The 21 irrefutable laws of leadership audiobook

Summary

In this comprehensive audiobook, John C. Maxwell unveils the compelling principles underpinning effective leadership, sharing the 21 irrefutable laws that have guided leaders toward success for the past 25 years. Each chapter is a deep dive into invaluable leadership laws, reinforced by real-world examples and poignant anecdotes. The audiobook covers various facets of leadership, from building strong connections to empowering others, emphasizing the importance of a lasting legacy built on values and succession.

Highlights

• The audiobook serves as a comprehensive guide for anyone aspiring to refine their leadership skills and effect positive change. 🎧
• John C. Maxwell shares personal stories, including a memorable encounter in Israel that transformed his leadership perspective. 🇮🇱
• Explores the role of trust and empowerment in the realm of leadership, crucial for achieving organizational success. 🛡️
• Features stories and insights from prominent leaders such as Steve Jobs and Winston Churchill, providing historical context. 📚
• The content is enriched with practical advice, encouraging leaders to evaluate their processes and adapt to challenges. 🔍

Key Takeaways

• Leadership is multifaceted, requiring understanding of different laws like timing, influence, and process to guide teams effectively. 🧭
• Empowerment and trust are cornerstones for building a thriving leadership environment. 🌟
• To lead effectively, showing genuine care and connecting with people is essential. 🤝
• Leaders must be willing to sacrifice personal gains for the betterment of the team and future success. 🏆
• Legacy is built by entrusting the future to the next generation of leaders who carry forward the values and vision. 🌱

Overview

John C. Maxwell's 'The 21 Irrefutable Laws of Leadership' explores the key principles that define effective leadership. Each chapter provides profound insights into how these laws can be applied in various organizational contexts, drawing on personal anecdotes and historical examples to illustrate key points.

Emphasizing the importance of developing a strong inner circle, Maxwell discusses how leaders can drive success by empowering others and fostering a culture of trust. The audiobook underlines that real influence comes from serving others and highlights how effective leaders leverage their influence to inspire.

A focal point of the book is the law of legacy, urging leaders to think beyond their own tenure. Maxwell stresses the importance of preparing future leaders to carry on the mission and values, ensuring a sustained impact beyond one's direct involvement. This legacy-oriented approach is vital for long-term organizational health and societal contribution.

Chapters

• 04:00 - 10:00: Introduction This chapter introduces 'The 21 Irrefutable Laws of Leadership' by John C. Maxwell in its 25th anniversary edition. The audiobook is narrated by the author himself and Henry O. Arnold. Listeners are informed about the availability of supplementary materials in PDF format, which can be downloaded from the specified website.
• 25:00 - 50:00: Law 1: The Law of the Lid The chapter explores the Law of the Lid, which is a concept that indicates your leadership ability determines your level of effectiveness. Aunt Joule emphasizes the impact of leadership skills on personal and organizational success. It is highlighted by the forward written by Stephen R Covey for the 10th anniversary edition of John Maxwell's 'The 21 Irrefutable Laws of Leadership.' Covey and Maxwell, both recognized as leaders in the field of leadership, reflect on their parallel paths in speaking and writing, signifying the importance of leadership in various domains.
• 50:00 - 70:00: Law 2: The Law of Influence The chapter discusses the influence of John Maxwell's teachings on leadership, with a focus on the updated version of the '21 Irrefutable Laws of Leadership'. The text suggests that studying this book is akin to understanding Maxwell himself, as it encapsulates his teachings and life's work. The recommendation serves to introduce a new audience to Maxwell's approach to leadership.
• 70:00 - 96:00: Law 3: The Law of Process The chapter discusses 'The Law of Process,' emphasizing the evolution and growth of a leader over time. It starts by acknowledging the author's past work and how his leadership philosophy has been integrated into the '21 Laws' published in 1998. John Maxwell's reputation is highlighted, particularly his skill in making complex concepts accessible, thus portraying leadership as a gradual developmental process rather than an abstract theory.
• 96:00 - 124:00: Law 4: The Law of Navigation This chapter, 'Law 4: The Law of Navigation', serves as a foundational instruction manual for understanding the principles of navigation in leadership. Through the chapter, you'll encounter examples of individuals who either adhered to or ignored these laws, illustrating the impact of the law on leadership outcomes. The law is clearly and simply defined, with a focus on aiding readers to apply it effectively in various aspects of life such as office, community, family, or church. Additionally, author John shares his enthusiasm regarding the revision of this chapter, highlighting its importance and relevance.
• 124:00 - 151:00: Law 5: The Law of Addition This chapter emphasizes the importance of continuous improvement in leadership. With the revision of the 21 laws, the author acknowledges the dynamic nature of leadership and stresses that books on the topic should evolve as well. While the foundational concepts remain intact, updates have been made to enhance illustrations, refine applications, and incorporate lessons learned since the original publication. The goal is to ensure that these laws have a more significant impact by adapting to new insights and changing times.
• 151:00 - 177:00: Law 6: The Law of Solid Ground The sixth law, "The Law of Solid Ground," highlights the importance of trust in leadership. Trust is the foundation upon which successful leadership is built. Without trust, leaders can lead their teams into dangerous waters. This chapter likely emphasizes the significance of a leader's credibility, integrity, and the ability to build a strong, reliable reputation among followers. It probably illustrates that leaders must prioritize building trust in order to effectively guide and inspire their teams.
• 177:00 - 204:00: Law 7: The Law of Respect Chapter 7 titled 'The Law of Respect' aims to enhance the reader's leadership skills through engaging activities and real-life leadership stories. These stories, as highlighted by Stephen R. Covey, are designed to inspire and provide practical lessons. Covey, known for his influential works like 'The Seven Habits of Highly Effective People,' endorses the book for its ability to convey greatness and effectiveness in everyday life.
• 204:00 - 230:00: Law 8: The Law of Intuition In the introduction, John Maxwell expresses gratitude for the opportunity to share his book, 'The 21 Irrefutable Laws of Leadership,' specifically the 25th Anniversary Edition. He looks forward to spending time with the reader and emphasizes the importance of this connection. The transcript sets the stage for discussing the book's concepts, starting with the first chapter 'The Law of Intuition,' and implies a deep dive into the essence of leadership.
• 230:00 - 256:00: Law 9: The Law of Magnetism The chapter explores the concept of books as a medium of conversation between the author and readers. It describes how individuals approach books for differing purposes, such as encouragement, acquiring knowledge, or finding mentorship. The author expresses a personal appreciation for writing, which provides an opportunity to connect with many people indirectly through the written word.
• 256:00 - 286:00: Law 10: The Law of Connection The author discusses the motivation behind their decision made in 1977 to become an author, driven by a passion to add value to others. They express the ongoing gratification they receive from helping and connecting with people through their books, which fuels their continued dedication to writing. A rewarding aspect is hearing from readers who have been positively impacted by their work.
• 286:00 - 315:00: Law 11: The Law of the Inner Circle The chapter discusses the limitations of written works in keeping up with the author's personal growth and new learnings. The author reflects on the static nature of books once published, contrasting it with the dynamic nature of personal interactions where new insights and developments can be shared continuously. The underlying message emphasizes the importance of direct communication and learning through relationships, highlighting how personal growth and knowledge are continuously evolving beyond the pages of a book.
• 315:00 - 346:00: Law 12: The Law of Empowerment The chapter discusses the importance of learning from mistakes and the continuous process of gaining insights from various experiences. The author highlights their practice of learning from excellent leaders and updating their material based on new stories and refined ideas. As a speaker and writer, the author emphasizes the dynamic nature of knowledge which evolves through interactions and experiences, particularly in the context of teaching and revisiting previously written books.
• 346:00 - 376:00: Law 13: The Law of the Picture The author reflects on how personal growth affects their perception of past writings, expressing frustration that books cannot evolve alongside them.
• 376:00 - 410:00: Law 14: The Law of Buy-In The chapter emphasizes the importance of summarizing essential leadership laws, highlighting the impact of publishing a book on leadership that communicated these laws simply and clearly. The book's success on the bestseller list demonstrated its potential to help individuals become better leaders. Over the course of ten years, the author added two new laws, reflecting on the growth and learning experienced over the decade. This chapter likely explores the concept of leadership buy-in, assessing how leaders gain the trust and support of their followers, though this specific detail isn't covered in the provided text.
• 410:00 - 440:00: Law 15: The Law of Victory The chapter reflects on the author's experience with revisiting and updating their book after 15 years. Upon the request from the publisher for a 25th anniversary edition, the author embraces the opportunity to incorporate new insights and improve the book further. It emphasizes that growth is synonymous with change, and acknowledges the dynamic nature of laws that evolve with time and experience.
• 440:00 - 474:00: Law 16: The Law of the Big Mo In this chapter, the author reflects on the enduring validity and effectiveness of the laws discussed in the book, specifically emphasizing 'The Law of the Big Mo' or momentum. The author shares their personal experience and confidence in these laws, noting their universal applicability and timelessness. Having taught these principles worldwide and responded to countless inquiries, the author underscores that adherence to these laws results in others following you. This assertion highlights the importance of maintaining momentum as a key factor in leadership and influence.
• 474:00 - 501:00: Law 17: The Law of Priorities In 'Law 17: The Law of Priorities,' the author discusses the evolution of their thinking through multiple editions of their work, particularly noting improvements in how they teach leadership laws. The chapter highlights the importance of prioritization in leadership, detailing how refining and clarifying principles, such as those in leadership laws, can be beneficial. The author reflects on rewording key sections to enhance comprehension and removing less impactful stories, illustrating the ongoing process of learning and teaching effectively in leadership.
• 501:00 - 529:00: Law 18: The Law of Sacrifice The chapter discusses the concept of leadership and its evolution over time. It highlights how outdated ideas have been replaced with stories of modern successful leaders such as Angela Ahrendts, Ed Bastian, Jamie Kern Lima, and Mark Cole. The author reflects on the revisions made to the book, estimating a 30% update, to streamline the content. Additionally, the author shares insights gained from teaching 'The 21 Laws' and how these have reinforced certain understandings of leadership.
