pointed she spoke about a happy parents in old people's homes who are hurt because they are forgotten she asked are we willing to give until it hurts in order to be with our families or do we put our own interests first the baby boomers in the audience began to shift in their seats and she continued I feel that the Great destroyer of peace today is abortion she said and she told them why in uncompromising terms for about 1.3 seconds there was a silence then applause swept the room but not everyone clapped the President and First Lady bill in Hillary Clinton the vice president and mrs. Gore looked like seated statues at Madame Tussauds moving not a muscle mother Teresa didn't stop there either when she was finished there was almost no one she hadn't defended at that time if just about any other person in the world had made those statements people's reactions would have been openly hostile they would have booed jeered or stormed out but the speaker was Mother Teresa she was a real leader and when the real leader speaks people listen leadership is influence nothing more nothing less leadership is often misunderstood when people hear that someone has an impressive title or an assigned at leadership position they assume that individual to be a leader sometimes that's true but titles don't have much value when it comes to leading true leadership cannot be awarded appointed or assigned it comes only from influence and that cannot be mandated it must be earned the only thing a title can buy is a little time either to increase your level of influence with others or to undermine it there are plenty of misconceptions and myths that people embrace about leaders and leadership here are some of the common ones first the management myth a widespread misunderstanding is that leading and managing are one and the same the main difference between the two is that leadership is about influencing people to follow while management focuses on maintaining systems and processes the best way to test whether a person can lead rather than manage is to ask him to create positive change managers can maintain direction but often they can't change it systems and processes can do only so much to move people in a new direction you need influence number two is the entrepreneur myth Frigg early people assume that all entrepreneurs are leaders but that's not always the case entrepreneurs are skilled at seeing opportunities in going after them they see needs and understand how to meet them in a way that produces a profit but not all of them are good with people many find it necessary to partner with someone skilled at the people part of the equation if they can't influence people they can't lead number three the knowledge myth Sir Francis Bacon said knowledge is power if you believe power to be the essence of leadership then you might naturally assume that those who possess knowledge and intelligence are therefore leaders that isn't necessarily true you can visit any major university and meet brilliant research scientists and philosophers whose ability to thank is so high that it's off the charts but whose ability to lead is so low that it doesn't even register on the charts neither IQ nor education necessarily equates to leadership number four the pioneer myth another misconception is that anyone who is out in front of the crowd is a leader but being first isn't always the same as leading to be a leader a person has to not only be out front but also have people intentionally coming behind him following his lead and acting on his vision being a trendsetter is not the same as being a leader don't listen to the claims of the person professing to be a leader don't examine his credentials don't check his title check his influence the proof of leadership is found in the followers I personally learned the law of influence when I accepted my first job out of college I went in with all the right credentials I had the proper college degree I had a great deal of insight into the work because of the training given to me by my father I possessed the position and the title of leader in the organization it made for a good-looking resume but didn't make me the real leader and my first board meeting I quickly found out who the real leader was a farmer named Claude when he spoke people listened when he made a suggestion people respected it when he led others followed if I wanted to make an impact I would have to influence Claude he in turn would influence everybody else it was the law of influence at work that being the case why do some people emerge as leaders while others can't influence people no matter how hard they try I believe that several factors come into play character who they are true leadership always begins with the inner person that's why someone like Billy Graham is able to draw more and more followers to him as time goes by people can sense the depth of his character relationships who they know you're a leader only if you have followers and that always requires the development of relationships the deeper the relationships the stronger the potential for leadership in my career each time I entered a new leadership position I immediately started building relationships building off of the right kinds of relationships with the right people and you can become the real leader in an organization knowledge what they know information is vital to a leader you need a grasp of the facts and understanding of dynamic factors in timing and a vision for the future knowledge alone won't make someone a leader but without knowledge no one can become one whenever I was new in an organization I always spent a lot of time doing homework before I tried to take the lead in tuition what they feel leadership requires more than just a command of data it demands an ability to deal with numerous intangibles in fact that is often one of the main differences between managers and leaders leaders seek to recognize an influence intangibles such as energy morale timing and momentum experience where they've been the greater the challenge you face is a leader in the past the more likely followers are to give you a chance in the present the experience doesn't guarantee credibility but gives you a chance to prove that you are capable past successes what they've done nothing speaks to followers like a good track record ability what they can do the bottom line for followers is what a leader is capable of they want to know whether that person can lead their team to victory ultimately that's the reason people will listen to you and acknowledge you as their leader as soon as they no longer believe you can deliver they will stop listening and following I love the leadership proverb that says he who thinks he leads but has no followers is only taking a walk if you can't influence people then they will not follow you and if people won't follow you are not a leader that's the law of influence law number three the law of process leadership develops daily not in a day and Scheiber was 101 years old when she died in January 1995 for years she had lived in a tiny rundown rent-controlled studio apartment in Manhattan the paint on the walls was peeling and the old bookcases that lined the walls were covered in dust rent was $400 a month Scheiber lived on social security and a small monthly pension which he started receiving in 1943 when she retired as an auditor for the Internal Revenue Service she was 51 when she retired and was making only 3150 dollars a year Schieffer was the model of thrift she didn't spend money on herself she didn't buy new furniture as the old pieces she owned became worn out she didn't even subscribe to a newspaper about once a week she used to go to the public library to read The Wall Street Journal imagine the surprise of Norman lamb the president of his Shiva University in New York City when he found out that an Scheiber a little old lady whose name he had never heard and who had never attended you Shiva left nearly her entire estate to the University when I saw the will it was mind-blowing such an unexpected windfall said lamb this woman has become a legend overnight the estate and Scheiber left to you Shiva University was worth 22 million dollars how in the world at a spinster who had been retired for 50 years built an eight-figure fortune the answer is she did it one day at a time by the time she retired from the IRS in 1943 she had managed to save five thousand dollars she invested that money in stocks in 1950 she had made enough profit to buy 1,000 shares of shirring plough corporation stock then valued at ten thousand and she held onto that stock letting its value build by the time she died those original shares split enough times to produce 128 thousand shares worth 7.5 million dollars when it came to finances Scheiber understood and applied the law of process becoming a leader is a lot like investing successfully in the stock market if you hope 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 if you continually invest in your leadership development letting your assets compound the inevitable result is growth over time in a study of 90 top leaders from a variety of fields leadership experts Warren Bennis and Burton anise made a discovery about a relationship between growth and leadership it is the capacity to develop and improve their skills that distinguishes leaders from their followers that's what happened to me when I took my first leadership position in 1969 I had captain's sports teams all my life and had been the student government president in college Saul already thought that I was a leader but when I tried to lead people in the real world I found out the awful truth being put in charge is not the same as being a leader I struggled for a while in that first leadership position to be honest I relied on my extremely high energy and whatever charisma I possessed but there came a moment when I realized that leadership was going to be the key to my professional career if I didn't get better at leadership my career would eventually bog down and I would never reach the goals that I had set for myself fortunately at that time I had breakfast with Kurt Camp Meyer of success motivation Inc at that breakfast he asked me a question that would change my life Johnny asked what is your plan for personal growth I fumbled for an answer and then finally admitted that I didn't have that night my wife Margaret and I decided to make financial sacrifices so that I could get on the program that Kurt offered that was an intentional step toward growth from that day to now I have made it a practice to read books listen to tapes and go to conferences on leadership around the time I met with Kurt I also had another idea I wrote to the top ten leaders in my field and offered them $100 for half an hour of their time so I could ask them some questions that was quite a sum for me back then for the next several years Margaret and I planned every vacation around where those leaders lived if a great leader in Cleveland said yes to my request then that year we vacationed in Cleveland so I could meet him I can't explain how valuable those experiences were for me those leaders shared insights with me that I could have learned no other way when you recognize your lack of skill and begin the daily discipline of personal growth exciting things start to happen what a person does on a discipline consistent basis gets him ready no matter what the goal you can see the effect of the law process in any walk of life NBA Hall of Fame player Larry Bird became an outstanding free-throw shooter by practicing 500 shots each morning before he went to school demosthenes of ancient greece became the greatest orator by reciting verses with pebbles in his mouth and speaking over the roar of the oceans waves and he did it despite having been born with a speech impediment you need to have the same dedication to become an excellent leader you need to work on it every day law number four the law of navigation anyone can steer the ship but it takes a leader to chart the course in 1911 two groups of explorers set off on an incredible mission though they used different strategies and routes the leaders of the teams had the very same goal to be the first in history to reach the South Pole their stories are life and death illustrations of the law of navigation one group was led by Norwegian explorer Roald Amundsen ironically Amundsen had not originally intended to go to Antarctica his desire was to be the first man to reach the North Pole but when he discovered that Robert Peary had beaten him there Amundsen changed his gold and headed toward the other into the earth north or south he knew his planning would pay off before his team ever set off Amundsen had painstakingly planned this trip he studied the methods of the Eskimos and other experienced artic travelers and determined that their best course of action would be to transport all of their equipment and supplies by dogsled when he assembled his team he chose expert skiers and dog handlers his strategy was simple the dogs would do most of the work as the group traveled 15 to 20 miles in a six-hour period each day that would afford both the dogs and the men plenty of time for daily rest prior to the following day's travel almonds for thought and attention to detail were incredible he located in stocked supply depots all along the intended route that way they would not have to carry every bit of their supplies with him the whole trip he also equipped his people with the best gear possible Amundsen had carefully considered every possible aspect of the journey thought it through and planned accordingly and it paid off the worst problem they experienced on the trip was an infected tooth that one man had to have extracted the other team of people was led by Robert Falcon Scott British naval officer who had previously done some exploring in the Antarctic area Scott's expedition was the antithesis of our Monson's instead of using dog sleds Scott decided to use motorised sledges and ponies their problems began when the motors on the sledges stopped working only five days into the trip the ponies didn't fare well either in those frigid temperatures when they reached the foot of the Transantarctic mountains all of the poor animals had to be killed as a result the team members themselves ended up hauling the 200-pound sledges Scott hadn't given enough attention to the teams other equipment either their clothes were so poorly designed that all the men developed frostbite one team member required an hour every morning just to get his boots onto his swollen gangrenous feet everyone became snow blind because of their inadequate goggles that Scott had supplied on top of everything else the team was always low on food and water that was also due to Scotts poor planning the Depot's of supplies Scott established were inadequately stocked too far apart and often poorly mark which made them very difficult to find because they were continually low on fuel to melt snow everyone became dehydrated making things even worse with Scotts last-minute decision to take along a fifth man even though they had prepared enough supplies for only four after covering a grueling eight hundred miles in ten weeks Scott's exhausted group finally arrived at the South Pole on January 17 1912 there they found the Norwegian flag flapping in the wind and the letter from almond s'en the other well-led team had beaten them to their goal by more than a month Scott's expedition to the pole is a classic example of a leader who could not navigate for his people but the trek back was even worse Scott and his men were starving and suffering from scurvy yet Scott unable to navigate to the very end was oblivious to their plight with time running out in the food supply desperately low Scot insisted they collect 30 pounds of geological specimens to take back more weight to be carried by the worn out men the group's progress became slower and slower one member of the party sank into a stupor and died another Lawrence Oates a former Army officer who had originally been brought along to care for the ponies had frostbite so severe that he had trouble doing anything because he believed that he was endangering the team's survival he purposely walked out into a blizzard to keep from hindering the group before he left the tent and headed into the storm he said I'm just going outside I may be some time Scott and his final two team members made it only a little further north before giving up the return trip had taken two months and they still were a hundred and fifty miles from their base camp there they died we know their story only because they spent their last hours updating their Diaries some of Scott's last words were these we shall die like gentlemen I think this will show that the spirit of pluck and power to endure has not passed out of our race Scott had the courage but not leadership because he was unable to live by the law of navigation he and his companions died by it followers need leaders able to effectively navigate for them when they're facing life-and-death situations the necessity is painfully obvious but even when consequences aren't as serious the need is also great the truth is that nearly anyone can steer the ship but it takes a leader to chart the course that is the law of navigation leaders who navigate do even more than control the direction in which they and their people travel they see the whole trip in their minds before they leave the dock they have vision for getting to their destination they understand what it will take to get there they know who they'll need on the team to be successful and they recognize the obstacles long before they here on the horizon before good leaders take their people on a journey they go through a process in order to give the trip the best chance of being a success navigators draw on past experience every past success and failure you've experienced can be a valuable source of information and wisdom if you allow it to be successes teach you what you're capable of doing and give you confidence however your failures often teach you greater lessons they reveal wrong assumptions character flaws errors in judgment and poor working methods ironically many people hate their failures so much that they quickly cover them up instead of analyzing them and learning from them why do I even mention something that seems so basic because most natural leaders are activists they tend to look forward not backward make decisions and then move on I know this because that is my tendency but for leaders to become good navigators they need to take time to reflect and learn from their experiences navigators examine the conditions before making commitments throwing on experience means looking inward examining conditions means looking outward no good leader plans a course of action without paying close attention to current conditions that would be like setting sail against the tide or plotting a course into a hurricane good navigators count the cost before making the commitments for themselves and others they examine not only measurable factors such as finances resources and talent but also intangibles such as timing morale momentum culture and so on navigators listen to what others have to say no matter how good a leader you are you yourself will not have all the answers that's why top knotch navigators gather information from many sources for example before row all Allman s'en began his expedition to the South Pole he had learned from a group of Native Americans in Canada about warm clothes an Arctic survival techniques those skills and practices meant the difference between failure and success for his team in Antarctica navigators make sure their conclusions represent both faith and fact being able to navigate for others requires a leader to possess a positive attitude you've got to have faith that you can take your people all the way if you can't confidently make the trip in your mind you're not going to be able to take it in real life on the other hand you have to be able to see the facts realistically you can't minimize obstacles or rationalize your challenges and still lead effectively if you don't go in with your eyes wide open you're going to get blindsided when you prepare well you convey confidence and Trust to people lack of preparation has the opposite effect 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 that's why I say that anyone can steer the ship but it takes a leader to chart the course leaders who are good navigators are capable of taking their people just about anywhere number five the law of addition leaders add value by serving others in a world where many political leaders enjoy their power and prestige and where CEOs of large corporations make astronomical incomes work and live in luxury and appeared to be most concerned with what's in it for them Jim Senegal is Nauti Senegal was the co-founder and CEO of Costco the fourth largest retailer in the United States and the ninth largest in the world he doesn't seem much interested in perks he works in an unremarkable office comprised primarily of folding tables and chairs if he invites someone to meet him at the corporate offices he goes down to the lobby to meet his guests he answers his own phone and he takes a salary of only three hundred and fifty thousand a year which puts him in the bottom 10 percent of CEOs of large corporations retail experts give a lot of attention to Senegal's formula for success offer a limited number of items rely on high volume sales keep costs as low as possible and don't spend money on advertising but there is something that separates him from the competitors who employs similar strategies the way he treats his employees he believes in Pena's employees well and offering them good benefit packages Costco employees are paid an average of 42 percent more than the company's chief rival and Costco employees pay a fraction of the national average for health care Synagogue believes that if you pay people well you get good people and good productivity you also get employee loyalty Costco has by far the lowest employee turnover rate in all of retailing but Senegal's leadership style of adding value doesn't end with employee compensation he goes out of his way to show Costco workers that he cares about them he maintains an open-door policy with everyone he wears an employee nametag is on a first-name basis with everyone and makes sure to visit every single Costco store at least once a year no manager and no staff in any business feels very good if the boss is not interested enough to come and see them says Senegal and when he shows up his people are always glad to see him the employees know that I want to say hello to them because I like them Senegal goes out of his way to show his people that he cares he wants flew from Texas to the San Francisco area when he heard that a Costco executive was hospitalized for emergency surgery it came as no surprise to the executive it was consistent with the way that Senegal always leads when it comes down to it Senegal was more focused on adding value to people by serving them than on serving himself for making himself richer with an exuberant salary he lives by the law of addition I just think that if you're going to try to run an organization that's very cost-conscious then you can't have those disparities having an individual who is making 100 or 200 or 300 times more than the average person working on the floor is wrong Senegal sums it up this way this is not altruistic this is good business he could also say it's good leadership many people view leadership the same way they view success hoping to go as far as they can to climb the ladder to achieve the highest position possible for their talent but contrary to conventional thinking I believe the bottom line in leadership isn't how far we advance ourselves but how far we advance others that is achieved by serving others and adding value to their lives the interaction between every leader and follower is a relationship and all relationships either add to or subtract from a person's life if you are a leader then trust me you are having either a positive or negative impact on the people you lead how can you tell there is one critical question are you making things better for the people who follow you that's it if you cannot answer with an unhesitating give some evidence that backs it up then you may very well be a subtractor offensive tractors don't realize that they are subtracting from others I would say the 90% of all people who subtract from others do so unintentionally they don't recognize their negative impact on others and when a leader is a subtractor and doesn't change his ways it's only a matter of time before his impact on others goes from subtraction to division in contrast 90% of all the people who add value to others do so intentionally why do I say that because human beings are naturally selfish I'm selfish being an adder requires me to get out of my comfort zone every day and think about adding value to others but that's what it takes to be a leader whom others want to follow do that long enough and you not only add value to others you begin to multiply it the people who make the greatest difference seem to understand this if you think about some of the people who have won the Nobel Peace Prize for example Albert Schweitzer Martin Luther King jr. Mother Teresa Bishop Desmond Tutu you see leaders who were less interested in their position