• 529:00 - 560:00: Law 19: The Law of Timing Law 19: The Law of Timing emphasizes that effective leadership goes beyond instinct and requires a keen sense of timing. Even though focus is crucial for achieving goals, leadership encompasses a variety of complex tasks. An anecdote from a conference highlights the impatience of a young college student eager to grasp the essence of the 21 laws of leadership, illustrating the tension between wanting swift understanding and the nuanced, patient approach required in true leadership.
• 560:00 - 594:00: Law 20: The Law of Explosive Growth The chapter presents a leadership lesson centered around the idea that effective leadership is multifaceted and requires mastering multiple principles. It highlights a hypothetical exchange, emphasizing that leadership cannot be distilled into one single rule but rather encompasses 21 different laws. Moreover, it acknowledges that it is challenging for any leader to excel in all these laws simultaneously, underscoring the complexity and broad scope of successful leadership. The chapter serves as a prelude to the detailed exploration of these 21 laws in the context of leadership growth.
• 594:00 - 621:00: Law 21: The Law of Legacy Law 21: The chapter focuses on the Law of Legacy, emphasizing that even though there are 21 essential traits for a leader, no one excels in all of them. The key takeaway is not to ignore areas you're weak in but to build a leadership team to compensate for those weaknesses. The chapter suggests evaluating one's leadership qualities and encourages seeking balance by developing a team that complements your strengths and weaknesses.
• 621:00 - 625:00: Conclusion In the conclusion, the focus is on evaluating individual aptitudes for each law, identifying areas of average or below-average performance, and seeking team members whose strengths compensate for one's weaknesses. This complementary approach aims to build an All-Star leadership team, leveraging the idea that collective intelligence surpasses individual capabilities. The chapter underscores the importance of teamwork and collaboration in achieving success.

The 21 irrefutable laws of leadership audiobook Transcription

• 00:00 - 00:30 you're listening to the audio production of the 21 irrefutable laws of leadership follow them and people will follow you 25th anniversary edition by John C Maxwell published by harpercollins leadership and read by John C Maxwell and Henry o Arnold please note that you may download an accompanying PDF that provides enhanced materials for this audiobook to download the PDF please visit harperfocusaudio.com
• 00:30 - 01:00 forward by Stephen R Covey when John Maxwell asked me to write the forward for this 10th anniversary edition of the 21 irrefutable laws of leadership I was honored and intrigued during the past two decades John and I have traveled on Parallel paths in our speaking and writing we have both been called leadership experts over the years we know and respect each other's work but in spite of the similarities between our
• 01:00 - 01:30 messages we have rarely spoken to the same audience so to recommend this book allows me to introduce John Maxwell and his teaching to members of my audience who have not yet read or listened to him and what better book to recommend than this new and improved version of the 21 irrefutable laws of leadership it serves as a sort of Manifesto for his teaching and his life study this book and you have gotten to know John Maxwell
• 01:30 - 02:00 the person as well as his philosophy of leadership the 21 laws was first published in 1998. I could see immediately how practical and applicable the laws were they still are for over three decades John Maxwell has earned his reputation as a communicator and as he says communicators make the complex simple rather than an esoteric examination of leadership this book is more like a
• 02:00 - 02:30 foundational instruction manual with each chapter you will get to know individuals who did or some who didn't obey the laws in question the law itself is defined clearly and simply and most importantly John will give you specific steps for applying it to the leadership in your office Community family or church John has told me regarding this revision that he was excited about the
• 02:30 - 03:00 opportunity to include the lessons he has learned since the 21 laws was first written I know what he means leadership is not static and neither should be books about it I believe this revised Edition will have an even greater impact than its predecessor laws have been updated illustrations refined and applications enhanced the foundational leadership Concepts have not been abandoned rather they have been updated
• 03:00 - 03:30 for a new generation of leaders as good as the original was this new edition is even better if the 21 irrefutable laws of leadership is new to you let me say that you are in for a treat it will change the way you live and Lead as you listen you will be encouraged and your ability to lead will expand you will learn many new lessons as well as being reminded of truths that will serve you well and by engaging in
• 03:30 - 04:00 the new application activities you will really sharpen your skills I trust that you will enjoy and benefit from listening to this book just as I did in it you will find absolutely amazing inspiring leadership stories Stephen R Covey author of The Seven Habits of Highly Effective People the eighth habit and everyday greatness
• 04:00 - 04:30 hi my name is John Maxwell and I'm so pleased that we can be together as I read to you my book the 21 irrefutable laws of leadership this is the 25th Anniversary Edition and for me to come into your life and spend a few hours together is very important so thank you for being a part of our time and I want to begin by just the introduction of this book so let's get started
• 04:30 - 05:00 every book is a conversation between the author and the individual reading it some people pick up a book hoping for a bit of encouragement some devour books information as if they were attending an intensive seminar and others find in its pages of Mentor that they can meet with on a daily basis weekly or even maybe monthly the things I love about writing books is it allows me to talk to many people that I will never personally meet and
• 05:00 - 05:30 that's why I made the decision in 1977 to become an author I had a passion to add value to people who energized me to write that passion still Burns within me today few things are more rewarding to me than traveling and having someone I've never met before approach me to say thank you your books have really helped me it's why I write and it's why I intend to continue writing
• 05:30 - 06:00 despite the Deep satisfaction of knowing that my books help people there's also a great frustration that comes with being an author once a book is published it freezes in time if you and I know each other personally and we meet regularly to talk about leadership every time that we get together I'd share with you something new that I'd learned as a person I continue to grow I'm constantly reading I'm analyzing my
• 06:00 - 06:30 mistakes I'm talking to excellent leaders to learn from them each time you and I were to sit down I'd say you won't believe what I just learned as a conference and event speaker I often teach the principles I write about in my books and I'm constantly updating my material I use new stories I refine ideas and I often gain new insights as I stand in front of an audience however when I go back to books that I've
• 06:30 - 07:00 previously written first I become aware of how I've changed since I've written them but secondly I become frustrated because the books can't grow and change along with me when my publisher asked if I would like to revise the 21 irrefutable laws of leadership for its 10th anniversary I got excited when I originally wrote the book it was my answer to the question if you were to take everything that you've learned about leadership over the
• 07:00 - 07:30 years and boil it down into a short list of laws what would they be I put on paper the essentials of leadership communicated as simply and clearly as possible and soon after the book was published and it appeared on the best seller list I realized that it had the potential to help a lot of people become better leaders ten years later I was able to add what I learned during the previous decade there were two new laws that I had
• 07:30 - 08:00 discovered and two old ones that I realized were subsets of other laws I was glad to make those updates plus others it was my chance to improve the book often I've said growth equals change another 15 years have gone by since that time when my publisher asked if I wanted to revisit the book and update it again for this 25th anniversary edition I of course said yes
• 08:00 - 08:30 however as I approached the task I wondered how I would feel about the laws and what I would want to change I'm happy to say that when I reread the book I recognized the laws were as solid as ever they continued to stand the test of time if you follow them then people will follow you while teaching the laws for more than two decades in dozens of countries around the world I fielded thousands of questions about these laws
• 08:30 - 09:00 that process Advanced my Thinking Beyond what it was when I first wrote the book or did the 10th anniversary revision working on this 25th anniversary edition has allowed me to make more improvements from my experience leading others and teaching the laws for example I slightly reworded the taglines for the law of the lid the law of respect and the law of the Inner Circle to make them clear I removed some of the stories that felt
• 09:00 - 09:30 dated and replaced them with stories about fantastic leaders such as Angela arts and Ed Bastian Jamie Kern Lima and Mark Cole and I developed new material to better explain and illustrate some of the laws I would estimate that I revised 30 percent of the book and streamlined some of it too there are two other things that have been confirmed for me as I taught the 21 laws over the years and Revisited the
• 09:30 - 10:00 book first leadership requires the ability to do more than one thing instinctively successful people understand that focus is important to achievement but leadership is very complex during a break at a conference where I was teaching the 21 laws a young college student came up to me and said I know you are teaching the 21 laws of leadership but I want to get to the bottom line with intensity he raised his index
• 10:00 - 10:30 finger and asked what is the one thing I need to know about leadership well tried to match his intensity I raised my index finger and answered the one thing that you need to know about leadership is that there is more than one thing you need to know about leadership to lead well we must do 21 things well the second thing I would share is that no one does all 21 laws well
• 10:30 - 11:00 despite the fact that we must do 21 things well to be excellent leaders the reality is that none of us does all of them well for example I'm average or below average in five of the laws and I wrote the book so what does a leader to do ignore those laws no develop a leadership team at the End of This Book there is a leadership evaluation I encourage you to
• 11:00 - 11:30 take it to evaluate your aptitude for each law what you've discovered in which laws you are average or below begin looking for team members whose skills are strong where yours are weak they will complement you and vice versa and the whole team will benefit that will make it possible for you to develop an All-Star leadership team remember none of us is as smart as all of us some things change
• 11:30 - 12:00 others never do leadership has certainly become more complex in recent years the times are difficult and it can be challenging to lead people to work together the need for good leadership has never been greater businesses government families communities and teams are crying out for good leaders to help them that's why I'm especially excited to introduce a new generation of leaders to these laws learn the laws and they will
• 12:00 - 12:30 help you lead while the particular leadership challenges change from year to year and from Community to community some things have not changed it's still true that leadership is leadership no matter where you go or what you do times change technology marches forward culture is different from place to place but the principles of leadership are constant whether you're looking at the citizens of ancient Greece the Hebrews in the Old
• 12:30 - 13:00 Testament the armies of the modern world the leaders in the International Community the Pastors in local churches or the business people of today's global economy the laws of leadership apply regardless of the gender age experience or environment of the leader the laws of leadership are unchanging and stand the test of time as you read the following chapters I'd like you to keep in mind
• 13:00 - 13:30 first the laws can be learned some are easier to understand and apply than others but every one of them can be acquired secondly the laws can stand alone each law complements all the others but you don't need to know one to learn another thirdly the laws carry consequences with them apply the laws and people will follow you violate or ignore them and you will
• 13:30 - 14:00 not be effective in leading others fourthly the laws are timeless whether you're young or old and experienced or experienced the laws apply they apply to your grandparents and they will apply to your great-grandchildren fifthly the laws are the foundation of leadership once you learn the principles you will have to practice them and apply them in your life if you do you will become a better
• 14:00 - 14:30 leader whether you are a follower who is just beginning to discover the impact of leadership or you're a natural leader who already has followers you could become a better leader whether you are in your teens leading to others in student government or sports or you're in your 70s like I am making a difference in your later years you can improve as you read about the laws you may recognize that you already practice some of them very effectively
• 14:30 - 15:00 other laws May expose weaknesses you didn't even know you had use your interaction with the laws as a learning experience and complete the exercises at the end of each chapter to help you apply each law to your life no matter where you are in the leadership process know this the greater the number of laws you learn the better leader you will become each law is like a tool ready to be picked up and used to help you achieve
• 15:00 - 15:30 your dreams and add value to other people pick up even one and you will become a better leader learn them all and the people will gladly follow you now let's open the toolbox together leadership law number one the law of the lid how well you lead determines how well you succeed I have often opened my leadership
• 15:30 - 16:00 conferences by explaining the law of the lid because it helps people understand the value of leadership if you can get a handle on this law you will see the incredible impact of leadership on every aspect of life so here it is how well your lead determines how well you succeed leadership is the lid to your potential the lower your leadership ability the lower the lid on your potential the
• 16:00 - 16:30 higher your leadership ability the higher the lid on your potential to give you an example if your leadership operates at a 8 out of ten then your Effectiveness can never be greater than a seven if your leadership is only a four then your Effectiveness with others will be no higher than a three how well you're able to lead For Better or For Worse always determines your Effectiveness with others and the potential of your team
• 16:30 - 17:00 how well you lead determines how well you succeed let me tell you a story that illustrates the law of the lid in 1932 young brothers named dick and Maurice moved from New Hampshire to California in search of the American dream they've just gotten out of high school and they saw few opportunities back home so they headed straight for Hollywood where they eventually found jobs on a movie studio set after a while their entrepreneur of
• 17:00 - 17:30 spirit and interest in the entertainment industry prompted them to open a theater in Glendale a town about five miles Northeast of Hollywood but despite all their efforts the brothers just couldn't make the business profitable the brothers desire for Success was strong so they kept looking for Better Business Opportunities Drive-In restaurants were a new phenomenon springing up in the early 30s as people became more dependent on cars
• 17:30 - 18:00 rather than eating in a dining room customers placed orders with car Hops and received their food on trays right in their cars back then food was served on dinner plates complete with glassware and metal utensils in 1937 dick and Maurice opened a small drive-in restaurant in Pasadena and it was a great success in 1940 they decided to move the operation to San Bernardino A working
• 18:00 - 18:30 class Boom Town 50 miles east of Los Angeles they built a larger facility and expended their menu from hot dogs fries and shakes to include barbecued beef and pork sandwiches hamburgers and other items their business exploded annual sales reached 200 000 and the brothers found themselves splitting fifty thousand in profits every year a some that put them in the town's Financial
• 18:30 - 19:00 Elite in 1948 their intuition told them the times were changing they eliminated the car hops they started serving only walk-up customers and streamlined everything to reduce their cost and lower their prices they reduced their menu and put their focus on selling hamburgers they eliminated plates glassware metal utensils switch to paper products instead
• 19:00 - 19:30 they also created what they called the Speedy surface system their kitchen became like an assembly line where each employee focused on Surface with speed the brother's goal was to fill each customer's order in 30 seconds or less and they succeeded by the mid-1950s the annual revenue hit 350 000 by then dick and Maurice split net profits of about a hundred thousand dollars each year
• 19:30 - 20:00 who were these brothers you've probably already guessed their last name McDonald dick and Maurice McDonald had hit the Great American jackpot and the rest as they say is history right no wrong the McDonald's never went any further because their leadership put a lid on their ability to succeed it's true that the McDonald brothers were financially secure
• 20:00 - 20:30 theirs was one of the most profitable restaurant Enterprises in the country and they felt that they had a hard time spending all the money that they made their genius was in Customer Service and kitchen organization in fact their talent was so widely known in Food Service circles the people started writing them and visiting their restaurant from all over the country to learn more about their methods at one point they received as many as 300 calls
• 20:30 - 21:00 and letters each month that led them to the idea of marketing the McDonald's concept the idea of franchising restaurants wasn't new it had been around for several decades to the McDonald Brothers it looked like a way to make money without having to open another restaurant themselves in 1952 they got started but their effort was abysmal failure
• 21:00 - 21:30 the reason was simple they lacked the leadership necessary to make a larger Enterprise effective dick and Maurice were good single restaurant owners they understood how to run a business make their systems efficient cut cost and increase profits they were efficient managers but they were not great leaders their thinking patterns clamped a lid down on what they could do and become at the height of their success
• 21:30 - 22:00 dick and Maurice found themselves smack dab against the law of the lid then in 1954 the brothers met Ray Kroc he had been running a small company that sold machines for making milkshakes Kroc knew the McDonald brothers because their restaurant was one of his best customers after visiting their store he had a vision for its potential he could see the restaurant going Nationwide in hundreds of markets he soon struck a
• 22:00 - 22:30 deal with Dick and Maurice and in 1955 he formed McDonald's systems in the years that dick and Maurice McDonald Had attempted to franchise Their Food Service System they managed to sell the concept to just 15 buyers only 10 of whom actually opened restaurants and even that size Enterprise their limited leadership and vision were hindrances for example when their first
• 22:30 - 23:00 franchise Neil Fox of Phoenix told their brothers that he wanted to call his restaurant McDonald's Dick's response was what for McDonald's means nothing in Phoenix Croc thought and led differently he immediately bought the right to a franchise so that he could use it as a model and prototype so he could sell franchises to others between 1955 and 1959
• 23:00 - 23:30 Kroc succeeded in opening 100 restaurants four years after that there were 500 McDonald's restaurants and during his first eight years with McDonald's he took no salary and borrowed money from the bank and against his life insurance to help cover the salaries of a few key leaders he wanted on the team had the vision and ability to make McDonald's a nationwide entity and in 1961 for the sum of 2.7 million
• 23:30 - 24:00 dollars Croc bought the exclusive right to McDonald's from the brothers and he proceeded to turn it into an American institution and Global entity today McDonald's has opened more than 38 000 restaurants in 120 countries in 2019 it recorded a net income of 6.1 billion and its net worth is estimated at 170 billion and it's still growing
• 24:00 - 24:30 none of that would have occurred without Ray Kroc the leadership of the McDonald Brothers have been the lid on the business whereas crock had blown the lid off I believe that personal success is within the reach of just about everyone but I also believe that the better you can lead the greater you can succeed the higher you want to climb and the greater success that you want to achieve the more that you will need leadership
• 24:30 - 25:00 the greater the impact that you want to make the greater your influence needs to be whatever you will accomplish is restricted by your ability to lead others let me give you a picture of what I mean hold your left hand out in front of you Palm down that represents your leadership level if your leadership level is low hold your hand down at waist level if it's average hold a chest level and now put
• 25:00 - 25:30 your right hand below it that's your success here's the reality of leadership and success your success had can never go higher than your leadership hand it will always bump up against it leadership ability is always the lid on personal and organizational success if a person's leadership is strong the team or organization's lit as high but if not then it's limited
• 25:30 - 26:00 that's why in times of trouble organizations naturally look for new leadership when the country is experiencing hard times it elects a new president when a company is losing money it hires a new CEO when a church is floundering it searches for a new lead pastor when a sports team keeps losing it looks for a new head coach the relationship between leadership and Effectiveness is perhaps most evident in sports where results are immediate and
• 26:00 - 26:30 obvious within professional sports organizations the talent of the team is usually not the issue leadership is the issue it starts with the team's owner and continues with the coaches and some key players when the leaders at every level are good the team has a good chance to win a championship and when the leadership is poured any level the team rarely succeeds wherever you look you can find smart talented
• 26:30 - 27:00 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 Apple computer his leadership lid was low but that was not the case of his partner Steve Jobs his lid was so high that he built a world-class organization and made it one of the most valuable businesses in the world
• 27:00 - 27:30 that's the impact of the law of the lid when I lived in San Diego I met Don Stevenson the chairman of global Hospitality resources at International Hospitality advisory and consulting firm over lunch I asked him about his organization at that time his company was taking over the management of hotels and resorts that weren't doing well financially his company oversaw many excellent facilities such as La Costa in Southern
• 27:30 - 28:00 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 the staff to improve service to 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 I mean don't you talk to the person
• 28:00 - 28:30 first check him out to see if he's a good leader I asked no he answered if he's 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 success you must raise the lid one way or another the good news is that getting rid of the leader isn't the only way just as I teach in conferences that there is a lid I also teach that you can
• 28:30 - 29:00 raise it but that's the subject of a different law of leadership now let me talk to you just for a moment about the law of the lid from an author a Leader's perspective I put this law first not because it's more important than any other laws but honestly it's the law that you need to kind of buy into if you're really going to take the 21 laws and make them effective in
• 29:00 - 29:30 your life you see the moment that you and I really know that how well we need determines how well we succeed the moment that we buy into that what it does for you what it will do for me is it will cause us to say that I need to learn how to lead because I need to learn how to lift up my lid you see a question that's often asked me in conferences as people who ask me are are leaders born and whenever they ask me are leaders born I always give them the same answer well of course they are
• 29:30 - 30:00 I mean think about that question my friend I'm I've never met an unborn leader what they're really asking is not our leaders born what they're really asking is this are there some people that you know when they're when they're born they they kind of have leadership gifts they go to the front of the line and some people they don't so they go to the back of the line now let me just be honest with you just like in music there are people that have musical gifts and kind of leanings toward music that's true with leadership also there are some people that have a
• 30:00 - 30:30 natural leaning toward being a good leader but what I have learned and what I know for certain is that you can learn how to lead people that's a fact and that's what's exciting about me teaching this book to you as you learn how to lead and you lift your lid you increase your potential to reach more people touch more lives and add value to those that you perhaps never thought possible so the law of the lid