and more interested in their positive impact on others if you read their writings or more important study their lives you notice that they wanted to make things better for others to add value to people's lives they didn't set out to receive the Nobel Prize they desired to engage in noble service to their fellow human beings the specifics depend on the vision the type of work and the organization but the intention is always the same to add value when you add value to people you lift them up help them advance make them part of something bigger than themselves and assist them in becoming who they were made to be often their leader is the only person able to help them to do those things Daryl Hartley Leonard who retired as chairman of the board of Hyatt Hotels Corporation and is currently chairman and chief executive officer of production Group International says when a person moves into a position of authority he or she gives up the right to abuse people I believe that is true but that is only the beginning of good leadership effective leaders go beyond not harming others and they intentionally help others to do that they must value people and demonstrate that they care in such a way that their followers know it the whole idea of adding value to other people depends on the idea that you have something of value to add you can't give what you do not possess what do you have to give others can you teach skills can you give opportunities and you give insight and perspective gained through experience the more you continue to pursue personal growth the more you will continue to have to offer as leaders how do we know and relate to what our people value we listen and experience leaders are quick to lead before knowing anything about the people they intend to lead but mature leaders listen learn and then lead they listen to their peoples stories they find out about their hopes and dreams they become acquainted with their aspirations and they pay attention to their emotions from those things they learn about their people they discover what is valuable to them and then they lead based upon what they have learned when you do that everyone wins the organization the leader and the followers I believe that God desires us not only to treat people with respect but also to actively reach out to them and serve them when I move my companies and my family to Atlanta in 1997 it wasn't long before I received a call from Dan Cathy the president of chick-fil-a the privately held national restaurant chain he had a question for me John how can we help you in your organization what I discovered as I got to know Dan truett Cathy his father and founder of chick-fil-a and their entire organization is that an attitude of service pervades everything they do in 2005 when I hosted exchange we can leadership growth experience for executives I took the participants to chick-fil-a's headquarters south of Atlanta everyone got to see the company's operations meet truett Cathy and here Dan Cathy speak about the organization he shared many eye-opening comments that revealed their dedication to service and adding value to their employees and customers for example Dan was preparing that day to camp out with customers for the 19th time on the eve of a new restaurant opening he said that he had gotten to know customers and their desires in a way he never could before he had started that practice if you desire to add value by serving others you will begin to become a better leader and your people will achieve more develop more loyalty and have a better time getting things done than you ever thought possible that is the power of the law of addition law number six the law of solid ground Trust is the foundation of leadership how important is trust for a leader it is the most important thing Trust is the foundation of leadership it is the glue that holds an organization together leaders cannot repeatedly break trust with people and continue to influence them it just doesn't happen as a nation we have seen our trust and leaders go up and down during the last several decades Watergate certainly took its toll on the American people's confidence in leadership trust and President Richard Nixon became so low that he had no choice but to resign he lost his ability to influence Bill Clinton was a remarkably gifted leader but questions of trust undermine his leadership the corporate scandals of the 1990s shook people's competence in business leadership reports of sexual harassment at the military academies undermine confidence in leadership in the armed services and the incidence of abuse in the Catholic Church disillusioned many people with its leadership leaders cannot lose trust and continue to influence others Trust is the foundation of leadership that's the law of solid ground Trust is like change in a leaders pocket each time you make a good leadership decision 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 their new leadership position whatever they do either builds up their change or depletes it if leaders make one bad decision after another they keep paying out change then one day after making one last bad decision they suddenly in irreparable II run out of change it doesn't even matter if that last blunder was big or small at that point it's too late when you're out of change you're out as the leader in contrast leaders who keep making good decisions and keep recording wins for their organization build up then even if they make a huge blunder they still have plenty of change left over how does a leader build trust by consistently exemplifying competence connection and character people will forgive occasional mistakes based on ability especially if they can see that you're still growing as a leader and they will give you some time to connect but they won't trust someone who has slips in his character in that area even occasional lapses are lethal whenever you lead people it's as if they consent to take a journey with you the way that trip is going to turn out is predicted by your character with good character the longer the trip is the better it seems but if your character is flawed the longer the trip is the worse it gets why because no one enjoys spending time with someone he doesn't trust a person's character quickly communicates many things to others here are the most important ones character communicates consistency leaders without inner strength can't be counted on day after day because their ability to perform changes constantly if your people don't know what to expect from you as a leader at some point they won't look to you for leadership character communicates potential weak character is limiting who do you think has the greatest potential to achieve great dreams and have a positive impact on others someone who is honest disciplined and hard-working or someone who is deceitful impulsive and lazy it sounds obvious when it's phrased that way doesn't it poor character is like a time bomb ticking away it's only a matter of time before it blows up a person's ability to perform and the capacity to lead why because people with weak character are not trustworthy and Trust is the foundation of leadership character communicates respect when you don't have character within you can't earn respect without and respect is absolutely essential for lasting leadership how do leaders are in respect by making sound decisions by admitting their mistakes and by putting what's best for their followers and the organization ahead of their personal agendas I mentioned Watergate in the various public scandals that have undermined the public's confidence in leaders during the last thirty years but the event that I believe began to erode the public's faith in the nation's leaders and develop strong skepticism in the country was the war in Vietnam the actions taken by members of the Johnson administration the mistakes made by Robert McNamara and their unwillingness to face and admit those mistakes broke trust with the American people they violated the law of solid ground and the United States has been suffering from the repercussions ever since if you experience those war years you may be surprised to know that in the beginning Americans support for the war was very strong even as the number of troops being sent overseas rapidly increased and the casualties mounted by 1966 more than 200,000 Americans had been sent to Vietnam yet two-thirds of all Americans surveyed by Lewis Harris believed that Vietnam was the place where the United States should stand and fight communism and most people express the belief that the United States should stay until the fight was finished but support eventually eroded the Vietnam War was being handled very badly on top of that our leaders continued the war even after they realized that we couldn't win but the worst mistake of all was that McNamara and President Johnson weren't honest with the American people about it and because Trust is the foundation of leadership it ultimately destroyed the administration's leadership in his book in retrospect McNamara recounts that he repeatedly minimized American losses and told only half-truths about the war for example he says upon my return to Washington from Saigon on December 21st 1963 I was less than candid when I reported to the press I said we observed the results of various substantial increase in Vietcong activity which is true but I then added we reviewed the plans of the South Vietnamese and we have every reason to believe that they will be successful an overstatement at best for a while nobody questioned McNamara's statements because there was no reason to mistrust the country's leaders but in time people recognized that his words and the facts weren't matching up and that's when the American public began to lose faith years later McNamara admitted failure we have the kennedy and johnson administration who participated in the decisions on vietnam act according to what we thought were the principles and the traditions of this nation we made our decisions in light of those values yet we were wrong terribly wrong many would argue that McNamara's admission came 30 years and 58,000 lives too late the cost of Vietnam was high and not just in human lives as the American people's trust in their leaders deteriorated so did their willingness to follow them protests led to open rebellion into society white turmoil the air that had be gone with hope and idealism characterised by John F Kennedy ultimately ended with the mistrust and cynicism associated with Richard Nixon whenever a leader breaks the law of solid ground he pays a price in his leadership McNamara and President Johnson lost the trust to the American people and their ability to lead suffered as a result eventually McNamara resigned as Secretary of Defense Johnson the consummate politician recognized his weakened position and he didn't run for re-election but the repercussions of broken trust and in there the American people's distrust for politicians has continued to this day no leader can break trust with his people and expect to keep influencing them Trust is the foundation of leadership violate the law of solid ground and you diminish your influence as a leader law number seven the law of respect people naturally follow leaders stronger than themselves if you have seen her your first reaction might not have been respect she wasn't a very impressive looking woman just a little over five foot tall in her late 30s with dark brown weathered skin she couldn't read or write the clothes she wore were coarse and worn when she smiled she revealed that her two top front teeth were missing her employment was erratic most the time she took domestic jobs in small hotels scrubbing floors making up rooms and cooking but just about every spring and fall she would disappear from her place of employment comeback broke and work again to scrape together what little money she could when she was present on the job she worked hard and seemed physically tough but she also was known to suddenly fall asleep sometimes in the middle of a conversation she attributed her affliction to a blow in the head that she had taken during a teenage fight who would respect a woman like that the answer is more than 300 slaves who followed her to freedom out of the South they recognized and respected her leadership so did just about every abolitionist in New England the year was 1857 the woman's name was Harriet Tubman Tubman started life as a slave she was born in 1820 and grew up in the farmland of Maryland when she was 13 she received the blow to her head that troubled her all of her life she was in a store and a white overseer demanded her assistance so that he could beat an escaping slave when she refused and blocked the overseers way the man threw a two pound weight that hit Tubman in the head she nearly died and her recovery took months at age 24 she married John Tubman a free black man but when she talked to him about escaping to freedom in the north he wouldn't hear of it he said that if she tried to leave he'd turn her in when she resolved to take her chances and go north in 18-49 she did so alone without a word to him though free herself she vowed to return to Maryland and bring her family out in 1850 she made her first return trip as an underground railroad conductor someone who retrieved and guided out slaves with the assistance of sympathizers along the way each summer and winter Tubman worked as a domestic scraping together the funds she needed to make the return trips to the south and every spring and fall she risk her life by going south and returning with more people she was fearless and her leadership was unshakable hers was an extremely dangerous work and when people in her charge wavered or had second thoughts she was strong as steel Tabon knew that escaped slaves who returned would be beaten and tortured until they gave information about those who had helped them so she never allowed any people that she was guiding to give up dead folks tell no tales she would say to a faint-hearted slave as she put a loaded pistol to his head you go on or die between 1850 and 1860 Harriet Tubman guided out more than 300 people including many of her family members she made 19 trips and all and was very proud of the fact that she never once lost a single person under her care at the time southern whites put a $12,000 price on her head of fortune southern black simply called her Moses by the start of the Civil War she had brought more people out of slavery than any other American in history black or white male or female Harriet Tubman would appear to be an unlikely candidate for leadership because the deck was certainly stacked against her she was uneducated she began life as a slave she lived in a culture that didn't respect African Americans and she labored in a country where women didn't have the right to vote yet despite her circumstances she became an incredible leader the reason is simple people naturally follow leaders stronger than themselves everyone who came in contact with her recognized her strong leadership ability and felt compelled to follow her that's how the law of respect works people don't follow others by accident they follow individuals whose leadership they respect people who are 1/8 in leadership on a scale from one to ten with ten being the strongest don't go out and look for a six to follow they naturally follow a nine or a ten the less skilled followed the more highly skilled and gifted occasionally a strong leader may choose to follow someone weaker than himself but when that happens it's for a reason for example the stronger leader may do it out of respect for the person's office or past accomplishments or he may be following the chain of command in general though followers are attracted to people who are better leaders than themselves that is the law of respect when people get together for the first time in a group consider what happens as they start interacting the leaders in the group immediately take charge they think in terms of the direction they desire to go and who they want to take with them at first people may make tentative moves in many different directions but after the people get to know one another it doesn't take long for them to recognize the strongest leaders and to start following them what causes one person to respect and follow another is it because of the qualities of a leader is it due to a process the leader and follower engage in does it occur because of the circumstances I believe all of those factors can come into play based on my observations and personal experience here are the top five ways that leaders gain others respect number one natural leadership ability some people are born with greater skills and ability to lead than others all leaders are not created equal if you possess natural leadership ability people will want to follow you they will want to be around you they will listen to you however one of the greatest potential pitfalls for natural leaders is relying on talent alone number two respect for others dictators and other autocratic leaders rely on violence and intimidation to get people to do what they want that's not really leadership in contrast good leaders rely on respect they understand that all leadership is voluntary when leaders show respect for others especially for people who have less power or a lower position than theirs they gain respect from others and people want to follow people they respect greatly number three courage one thing that caused everyone to respect Harriet Tubman so much was her tremendous courage she was determined that she was going to succeed or she was going to die trying she didn't care about the danger her mission was clear and she was absolutely fearless good leaders do what's right even at the risk of failure in the face of great danger and under the brunt of relentless criticism never for success success is very attractive people are naturally drawn to it people respect others accomplishments and it's hard to argue with a good track record what leaders are successful in their own endeavors people respect them when they succeed in leading the team to victory then followers believe they can do it again as a result followers follow them because they want to be part of success in the future number five loyalty we live in an era of free agency professional athletes hop from team to team looking for the best deal CEOs negotiate ridiculously high financial packages and then bail out as millionaires when things go wrong the average worker according to one source will change occupations ten times by the time he reaches age 36 in a culture of constant change turnover and transition loyalty is an asset when leaders stick with the team until the job is done remain loyal to the organization when the it's tough and look out for the followers even when it hurts them followers respect them and their actions if you want to measure how much respect you have as a leader the first thing you should do is to look at who you attract the second thing you should do is to see how your people respond when you ask for commitment or change when leaders are respected and they asked for a commitment their people step up and sign up they're ready to take risk charge the hill put in long hours or do whatever else is necessary to get the job done likewise when respected leaders ask for change followers are willing to embrace it but when leaders who are not respected ask for commitment or change people doubt they question they make excuses or they simply walk away it's very hard for a leader who hasn't earned respect to get other people to follow in October of 1997 college basketball saw the retirement of a great leader someone who engendered respect as he spent more than 30 years of his life pouring himself into others his name is Dean Smith and he was the head basketball coach at the University of North Carolina his leadership not only won games and the respect of his players but also helped produce a remarkable 49 men who went on to play professional basketball included in that list or greats such as Bob McAdoo James Worthy and of course Michael Jordan not only one of the best players ever to dribble a basketball but also a fine leader in his own right Michael Jordan understood what it meant to follow a good leader during the waning years of his career he was adamant about his desire to play for only one coach Phil Jackson the man he believes is the best in the business it made sense a leader like Jordan wanted to follow a strong leader one stronger than himself that's the law of respect it's just possible that Jordans desire got its seed when the young North Carolinian still-developing was being led and mentored by his strong coach Dean Smith if you ever become frustrated because the people you want to follow you are reluctant to it very well maybe that you are trying to lead people whose leadership is stronger than yours that creates a difficult situation if you're a seven as a leader eights nines and tens aren't likely to follow you no matter how compelling your vision is or how well thought-out a plan you devised so what can you do about it become a better leader there's always hope for a leader who wants to grow people who are naturally a seven may never become a ten but they can become a nine there's always room to grow and the more you grow the better the people you will attract why because people naturally follow leaders stronger than themselves lot number eight the law of intuition leaders evaluate everything with a leadership bias because I'm a communicator and do a lot of public speaking people occasionally want to hear from my wife Margaret and she gets invited to speak at an event as the date approaches Margaret works on her presentation and puts together her notes but we inevitably end up having a conversation something like this John how do you think I should start she asked it depends I answer that's how much help Margaret I'm not trying to be difficult every speaking situation is different okay but what would you do well I'd go out and talk to many of the attendees before the event started to try to get a feel for who they are you know just check out the room and I'd listen to what the host said and to the people who spoke before me to get an idea if I should play off something they said that happened earlier I'd find a way to really connect with the audience that doesn't help me she answers in frustration to be honest her questions frustrate me as much as my answers frustrate her I have a hard time explaining what I would do because communication is intuitive for me it's one of my greatest strengths now I'm not picking on Margaret she's more highly talented than I am in so many areas to give you an idea when I'm getting ready to speak in an event and I'm trying to pick out my clothes I'm worthless one of two things usually happens I stand in the closet paralyzed and drooling totally incapable of figuring out what goes together or I pick something out put it on go into the bedroom and Margaret says oh Sean if you're not going to wear that are you haha well of course not I answer what do you think I should wear at that Margaret strolls into the closet looks around for about two seconds I haven't seen you in this jacket yet so how about this she says as she starts grabbing things and if you wear this shirt this tie it will really pop as she picks the slacks I try to be helpful and pick out shoes no you can't wear those shoes with this she says here wear these with this belt when I'm at the event I hear compliments about how I'm dressed so when I return home I hang the whole outfit together in the closet because I know it goes together then the next time I get ready to leave for a speaking engagement I put it on and walk confidently in the bedroom Margaret says you can't wear that again and off we go through the whole routine one more time you see people born with natural leadership ability are especially strong in the area of leadership intuition others have to work hard to develop and hone it but either way intuition comes from two things the combination of natural ability which comes in a person's areas of strength and learn skills it is an informed intuition and it causes leadership issues to jump out to a leader in a way that they don't with others high regard leadership intuition is the ability of a leader to read what's going on for that reason I say that leaders are readers leaders are readers of their situation in all kinds of circumstances leaders pick up on details that might elude others they tune in to leadership dynamics many leaders describe this as an ability to smell things in their organization they can sense people's attitudes they are able to detect the chemistry of a team they can tell when things are humming and when they're winding down are getting ready to grind to a halt they don't need to sift through stats read reports or examine a balance sheet they know the situation before they have all the facts that is a result of their leadership intuition leaders are readers of trends most followers are focused on their current work they think in terms of task and hand projects or specific goals that is as it should be most managers are concerned with efficiency and effectiveness they often possess a broader view than employees thinking in terms of weeks months or even years but leaders take an even broader view they look years even decades ahead their intuition tells them that something is happening that