• 30:30 - 31:00 it's not my favorite but it's got to be the first law because if you buy into that honestly you'll buy into the other 20 laws and you'll begin to be the leader that you've always wanted to become it's such a joy for me to not only read the book but after each chapter just take a few minutes and kind of let you see behind the curtains and just share with you my thoughts about why I think that chapter is important and as we go in a moment to chapter number two I can
• 31:00 - 31:30 promise you I feel it's as important too for you to be the leader that you really want to be but thanks for letting me share now let's kind of read together again leadership law number two the law of influence the true measure of leadership is influence nothing more nothing less what do leaders look like do they always
• 31:30 - 32:00 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 late 20th century was anything but impressive upon first appearance when most people think of Mother Teresa they Envision a frail little woman
• 32:00 - 32:30 dedicated to serving the poorest of the poor and that she was 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 the scent of our day who worked with Mother Teresa on the book a simple path describe the nun as the quintessential energetic entrepreneur
• 32:30 - 33:00 who has perceived a need and done something about it build an organization Against All Odds formulated its Constitution and sent out branches all over the world the organization Mother Teresa founded and led is called the missionaries of charity while other vocational orders in the Catholic Church were declining hers grew rapidly reaching more than four thousand members during her lifetime and
• 33:00 - 33:30 that doesn't include numerous volunteers under her Direction her followers served in 25 countries on five continents in Calcutta alone she established a children's home a center for people with Leprosy a home for people who were dying and destitute and a home for people suffering with tuberculosis and mental disorders that kind of organizational building can be accomplished only
• 33:30 - 34:00 by a true leader Mother Teresa's impact reached far beyond her immediate environment people from all walks of life and from Nations around the globe respected her 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
• 34:00 - 34:30 Noonan observed all the Washington establishment was there plus a few thousand born-again Christians Orthodox Catholics and Jews she spoke of god of love of families and she said we must love one another and care for one another there were great hers of agreement from the crowd but as the speech continued it became more pointed she asked do you do enough to make sure
• 34:30 - 35:00 your parents in the old people's homes feel loved do you bring them each day your joy and your caring the Baby Boomers in the audience began to shift in their seats and then she continued I feel that the greatest destroyer of Peace today is abortion and then she told them why in uncompromising terms for about 1.3 seconds there was a complete silence then Applause built and swept across the
• 35:00 - 35:30 room but not everyone the president and first lady Bill and Hillary Clinton the vice president and Mrs Gore looked like seated statues at Madame trousseau's moving not a muscle Mother Teresa didn't stop there either when she finished there was almost no one that she hadn't offended if just about any other person in the world had made those statements people's
• 35:30 - 36:00 reactions would have been openly hostile they would have booed jeered or stormed out but the speaker was Mother Teresa she was probably the most respected person on the planet at that time so everyone listened to what she had to say even though many of them violently disagreed with what she said in fact every time that Mother Teresa spoke people listened why she was a real eater and when real
• 36:00 - 36:30 leaders speak people listened leadership is influence nothing more nothing less leadership is often misunderstood when I began offering leadership conferences back in the 1970s I had a difficult time getting people to show up back then if people had a title or leadership position they said I don't need to come and learn about leadership I'm already a leader they thought that they had arrived at
• 36:30 - 37:00 the same time people who didn't have a position or title would say well I'm not a leader meaning that they didn't have a position so I don't need to come they didn't understand that becoming a leader was a process that someone can pursue I talked more about this in the law of process to counter this mindset I began teaching the five levels of leadership though back then I called them the five levels
• 37:00 - 37:30 of influence to help people understand the position is the lowest level of leadership the starting point true leadership cannot be awarded appointed or assigned it comes only from developing influence and that cannot be mandated it must be earned the five levels of leadership is a road map for that process the only thing a title can buy is time either to increase your level of influence with others or
• 37:30 - 38:00 to undermine it when people recognize that they became open to how leadership actually works today people sometimes have a different misconception about leadership when they hear me say leadership is influenced they confuse influence with popularity you can have a high profile career on TV music or movies or you can have millions of followers on social media and thousands of likes on your post
• 38:00 - 38:30 but that doesn't make you a leader it makes you popular and that's not the same thing people can become highly interested in someone with social influence but that doesn't become leadership influence until the people follow them to change their behavior and take action as a result of the interaction with the influencer that's the type of influence I'm describing when I state that leadership is influence nothing more
• 38:30 - 39:00 nothing less there are five myths about leadership through the years I've encountered many other misconceptions and myths that people Embrace about leaders and Leadership and I want to share with you the five common ones one the management myth a widespread misunderstanding is that leading to managing are one and the same
• 39:00 - 39:30 up until a few decades ago books that claim to be on leadership were often really about management the main difference between the two is that leadership is about influencing people to follow while management focuses on maintaining systems and processes as former Chrysler chairman and CEO Lee Iacocca Riley commented sometimes even the best manager is like a little boy with a big dog waiting to see where the dog wants to go so he can take him there
• 39:30 - 40:00 the best way to test whether a person can lead rather than just manage is to ask him to create positive change managers can maintain Direction but often they can't change it systems and processes can only do so much to move people in a New Direction you need influence number two is the entrepreneur myth frequently people assume that all
• 40:00 - 40:30 entrepreneurs are leaders but that's not always the case entrepreneurs are skilled at seeing opportunities and going after them they see needs and understand how to meet them in a way that produces a profit but not all entrepreneurs 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 is the knowledge myth
• 40:30 - 41:00 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 think is so high that it's off the charts but whose ability to delete is so low
• 41:00 - 41:30 that it doesn't even register on the charts neither IQ nor education necessarily equates to leadership number four is 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 for example Sir Edmund Hillary was the first man to reach the summit of Mount Everest
• 41:30 - 42:00 since his historic Ascent in 1953 hundreds of people have followed him in achieving that feat but that doesn't make Hillary a leader he wasn't even the official leader on the Expedition when he reached the summit John Hunt was and when Hillary traveled to the South Pole in 1958 as part of the Commonwealth trans Antarctic expedition he was accompanying another leader sir Vivian Fuchs to be a leader a person has
• 42:00 - 42:30 to not only be out in front but also have people intentionally coming behind him following his lead acting on his vision being a trendsetter is not the same as being a leader number five the position myth as mentioned earlier the greatest misunderstanding about leadership is thinking that it is based primarily on position it's not if you've ever declined to follow a bad boss or if you've ever been appointed to
• 42:30 - 43:00 a position on a team or committee and people didn't listen to your advice or take your direction you know that a title doesn't make you a leader the position only gives you a chance Stanley hafty Affirmed it's not the position that makes the leader it's the leader that makes the position there's a game show on television that began when I was a kid and it is currently in its sixth iteration called
• 43:00 - 43:30 to tell the truth here's how it works at the opening of the show three contestants claimed to be the same person one of them is telling the truth the other two are actors a panel of celebrity judges takes turns asking the three people questions and when time is up each panelist guesses which person is the real truth teller many times the actors Bluff well enough to fool the panelists and members of the audience
• 43:30 - 44:00 when it comes to identifying a real leader that task can be much easier don't listen to the claims of the person professing to be the leader don't examine credentials don't check titles check for influence 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
• 44:00 - 44:30 great deal of insight into the work because of the training given to me by my father I possessed the position and title of leader in the organization it made for a good looking resume but it didn't make me the real leader at 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
• 44:30 - 45:00 what 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 the true measurement of leadership is influence nothing more nothing less if you watch the Dynamics that occur between people and just about every aspect of life you will see some people leading in others following if you're a student of
• 45:00 - 45:30 leadership you begin to notice the leaders they stand out and the position of the title often had little to do with who was really in charge 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 will determine your level of influence such as character who you are
• 45:30 - 46:00 true leadership always begins with the inner person that's why someone like Billy Graham was able to draw more and more followers to him as time went by people could sense the depth of his character influence begins with who you are relationships who you know you're a leader only if you have followers and that always requires the development of relationships the stronger the relationships the greater the potential for leadership
• 46:00 - 46:30 in my career each time I entered a new leadership position I immediately worked to start building relationships building off of the right kind of relationships with the right people and you can become the real leader of an organization knowledge what you know information is vital to a leader you need a grasp of the facts and understanding of dynamic factors and timing and a vision for the future
• 46:30 - 47:00 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 intuition what you 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
• 47:00 - 47:30 leaders seek to recognize and influence intangibles such as energy morale timing and momentum experience where you've been the greater the challenges you faced as a leader in the past the more likely followers are to give you a chance to lead in the present experience doesn't guarantee credibility but it encourages people to give you a chance to prove that you're capable past success
• 47:30 - 48:00 what you've done nothing speaks to followers like a good track record what I accepted my first leadership position I had no track record I couldn't point to past successes to help people believe in me but by the time I went to my second position I possessed a positive track record every time I extended myself took a risk and succeeded followers had another reason to trust my leadership ability and to listen to what I had to say
• 48:00 - 48:30 ability what you can do the bottom line for followers is what a leader is capable of accomplishing they want to know whether the 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 if you want to test your ability to lead through influence alone
• 48:30 - 49:00 try leading in an organization of volunteers now why do I say that because in volunteer organizations there is no Leverage there's no rank or title to fall back on there's no pay to withhold and no benefits or perks employees are pretty Cooperative when their livelihoods at stake but involuntary organizations the thing that works is leadership in its purest form
• 49:00 - 49:30 which is influence psychologist Harry a Overstreet observed the very essence of all power to influence lies in getting the other person to participate followers involuntary organizations cannot be forced to get on board if the leader has no influence with them they won't follow recently at a meeting where I was speaking to a group of company presidents and CEOs one participant asked for advice on finding the best
• 49:30 - 50:00 leaders in his organization my advice was to ask candidates to lead in a volunteer Organization for six months if those leaders can get people to follow them when they have no leverage then you know that they can influence others that is the mark of true leadership ability one of my favorite stories that illustrates the law of influence concerns Abraham Lincoln In 1832 decades before he became
• 50:00 - 50:30 President John Lincoln gathered a group of men to fight in the Black Hawk War in those days the person who put together a volunteer company for the militia often became its leader and assumed a commanding rank in this instance Lincoln was given the rank of Captain but like it had a problem he knew nothing about soldiering he had no prior military experience and he knew nothing
• 50:30 - 51:00 about tactics he had trouble remembering the simplest military procedures for example one day Lincoln was marching a couple dozen men across the field and he needed to guide them through a gate into another field but he couldn't figure out how to do it recounting the incident later Lincoln said I could not for the life of me remember the proper word of command for getting my company in Wise finally as we came near the gate I shouted this
• 51:00 - 51:30 company is dismissed for two minutes and then it will fall in again on the other side of the gate as time went by Lincoln's level of influence with others in the militia actually decreased while other officers proved themselves in gained rank Lincoln found himself going in the other direction he began as a captain but title and position did him a little good he couldn't overcome the law of influence by the end of his military service
• 51:30 - 52:00 Abraham Lincoln had found his rightful place having achieved the rank of a private fortunately for Lincoln and for the fate of the United States He overcame his inability to influence others Lincoln followed his time in the military with undistinguished stints in the Illinois State Legislature and the U.S House of Representatives but over time and with much effort and personal experience he became a person of remarkable
• 52:00 - 52:30 influence and impact and later one of the nation's finest presidents 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 you're not a leader That's the Law of influence no matter what anybody else may tell you remember that leadership is influence
• 52:30 - 53:00 nothing more nothing less when I read you the chapter on the law of influence it reminded of me of my earlier days in trying to break through this leadership Market with people you see if you go back to uh oh the 1970s even to the mid 1980s if you went into a bookstore you wouldn't find any leadership books at all
• 53:00 - 53:30 you would find management books now the reason that management books were so popular is because during the 1950s 60s 70s things moved at a fairly regulated pace but then as time began to just speed things up and life began to have to go a little bit more fast forward people began to understand that management is all about control and Leadership is all about vision and
• 53:30 - 54:00 foresight and pretty soon people said if we're going to lead well we can't just manage what we know today but we have to get out in front and think about tomorrow and cast vision for tomorrow and began to anticipate tomorrow when I teach about leadership I say that really leaders have only one thing in common they see more than other people and they see before other people it's the scene before other people
• 54:00 - 54:30 that basically turned bookstores all around America from management books to leadership books the ability to see a little quicker a little sooner allow people to have this what I call the leadership Edge so when I began teaching leadership they thought that leadership was title and position they thought honestly that leadership was a noun and I said no no really it's a verb it demands action
• 54:30 - 55:00 this was a large barrier that took me literally maybe 12 15 years to overcome but slowly people began to understand that leadership's not title it's not positioned its influence nothing more nothing less today the challenge I think is with the social culture with social media being as it is a lot of people think well look at all the followers I have I must be a leader but that's not true
• 55:00 - 55:30 there's a difference between people reading or following you and giving you thumbs up or thumbs down on social media where they'll never meet you and you'll never have to lead them through any area there's a big difference between that and being able to influence people voluntarily to follow you but the moment that you understand that leadership is influence and the moment that you and I understand to gain influence is to intentionally add value to people
• 55:30 - 56:00 that's where I began when somebody raises their hand and says hey John how do I increase my influence it's very simple intentionally add value to people every day and in every way the moment you do that that influence net begins to widen and broaden and bring more people in and you begin to understand and live out this incredible law of influence so my challenge to you before we get to
• 56:00 - 56:30 chapter three is just start today intentionally adding value to the people trust me it'll help and serve you well as a leader leadership law number three the law of process leadership develops daily not in a day and Schreiber was 101 years old when she
• 56:30 - 57:00 died per year she had lived in a tiny rundown rent control studio apartment in Manhattan the pain on the walls was peeling in the old bookcases that lined the walls were covered in dust rent was four hundred dollars a month Schreiber lived on Social Security and a small monthly pension which she started receiving in 1943 when she retired as an auditor for the Internal Revenue Service
• 57:00 - 57:30 she hadn't done very well at the IRS more accurately the agency hadn't done right for her despite having a law degree and doing excellent work she was never promoted and when she retired at age 51 she was making only 3150 a year imagine the surprise of Norman lamb the president of Yeshiva University in New York City when he found out that Ann Schreiber a
• 57:30 - 58:00 little old lady whose name he never heard and who had never attended Yeshiva 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 of Anne Schreiber left her Yeshiva University was worth 22 million dollars
• 58:00 - 58:30 how in the world the dispenser 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 and Schreiber had managed to save five thousand dollars she invested that money on stocks and by 1950 she had made enough profit to buy one thousand shares of the sharing plow
• 58:30 - 59:00 Corporation stock then valued at ten thousand dollars and she held on to that stock letting its value build and by the time she died those original shares split enough times to produce a hundred and twenty eight thousand shares worth 7.5 million dollars the secret to cyber's success was that she spent most of her time building her worth whether her stocks value went up or down she didn't sell it off with a thought
• 59:00 - 59:30 I'm finished building now it's time to cash out she was in it for the long haul the really long haul while other people worry that they may run out of funds before the end of their lives the longer she lived the wealthier she became when it came to finances Schreiber understood and applied the law of process becoming a leader is a lot like investing successfully in the stock market
• 59:30 - 60:00 if your hope is to make a fortune in a day you're not likely 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 my friend tagged short maintains The Secret of our success is found in our daily agenda if you continually invest in your leadership development letting your assets compound
• 60:00 - 60:30 the inevitable result is growth over time what can you see when you look at a person's daily agenda priorities passion abilities relationships attitude personal disciplines vision and influence see what a person is doing every day day after day and you'll know who that person is and what he or she is becoming when I teach leadership at conferences
• 60:30 - 61:00 people inevitably ask me if leaders are born I always answer yes of course they are I've yet to meet an unborn leader how else would you expect them to come into this world we all laugh and then I answer the real question whether leadership is something a person either is bored with and possesses or is not born with and doesn't and I can tell you leadership can be learned if a genie appeared and gave me just one
• 61:00 - 61:30 wish it would be that people who learn leadership from me now could have seen me 50 years ago I was not a good leader because I truly did not understand it in my first leadership position I led through popularity I was charismatic and energetic and I could make things fun so people joined along with me but I didn't really take anyone anywhere and when I left the organization it
• 61:30 - 62:00 declined because I had gathered a crowd and when I left the crowd dispersed I spent probably six months trying to figure out what happened and where I went wrong at the end of that time I came to this conclusion that I was trying to lead out of Personality instead of process that's a problem because personality always takes shortcuts I wanted people to like me but I wasn't doing anything
• 62:00 - 62:30 to help them change their behavior take action and win good leadership is bigger and better than just one person you may have been born with great natural gifts or a few that's not important in the end because the ability to lead is really a collection of skills nearly all of which can be learned and improved if you have loads of talent but never develop it you will not lead as well as people with fewer gifts who dedicate themselves to the law of process
• 62:30 - 63:00 becoming a better leader is a process that doesn't happen overnight leadership is complicated it has many facets respect experience emotional strength people skills disciplined Vision momentum timing well the list just goes on and on as you can see intangible that's why leaders require so much seasoning to be
• 63:00 - 63:30 effective in a study of 90 top leaders from a variety of fields leadership experts Warren Bennis and Bert nanis made a discovery about the relationship between growth and Leadership it is the capacity to develop and improve their skills that distinguished leaders from their followers successful leaders are learners and the learning process is ongoing a result of
• 63:30 - 64:00 self-discipline and perseverance the going stay must be to get a little better to build on the previous day's progress the problem is that most people overestimate the importance of events and underestimate the power of processes we want quick fixes we want the compounding effect that Anne Schreiber received over 50 years but we want it in 50 minutes don't get me wrong I
• 64:00 - 64:30 appreciate events they can be effective catalysts but if you want lasting improvements if you want Power then rely on process consider the difference between the two for example an event encourages decisions where process encourages development an event motivates people I think a process but tourist people an event is a calendar issue a process
• 64:30 - 65:00 becomes a culture issue an event challenges people a process changes people let me put it maybe like this an event is easy process well that's a lot more difficult if I need to be inspired to take steps forward then I'll attend an event if I want to improve then I'll engage in a process and stick with it
• 65:00 - 65:30 as a young leader I discovered the law of process when I learned that I had to keep growing if I wanted to become a good leader more than 50 years have gone by since then and what I've discovered is that consistency compounds by working to grow a little every day I've grown a lot over the years it takes time for the little things to add up to big things too often we get discouraged because we don't see great leaps in our growth what
• 65:30 - 66:00 we need to remember is that most changes occur gradually it's like trying to freeze room temperature water if you put water outside on a cold winter day it will start changing from 75 degrees Fahrenheit down to 74 73 72 but it looks like nothing is happening the water temperature goes down into the 60s 50s 40s and still it looks like nothing is happening
• 66:00 - 66:30 but it keeps dropping 37 36 35 34 33 so much time has gone by that you're ready to give up then it drops down to 32 degrees and a major change occurs it's a breakthrough change you see leaders are the same way they need to keep learning and growing even if they don't see the payoff sometimes we are so close to having a compounding Victory and we don't even know it
• 66:30 - 67:00 if we give up before the change we miss it persistence pays and consistency compounds as martial arts legend Bruce Lee said long-term consistency trumps short-term intensity leadership is developed daily not in a day that is the reality dictated by the law of process Benjamin Disraeli asserted The Secret of success in life is for a man to be ready for his time when it
• 67:00 - 67:30 comes what a person does on a discipline consistent basis gets him ready no matter what the goal there's an old saying Champions don't become champions in the ring they are merely recognized there that's true if you want to see where someone develops into a champion look at his daily routine former heavyweight champ Joe Frazier stated you can map out a fight plan or a