conditions are changing and the trouble or opportunity is coming leaders must always be a few steps ahead of their best people or they're not really leading they can do that only if they are able to read trends leaders are readers of their resources a good worker encounters a challenge and thinks what can I do to help a high achiever ask how can I solve this problem a peak performer wonders what must I do to reach the next level so that I can overcome this leaders see a challenged problem or opportunity and they think who is the best person to take this on what resources raw materials technology information and so forth do we possess that will help us what will this take financially how can I encourage my team to achieve success leaders see everything with the leadership bias their focus is on mobilizing people and leveraging resources to achieve their goals rather than on using their own individual efforts leaders who want to succeed maximize every asset and resource that they have for the benefit of their organization for that reason they are continually aware of what they have at their disposal leaders are readers of people President Lyndon Johnson once said that when you walk into a room you don't belong in politics if you can't tell who's for you and who's against you reading people is perhaps the most important intuitive skill leaders can possess after all if what you are doing doesn't involve people it's not leadership and if you aren't persuading people to follow then you're not leading leaders are readers of themselves finally good leaders develop the ability to read themselves leaders must know not only their own strengths and blindspots skills and weaknesses but also their current state of mind why because leaders can hinder progress just as easily as they can help create it in fact it's easier to damage an organization than it is to build one we've all seen excellent organizations that took generations to build begin falling apart in a matter of years whenever leaders faced a problem they automatically measure it and begin solving it using the law of intuition they evaluate everything with a leadership bias for example leadership intuition came into play in the recent years at Apple Computer just about everybody knows the success story of Apple the company was created in 1976 by Steve Jobs and Steve Wozniak in a garage just four years later the business went public opening at 22 dollars a share and selling 4.6 million shares it made more than 40 employees and investors millionaires overnight but apple's story hasn't been all positive since those early years apples success stock value and ability to capture customers have fluctuated wildly jobs left Apple in 1985 having been pushed out in the Battle of CEO John Sculley the former Pepsi president whom Jobs had recruited in 1983 skali was followed by Michael Spindler in 1993 and then gilbert emilio in 1996 now then was able to reestablish apple's previous success in its glory days Apple had sold 14.6% of all personal computers in the United States by 1997 sales were down to 3.5% that was when Apple again looked to the leadership of its original founder Steve Jobs for help the failing company believed he could save it Jobs intuitively reviewed the situation and immediately he took action he knew that improvement was impossible without a change in leadership so he quickly dismissed all but two of the previous board members and installed new ones he made changes in the executive leadership and he fired the company's ad agency and held a competition for the account among three firms he also refocused the company Jobs wanted to give back to the basics of what Apple had always done best uses individuality to create products that made a difference at the time job said we've reviewed the roadmaps of new products and acts more than 70% of the projects keeping the 30% that were gyms plus we're adding new ones that are a whole new paradigm of looking at computers none of those actions was especially surprising but jobs also did something that really showed the law of intuition in action here at Apple's situation and made a leadership decision that went absolutely against the grain of apples previous thinking it was an incredible intuitive leadership leap jobs created a strategic alliance with the man whom Apple employees considered to be their arch enemy Bill Gates Jobs explained a called build and said Microsoft and Apple should work more closely together but we have this issue to resolve this intellectual property dispute let's resolve it they negotiated a deal quickly which settled apple's lawsuit against Microsoft Gates promised to pay off Apple and invest a hundred and fifty million dollars in non-voting stock that cleared the way for future partnership and brought much-needed capital to the company it was something only an intuitive leader would have done Apple stock value immediately went up 33% and in time Apple regained some of the prestige it had lost over the years in 2001 Jobs made another leadership move based on his intuition while other computer manufacturers were pursuing PDAs he was looking at music and when an independent contractor and hardware expert named Tony Fadell approached Apple with an idea for an mp3 player and a music sales company Apple embraced it even though several other companies had rejected it Fidel was hired on and they began working on what would eventually be known as the iPod jobs involvement with the iPod is an indication of his leadership intuition vendas who was on the inside of the project said the interesting thing about the iPod is that since it started it had 100% of Steve Jobs time not many projects get that he was heavily involved in every single aspect of the project why did Jobs do that because this intuition as a leader made him understand the impact that the device could make it was consistent with his vision for creating a digital lifestyle Jobs has been right on sales have been phenomenal and have exceeded the company's computer sales Apple was making a profit while other technology companies suffered by spring of 2002 Apple had shipped more than 10 million units by the end of 2005 Apple possessed 75% of the world's market for digital music players Jobs story is a reminder that leadership really is more art than science the principles of leadership are constant but the application changes with every leader in every situation that's why it requires intuition without it leaders get blindsided and that's one of the worst things that can happen to a leader if you want to lead long lead well and stay ahead of others you've got to obey the law of intuition while number nine the law of magnetism who you are is who you attract effective leaders are always on the lookout for good people I think each of us carries around a mentalist of what kind of people we would like to have in our organization or department think about it do you know who you're looking for right now what is your profile of perfect employees what qualities would they possess would you want them to be aggressive or entrepreneurial are you looking for leaders do you care whether they are in their 20s 40s or 60s what will determine whether the people you want are the people you get whether they will possess the qualities that you desire you may be surprised by the answer believe it or not who you attract is not determined by what you want is determined by who you are in most situations unless you take strong measures to counteract it you draw people to you who possess the same qualities that you do that's the law of magnetism who you are is who you attract when I was a kid my mother used to tell me that birds of a feather flock together I thought that was a wife saying when I was spending time with my older brother Larry and playing ball he was a good athlete so I figured that made me one too as I grew up I think I instinctively recognized that good students spent time with good students people who only wanted to play stuck together and so on but I don't think I really understood the impact of the law of magnetism until I moved to San Diego California and became the leader of the last church that I passed her my predecessor at Skyline Church was dr. Orville butcher he is a wonderful man with many admirable qualities one of his best is his musicianship he plays piano has a beautiful Irish tenor voice even today in his 80s at the time I arrived in 1981 skyline had a solid reputation for fine music and was nationally known for its outstanding musical productions in fact the church was filled with talented music and vocalist why were there so many exceptional musicians of skyline the answer lies in the law of magnetism people with musical talent were naturally attracted to doctor butcher they respected him and understood him they shared his motivation his values they were on the same page with him leaders helped to shape the culture of their organizations based on who they are and what they do music was valued it was practiced and performed with excellence it was used to reach out to the community it was deeply ingrained in the culture of the organization in contrast I enjoy music but I am NOT a musician after I came on board the church the number of new musicians arriving at the church declined quickly but do you know what kind of people started coming instead leaders I valued leadership model it trained people in it and rewarded it leadership was woven into the fabric of the organization by the time I left skyline not only was the church filled with hundreds of excellent leaders but the church had raised up and sent out hundreds of leaders the reason was the law magnetism our organization became a magnet for people with leadership ability if you have recruited and hired a staff you will probably find that you and the people who follow you share common ground in several of these key areas generation most organizations reflect the characteristics of their key leaders and that includes their age during the dot-com boom of the 1990s thousands of companies were founded by people in their 20s and early 30s and who did they hire others in their 20s and 30s and just about any type of organization most of the time that people who come on board are similar in age to the leaders who hire them often that occurs within departments sometimes it occurs company-wide attitude rarely have I seen positive and negative people attracted to one another people who view life as a series of opportunities and exciting challenges don't want to hear others talk about how bad things are all the time I know that's true for me and not only do people attract others with similar attitudes but their attitudes tend to become alike attitude is one of the most contagious qualities a human being possesses people with good attitudes tend to make people around them feel more positive those with a terrible attitude tend to bring others down background one of Theodore Roosevelt's memorable accomplishments is his daring charge of San Juan Hill with the Rough Riders during the spanish-american war Roosevelt personally recruited that all volunteer cavalry company and it was said to be a remarkably peculiar group of people it was comprised primarily of two types of men wealthy aristocrats from the Northeast and Cowboys from the Wild West why because Roosevelt was an aristocratic born Harvard educated New Yorker who turned himself into a real-life cowboy and big-game hunter in the Dakotas of the West he was a strong and genuine leader in both worlds and as a result he attracted both kinds of people people attract and are attracted to others of similar background blue-collar workers tend to stick together employers tend to hire people of their same race people with education tend to respect and value others who also are well educated this natural magnetism is so strong that organizations that value diversity have to fight against it values people are attracted to leaders whose values are similar to their own think about the people who flocked to President John F Kennedy after he was elected in 1960 he was a young idealist who wanted to change the world and he attracted people with a similar profile when he formed the Peace Corps and called people to service saying ask not what your country can do for you but what you can do for your country thousands of young idealistic people step forward to answer the challenge it doesn't matter whether the shared values are positive or negative either way the attraction is equally strong think about someone like Adolf Hitler he was a very strong leader as you can judge by his level of influence but his values were rotten to the core what kind of people did he attract leaders with similar values all utterly evil men the law of magnetism is powerful whatever character you possess is what you will likely find in the people who follow you energy it's a good thing that people with similar levels of energy are attracted to one another because when you pair a high energy person with a low energy person and ask them to work closely together they can drive one another crazy the high energy person thinks the low energy one is lazy and the low energy person thinks the high energy one is insane giftedness people do not go out looking for mediocre leaders to follow people are attracted to talent and excellence especially in their area of giftedness they are most likely to respect and follow someone who possesses their kind of talent business people want to follow bosses with skill and building an organization and making a profit football players want to follow coaches with great football talent creative people want to follow leaders who are willing to think outside the box like attracts like that may seem pretty obvious yet I've met many leaders who expected highly talented people to follow them even though they neither possess nor express value for those people's giftedness as you listen to this chapter you may find yourself in one of two situations you may be saying to yourself I'm not crazy about people I'm attracting am I stuck with my situation the answer is no if you are dissatisfied with the leadership ability of the people that you are attracting then embrace the law of process and work to increase your leadership skill if you want to grow an organization grow the leader if you find the people you attract to be unreliable or untrustworthy then examine your character developing stronger character can be a more difficult Road the payoff is huge good character improves every aspect of a person's life on the other hand you may be saying I like Who I am and I like the kind of people I attract that's great now take the next step in effective leadership work at recruiting people who are different from you to staff your weaknesses if you don't important organizational tasks are likely to be overlooked and the organization will suffer as a result an organization will never fulfill its potential if everyone in it is a visionary or if everyone is an accountant it is possible for a leader to go out and recruit people unlike himself but those are not the people he will naturally attract attracting people unlike yourself requires a high degree of intentionality to succeed at it people must believe in you and the vision you share must be compelling who you are is who you attract that is the law of magnetism if you want to attract better people become the kind of person you desire to attract ball number 10 the law of connection leaders touch a heart before they ask for a hand there are incidents in the lives and careers of leaders that become defining moments for their leadership and the perception of followers the general public and historians those moments often represent who those leaders are and what they stand for here's an example of what I mean I believe the presidency of George W Bush can be summed up by two defining moments that he experienced during his time of office the first moment occurred early in his first term and had defined that entire term in office just four days after the collapse of the World Trade Center towers Bush went to Ground Zero he spent time there with the firefighters police officers and rescue workers he shook hands he listened he took in the devastation he thanked the people working there and told them the nation sends its love and compassion to everybody who's here reports said that the spirits of the tired searchers lifted when the president arrived and started shaking hands cameras captured Bush standing in the wreckage with his arm around firefighter Bob Beckwith when some members of the crowd shouted that they couldn't hear him Bush called back I can hear you the rest of the world hears you and the people who knocked these buildings down will hear all of us soon the people cheered they felt validated they felt understood but she connected with them in a way no one had seen him do prior to that moment the second incident came during Bush's second four years in office and it defined that second term it occurred on August 31 2005 just two days after the landfall of Hurricane Katrina after the levees in New Orleans broke and the water flooded into the city instead of visiting the city as he did in New York after 9/11 Bush flew over New Orleans in Air Force One peering through one of the Jets small windows to see the damage to the people on the Gulf Coast it was a picture indifference after the worst of the tragedy was over no matter what President Bush said or how much help he provided he was unable to regain the people's confidence and Trust he had failed to connect with the people he had broken the law of connection for leaders to be effective they need to connect with people why because you first have to touch people's hearts before you can ask for their hand that is the law of connection all great leaders and communicators recognize this truth and act on it almost instinctively you can't move people to action unless you first move them with emotion an outstanding orator an african-american leader of the 19th century was Frederick Douglass it said that he had a remarkable ability to connect with people and move their hearts when he spoke historian LaRon Bennett said of Douglass he could make people laugh at a slave owner preaching the duties of Christian obedience could make them see the humiliation of a black maiden ravished by a brutal slave owner could make them hear the sobs of a mother separated from her child through him people could cry curse and feel through him they could live slavery good leaders work at connecting with others all the time whether they are communicating to an entire organization or working with a single individual the stronger the relationship you form with followers the greater the connection you Forge and the more likely those followers will be to want to help you I used to tell my staff people don't care how much you know until they know how much you care they would grown because they heard me say it so much but they recognized that it was true nonetheless you develop credibility with people when you connect with them and show that you genuinely care and want to help them and as a result they usually respond in kind and want to help you how do you connect whether you're speaking in front of a large audience or chatting in the hallway with an individual the guidelines are the same communicate with openness and sincerity people can smell a phony a mile away legendary NFL coach bill wash observed nothing is more effective than sincere accurate praise and nothing more lame than a cookie-cutter compliment authentic leaders connect know your audience when you work with individuals knowing your audience means learning their names finding out about their histories asking about their dreams when you communicate to an audience you learn about the organization in its goals if you want to speak to what they care about not just what you care about live your message perhaps the most important thing you can do as a leader and communicator is to practice what you preach that's where credibility comes from plenty of people out in the marketplace are willing to say one thing to an audience but to do something else they don't last go where they are as a communicator I dislike any kind of barrier to communication I don't like to be too far from my audience or too high above them on stage and I definitely don't want any physical barriers between me and the people but a person's method of communication can also be a barrier whether I'm speaking from a stage or sitting across from someone in my office I try to speak the other person's language to go to that person I try to be attuned to others culture background education and so on I adapt to others I don't expect them to adapt to me focus on them not yourself if you go on an elevator with me and ask me to tell you the secret to good communication before I got off the next floor I tell you to focus on others not yourself that is the number-one problem of inexperienced speakers and it is also the number-one problem of ineffective leaders you will always connect faster when your focus is not on yourself believe in them it's one thing to communicate to people because you believe you have something of value to say it's another thing to communicate with people because you believe they have value people's opinion of us has less to do with what they see in us than it does with what we can help them see in themselves some leaders have problems with a law of connection because they believe that connecting is the responsibility of the followers that is especially true of positional leaders they often think I'm the boss I had the position these are my employees let them come to me but successful leaders who obey the law of connection are always initiators they take their first step with others and then make the effort to continue building relationships that's not always easy but it's important to the success of the organization a leader has to do it no matter how many obstacles there might be I learned this lesson in 1972 when I was faced with a very difficult situation I was moving to Lancaster Ohio to accept the leadership of a church there it was going to be a big step up in responsibility for me and before I accepted the position I learned that the church had just gone through a big battle relating to a building project heading up one of the factions was the number one influence in the church a man named Jim I also heard that Jim had the reputation for being negative and somewhat of a maverick he liked to use his influence to move the people in directions that didn't always help the organization because the previous leader of the church had faced opposition from Jim more than a few times I knew that I needed to win him over otherwise I would always have conflict with him if you want someone on your side don't try to convince them connect with him that's what I determined to do so the first thing I did when I got to my new position was to make an appointment to meet Jim in my office Jim I said as he said in my office I know you're the influencer in this church and I want you to know that I've decided I'm going to do everything in my power to build a good relationship with you I'd like to meet with you every Tuesday for lunch at the Holiday Inn to talk through issues while I'm the leader here I'll never take any decision to the people without first discussing it with you I really want to work with you but I also want you to know that I've heard you're a negative person I continued and that you like to fight battles if you decide to work against me our guests will just have to be on opposite sides and because you have so much influence I know that you'll win most of the time at least in the beginning but I'm going to develop relationships with people and draw new people to this church this church will grow and someday I'll have greater influence than you but I don't want to battle you I confided you're 65 years old right now let's say you've got another 10 to 15 years of good health and productivity ahead of you if you want you can make these years your very best and make your life count we can do a lot of great things together in this church I summed up but the decision is yours when I finished Jim didn't say a word he got up from his seat walked into the hall and stopped to take a drink at the water fountain I followed him out and I waited I didn't know whether he was going to dress me down declare war or tell me to take a hike after a long time Jim stood up straight and turned around when he did I could see that tears were rolling down his cheeks and then he gave me a great big bear hug and said you can count on me to be on your side and Jim did get on my side as it turned out he did live another 10 years and because he was willing to help me a young kid with a vision we accomplished many positive things together but it never would have happened if I hadn't had the courage to try to make a connection with him that first day in my office one of the companies I admire is Southwest Airlines the company has been successful and profitable while other airlines have filed for bankruptcy and folded the person responsible for the initial success of the organization and the creation of its culture is Herb Kelleher the company's founder and current executive chairman of the board I love what Southwest employees did on boss's day in 1994 because it shows the kind of connection colorr made with his people they took out a full-page ad in USA Today and addressed the following message to Kelleher thanks herb for remembering every one of our names for supporting the Ronald McDonald House for helping load baggage on Thanksgiving for giving everyone a kiss and we mean everyone for listening for running the only profitable major airline for singing at our holiday party for singing only once a year for letting us wear shorts and sneakers to work for golfing at the loved classic with only one club for out' talking– Sam Donaldson for riding near Harley Davidson into Southwest headquarters for being a friend not just a boss happy boss's day from each one of your 16,000 employees a display of affection like that occurs only when a leader has worked hard to connect with his people don't ever underestimate the importance of building relational bridges between yourself and the people you lead there's an old saying to lead yourself use your head to lead others use your heart that's the nature of the law of connection always touch a person's heart before you ask him for a hand law number 11 the law of the inner circle a leaders potential is determined by those closest to him when we see any incredibly gifted person it is always tempting to believe that talent alone made him successful to thank that is to buy into a lie nobody does anything great alone leaders do not succeed alone a leaders potential is determined by those closest to him what makes the difference is the leaders inner circle plants Armstrong is one of the most talented athletes on the planet because of his physical gifts he has been called a freak of nature his sport cycling is perhaps the most grueling the Tour de France which he has won an astounding seven times in a row has been compared to running 20 marathons on 20 consecutive days clearly Armstrong is in a class that few others can approach his determination is unquestionable his training regimen is unmatched his talent is extraordinary yet without a team he would not have won a single to her title cycling is truly a team sport though it may not seem that way to the casual observer during his Tour de France run Armstrong had an incredible team anchoring the team was Chris Carmichael his coach and Johan Brunel an ex cyclist who functioned as the team's sports director and master tactician both men were indispensable since Armstrong tended at first to follow his own less efficient training regimen and execute his own tactics causing him to lose badly but once those two inner circle members were in place Armstrong began to maximize his gift lasses the first to say he would have never won the Tour de France without the help of his teammates explains the team discovery website every other writer sacrifices individual glory at the race in order to work for one rider Lance which says a lot considering what's at stake yet over the years Lance delivered every single time following the work of his team so it goes hand-in-hand if the team sacrificed itself and Lance didn't have what it took to come through in the end we would have to rethink the plan leaders have to deliver there is no substitute for performance but without a good team they often don't get the opportunity their potential is determined by those closest to them that is the law of the inner circle in recent years people in the business world have rediscovered the significance of teams in the 1980s the buzzword in business circles was management then in the 1990s the emphasis was on leadership now in the 21st century the emphasis is on team leadership why because nobody does everything well I would have loved to compile fewer than 21 loss of leadership for what I boil leadership down to its essence I still see 21 things a leader must do well to lead effectively however at the same time I also recognize that no single leader can do all 21 things well that's why every leader needs a team of people as mother Teresa observed you can do what I cannot do I can do what you cannot do together we can do great things that is the power of the law of the inner circle most people create an inner circle of people however they are usually not strategic in doing so we naturally tend to surround ourselves with either people we like or people with whom we are comfortable few people give enough thought to how those closest to them impact their effectiveness or leadership potential you see it all the time with certain athletes who transition to the professional ranks and entertainers who achieve success professionally some self-destruct and never reach their potential and it can often be attributed to the kind of people they spend their time with to practice the law of the inner circle you must be intentional in your relationship building as you consider whether individuals should be in your inner circle ask yourself the following questions 1 do they have high influence with others one key to successful leadership is the ability to influence the people who influence others how do you do that by drawing influencers into your inner circle that's what I did with Jim at the church in Lancaster Ohio whom I wrote about in the law of connection Jim was the single most influential person in the organization when I arrived by building a relationship with Jim and taking him into my inner circle I was doing two things first I was exerting my influence on him sharing my values vision and philosophy of leadership with him I wanted him to be a carrier of the vision to other people in the organization second I was finding out what he thought if he had questions or objections to what I wanted to do I was able to find out about it immediately and work through it with him and because he had so many years of experience with the people in the organization he often helped me to navigate around potential landmines I knew nothing about number two do they bring a complimentary gift to the table because of my leadership gifting I naturally attract leaders and I'm also highly attracted to leaders but one of the best things I have done in my leadership career is to bring a few key people into my inner circle who possess strengths in my areas of weakness one of those people is Lynda Eggers my assistant I advise young executives that their first and most important hires should be their assistant in Lynda I have an absolute gym she's been working with me for 20 years she has an incredible line for detail she is tireless and like radar O'Reilly from mash she has the ability to anticipate what I need before I realize it what's more she now knows me so well that she can speak to others on my behalf knowing how I would answer questions at least 90% of the time number three do they add value to me and to the organization I discussed in the law of addition how people add subtract multiply or divide when it comes to others the people in your inner circle must be adders or multipliers they should have a proven record as assets to the organization there is a poem by Ella wheeler Wilcox that my mother used to recite to me when I was growing up there are two kinds of people on earth today just two kinds of people no more I say not the good and the bad for tis well understood the good or hath bad and the better half good no just two kinds of people on earth I mean are the people who lift and the people who lean look only for lifters for your inner circle inner circle members should also add value to you personally that's not selfish if they have a negative effect they will hinder your ability to lead well and that can hurt your people in the organization number four do they positively impact other inner circle members I'm a big believer in team chemistry and if your inner circle is going to work together and function as a team then you need to take into account how members interact first you want them to have a good fit with one another just as members of a championship basketball team have complementary skills and compatible roles you want each inner circle member to have a place in your life where he contributes without stepping on the other's toes second you want inner circle members to make one another better to raise one another's game sometimes that comes because they encourage one another sometimes it happens when they help one another by sharing information and wisdom and sometimes it comes from friendly competition no matter how it happens if they improve the ability of other team members they also improve your leaders no leader starts out with a strong inner circle when leaders take on new positions they often have to build their inner circle from scratch that was the case for me in 1981 when I accepted the offer to leave skyline Church in San Diego California the church had a great history and nationally recognized reputation it had been founded in the 1950s by Orville butcher a wonderful man who was retiring after serving the air for 27 years dr. butcher had touched the lives of thousands of people with his leadership it was a good church but it did have one problem it had not grown in years one of the first things I did after taking the job was to meet with each staff member to assess individual abilities almost immediately I discovered why the church had flatlined the staff members were good people but they were not strong leaders no matter what I did with them they would never be able to take the organization to the place we needed to go in a church of that size the staff is the leaders inner circle if the staff is strong then the leader can make a huge impact but if the staff is weak he can't that's the law of the inner circle the task that lay ahead of me was clear I needed to remove the weak leaders and bring in better ones that was the only way I would be able to turn the situation around mentally I divided the people into three groups according to their ability to lead and deliver results the bottom third I dismissed right away and began replacing them with the best people I could find then I began working on the middle third and then what had been the top the organization immediately began growing by the end of three years all but two of the original staff had been replaced by better leaders because the inner circle had gone to a new level the organization was able to also go to a new level over the years we tripled in size from a thousand to more than 3,300 weekly attenders the growth and success we experienced a skyline were due to the law of the inner circle when we had the right staff our potential skyrocketed and in 1995 when I left other leaders from around the country sought to hire my key staff members for their organizations they recognized the power of the law of the inner circle and wanted to hire the very best they could find to boost their potential a latest potential is determined by those closest to him that's the law the inner circle that's the only way you can reach the highest level possible log number 12 the law of empowerment only secured leaders give power to others nearly everyone has heard of Henry Ford the revolutionary automobile industry innovator and legend in American business history in 1903 he co-founded the Ford Motor Company with the belief that the future of the automobile lay in putting it within reach of the average American worker the Model T changed the face of the 20th century American life by 1914 Ford was producing nearly 50% of all automobiles in the United States the Ford Motor Company looked like an American success story however all of Ford's story is not about positive achievement and one reason is that he didn't embrace the law of empowerment Henry Ford was the antithesis of an empowering leader he continually undermined his leaders and looked over the shoulders of his people he even created a sociological department within Ford Motor Company to check up on his employees and direct their private lives as time went by he became more and more eccentric he once went into his accounting office and tossed the company's books into the street saying just put all the money we take in a big barrel and when a shipment of material comes in reach into the barrel and take out enough money to pay for it perhaps Ford's most peculiar dealings were with his executives especially his son Edsel the younger Ford had worked at the company since he was a boy as Henry became more eccentric Nestle worked harder to keep the company going if it weren't for Etzel the Ford Motor Company probably would have gone out of business in the 1930s Henry eventually gave esel the presidency of the company but at the same time he undermined his son further whenever a promising leader was rising up in the company Henry tore him down as a result the company kept losing its best executives the few who stayed did so because they figured that someday old Henry would die and Edsel would finally take over and set things right but that's not what happened in 1943 Edsel died at the age of 9ed CIL's oldest son the 26 year old henry ford ii quickly left the navy so that he could return to Dearborn Michigan and take over the company young Henry was taking over a company that hadn't made a profit in 15 years at that time it was losing 1 million dollars a day the young president knew he was in over his head so he set out to find leaders fortunately the first group actually approached him Colonel Charles Tex Thornton headed a team of 10 men who had worked together at the War Department during World War 2 their contribution to the Ford Motor Company was substantial in the years to come the group produced six company vice presidents and two presidents the second influx of leadership came with the entrance of ernie breech and experienced General Motors executive and the former president of Bendix aviation young Henry hired him to be Ford's executive vice president a position second to Henry's with the expectation that he would take command and turn the company around he succeeded breech quickly brought in more than a hundred and fifty outstanding executives from General Motors and by 1949 Ford Motor Company was on a roll again in that year the company sold more than a million Fords Mercury's and Lincoln's the best sales since the Model A if henry ford ii had lived by the law of empowerment the Ford Motor Company might have grown enough to eventually overtake General Motors and become the number one car company again but only secured leaders are able to give power to others and Henry felt threatened the success of text thornton ernie breech and Lewis Crusoe a legendary GM executive whom breach had brought into the company made Henry worry about his own place at Ford his position was based not on influence but on his name and his family's control of the company stock what was Henry's solution he began pitting one top executive against another any time an executive game powered influence Henry undercut the person's authority by moving him to a position with less clout supporting the executives subordinates or publicly humiliating him this manoeuvre continued all the days henry ii was at ford as one ford President Lee Iacocca commented after leaving the company Henry Ford as I would learn firsthand had a nasty habit of getting rid of strong leaders Iacocca says that henry ford ii once described his leadership philosophy to him years before Iacocca himself became its target ford said if a guy works for you don't let him get too comfortable don't let him get too cozy or set in his ways always do the opposite of what he expects keep your people anxious and off-balance both Henry Ford's failed to abide by the law of empowerment rather than identifying leaders building them up giving them resources authority and responsibility and turning them loose to achieve they alternately encouraged and undermined their best people to lead others well we must help them to reach their potential that means being on their side encouraging them giving them power and helping them to succeed that's not traditionally what we're taught about leadership what were the two leadership games we were taught as kids king of the hill and follow the leader what was the object of king of the hill to knock other people down so that you could be the leader and what was the point in follow the leader you do the things you know followers can't do to separate yourself from them and make yourself look more powerful the problem with these games is that to win you have to make all the other people lose the games are based on insecurity in our opposite of the way to raise up leaders when I travel to developing countries I am made especially aware of how alien the idea of empowerment can be to emerging leaders in cultures where you have to fight to make something of yourself the assumption often is that you need to fight others to maintain your leadership but that reflects a scarcity mindset the truth is that if you give some of your power away to others there is still plenty to go around when I teach the law of empowerment in emerging countries I usually ask a volunteer to come up so that I can show visually what happens when a leader tries to keep others down instead of raising I'm up I asked the volunteer to stand in front of me and I put my hands on his shoulders then I began pushing him down the lure I want to push him the more I have to bend down to do it as I push him lower high go lower that's the same way it is in leadership to keep others down you have to go down with him and when you do that you lose any power to lift others up when leaders failed to empower others it's usually due to three main reasons the number one barrier to empowerment desire for job security weak leaders worried that if they help subordinates they will themselves become dispensable but the truth is that the only way to make yourself indispensable is to make yourself dispensable in other words if you're able to continually empower others and help them develop so that they can become capable of taking over your job you will become so valuable to the organization that you become indispensable that is the paradox of the law of empowerment what if I work myself out of a job by empowering others you may ask and my superiors don't recognize my contribution that can happen in the short term but if you keep raising up leaders and empowering them you will develop a pattern of achievement excellence and leadership that will be recognized and rewarded if the teams you lead always seem to succeed people will figure out that you're leading them well the number two barrier to empowerment resistance to change by its very nature empowerment brings constant change because it encourages people to grow and innovate change is the price of progress that's not always easy to live with most people don't like change that's a fact you know one of the most important responsibilities of leaders is to continually improve their organizations as a leader you must train yourself to embrace change to desire it to make a way for it effective leaders are not only willing to change they become change agents the third barrier to empowerment is lack of self-worth John peers observed you can't lead a cavalry charge if you thank you look funny on a horse self-conscious people are rarely good leaders they focus on themselves worrying how they look what others think whether they are liked they can't give power to others because they feel that they have no power themselves and you can't give what you don't have the best leaders have a strong sense of self-worth they believe in themselves their mission and their people one of the greatest leaders of the United States was known for his humility and willingness to give his power and authority to others Abraham Lincoln the depth of his security as a leader can be seen in the selection of his cabinet most presidents pick like-minded allies but not Lincoln at a tile of turmoil for the country when factions were strong Lincoln brought together a group of leaders who had bring strength through diversity in mutual challenge 1 Lincoln biographers said this of his method for a president to select a political rival for a cabinet post was not unprecedented but deliberately to surround himself with all of his disappointed antagonist seemed to be courting disaster it was the mark of his sincere intentions that Lincoln wanted the advice of men as strong as himself or stronger that he entertained no fear of being crushed or overridden by such men revealed either surpassing naiveness or a triangle confidence in his power of leadership Lincoln's desire to unify the country was more important than his personal comfort his strength and self-confidence allowed him to practice the law of empowerment and bring strong leaders into his circle in June of 1863 Lincoln put the command of the Army of the Potomac into the hands of General George C Meade within hours of Meade's appointment Lincoln sent a courier to him the president's message in part said considering the circumstances no one ever received a more important command and I cannot doubt that you will fully justify the confidence which the government has reposed in you you will not be hampered by any minor instructions from these headquarters your army is free to act as you deem proper under the circumstances as they arise all forces within the sphere of your operations will be held subject to your orders as it turned out Medes first significant challenge came as he commanded the army at a small Pennsylvania town named Gettysburg it was a test he passed with authority Lincoln's use of the law of empowerment was as consistent as Henry Ford's habit of breaking it when his generals performed well Lincoln gave them the credit when they performed poorly Lincoln took the blame Lincoln was able to stand strongly during the war and continually give power to others because of his rock-solid security you don't have to be a leader of Lincoln's caliber to empower others the main ingredient for empowering others is a high belief in people if you believe in others they will believe in themselves the truth is that empowerment is powerful not only for the person being developed but also for the mentor enlarging others makes you larger that is the law of empowerment it's an impact you can experience as a leader as long as you're willing to believe in people and give your power away law number thirteen the law of the picture people do what people see several years ago filmmaker Steven Spielberg and actor Tom Hanks produced a series of television shows on HBO called Band of Brothers based on the book of the same name by historian Stephen Ambrose the 10 episodes chronicled the story of Easy Company a group of paratroopers from the 101st airborne who fought during World War two the men of Easy Company were as tough as soldiers get and they fought heroically from the invasion of Normandy to the end of the war the story of Easy Company is a great study and leadership for the various sergeants lieutenants and captains who commanded the men displayed many styles of leadership both good and bad when the leadership was good it made the difference not only in the way the soldiers performed but in the outcome of their battles and ultimately of the war from the very first episode of the television series the contrasting leadership styles were on display Herbert Sobel ez companies commanding officer during his training was shown to be a brutal autocratic leader with a sadistic streak he drove the men harder than the commander of any other company he arbitrarily revoked passes and inflicted punishment but judging from Ambrose's research Sobel was even worse than he was depicted in the series Sobel drove the men without mercy which was fine since he was preparing them for combat but he didn't push himself the same way being barely capable of passing the physical test required a paratroopers nor did he display the high level of confidence that he demanded from everyone else Ambrose writes about an incident during training that was representative of Sobel's leadership on one night exercise Sobel decided to teach his men a lesson he and sergeant Evans when sneaking through the companies position to steal rifles from sleeping men the mission was successful by daylight Sobel and Evans had nearly 50 rifles with great fanfare Evans called the company the and so Ville began to tell them in want miserable soldiers they were what so we'll didn't realize was that the men he was berating weren't his own he had wandered into the wrong camp have stolen the rifles belonging to Fox Company Sobel didn't even realize his mistake until the commander of Fox Company came up with 45 of his men the man who served under Sobel mocked him and undermined him by the time Easy Company began preparations for the invasion of Normandy many men were taking bets on which of them would shoot so when they finally got into combat fortunately Sobel was removed from his position as company commander and reassigned before they went into combat fortunately most of easy company's leaders were excellent and one in particular was awarded the Distinguished Service Cross and was considered by the men to be the best combat leader in World War two that person was dick winners he started out as a platoon leader in Easy Company during the training was promoted to company commander after Normandy and then to battalion executive officer he finished his military career with the rank of Major time after time winners helped his men to perform at the highest level and he always led them in front setting the example taking the risk along with his men Ambrose describes winners philosophy leadership