• 67:30 - 68:00 life plan but when the action starts you're down to your reflexes that's where your road work shows if you cheated on that in the dark of the morning you're getting found out now under the bright lights boxing is a good analogy for leadership development because it's all about daily preparation even a person with natural Talent has to prepare and train to become successful one of this country's greatest leaders
• 68:00 - 68:30 was a fan of boxing president Theodore Roosevelt in fact one of his most famous quotes uses a boxing analogy it's not the critic who counts not the man who points out how a strong man stumbled or where the doer of Deeds could have done them better the credit belongs to the man who is actually in the arena whose face is marred by dust and sweat and blood who strives valiantly who airs and comes
• 68:30 - 69:00 short again and again and who knows the great enthusiasms the great devotions and spends himself in a worthy cause who at best knows in the end the Triumph of high achievement and who at the worst if he fails at least fails while daring greatly so that his place shall never be with those cold and timid Souls who know neither Victory nor defeat Roosevelt a boxer himself
• 69:00 - 69:30 was the ultimate Man of Action Not only was he an effective leader but he was one of the most flamboyant of all U.S presidents British historian Hugh Brogan described him as the ableist man to sit in the white house since Lincoln the most vigorous since Jackson and the most bookish since John Quincy Adam TR Roosevelt's nickname is remembered as an outspoken Man of Action and proponent
• 69:30 - 70:00 of the vigorous life while in the white house he was known for regular boxing and Judo sessions challenging horseback rides and long strenuous hikes a French Ambassador who visited Roosevelt used to tell about the time when he accompanied the president on a walk through the woods where the two men came to the banks of a stream that was too deep to Cross by foot TR Str stripped off his clothes and expected the dignitary to do the same so
• 70:00 - 70:30 that they could swim to the other side nothing was an obstacle to Roosevelt at different times in his life Roosevelt was a cowboy in the wild west an Explorer and a Big Game Hunter and a rough riding Cavalry officer in the Spanish-American War his enthusiasm and stamina seemed boundless as the vice presidential candidate in 1900 he gave 673 speeches and traveled 20 000 miles while
• 70:30 - 71:00 campaigning for President McKinley and years after his presidency while preparing to deliver a speech in Milwaukee Roosevelt was shot by a would-be assassin with a broken rib and a bullet in his chest Roosevelt insisted on delivering his one-hour speech before allowing himself to be taken to the hospital of all the leaders this nation has ever had Roosevelt was one of the toughest both physically and mentally
• 71:00 - 71:30 but he didn't start that way America's Cowboy president was born in Manhattan to a prominent wealthy family as a child he was puny and sickly he had debilitating asthma possessed very poor eyesight and was painfully thin his parents weren't sure that he would survive when he was 12 young Roosevelt's father told him you have the mind but you do not have the body and without the help of the body the Mind cannot go as far as
• 71:30 - 72:00 it should you must make the body and make it he did he lived by the law of process TR began spending time every day building his body as well as his mind and he did that for the rest of his life he worked out with weights height ice skated Hunted rode horseback and boxed Roosevelt said I had a great admiration for men who were Fearless who could hold their own
• 72:00 - 72:30 in the world and I had a great desire to be like them by the time TR graduated from Harvard he was like them and he was ready to tackle the world of politics Roosevelt didn't become a leader overnight either his road to the presidency was one of slow continual growth as he served in various positions ranging from New York City Police Commissioner to president of the United States he kept learning and growing and in time
• 72:30 - 73:00 he became a strong leader under his leadership the United States merged as a world power developed a first-class Navy and built the Panama Canal he negotiated peace between Russia and Japan winning a Nobel Peace Prize in the process and when people questioned tr's leadership he had first become president when McKinley was assassinated he campaigned and was re-elected by the largest majority of any president up to
• 73:00 - 73:30 this time on January 6 1919 at his home in New York Theodore Roosevelt died in his sleep then vice president Marshall said death had to take him sleeping for if Roosevelt had been awake there would have been a fight and when they removed him from his bed they found a book under his pillow up to the very last TR was striving to learn and improve himself he was still
• 73:30 - 74:00 practicing the law of process if you want to be a leader the good news is that you can do it everyone has the potential but it isn't accomplished overnight it requires perseverance and you absolutely cannot ignore the law of process leadership doesn't develop it a day it takes a lifetime what I teach the laws of leadership at
• 74:00 - 74:30 conferences the law process is one of my favorite ones and the reason is because I think that people really believe that if they just read one book on leadership or if they attend one conference on leadership that somehow is going to make a major change in their life and one of the things I love to teach off the law of process is the phrase consistency compounds let me explain to you just kind of what
• 74:30 - 75:00 I mean by that I share in the chapter that I just read to you that if a genie could pop out of a bottle and I could have one wish I wish that you could see me not now in my 70s I wish you could see me when I was in my 20s when I started out as a leader I don't think I was particularly good I certainly know that I didn't set myself apart from other young meters I don't think anybody looked at me at 24 25 26 and said he's going to be an
• 75:00 - 75:30 amazing leader I just don't think I was that good but I tried to be very consistent in my daily growth it goes back to Earl Nightingale saying to me that you know John and five years if you spend one hour a day every day on the same subject you will become an expert in it and I tried that and in the beginning I was like most people well how long is this going to take me and so I was kind of in a
• 75:30 - 76:00 countdown mode through those five years how long will it take and then interestingly in the middle of my five-year process I started asking the question how far can I go you see the law of process was becoming a reality in my life over time consistency compounds over time staying focused on the subject of leadership asking questions practicing leadership being around other great leaders over
• 76:00 - 76:30 time I became a good leader some today might even say a great leader here's what I know it didn't happen overnight so I want to encourage you wherever you are right now start the process the way that you learn to be a leader is by practicing leadership and the more that you practice day in day out that law of process will become a reality to you
• 76:30 - 77:00 and someday you'll look at yourself and say wow how did this happen how did I get to where I am and you'll realize one step at a time one day at a time the law of process really works in helping you to develop your leadership so good luck start walking don't stop it's uphill all the way but it's worth the price that you pay for the journey
• 77:00 - 77:30 leadership 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 had 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
• 77:30 - 78:00 one group was led by a Norwegian Explorer rauld amundsen ironically ahmedson had not originally intended to go to Antarctica his desire was to be the first man to reach the North Pole but when he learned that Robert Perry had beaten him there amundsen changed his goal and headed toward the other end of the Earth North or South he knew his planning would pay off
• 78:00 - 78:30 before his team ever set off amundsen had assessed the coming challenges and painstakingly planned his trip he studied the methods of the indigenous Arctic people and other experienced cold weather Travelers and he determined that their best course of action would be to transport all their equipment and supplies by dog sled when he assembled his team he chose expert skiers and Dog Handlers his
• 78:30 - 79:00 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 their following day's travel Amazon's forethought and attention to detail was incredible he located and stocked Supply Depots all along the intended route that way they would not have to carry every bit of their supplies with them on
• 79:00 - 79:30 the whole trip he also equipped his people with the best gear possible before he set off Amazon had taken the trip in his mind carefully considering every possible aspect of the journey faking it through and planning accordingly and it paid off the worst problem they experienced on their trip was an affected tooth one man needed to have extracted the other team of people was led by
• 79:30 - 80:00 Robert Falcon Scott a British naval officer who had previously done some exploring in the Antarctic area Scott's expedition was the antithesis of amundsens instead of using dog sleds Scott decided to use motorized sludges and ponies their problems began when the motors in the sludges stopped working only five days into the trip the ponies didn't fare well either in those frigid temperatures
• 80:00 - 80:30 when they reached the foot of the trans Antarctic mountains all of the poor animals had to be killed as a result the team members themselves ended up hauling the 200 pound sledges it was arduous work Scott hadn't given enough attention to the team's other equipment either everyone on the team developed frostbite and became Snowblind because of the inadequate clothing and goggles the team was always low on food and water
• 80:30 - 81:00 the Depots of supplies were inadequately stocked too far apart and poorly marked making them very difficult to find because they were continually low on fuel to melt snow everyone became dehydrated making things even worse was Scott's last minute decision to take along a fifth man even though they had prepared enough supplies for only four after covering a grueling 800 miles in 10 weeks Scott's exhausted group finally
• 81:00 - 81:30 arrived at the South Pole on January the 17th 1912. there they found the Norwegian flag flapping in the wind and a letter from amundsen the other well-led team had beaten them there by more than a month Scott's expedition to the South Pole is a classic example of a leader who could not navigate for his people but their track back was even worse Scott insisted they collect and carry
• 81:30 - 82:00 back 30 pounds of geological specimens more weight to be carried by worn out men the group's progress became slower and slower one member of the party sank into a stupor and died another suffering severe frostbite purposely walked out into the blizzard to keep from hindering the group before he left the tent he said I'm just going outside I may be sometime
• 82:00 - 82:30 Scott at his final two team members made it only a little farther north before giving up they died 150 miles from their base camp we know their story only because they spent their last hours updating their Diaries and writing letters some of the last words Scott wrote were we have been to the pole and 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
• 82:30 - 83:00 we very nearly came through and it's a Pity to have missed it but lately I have felt that we have overshot the mark Scott had great courage but only at the end did he recognize his shortcomings far he saw that anyone can steer a ship but it takes a leader to chart the course because he did not live by the law of navigation he and his companions died by it one thing all leaders have in common is
• 83:00 - 83:30 the ability to see more and before they see more than others do because they see the big picture which not all people grasp and they see what's coming before others do this gives them an advantage when it comes to navigating for people that they lead and today with the rapid pace of life that ability to see before others do is especially important so that they don't let their team get blindsided the larger the organization someone
• 83:30 - 84:00 leads the more clearly the leader has to be able to see ahead that's true because sheer size makes mid-course Corrections more difficult and if there are errors in navigation many more people are affected than when a leader is traveling alone or with only a few people the disaster of the Titanic was a good example of that kind of a problem the crew could not see far enough ahead to avoid the iceberg altogether
• 84:00 - 84:30 and because of the size of the ship they could not maneuver enough to change Course once the object was in view the result was that more than one thousand people lost their lives first-rate Navigators always have in mind that people are depending on them and their ability to chart a good course I read an observation by James a Autry in life and work a manager search for
• 84:30 - 85:00 meaning that illustrates this idea he wrote that occasionally you hear about the crash of four military planes flying together in a formation the reason for the loss of all four is this when jet fighters fly in groups of four One Pilot the leader designates where the team will fly the other three planes fly on the leader's Wing adjusting to him and following wherever he goes whatever moves the leader makes