simply as officers go first whenever his troops needed to assault an enemy position Winters was in front leading the charge one of the most remarkable incidents demonstrating winters way of leading by example occurred soon after d-day on the road to Carton a town that Easy Company needed to take from the Germans as the American paratroopers under his command approached the town they became pinned down by German machine gun fire huddled in ditches on either side of the road they wouldn't move forward when ordered to yet if they didn't move they would eventually be cut to pieces Winters tried rallying them he coaxed him he kicked them he ran from one ditch to the other as machine-gun bullets flew by finally he jumped into the middle of the road bullets glancing off the ground near him and shouted at the men to get moving everyone got up and moved forward as one and they helped to take the town more than 35 years later Floyd Talbert a sergeant at the time wrote to winners to comment about the incident I'll never forget seeing you in the middle of the road you were my total inspiration all my boys felt the same way people do what people see that is the law of the picture when the leaders show the way with the right actions their followers copy them and succeed good leaders are always conscious of the fact that they are setting the example and others are going to do what they do for better or worse in general the better the leaders actions the better their peoples when times are tough uncertainty is high and chaos threatens to overwhelm everyone followers need a clearer picture from their leaders the most that's when they need a leader who embraces the law of the picture the living picture they see in their leader produces energy passion and motivation to keep going if you desire to become the best leader you can become you must not neglect the law of the picture as you strive to improve as an example to your followers remember these things first followers are always watching what you do if you are a parent you have probably already realized that your children are always watching what you do say anything you want but your children learn more from what they see then from anywhere else as parents Margaret and I realized this early no matter what we taught our children they insisted on behaving like us how frustrating just as children watch their parents and emulate their behavior so to employees watching their bosses if the bosses come in late then employees feel that they can – if the bosses cut corners employees cut corners people do what people see secondly it's easier to teach what's right than to do what's right one of my earliest challenges as a leader was to raise my living' to a level of my teaching I can still remember the day that I decided that I would not teach anything I did not try to live out that was a tough decision but as a young leader I was learning to embrace the law of the picture author norman vincent peale stated nothing is more confusing than people who give good advice but set a bad example I would say a related thought is also true nothing is more convincing than people who give good advice and set a good example recently I received calls on the same day from to reporters one from the Chicago Tribune and the other from USA Today about teaching ethics in the business arena both ask similar questions they wanted to know if could be taught my answer was yes but many of the companies that teach ethics classes had ethics problems one reporter pushed back that's because ethics can be instilled in others only if it's taught and modeled for them I replied too many leaders are like bad travel agents they send people places they have never been instead they should be more like tour guides taking people places that they have gone and sharing the wisdom of their own experiences leadership by example always has a powerful impact on others one of the leaders I admire is Rudy Giuliani former mayor of New York City during his career first as an attorney working for the United States government and then later as an elected official Giuliani led by example he says in his book leadership that he is very aware that what he does sets the tone for those who follow him you cannot ask those who work for you to do something you are unwilling to do yourself he states it's up to you to set a standard of behavior Giuliani sums up his leadership this way all my life I have been thinking about how to be a leader whether it was when I was running the corruption unit of the US Attorney's Office in the Southern District of New York then the Narcotics Unit were turning around a bankrupt Kentucky coal company after being appointed as receiver or watching Ronald Reagan judgment man and others I realized later that much of what I was doing in setting these people so closely was preparing unconsciously I was learning how to run things in other words he has simply done what he had seen his leaders do throughout his career he had practiced the law of the picture law number 14 the law of Buyan people buy into the leader then the vision when I teach leadership seminars I field a lot of questions about vision invariably someone will come up to me during a break give me a brief description of an evolving vision and then ask me do you think my people will buy into my vision my response is always the same first tell me this dear people buy into you you see many people who approach the area of vision and leadership have it all backward they believe that if the cause is good enough people will automatically buy into it and follow but that's not how leadership really works people don't at first follow worthy causes they follow were the leaders who promote causes that they can believe in people buy into the leader first then the leaders vision having an understanding of that changes your whole approach to leading people for the person who attends one of my conferences and asked whether his people will follow the question really becomes have I given my people reasons to buy into me if the answer is yes they will gladly buy that leaders vision but if the leader has not built credibility with his people it really doesn't matter how great the vision is during boom I read an article in Businessweek that profiled entrepreneurs who partnered with venture capitalists in the computer industry at that time Silicon Valley in California was full of people who worked in the computer industry for a short time and then tried to start their own companies every day hundreds of them were buzzing around trying to find investors so that they could get their ideas and enterprises off the ground most never found backing but whenever an entrepreneur succeeded once she found it pretty easy to find money the next time around many times the investors weren't even interested in finding out what the entrepreneurs vision was if they'd bought into the person then they readily accepted the ideas the writer of the article interviewed software entrepreneur Zhu estrin and her partner at that time they had founded two companies she said that funding her first company took six months and countless presentations even though she had a viable idea believed in it 100% but the startup of her second company happened almost overnight it took only two phone calls that lasted mere minutes for her to land five million dollars in backing when the word got out that she was starting her second company people were dying to give her even more money she said we had venture capitals calling us and begging us to take their money why had everything changed so drastically for her because the law of Buyan people had bought into her so they were ready to buy and do what a revision she offered sight unseen when followers don't like the leader or the vision they look for another leader the only time people will follow leader they don't like with a vision they don't believe in is when the leader has some kind of leverage that could be something as sinister as a threat of physical violence or as basic as the ability to withhold a paycheck if the followers have a choice in the matter they don't follow and even if they don't have much of a choice they start looking for another leader to follow this is a no-win situation for everyone involved when followers don't like the leader but they do like the vision they look for another leader you may be surprised by this even though people may think a cause is good if they don't like the leader they will go out and find another one that's one reason that coach has changed teams so often in professional sports the vision for any team always stays the same everyone wants to win a championship but the players don't always believe in their leader and when they don't what happens the owners don't fire all the players they fire the leader and bring in someone they hope the players will buy into the talent level of most professional coaches is similar the effectiveness of their systems isn't much different what often separates them is their leadership and their level of credibility with players when followers like the leader but not the vision they change the vision when followers don't agree with their leaders vision they react in many ways sometimes they work to convince their leader to change the vision sometimes they abandon their point of view and adopt their leaders other times they find a compromise but as long as they buy into the leader they rarely out-and-out reject him they will keep following an excellent example occurred in Great Britain Tony Blair had a long tenure in office as Prime Minister it was a popular leader elected to serve three terms yet at the same time the majority of people in Great Britain were against Blair's policies of involving the nation in the war with Iraq why did Blair remain in office so long because they had bought into him as a leader as a result they were willing to live with their philosophical difference with him when followers like the leader and the vision they get behind both the leader and the vision when people believe in their leader and the vision they will follow their leader no matter how bad conditions get or how much odds are stacked against them that's why the Indian people in Gandhi's day refused to fight back as soldiers mowed them down that's what inspired the u.s. space program to fulfill john f kennedy's vision and put a man on the moon that's the reason people continued to have hope and keep alive the dream of Martin Luther King jr. even after he was gunned down that's what continues to inspire followers to keep running the race even when they feel they've hit the wall and given everything they've got as a leader having a great vision and a worthy cause is not enough to get people to follow you you have to become a better leader you must get your people to buy into you that is the price you have to pay if you want your vision to have a chance of becoming a reality you cannot ignore the law of buy-in and remain successful as a leader if in the past you tried to get people to act on your vision but we're unable to make it happen you probably came up against the law buy-in maybe without even knowing it as a leader you don't earn any points for failing in a noble cause you don't get credit for being right as you bring the or organization to a halt your success is measured by your ability to actually take the people where they need to go but you can do that only if the people first buy into you as a leader that's the reality of the law of BI in law number 15 the law of victory leaders find a way for the team to win have you ever thought about what separates the leaders who achieve victory from those who suffer defeat I think that victorious leaders have one thing in common they share an unwillingness to accept defeat the alternative to winning is totally unacceptable to them as a result they figure out what must be done to achieve victory crisis seems to bring out the best and the worst in leaders because at such times the pressure is intense and the stakes are high that was certainly true during World War two when Adolf Hitler was threatening to crush Europe and remake it according to his vision against the power of Hitler and his Nazi hordes stood a leader determined to win a practitioner of the law of victory British Prime Minister Winston Churchill he inspired the British people to resist Hitler and ultimately win the war Winston Churchill was a courageous leader who had practiced the law of victory throughout his life he refused to buckle under the Nazis threats for more than a year Great Britain stood alone facing the threat of German invasion when Hitler indicated that he wanted to make a deal with England Churchill defied him when Germany began bombing England the British stood strong and all the while Churchill looked for a way to gain victory time after time Churchill rallied the British people it began with his first speech after becoming Prime Minister in which he said we have before us an ordeal of the most grievous kind we had before us many many long months of struggle and of suffering you ask what is our policy I can say it is to wage war by land and air with all our might and with all the strength that God can give us to wage war against a monstrous tyranny never surpassed in the dark lamentable catalogue of human crime that is our policy you ask what is our aim I can answer in one word victory victory at all cost victory in spite of all terror victory however long and hard the road may be for without victory there is no survival when Churchill sought the aid of Franklin Roosevelt he was enlisting a leader who had practiced the law of victory for decades it was a hallmark of Roosevelt's entire life he had found a way to achieve political victory while winning over polio when he was elected president and became responsible for pulling the American people out of the Great Depression it was just another impossible situation that he learned how to fight through and fight he did through the 1930s the country was slowly recovering due in a large part to his leadership to Churchill and Roosevelt victory was the only option if they had accepted anything less the world would be a very different place today Pulitzer prize-winning historian Arthur Schlesinger jr. noted take a look at our present world it is manifestly not Adolf Hitler's world his thousand-year Reich turned out to have a brief and bloody run of a dozen years it is manifestly not Joseph Stalin's world that ghastly world self-destructed before our eyes without Churchill and England all of Europe would have fallen without Roosevelt in the United States it might never have been reclaimed for freedom but not even an adolf hitler and the army of the third reich could stand against two leaders dedicated to the law of victory whether it's a sports team an army a business or a nonprofit organization victory is possible as long as you have three components that contribute to a team's dedication to victory number one unity of vision teams succeed only when the players have a you five vision no matter how much talent or potential there is a team doesn't win the championship if its players are working from different agendas that's true in professional sports that's true in business that's true in nonprofits number two diversity of skills it almost goes without saying that a team needs diversity in skills can you imagine a whole hockey team of goalies or a football team of quarterbacks how about a business where there are only sales people or nothing but accountants or a nonprofit organization with just fundraisers or only strategist it doesn't make sense every organization requires diverse talents to succeed number three a leader dedicated to victory and raising players to their potential it's true that having good players with diverse skills is important as former Notre Dame head football coach Lou Holtz says 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't lose with them this is where coaching makes the difference in other words you also require leadership to achieve victory unity of vision doesn't happen spontaneously the right players with the proper diversity of talent don't come together on their own it takes a leader to make those things happen it takes a leader to provide the motivation empowerment and direction required to win one of the most noteworthy success stories I've come across is that of Southwest Airlines firm Kelleher whom I mentioned in the chapter on the law of connection the company's story is an admirable example of the law of victory in action today Southwest looks like a powerhouse that has everything going for it in the routes where it flies it dominates the market the company is on a steady growth curve in its stock perform extremely well it is the only US airline that has earned a profit every year since 1973 even as other airlines have gone bankrupt and disappeared it is the only airline that has thrived in the wake of 9/11 employees loved working there turnover is extremely low and the company is considered to have the most productive workforce in the industry and it's extremely popular with customers Southwest gets consistently superior customer service ratings it has maintained the fewest overall customer service complaints in the industry since 1987 given Southwest current position you might think it has always been a powerhouse that's not the case in fact it's a testament to the law of victory that the company even exists today the airline was begun in 1967 by Roland keen owner of a small commuter air service in Texas John Parker a banker and Herb Kelleher an attorney but it took them four years to get their first plane off the ground and as soon as the company incorporated Braniff trans-texas and Continental Airlines all tried to put it out of business and they almost succeeded one court battle followed another and one man more than any other made the fight his own Herb Kelleher when their startup capital was God and they seemed to be defeated the board wanted to give up however calor her said let's go one more round with him I will continue to represent the company in court and I'll postpone any legal fees and pay every set of the court cost out of my own pocket finally when their case made it to the Texas Supreme Court the trio won and they were at last able to put their planes in the air once it got going Southwest hired experienced airline leader Lamar Muse as its new CEO he in turn hired the best executives available and as other airlines kept trying to put them out of business Kelleher and muse kept fighting in court and in the marketplace when they had trouble filling their planes going to and from Houston Southwest began flying into Houston's Hobby Airport which is more accessible to commuters because of its proximity to downtown when all the major carriers moved to the newly created dallas-fort Worth Airport Southwest kept flying into convenient Love Field when the airline had to sell one of its four planes to survive the executives figured out a way for their remaining planes to be on the ground no longer than an amazingly short 10 minutes between flights that way Southwest could maintain routes and schedules and when they couldn't figure out any other way to fill their planes they pioneered peak and off peak pricing giving leisure travelers a huge break in the cost of fares through it all Kelleher kept fighting and helped keep Southwest alive in 1978 seven years after he helped put the company's first small fleet of planes into the air he became chairman of the company in 1982 he was made president and CEO today he serves as executive chairman of the board he and his colleagues continue to fight and find ways for the company to win Southwest President Killeen Barrett sums it up the warrior mentality the very fight to survive is truly what created our culture what color her Barrett and the rest of the Southwest leadership team have is not just a will to survive but a will to win leaders who practice the law of victory believed that anything less than success is unacceptable they have no plan B that is why they keep fighting and it's why they continue to win what is your level of expectation when it comes to succeeding for your organization how dedicated are you to winning your game are you going to have the law of victory in your corner as you fight or when times get difficult are you going to throw in the towel your answer that question may determine whether you succeed or fail as a leader and whether your team wins or loses laught number 16 the law of the Big Mo momentum is a leaders best friend if ever there was a person with talent and vision it was Ed Catmull in 1979 filmmaker George Lucas hired Catmull to run the computer graphics division of Lucasfilm limited Catmull tried to convince Lucas to let him try to make computer-generated feature films but the technology was still in its early stages and too expensive instead Lucas decided to sell the division in 1986 Steve Jobs bought it by paying five million for it and putting an additional 5 million into the company he named it Pixar while it was struggling to become profitable Pixar began making short films to demonstrate the power of its technology the first was called luxo jr. it shows two animated desk lamps interacting as a parent and a child would luxo jr. was so good that it was nominated for an Academy Award the Catmull and his team were still a long way from achieving his dream of creating a full-length feature film the company's greatest challenge at that time was merely surviving that in 1991 because of the credibility Pixar had earned it got a significant break the leaders thought the company was ready to take its next big step creating a one-hour television special John Lasseter an animator and who teamed up with Catmull approached Disney his former employer to pitch the idea the response amazed him Disney offered a contract to create three full-length feature movies using computer animation Disney would fund and distribute the projects Pixar would create them and receive a percentage of the profits Pixar finally had an opportunity to fulfill cat moles vision but the company was still far from realizing it the company got to work on what would become Toy Story but the team had trouble with the characters and the story it would take Pixar for years to make the movie though the rest of the world wasn't seen it yet Pixar was starting to develop momentum that became obvious to everyone when Toy Story opened in November 1995 when the contract with Disney was signed four years earlier Pixar CEO Stephen Jobs estimated that at the first movie was a modest hips a 75 million at the box office we'll both break even if he gets 100 million we'll both make money but if it's a real blockbuster and earns 200 million or so at the box office we'll make good money and Disney will make a lot of money a few people would have predicted that it would make a hundred and ninety two million domestically and three hundred and sixty two million worldwide from that time Pixar's momentum has been strong and if anything has continued to grow the organization has won 17 Oscars and been awarded 42 patents and since Toy Story came out the company has produced hit after hit a Bug's Life Toy Story 2 monster's Inc Finding Nemo The Incredibles and cars worldwide those movies have earned more than 3.67 billion dollars ironically while Pixar was gaining momentum Disney the company who helped it create its breakthrough was losing momentum Disney's animation division had fallen on hard times its last significant animated movie was lilo and Stitch in 2002 and it had produced three highly expensive bombs Atlantis Treasure Planet and home on the range how could Disney possibly regain some momentum Bob Iger who became Disney's president and CEO in October 2005 knew how he purchased Pixar now the people Disney once helped were helping Disney Catmull became Disney's president of feature animation and Lasseter was made chief creative officer Disney has had two major heydays says Catmull we're going to make a third and what about Pixar it will continue to function as before under the care of Kat Mullen lassiter when you've got great momentum you don't want to do anything to get in its way after all momentum is a leaders best friend many times is the only thing that makes the difference between losing and winning when you have no momentum even the simplest tasks seem impossible small problems look like insurmountable obstacles morale becomes low the future appears dark an organization with no momentum is like a train at a dead stop it's hard to get going and even small wooden blocks on the track can keep it from going anywhere on the other hand when you have momentum on your side the future looks bright obstacles appear small and troubles seem inconsequential an organization with momentum is like a train that's moving 60 miles per hour you could build a steel reinforced concrete wall across the tracks and the train would plow right through it when leadership is strong and there is momentum in an organization people are motivated and inspired to perform at higher levels they become effective beyond their hopes and expectations if you remember the 1980 US Olympic hockey team you know what I'm talking about the team was good but not good enough to win the gold medal yet that's what the Americans did why because leading up to the championship game they won game after game against very tough teams they gained so much momentum