• 85:00 - 85:30 the rest of the team will make along with him that's true whether he soars in the cloud or smashes into a Mountaintop before good leaders take their people on a journey they take steps to give the trip the best chance for success number one Navigators keep their emotions from clouding their vision recently I came across something that writer Professor C.S Lewis wrote in 1948 because people were worried about dying
• 85:30 - 86:00 as a result of the atomic bomb it reminded me of the fear people experienced during the covid-19 pandemic Lewis wrote we think a great deal too much of the atomic bomb how are we going to live an atomic age I'm tempted to reply why as you would have lived in the 16th century when the plague visited London almost every year or as you would have lived in a viking age when Raiders from Scandinavia might
• 86:00 - 86:30 land and cut your throat any night or indeed as you are already living in an age of cancer an age of syphilis an age of paralysis an age of Air Raids and age of Railway accidents an age of motor accidents in other words do not let us Begin by exaggerating the novelty of our situation believe me dear sir or Madam you and all whom you love were already
• 86:30 - 87:00 sentenced to death before the atomic bomb was invented it is perfectly ridiculous to go about whimpering and drawing long faces because the scientists have added one more chance of painful and a premature death to a world which already bristled with such chances and in which death itself was not a chance at all but a certainty this is the first point to be made and the first action to be taken
• 87:00 - 87:30 is to pull ourselves together no matter the conditions we Face leaders must not panic they can't let the circumstances prevent them from seeing more and before and from navigating people through their difficulties Tom Morris in his book Plato's Lemonade Stand offers a metaphor that can help leaders avoid getting caught up in emotion that might otherwise paralyze them imagine Life as a large Wagon Wheel writes Morris
• 87:30 - 88:00 if we emotionally live on the Outer Rim then as the wheel turns will be spun around to extreme highs and lows in Rapid and dizzying succession but if we can learn to move closer toward the midpoint of the Hub we become much more centered the will will still spin but we won't be so dramatically thrown by its motion that's a position of power the best Navigators are able to delay
• 88:00 - 88:30 their emotions long enough to work through a problem when people are dependent on them to lead how can they do that first by knowing and staying true to their definition of success for example the definition of success that guides me internally states that success is having those closest to me love and respect me the most this keeps me grounded and faithful my external definition of success is knowing my purpose and growing to my
• 88:30 - 89:00 potential and sowing seeds that benefit others these two definitions give me perspective as I face challenges second factor that helps good Navigators keep their heads in the midst of difficult circumstances dedication to being bigger on the inside than the outside this comes from having more faith and fear and from embracing good values when facing difficult times values keep us from losing our way or from giving up
• 89:00 - 89:30 number two Navigators draw on past experience every past success and failure that you've experienced can be a valuable source of information wisdom if you allow it to be while successes can teach you what you're capable of doing and give you confidence failures often teach greater lessons they reveal wrong assumptions character flaws errors in judgment and
• 89:30 - 90:00 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 as I explained in my book failing forward if you fail to learn from your mistakes you're going to fail again and again 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 move on I
• 90:00 - 90:30 know this because that is my tendency but I'm not very good at navigating it's one of my leadership weaknesses good Navigators take time to reflect and learn from their experiences I wrote about this in my book how successful people think but allow me to recount some advantages of reflective thinking reflective thinking gives you true perspective refractive thinking gives emotional
• 90:30 - 91:00 Integrity to your thought life reflective thinking increases your confidence in decision making it also clarifies the big picture and finally reflective thinking takes a good experience and makes it a valuable experience each benefit gives a leader a great Advantage when planning next steps for a team and for an organization number three Navigators examine the conditions before committee
• 91:00 - 91:30 try not 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 look at the present and try to anticipate the future so that they can count the cost before making commitments for themselves and
• 91:30 - 92:00 for their team they examine not only measurable factors such as finances resources and talent but also intangibles such as time in morale momentum culture and so on I'll discuss this more in the laws of intuition the laws of timing Navigators number four listen to others no matter how much you learn from the past it will never tell you all that you
• 92:00 - 92:30 need to know about the present no matter how good a leader you are you will not see everything you need to that's why top-notch Navigators gather information from many sources for example before rolled amundsen's expedition to the South Pole he learned from a group of Native Americans in Canada about warm clothing and Arctic survival techniques the skills and practices met the difference between failure and success for his team in
• 92:30 - 93:00 Antarctica navigating leaders get ideas from many sources they listened to members of their leadership team they talked to people in their organization to find out what's happening at the Grassroots level and they spent time with leaders from outside the organization who can mentor them they always think in terms of relying on a team not just themselves number five Navigators balance both fact and faith
• 93:00 - 93:30 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 also have to be able to realistically deal with facts you can't minimize obstacles or rationalize challenges and still navigate effectively pretending
• 93:30 - 94:00 obstacles don't exist won't help you to overcome them if you don't go in with your eyes wide open you're going to be blindsided Jim Collins confirmed the balance between faith and fact and his 2001 book good to great he calls it the Stockdale Paradox after Admiral Jim Stockton Elementary writes you must retained faith that you will prevail in the end and you also must confront the most brutal facts of
• 94:00 - 94:30 your current reality balancing optimism and realism intuition and planning faith and fact can be very difficult but that's what it takes to be effective as a navigating leader I remember the first time I really understood the importance of the law of navigation I was 28 years old I wanted to lead my organization through a difficult challenge unlike anything I'd ever done
• 94:30 - 95:00 before but I was aware of my shortcomings as a navigator I took no joy in getting into logistical details and I was very impatient so to help me create a way forward in the navigation process I developed a strategy that I have used repeatedly in my leadership I wrote it as an acrostic based on plan ahead so that I would also be able to remember it
• 95:00 - 95:30 the letter P stands for predetermine the course of action the letter L lay out your goals the letter A adjust your priorities and then the letter n notify key personnel the letter A allow time for acceptance and the letter H had into action e expect problems a always point to your successes and then the letter D Daily Review your plan
• 95:30 - 96:00 leaders who are good Navigators plan ahead they see more and before others and they prepare more than before this enables them to find a way forward as well as convey confidence and gain trust from the people great leaders do all that plus they make navigational adjustments changing course when needed as they go along more than once Robert falcum Scott
• 96:00 - 96:30 could have made navigational adjustments that might have saved his team when the motorized sludges failed he could have turned back or when they realized the ponies couldn't make the trip into the mountains instead he valued reaching the pole more than keeping his team alive he demonstrated an inflexibility that prevented him from making good decisions and in the end it's not the size of the project that determines its acceptance support or
• 96:30 - 97:00 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 for leaders to be at their best they need to do all 21 laws well but at the same time nobody does all 21 well of all the laws I'm probably the worst at the law of navigation however I'm fortunate to have someone leading my organization who is better at
• 97:00 - 97:30 navigation than I am Marco I was reminded of his ability to chart the course as the covid-19 pandemic struck in the spring of 2020. in February 2020 Mark and I were in Israel leading tour groups of the Holy Land when we were about a week and a half away from the end of the tour we began hearing news about a potential pandemic on the horizon already in some countries officials were
• 97:30 - 98:00 talking about shutting down travel we started to have concerns about getting everyone in our group home from Israel and getting home ourselves but we also had another difficult leadership challenge to navigate we were then four weeks away from holding our twice annual International Maxwell certification event our biggest Conference of the year more than 3 000 people from 64 Nations had signed up and were scheduled to attend we needed to figure out whether to hold the conference or cancel it
• 98:00 - 98:30 but there was a lot on the line if we cancel the conference we would lose millions of dollars we had already given money to the hotel in Orlando where we hold the conference and we would also be responsible to pay for a huge block of rooms whether or not they were used plus we had a deadline in a few days to pay an additional one million dollars for food we had a decision to make we could plow ahead and hold the conference everything in the United States was still open for
• 98:30 - 99:00 business the airlines were flying and we could tell everyone who had signed up to come that would save us financially but what would it do to the people who had signed up for the conference Mark took ownership of navigating the company through these decisions his values were his guiding principles our number one value is valuing people Mark said we were in Israel experiencing the stress of not knowing what was going to happen not knowing if we would be able
• 99:00 - 99:30 to get on planes to go home I knew that the people signed up for the IMC were experiencing that same stress and doubt we waited as long as we could to make the call because we wanted to see what would happen said Mark but in the end we needed to do what was right for the people we canceled the event in time for people to change their travel early enough to get their money back the decision was difficult but clearer
• 99:30 - 100:00 Mark said simply sometimes it costs money to put people first Mark did the right thing and we were prepared to deal with the negative Financial Fallout but then two weeks later something happened Walt Disney World closed and the hotels in Orlando shut down our company wasn't going to be responsible for rooms that could not be occupied Mark used that opportunity to work with the hotel to renegotiate our deal with them for future IMC events but we still
• 100:00 - 100:30 had thousands of people anxious to be certified as Maxwell leadership coaches what were we going to do about that with the help of our staff Mark navigated that too they created a virtual event in August 2020 and we ended up training and certifying more than 6 000 coaches virtually it was the largest trading that we had ever held since then Mark has developed a system in which we train as larger group as we can in person according to the
• 100:30 - 101:00 circumstances while simultaneously providing virtual training to people not traveling to Orlando it became a huge win for the coach's end for us that's what good leaders do they do more than steer the ship they chart the course when they practice the law of navigation they create wins for people on their team the organization and everyone they serve what could be better than that
• 101:00 - 101:30 as I was reading to you the law of navigation thinking of this is probably the weakest area in my leadership I began to feel a sense of gratitude for the people I have around me I often teach that your team the people that you have around you they're not there to compete with you they're really there to complete you to compliment you to add value to you
• 101:30 - 102:00 and I thought about the people on my team that were good Navigators much much better than me and I thought of myself as a quarterback you see quarterback he really doesn't get paid to run the ball quarterback gets paid to to get the ball to the person who has the greatest potential of succeed so when that quarterback grabs that ball his first thought is I'm going to run his first thought is