that they performed beyond everyone's expectations and after they beat the Russians nothing could stop them from coming home with the gold medal the same kind of thing is true in business and volunteer organizations when an organization has great momentum all participants are more successful than they would be otherwise I'll tell you how I know that that's true if you see leaders especially mid-level ones who have had great success in an organization with momentum leave that organization and suddenly their performance becomes merely average you know the law the big Moe was at work even average people can perform far above average in an organization with great momentum momentum is easier to steer than to start have you ever been waterskiing if you have you know that it's harder to get up on the water than it is to steer once you're up there it takes a leader to create momentum followers can catch it good managers are able to use it to their advantage once it has begun everyone can enjoy the benefits it brings but creating momentum requires someone who has a vision can assemble a good team and motivate others if the leader is looking for someone to motivate him then the organisation is in trouble if the leader is waiting for the organization to develop momentum on its own then the organization is in trouble it is the leaders responsibility to initiate momentum and keep it going the US president Harry Truman once said if you can't stand the heat get out of the kitchen but for leaders that statement should be changed too if you can't make some heat get out of the kitchen if you don't believe in the vision and enthusiastically pursue it doing all that you can to bring it to fruition then you won't start making the small gains required to get the ball rolling however if you model enthusiasm to your people day in and day out you attract like-minded people to your team Department or organization and motivate them to achieve you will begin to see forward progress once you do you will begin to generate momentum and if you're wise you'll value it for what it is the leaders best friend once you have it you can do almost anything that's the power of the Big Mo several years ago I saw a movie called Stand and Deliver that illustrates the hopelessness many people feel in an organization without momentum maybe you've seen it too it's about a real-life teacher named Jaime Escalante who worked at Garfield High School in East Los Angeles California teaching motivating and leading were an Jaime escalante's blood even from the time of his youth in native Bolivia he quickly became known as his city's finest teacher when he was in his 30s Escalante and his family immigrated to the United States he worked several years in a restaurant and then at Russell electronics though he could have two promising career at Russell he went back to school and earned a second bachelor's degree so that he could teach in the United States escalante's burning desire was to make a difference in people's lives at age 43 he was hired by Garfield high school to teach computer science but when he arrived at Garfield on the first day of class he found out that there was no funding for computers and because his degree was in mathematics he would be teaching basic math disappointed he went in search of his first class hoping that his dream of making a difference wasn't slipping through his fingers the change from computers to math turned out to be the least of escalante's problems the school which had been empty and quiet during his summertime interview was now in chaos discipline was non-existent fights seemed to break out continually trash and graffiti were everywhere students and even Outsiders from the neighborhood roamed all over the campus throughout the day gang activity was rampant it was a teachers worst nightmare almost daily he thought of quitting but his passion for teaching and his dedication to improving the lives of his students wouldn't allow him to give up yet at the same time as Galante was enough of a leader to know that the students were doomed if the school didn't change they were all sliding backward fast and they needed something to move them forward when a new principal was brought in and thanks began to change for the better but Escalante wanted to take it further he believed that the way to improve the school was to challenge the school's best and brightest with a calculus class that would prepare them for an AP class earning them college credit in the fall of 1978 Escalante organized the first calculus class rounding up every possible candidate who might be able to handle the course from Garfield's 3,500 student population he was able to find only 14 students in the first few classes he laid out the work it would take for them to prepare for the AP calculus test at the end of the year by the end of the second week of school he had lost seven students even the ones who stayed were not well-prepared for calculus and by late spring he was down to only five students all of them took the AP test in May but only two passed Escalante was disappointed but he refused to give up especially since he had made progress he knew that if he could help his students experience a few wins build their confidence and give them hope he could move them forward he was determined to do whatever it took to motivate them he'd give them extra homework or challenge one of the school athletes to a handball match Escalante never lost if they needed encouragement he had take them out to McDonald's as a reward if they got lazy he did spire amazed amused and even intimidate them and all along the way he modelled hard work dedication to excellence and desire the next fall Escalante put together another calculus class this time with nine students at the end of the year eight took the test and six passed he was making progress word of his success spread students heard that escalante's protegees were earning college credit and in the fall of 1980 his calculus class numbered 15 when they all took the tests at the end of the year 14 students passed the steps forward were huge but Escalante could see that the program was building momentum the next group of students numbering 18 was the subject of the movie Stand and Deliver like their predecessors they worked very hard to learn calculus many coming to school at 7 a.m. every day a full hour and a half before school started and often they stayed until 5 6 or 7 p.m. and though Educational Testing Service questioned the validity of the first test students took they had to take it a second time 100% of them passed after that the math program exploded but the benefits of the law of the Big Mo were felt by all of the Garfield high school students the school started offering classes to prepare students for other AP exams in time Garfield held regular AP classes in Spanish calculus history European history biology physics French government and computer science in 1987 nine years after Escalante spearheaded the program Garfield students took more than 325 AP examinations most incredibly Garfield had a waiting list of more than 400 students from areas outside its boundaries wanting to enroll the school that was once the lapping stock of the district and that had almost lost his accreditation had become one of the top three inner-city schools in the entire nation that's the power of the law of the Big Mo laught number 17 the law of priorities leaders understand that activity is not necessarily accomplishment when we are busy we naturally believe that we are achieving but busyness does not equal productivity activity is not necessarily accomplishment prioritizing requires leaders to continually think ahead to know what's important to know what's next to see how everything relates to the overall vision that's hard work prioritizing also causes us to do things that are at the least uncomfortable and sometimes downright painful every year I spent about two weeks in December reevaluating my priorities I review the previous year's schedule I look at my upcoming commitments I evaluate my family life I think about my goals I look at the big picture of what I'm doing to make sure the way I'm living lines up with my values and priorities one of the guiding principles I use during the process is the Pareto principle I've often taught it to people at leadership conferences over the years and I also explain it in depth in my book developing the leader within you the idea is this if you focus your attention on the activities that ranked in the top 20 percent in terms of importance you'll have an 80% return on your effort for example if you have 10 employees you should give 80% of your time and attention to the best – if you have 100 customers the top 20 will provide you with 80% of your business so focus on them if your to-do list has 10 items on it the two most important ones will give you an 80% return on your time if you haven't already observed this phenomenon test it and you'll see that it really plays out that way one year as I went through this process I realized that I had to totally refocus and restructure one of my organizations the other guideline that I use whenever I evaluate my priorities is the 3 R's no not reading riting and rithmetic my 3 R's are requirement and reward I believe that to be effective leaders must order their lives according to these three questions one what is required we're all accountable to somebody for the work we do an employer a Board of Directors stockholders the government and so on we also have responsibility for the important people in our lives such as spouse children and parents for that reason any list of priorities must begin with what is required of us the question I asked myself is what must I do that nobody can or should do for me as I've gotten older that list has gotten shorter and shorter if I'm doing something that's not necessary I should eliminate it if I'm doing something that's necessary but not required of me personally I need to delegate it number two what gives the greatest return that's a leader you should spend most of your time working in your areas of greatest strength ideally leaders should get out of their comfort zone but should stay in their string zone here's my rule of thumb if something I'm doing can be done 80% as well by someone else I delegate it if you have a responsibility that someone else could do according to that standard or that could potentially meet that standard then develop and train a person to handle it just because you can do something does not mean that you should do it remember leaders understand that activity is not necessarily accomplishment that's the law of priorities number three what brings the greatest reward the final question relates to personal satisfaction Tim Redman president of Redmond Leadership Institute observe there are many things that will catch my eye but there are only a few things that will catch my heart life is too short not to do things that you love I love to teach leadership I love writing and speaking I love spending time with my wife children my grandchildren I love playing golf no matter what else I do I will make time for those things they are the fire lighters in my life they energize me they keep me passionate and passion provides the fuel in a person's life to keep him going it is the responsibility of leaders to make tough decisions based on priorities that can sometimes make them unpopular back in 1981 when Jack Welch became chairman and CEO of General Electric it was a good company it had a 90 year history the company stock traded at $4 a share and the company was worth about twelve billion dollars 11th best on the stock market it was a huge diverse company that included 350 strategic businesses but whelps believed the company could become better what was his strategy he used the law of priorities within a few months of taking over the company he began what he called the hardware revolution it changed the entire profile and focus of the company Walt said to the hundreds of businesses and product lines that made up the company we applied a single criterion can they be number one or number two at whatever they do in the world marketplace of the 348 businesses or product lines that could not we closed some and divested others their sale brought in almost 10 billion dollars we invested 18 billion dollars in the ones that remained and further strengthen them with 17 billion dollars worth of acquisitions what remained in 1989 aside from a few relatively small supported operations are 14 world-class businesses all well positioned for the 90s each one either first or second in the world market in which it participates I know Welch is out of favor in some circles and recently his methods have been criticized but his leadership was right for his time and situation he reprioritized GE and his strong leadership and focus paid incredible dividends during his tenure GE stock experienced a two-to-one split four times and it traded at more than $80 per share when he retired the company was ranked as the nation's most admired company Accord to fortune and it continues to be one of the most valuable companies in the world that came about because of Welch's ability to use the law of priorities in his leadership he never mistook activity for accomplishment he knew that the greatest success comes only after you focus your people on what really matters examine the lives of all effective leaders and you will see them putting priorities into action every time norman schwarzkopf assumed a new command he didn't just rely on his leadership intuition he also reexamined the unit's priorities Lance Armstrong was able to win seven Tour de France championships because his priorities guided his training regimen when explorer Roald Amundsen succeeded in taking his team to the South Pole and back it was due in part to his ability to set right priorities successful leaders live according to the law of priorities they recognize that activity is not necessarily accomplishment law number 18 the law of sacrifice a leader must give up to go up why does an individual step forward to lead other people for every person the answer is different a few do to survive some do it to make money many desire to build a business or organization others do it because they want to change the world that was the reason for Martin Luther King jr. Keane accepted his first pastored in Montgomery Alabama at the Dexter Avenue Baptist Church in 1954 and settled into family life when his first child was born the next year in November but that piece didn't last long less than a month later Rosa Parks refused to relinquish her seat on a bus to a white passenger and was arrested local african-american leaders arranged a one-day boycott of the transit system to protest her arrest and the city's segregation policy when it was successful they decided to create the Montgomery Improvement Association to continue the boycott already recognized as a leader in the community Keane was unanimously elected president of the newly formed organization for the next year Keane led african-american community leaders in a boycott with the goal of changing the system the MIAA negotiated with city leaders and demanded courteous treatment of african-americans by bus operators first-come first-served seating for all bus riders and employment of african-american bus drivers while the boycott was on community leaders organized carpools raised funds to support the boycott financially rallied and mobilized the community with sermons and coordinated legal challenges with the n-double-a-cp file in November 1956 the US Supreme Court struck down the laws allowing segregated seating on buses Keane and the other leaders were successful their world was beginning to change the Montgomery bus boycott was a major step in the American civil rights movement and it's easy to see what was gained as a result of it but keen also began paying a personal cost for it soon after the boycott began Keane was arrested for a minor traffic violation a bomb was thrown onto his porch and he was indicted on a charge of being party to a conspiracy to hinder and prevent the operation of business without juster legal cause King was emerging as a leader but he was paying a price for it each time King climbed higher and moved forward in leadership for the cause of civil rights the greater the price he paid for it his wife Coretta Scott keen remarked in my life with Martin Luther King jr. day at night our phone would ring and someone would pour out a string of obscene epithets frequently the calls ended with a threat to kill us if we didn't get out of town but in spite of all the danger the chaos of our private lives I felt inspired almost elated Kane did some great things as a leader he met with presidents he delivered rousing speeches that are considered some of the most outstanding examples of oration in American history he led 250,000 people in a peaceful march on Washington DC he received the Nobel Peace Prize and he did create change in this country but the law of sacrifice demands that the greater the leader the more he must give up during that same period Keane was arrested many times and jailed on many occasions he was stoned stabbed and physically attacked his house was bombed yet his vision and his influence continued to increase ultimately he sacrificed everything he had but what he gave up he parted with willingly eventually he paid the ultimate price of sacrifice Kane's impact was profound he influenced millions of people to peacefully stand up against a system and society that fought to exclude them the United States has changed for the better because of his leadership there is a common misperception among people who aren't leaders that leadership is all about the position perks and power that come from rising in an organization many people today want to climb up the corporate ladder because they believe that freedom power and wealth are the prizes waiting at the top the life of a leader can look glamorous to people on the outside but the reality is that leadership requires sacrifice a leader must give up to go up in recent years we've observed more than our share of leaders who used and abused their organizations for their personal benefit and the resulting corporate scandals that came because of their greed and selfishness the heart of good leadership is sacrifice if you desire to become the best leader you can be then you need to be willing to make sacrifices in order to lead well if that is your desire then here are some things you need to know about the law of sacrifice number one there is no success without sacrifice every person who has achieved any success in life has made sacrifices to do so many working people dedicate 4 more years and paid thousands of dollars to attend college to get the tools that they'll need before embarking on their career athletes sacrifice countless hours in the gym or on the practice field preparing themselves to perform at a higher level parents give up much of their free time and sacrifice their resources in order to do a good job raising their children leaders must give up to go up has true of every leader regardless of profession talk to leaders and you will find that they have made repeated sacrifices effective leaders sacrifice much that is good in order to dedicate themselves to what is best that's the way the law of sacrifice works number two leaders are often asked to give up more than others the heart of leadership is putting others ahead of yourself it's doing what is best for the team for that reason I believe that leaders have to give up their rights when you have no responsibilities you can do pretty much anything you want once you take on responsibility you start to experience limitations in what you can do the more responsibility you accept the fewer options you have everyone who leads gives up other opportunities some people have to give up beloved hobbies many give up aspects of their personal lives some like keen give their actual lives the circumstances are different from person to person but the principle doesn't change leadership means sacrifice number three you must keep giving up to stay up most people are willing to acknowledge that sacrifices are necessary early in a leadership career in order to make progress they'll take an undesirable territory to make a name for themselves they'll move their family to a less desirable City to accept a better position they'll take a temporary cut in pay for greater opportunities for advancement the problem for leaders comes when they think they've earned the right to stop making sacrifices but in leadership sacrifices an ongoing process not a one-time payment if leaders have to give up to go up then they have to give up even more to stay up have you ever considered how infrequently sports teams have back-to-back championship seasons the reason is simple if a leader can win one championship with his team he often assumes he can duplicate the results the next year by doing the same thing he becomes reluctant to make additional sacrifices in the offseason to prepare for what is often an even greater challenge the next year but today's success is the greatest threat to Dimauro success and what gets a team to the top isn't what keeps it there the only way to stay up is to give up even more leadership success requires continual change constant improvement and ongoing sacrifice number four the higher the level of leadership the greater the sacrifice have you ever been part of an auction it's an exciting experience an item comes up for a bid and everyone in the room gets excited when the bidding opens lots of people jump in and take part but as the price goes higher and higher what happens there are fewer and fewer bidders when the price is low everyone bids in the end only one person is willing to pay the high price that the item actually cost it's the same in leadership the higher you go the more it's going to cost you and it doesn't matter what kind of leadership career you pick you will have to make sacrifices you will have to give up to go up there can be no success without sacrifice anytime you see success you can be sure someone made sacrifices to make it happen and as a leader if you sacrifice even if you don't witness the success you can be sure that someone in the future will benefit from what you've given that was certainly true of Martin Luther King jr. he did not live to see most of the benefits of his sacrifices but many others have one such person was an african-american girl born in segregated Birmingham Alabama in 1954 a precocious child she followed the news of the day including civil rights struggles a neighbor recalls that she was always interested in politics because as a little girl as she used to call me and say things like did you see what Bull Connor did today describing the racist City Commissioner she was just a little girl and she did that all the time I would have to read the newspaper thoroughly because I wouldn't know what she was going to talk about though she had an interest in current events her passion was music while other children were out playing she was studying and practicing the piano her parents named her Condoleezza from the musical notation kondal Sesa which means with sweetness her schedule was often grueling after the family moved to Denver when she was 13 she worked harder and made more sacrifices she was highly disciplined to be able to compete in both figure skating and piano competitions she would get up at 4:30 in the morning to fit everything in one of her teachers commented there was a core of her that revealed she knew what she wanted and was willing to make the sacrifices I think in her mind they were not sacrifices but things to do that were necessary to keep with her goals and her parents supported her fully and were willing to make sacrifices for her success as well to assist her her goals as a pianist they took out a $13,000 loan in 1969 to buy her used Steinway grand piano rice graduated early from high school and went to the University of Denver with the intention of earning a degree in music and becoming a professional concert pianist it was something that she had made sacrifices her entire life to do but after her sophomore year she realized that if she was going to reach her personal potential it would not be in music so she began searching for a new field she found it in international politics she was drawn like a magnet to Russian culture and the Soviet government for the next two years she immersed herself in her courses did extensive outside reading and learn the Russian language she had found her niche and she was still willing to pay the price to go to the highest level after graduating with her bachelor's degree she went on to Notre Dame to get her master's degree she then returned to the University of Denver and earned a PhD at the age of 26 when she received an offer for a fellowship at Stanford she jumped at it a few months later she was recruited to become a member of the university's faculty she had arrived most people would be happy if the rest of the story played out something like this publish a few articles then a book or two earned tenure and eventually settled to a comfortable life in the academic community not rice true she did carve out a place for herself at Stanford it was an environment that she loved she enjoyed the intellectual stimulation she was a talented teacher who found teaching and counseling students highly rewarding she even became an avid fan of the university's sports teams she thrived and received one award after the other but she spent a year at the Pentagon in an advisory position with the Joint Chiefs of Staff she called it a reality check practical experience that informed her teaching and writing then in 1989 the White House called she was invited to accept a position on the National Security Council as the director of Soviet and East European affairs she took a leave of absence from Stanford and it turned out to be a wonderful decision she was President George HW Bush's primary advisor on the Soviet Union as that government disintegrated and she helped in creating policy for the unification of Germany it made her one of the world's experts on the subject she returned to Stanford after two years in Washington back at Stanford she possessed even greater clout in two years she was made a full professor at the age of 38 a month later she was asked to become Provost a position that had never been held by an african-american by a woman or by anyone so young as the second-in-command at one of the world's premier universities Rice had it made she had proven herself as an executive she was already sitting on many corporate boards and she was in position to become president of any University in the nation so some people might have been surprised when she stepped down as Provost and began tutoring george w bush then governor of texas on foreign policy but it was a sacrifice she was willing to make one that led her to become a national security adviser and eventually US Secretary of State as I read this rice continues to serve in that rule what once looked like a sacrifice has made her more influential than ever she has been consistently willing to give up to go up and I have no doubt that she will make whatever sacrifices are necessary to take the next step that's what happens when a leader understands and lives by the law of sacrifice law number 19 the law of timing when de lead is as important as what to do and where to go if ever there was an example of the importance of timing as it relates to leadership it came in New Orleans in late August and early September of 2005 on Wednesday August 24 2005 nobody in New Orleans could have known that the newly formed tropical storm named Katrina would be the big one the hurricane the city had feared would someday come it wasn't until Friday that the National Hurricane Center predicted that the storm would reach landfall on Monday somewhere near Burress Louisiana about 60 miles southeast of New Orleans the hurricane was already looking like a bad one the next morning Saturday August 27th the leaders of many of Louisiana's parishes around New Orleans ordered mandatory evacuations st. Charles Plaquemine parts of Jefferson and even st. Tammany which is situated on higher ground north of New Orleans but what about New Orleans why didn't Mayor Ray Nagin the leader of the city order a mandatory evacuation at the same time many people say New Orleanians are fatalistic and they can't be made to move any faster than they want to go others say that Nagin a businessman before he was elected was worried about the legal and financial implications of an evacuation I say he and others in government didn't understand the law of timing when the lead is as important as what to do and where to go the time to move the people of New Orleans was when the other parish leaders announced their mandatory evacuations Nagin waited on Saturday evening he finally announced a voluntary evacuation of New Orleans only after max Mayfield the director of the National Hurricane Center called Nagin on Saturday night did the mayor become concerned enough to act max scared the crap out of me Nagin is reported to have said after the call the next morning at 9 o'clock Nagin finally ordered a mandatory evacuation fewer than 24 hours before the hurricane would make landfall it was much too late for many citizens of New Orleans and how did he plan to help those people who couldn't make it out of town on such a short notice he advised them to get to the Superdome the city's shelter of last resort however they could but he made no real provisions for them if someone was going to step in and lead it would have had to occur somewhere other than the local level most people began looking to the federal government for leadership but they violated the law of timing – not until Wednesday August 31 the director of Homeland Security Michael Chertoff released a memo declaring Katrina an incident of national significance a key designation needed to trigger Swift federal coordination President Bush did meet with his cabinet until the following day to determine how to launch the White House Task Force on Hurricane Katrina response meanwhile the people stranded in New Orleans waited for help on Thursday September 1 the Red Cross requested permission to take water food and supplies to the people who were stranded in the city but the request was denied by the Louisiana Office of Homeland Security they were asked to wait another day finally on Sunday September 4 six days after New Orleans flooded the evacuation of the Superdome was finally complete the way Katrina was handled shows leadership timing at its worst it was botched at every level good leaders recognize that 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 every time a leader must make a move there are really only four outcomes number one the wrong action at the wrong time leads to disaster a leader who takes the wrong action at the wrong time is sure to suffer negative repercussions that was certainly the case in New Orleans as Katrina approached Nagin's poor leadership set in motion a series of wrong actions at the wrong time he waited until it was too late to call for mandatory evacuation he sent faxes to local churches hoping that they would help with evacuating people but by the time he did so the people who would have received the faxes were already long gone he picked the poor location for the shelter of last resort neglected to supply it properly and failed to provide adequate transportation for people to get there one wrong action after another led to disaster obviously the stakes for every leadership decision are not as high as they were for mayor Nagin but every leadership situation requires that leaders heed the law of timing if you need a department or a small team and you take the wrong action at the wrong time your people will suffer and so will your leadership number 2 the right action at the wrong time brings resistance when it comes to good leadership having a vision for the direction of the organization or team and knowing how to get there aren't enough if you take the right action but do it at the wrong time you may still be unsuccessful because the people you lead can become resistant good leadership timing requires many things understanding leaders must have a firm grasp on the situation patooty if leaders motives aren't right their timing will be off confidence people follow leaders who know what must be done decisiveness wishy-washy leaders create wishy-washy followers experience if leaders don't possess experience then they need to gain wisdom from others who do possess it intuition timing often depends on intangibles such as momentum and morale preparation if the conditions aren't right leaders must create those conditions without all of those things timing is bound to be off number three the wrong action at the right time is a mistake people who are naturally entrepreneurial often possess a strong sense of timing they intuitively know when it's time to make a move to seize an opportunity they sometimes make mistakes in their actions at those key moments my brother Larry who is an excellent businessman has coached me in this area Larry says the greatest mistake made by entrepreneurs and other people in business is knowing when to cut their losses or when to increase their investment to maximize their games their mistakes come from taking the wrong action at the right time number four the right action at the right time results in success when the right leader and the right timing come together incredible things happen an organization achieves its goals reaps incredible rewards and gains momentum' success almost becomes inevitable if you look at the history of nearly any organization you will find a pivotal moment when the right leader took the right action at the right time and it transformed the organization when the stakes are high the consequences of the law of timing are dramatic and immediate that is certainly true in war in any major battle the critical importance of timing becomes evident the Battle of Gettysburg during the American Civil War is a prime example when Confederate General Robert E Lee took the Army of Northern Virginia into Pennsylvania in late June of 1863 it was a third year of the war in both the Union and the Confederacy were growing weary of this conflict several days prior to the battle Lee told general Trimble I have not yet heard that the enemy have crossed the Potomac and I'm waiting to hear from general Stewart when they hear where they are they will make forced marches they will come up broken down from hunger and hard marching strung out on a long line and much demoralized when they come to Pennsylvania I shall throw an overwhelming force on their advance crush it follow up the success drive one Corps back into the other and by successive repulses and surprises before they can concentrate create a panic and virtually destroy the army Lee was trying to seize the opportunity for overwhelm victory he didn't know until the morning of July 1 that the Union Army had already moved north by then some of its forces were already engaging Confederate troops on Chambersburg Road west of Gettysburg that development disrupted Lee strategy and ruined his timing Lee's first instinct was to hold back and wait for his Army's full strength to assemble before forcing a major engagement but always conscious of the importance of timing he recognized when his troops had sudden advantage as Lee watched from a nearby Ridge he saw that federal troops were being routed and retreating there was still a chance to take action that could lead to victory Confederate forces could attacked and seize the high ground of Cemetery Hill defended only by a few Union infantry reserves and artillery in position to take that Hill was Confederate General RS Ewell it was still early in the day and if you will move forward he could take it but instead of pressing his advantage when the time was ripe and engaging the enemy you'll simply watched he left the opportunity slip away and the Confederates didn't take Cemetery Hill by the next morning Union troops had reinforced their previous positions and the South's chance was gone present Lincoln recognized that the timing was right the Union Army could crush what was left of the Confederate forces and could in the war but just as the southern forces did not seize the moment for victory when it was available to them neither did their northern counterparts general Meade took his time following up his victory at Gettysburg and he didn't pursue Lee aggressively enough Lincoln knew he was seen the union's champ slip away and he was right what remained of the Army of Northern Virginia crossed over the Potomac escaping destruction and the war continued for almost two more years and hundreds of thousands more troops died leaders from both sides had known what to do to achieve victory but they failed to follow through at the critical moment reading the situation and knowing what to do or not enough to make you succeed in leadership if you watch organization department or team to move forward you must pay attention to timing only the right action at the right time will bring success anything else exacts a high price no leader can escape the law of timing law number 20 the law of explosive growth to add growth lead followers to multiply lead leaders in 1990 I traveled to a country in South America with my wife Margaret to teach leadership in a national conference I could tell my comments were not connecting with him they didn't engage in what I was trying to communicate didn't seem to make an impact the people I spoke to didn't understand leadership and they had no desire to learn anything about it for someone like me who believes that everything rises and falls on leadership it drove me crazy this wasn't the first time I had experienced such frustration I noticed that whenever I traveled to developing countries I faced similar situations I suspect that in nations where there is no strong business infrastructure and where government doesn't allow it's citizens much freedom it is difficult for leaders to develop on the flight home I talked to Margaret about my frustrations I finally summed it up saying I don't want to do this anymore I've travelled thousands of miles just to counsel people on petty conflicts that they would just turn their attention to becoming leaders it would change their lives after listening patiently Marta replied maybe you're the one who's supposed to do something about this markets exportation to do something about the leadership problems I had seen overseas stirred something within me for the next several years I reflected on the issue and thought about possible solutions finally in 1996 I decided what I would do I brought together a group of leaders to help me create a not-for-profit organisation to develop leaders in government education and religious community I named it equip which stands for encouraging qualities undeveloped in people we would try to develop 1 million leaders around the globe by 2008 how could a small nonprofit organization hope to accomplish such a feat by using the law of explosive growth equips strategy which came to be called the million leader mandate was to develop 40,000 leaders in country around the world those leaders would attend a training session every six months in a city near them for three years the only thing that would be asked of them in return was that they commit to personally develop 25 leaders in their own city town or village equipped would provide the training material for the 40,000 leaders it trained and it would provide material for the 25 liters each of them would be developing if the strategy succeeded we would develop 1 million liters it was an ambitious plan the question was would it work I'll give you the answer to that question later in this chapter you can grow by leading followers but if you want to maximise your leadership and help your organization reach its potential you need to develop leaders there is no other way to experience explosive growth becoming a leader who develops leaders requires an entirely different focus and attitude from simply attracting and leading followers it takes a different mindset when you're leading a group of people who typically ask for the most time and attention the weakest ones in the group if you allow them to they will consume 80% or more of your time however proactive leaders who practice the law of explosive growth don't allow that bottom 20% to take all their time they seek out the best 20% the people with the greatest leadership potential and they invest their time developing them they know that if they develop the best the best will help with the rest there's a myth in some leadership circles that promotes the idea of treating everyone the same for the sake of fairness what a mistake Asst Mick Delaney says any business or industry that pays equal rewards to its goof-offs and its eager beaver's sooner or later will find itself with more goof-offs than eager beaver's leaders who develop leaders give rewards resources and responsibility based on results the greater the impact of leaders the greater the opportunities they receive leaders who attract followers but never develop leaders get tired why because they themselves must deal with every person under their being able to impact only the people you can touch personally is very limiting in contrast leaders who develop leaders impact people far beyond their personal reach if developing leaders has such a great impact and why doesn't everyone do it because it's hard leadership development isn't an add water and stir proposition it takes a lot of time energy and resources once you find leaders drawing them in can be very difficult they're entrepreneurial and want to go on their own way if you try to recruit them they want to know where you're going how you plan to get there who else you're planning to take with you and whether they can drive what you're doing has to be more compelling than what they're already doing on top of that your organization needs to create an environment that is attractive to them that is often not the case most organizations desire stability leaders want excitement most organizations desire structure leaders want flexibility most organizations place a high value on following rules leaders want to think outside the box if you want to gather leaders you must create a place where they can thrive as hard as it is to find and gather good leaders it's even more difficult to keep them the only way to lead leaders is to become a better leader yourself if you keep growing and stay ahead of the people you lead you will be able to keep adding value to the leaders who follow you your goals must be to keep developing them so that they can realize their potential only a leader can do that for another leader because it takes a leader to raise up another leader if you keep adding value to the leaders you lead then they will be willing to stay with you do that long enough and they may never want to leave convinced that developing leaders was the key to reaching our goal of training a million leaders equipped wants the ml n million leaders mandate initiative and 2002 in several cities in India Indonesia and the Philippines we had chosen those areas because we had the best contacts there and experienced success there in previous years the response was overwhelming hundreds of hungry leaders traveled to each site to engage in the two-day training some attendees spent as many as five days walking to get to the event and at the end of the training when we asked attendees to commit to developing 25 leaders over the next three years using the materials that we would give them more than 90 percent of the attendees signed on with the first success under our belt we moved forward the next year we began training leaders in other parts of Asia and the Middle East in 2004 we started training in Africa in 2005 Europe and in 2006 South America in some cities we had very modest success with a few dozen leaders attending the training and other cities people came by the hundreds many leaders were able to commit to developing 25 leaders some could commit to training only five or ten but others were training 100 200 or 250 in their towns and cities as I mentioned we wanted to reach our goal of training 1 million liters by 2008 at times it was a struggle in some countries we had a difficult time gaining credibility and others it took us a long time to make connections with leaders but to our great surprise and delight in the spring of 2006 we reached our goal two years ahead of schedule now what seemed to be an impossible goal seems modest in 2007 we trained our second million and we launched an initiative to develop 5 million liters in the next 5 years my hope and prayer are that before I'm finished equipping its partners will train 50 million liters around the globe that's explosive growth leaders who develop leaders experience an incredible multiplication effect in their organizations that can be achieved in no other way not by increasing resources reducing cost increasing profit margins improving systems implementing quality procedures or doing anything else the only way to experience an explosive level of growth is to do the math leaders math that's the incredible power of the law of explosive growth law nt1 the law of legacy a leaders lasting value is measured by succession what do you want people to say at your funeral that may seem like an odd question but it may be the most important thing that you can ask yourself as a leader most people never consider it and that's not good because if they don't their lives and leadership can take a direction different from that of their greatest potential and impact if you want your leadership to really have meeting you need to take into account the law of legacy why because the leaders lasting value is measured by succession Clare Boothe Luce the writer politician and ambassador popularize the idea of the life sentence a statement summarizing the goal and the purpose of one's life when I started in my career in the late 1960s my life sentence could have been expressed as I want to be a great pastor several years later as I worked and realized my shortcomings as a speaker my sentence changed to be I want to be a great communicator for more than a decade improving my speaking skills became a major focus however when I reached my early 30s I realized that if all I ever did was speak my impact would always be limited there are only so many days in a year and so many people who will come to an event to hear you I wanted to reach more people than that that's when I decided I want to be a great writer but when I reached my 40s my focus changed again and that's when I decided I want to become a great leader I wanted to build and lead organizations that could make a difference I've discovered that at every stage of my life I've grown in my world has gotten bigger as the result my life sentence has changed when I was in my late 50s I thought about all of the previous statements I had embraced and I realized that they all had a common denominator adding value to others that was really my desire I wanted to be an effective pastor communicator writer and leader so that I help people now that I've turned 60 I finally settled on the life sentence that I believe will serve me the rest of my days when they hold my funeral I hope I will have lived a life that prompts people to know why I was here and they won't have to guess at it my sentence is I want to add value to leaders who will multiply value to others why is it so important to pay attention to your life sentence because your life sentence not only sets the direction for your life but it also determines the legacy that you will leave we have a choice about the legacy we will leave and we must work and be intentional to leave the legacy we want most people simply accept their lives they don't lead them I believe people need to be proactive about how they live and I believe that is espacially true of leaders a legacy lives on in people not things too often leaders put their energy into organizations building systems or other lifeless objects but only people live on after we are gone everything else is temporary there's often a natural progression to how leaders develop the area of legacy starting with the desire to achieve achievement comes when they do big things by themselves success comes when they empower followers to do big things for them significance comes when they develop leaders to do great things with them legacy comes when they put leaders in position to do great things without them just about anybody can make an organization look good for a moment by launching a flashy new program or product drawing crowds to a big event or slashing the budget to boost the bottom line but leaders who leave a legacy take a different approach they take the long view author educator and theologian Elton Trueblood wrote we have made at least a start in discovering the meaning in human life when we plant a shade tree under which we know full well we will never sit the best leaders lead today with tomorrow in mind by making sure that they invest in leaders who will carry their legacy forward why because the leaders lasting value is measured by succession that is the law of legacy conclusion everything rises and falls on leadership well there you have them the 21 irrefutable laws of leadership learn them take them to heart and apply them to your life if you follow them people will follow you I wish you great leadership success pursue your dreams strive for excellence become the person you were created to be and accomplish all that you were put on this earth to do leadership will help you do that learn to lead not just for yourself but for the people who will follow you and as you reach the highest levels don't forget to take others with you to be the leaders of tomorrow that concludes the 21 irrefutable laws of leadership by John C Maxwell copyright 2007 published by Thomas Nelson dr. John C Maxwell is an internationally recognized leadership expert speaker and author who has sold over 12 million books his organizations have trained more than 1 million leaders worldwide dr. Maxwell is the founder of enjoy stewardship services and equip every year he speaks to Fortune 500 companies international government leaders and organizations as diverse as the United States Military Academy at West Point and the National Football League look for the complete unabridged 21 irrefutable laws of leadership book in bookstores everywhere as well as other books and audio programs by John C Maxwell including the difference-maker talent is never enough and the 360-degree leader Oh audible hopes you have enjoyed this program

49 thoughts on “The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You Audiobook

  1. #10 John Maxwell this I want this my leader to be me I good become me growing …to attract me ho I am and my creation like I do 3days so this time 11:11..attack people me.. moment time 11-9

  2. I went to John Maxwell conference this past weekend…incredible human being! Definitely a halo around this man ! I’ve decided to only focus on being an absolute leader!

  3. I was enjoying it until you started talking about bush and world trade centre. Bush was involve in the attack on world trade so they can robbed Iraq of its resources and money

  4. This book is GROSSLY over rated. Not one thing in it new. Maxwell is a dufunked minister who has made a very good living telling you what to do, yet he has no idea how to go about it. He disguises his lack of knowledge by telling you what other people wrote in their book.
    He is not alone. There are tons of these guys. Biggest con man? Robert Kiyosaki. The guys was a loser investor until he writes a book. he knows nothing about investment or money. LMAO

  5. Thanks for sharing a great book about leadership. Have you guys ever heard about Culture Code from Coyle (A quick summary here:, 3 big things that I got from this wonderful book are: Building team safety, showing vulnerability and establishing team purpose, those are really helpful to build effective team management. Highly recommended for all leader and manager.

  6. Ah Louis Armstrong, didn't he cheat tho the writer didn't know back then I guess , instead of a leader he turned out a fraud… I guess like so many leaders

  7. all praises and glory and wisdom and thanks and honor and power and strength to our God forever and ever amen revelation chapter seven verse twelve

  8. That’s why I don’t join any religion sounds like it’s all about money not the people you go there like some kind of asshole and you get rid of people that were there for long time just they can’t get more people in the bar serving God not saving money you fucking idiot

  9. if you pay people well you get good people and good productivity & you also get employee loyalty. Sow your workers that you care about them.

  10. I can't believe he includes this global criminal kontoliza rice as "raw model" when she should be arrested for massacring 1 million innocent iraqi people and 5000 Serbs and so many others wounded or left handicapped, executing the jewish-illuminati orders vs humans

  11. what b/s is that if it wasn't for the Russians' sacrifice no chaurchill or rosevelt could ever win how can you pretend to be a leader at the same time misleading and falsify even the most recent history such as of wwii

  12. massonery is higher than this ,kabbalah the highest form of thinking ,sorry ,look at the world ,soon we will leave ,i say to all so called leaders ,what are gonna do now? …stop all welth?…you are to stupid to do that so we will go …you are a loser .in 100 years everything is lost ..nimrud people are losers and are going to hell ….even steve jobs is a killer (cold) many chinese have cancer …i don,t like him …when you say how it is ,sundenly you have only bad leaders on this globe ,specially these from the symbols(1 dollar)….lol, macdonals ,you got me there ..the best leader is the one who listen to the ones who are working for him ,and leaders who have no slaves by low pay jobs. (macdonald,facebook ,google,aple ect are not one of them )
    PAST HUNDREDS YEARS PEOPLE have an i phone and a car ,but no world to live on ,you leaders waaauw…IT IS, OVER !

  13. Dear John Maxwell…thank you so much for everything you gave to me to learn from. Have you ever come across the blood type separation?
    The fact that A+ blood types are natural leaders? The fact that people in the East must have their blood type on their CV's?? i would love to know your thoughts on this? [email protected]

Leave a Reply

Your email address will not be published. Required fields are marked *