• 102:00 - 102:30 how do I get this ball to the person who has the greatest potential to succeed in the law of navigating I sit down with my team and I let them know very openly honestly that navigating isn't my strength so who's going to be able to carry the ball who's going to be able to take ownership of it and as a group what we have discovered with Incredible Joy is the teamwork really does make the Dream Work and what we've discovered is
• 102:30 - 103:00 that when you let the team come together and you let them carry the weight the load have the vision the responsibility of implementing their giftedness into the vision and the mission of the organization then navigation becomes a great reality in your life so I suggest you do what I do very simple look at the laws that you're not strong at bring the group together which ones are good in this case at
• 103:00 - 103:30 navigating hand the ball off to them and by the way all great leaders I know they don't always lead sometimes I get in line and I follow with the rest it works really well so the law of navigating it's for mature people who realize and are self-aware that they can't do all the laws if this is one of them that they don't do well pass it on to another person let them take ownership and by the way give them the credit
• 103:30 - 104:00 what I've discovered is when the team compliments me and completes me and I point to them and to thank them especially publicly they can hardly wait to pick up another load for me on another day leadership law number five the law of addition leaders add value by serving others in a world where many political leaders
• 104:00 - 104:30 enjoy their power and prestige and where CEOs of large corporations make astronomical incomes work and live in luxury and appear to be most concerned with what's in it for them Jim Senegal was an oddity Senegal is the co-founder and former CEO of Costco one of the largest retailers in the world and an organization that regularly ranks near the top as a best brand admired company and respected
• 104:30 - 105:00 retailer he retired in 2012. while he was CEO synagogue didn't seem much interested in the perks of leadership he worked in an unremarkable office comprised primarily of folding tables and chairs if you invited people to meet him at the corporate offices he went down to the lobby himself to meet them he answered his own phone and the salary he took was modest a third of the average CEO's salary during his tenure
• 105:00 - 105:30 Senegal's path to corporate leadership wasn't typical either he didn't attend an Ivy League school he wasn't a lawyer or a CPA as a teenager he thought of becoming a doctor but his high school grades were less than stellar so he went off to a community college and earned an associate degree while he was attending San Diego State College now University he helped a friend unload mattresses at
• 105:30 - 106:00 a new local retail store called fedmark what he expected to be one day of work turned into a regular job when he received a promotion he discontinued his studies he had found his career and Mentor Soul price fed March chairman under Price's guidance Senegal Rose to the post of Executive Vice President for merchandising Senegal later helped price found Price Club and then went on to
• 106:00 - 106:30 co-found Costco in 1983 with Jeffrey H Brockman the company's growth was rapid and Costco purchased and merged with Price Club 10 years later retail experts give a lot of attention to Senegal's formula for success offer a limited number of items rely on high volume cells keep costs as low as possible and don't spend money on Advertising
• 106:30 - 107:00 but there is something that separated him from the competitors who employ similar strategies the way he treated his employees he believed in pain as employees well and offering them good benefit packages synagogue believed that if you pay people well you can get good people and good productivity you also get employee loyalty Costco has by far the lowest employee turnover rate in all of retailing
• 107:00 - 107:30 but Senegal's leadership style of adding value didn't end with the employee compensation he went out of his way to show Costco workers that he cared about them he maintained an open door policy with everyone he warn employee name tag was on a first name basis with everyone and made sure to visit every single Costco store at least once a year no manager and no staff in any business
• 107:30 - 108:00 feels very good if the boss is not interested enough to come and see them said Senegal the employees know that I want to say hello to them because I like them the only real criticism of Senegal came from Wall Street analysts there believe that Senegal was too kind and generous to his people they wanted him to pay employees less and squeeze them more but Senegal wouldn't think of it he believed that if you treat the employees
• 108:00 - 108:30 and customers right profits will follow on Wall Street he observed they're in the business of making money between now and next Thursday I don't say that with any bitterness but we can't take that view we want to build a company that will still be here 50 and 60 years from now when it came down to it Senegal was more focused on adding value to People by serving them than on serving himself it's improper for one person to take credit when it takes so many people to
• 108:30 - 109:00 build a successful organization stated Senegal he lived by the law of addition he said 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 a hundred or two hundred or three hundred times more than the average person working on the floor is wrong Senegal summed it up this way this is not altruistic this is good business
• 109:00 - 109:30 he could also say it's good leadership why do leaders lead if you were to ask a lot of leaders you might hear a variety of responses believing a Leader's job is to well be in charge make the organization run smoothly make money for the shareholders build a crate company make the organization better than the competition perhaps maybe winning is the
• 109:30 - 110:00 cause does a Leader's motive matter or is it simply getting the job done that's important what is the bottom line I didn't give Moses much thought until in the last 25 years I vividly remember speaking on leadership to a group of government officials in a developing Nation years ago and teaching that leaders add value by serving others I could see that many of the audience members look very uncomfortable as I talked about it
• 110:00 - 110:30 when I finished speaking and mentioned what I had observed to one of my hosts he said yes I'm sure they did look uncomfortable what you have to realize is that probably more than half of those people killed someone to obtain their current position of power I've seen and heard a lot of things around the world but that shocked me in that moment I realized that I should never take for granted why leaders lead and how they go about doing it many people view leadership the same way
• 110:30 - 111:00 that they view success hoping to go as far as they can to climb the ladder to achieve the highest position possible for someone with 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
• 111:00 - 111:30 relationships either add or subtract from a person's life if you're a leader then trust me you're having either a positive or A negative impact on the people that you lead how can you tell there's one critical question are you making things better for the people who follow you that's it if you cannot answer that with an unhesitant yes and show some evidence that backs it up then you may very well be a subtractor
• 111:30 - 112:00 often subtractors don't realize that they are subtracting from others I would say that ninety percent of all people who take more than they give do so unintentionally and they don't recognize how negative their impact is on others however when leaders are subtractors and don't change their ways it's only a matter of time before their impact on others goes from subtraction to division in contrast ninety percent of all the
• 112:00 - 112:30 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 that others want to follow and eventually if you add value to others long enough that value seems to multiply the people who make the greatest difference seem to understand this
• 112:30 - 113:00 if you examine some of the people who won Nobel Peace prizes for example Albert Schweitzer Martin Luther King Mother Teresa UC leaders who were less interested in their position and more interested in their positive impact on others if you read their writings or study their lives you notice that they wanted to make things better for others they didn't set out to receive the Nobel Prize they desired to engage in Noble service to their fellow human beings
• 113:00 - 113:30 a servant's mindset pervaded their thinking Albert Einstein who was awarded the Nobel Prize for physics in 1921 asserted only a life lived in the service of others is worth living he understood that great leadership meant great service so how do leaders serve their people Jim Senegal paid good wages and treated employees with respect Martin Luther King Jr LED people to
• 113:30 - 114:00 March for civil rights Mother Teresa cared for the sick and established places where others could do the same as a leader your best place to be in an organization is where you can serve others best the specifics will depend on Vision Talent opportunities and organization but the intention should always be the same to add value when you add value to people you lift them up help them Advance make them a
• 114:00 - 114:30 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 do those things as I try to live out the law of addition I follow four guidelines that help me add value to others I believe we can add value to others when we first truly value others becoming a leader means to give up our right to think of
• 114:30 - 115:00 ourselves first we need to focus on other people we must value people and demonstrate our caring in a way that our followers know it I'm told that in American Sign Language the sign for serving is to hold the hands out in front with Palms up and to move them back and forth between the signer and the signee and really that is a good metaphor for the attitude that certain leaders should possess
• 115:00 - 115:30 they should be open trusting caring offering their help and willing to be vulnerable leaders who add value by serving believe in their people before the people believe in them and they serve others before they are served number two we make ourselves more valuable to others the whole idea of adding value to people depends on the idea that you have something of value to add you can't give what you do not possess
• 115:30 - 116:00 what do you have to give others can you teach skills can you give opportunities can you offer insight and perspective gain through experience none of these things comes without a price if you have skills you gave them through study and practice if you have opportunities to give you acquire them through hard work if you possess wisdom you gained it by intentionally evaluating the experiences that you've had the more intentional you have been and growing personally the more you have to
• 116:00 - 116:30 offer and the more that you continue to pursue personal growth the more you will continue to have to offer number three know and relate to what others value inexperienced 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 learn their people's stories they find out about their hopes their dreams they become acquainted with
• 116:30 - 117:00 their aspirations and they pay attention to their emotions from those things they learn who their people are and what is valuable to them and then they lead based upon what they've learned when you do that everybody wins the organization the leader and the followers number four do things that God values this final value may not be for you if so just skip it but for me it's
• 117:00 - 117:30 non-negotiable I believe that God desires us not only to treat people with respect but also to actively reach out to them and serve them scripture provides many examples and descriptions of how we should conduct ourselves but here's my favorite captured by Eugene Peterson's the message when he finally arrives blazing in Beauty and All His angels with him the son of man will take his place on his
• 117:30 - 118:00 glorious throne that all the nations will be arranged before him and he will sort the people out much as a Shepherd sorts out sheep and goats putting sheep to his right and goes to his left then the cane will say to those on his right enter you who are blessed by my father take what's coming to you in this Kingdom I've been ready for you since the world's foundation and here's why I was hungry and you fed me I was thirsty and you gave me drink
• 118:00 - 118:30 I was homeless and you gave me a room I was shivering and you gave me clothes I was sick and you stopped to visit I was in prison and you came to me then those sheep are going to say master what are you talking about when did we see you hungry and feed you and thirsty and give you a drink and when do we see you sick or in prison and come to you then the king will say I'm telling you the solemn truth whenever you did one of these things to someone
• 118:30 - 119:00 overlooked or ignored that was me you did it to me that standard for my conduct influences everything I do not just in my leadership but especially my leadership because the more power I have the greater my impact on others for better or worse and I always want to be someone who adds value to others not takes it away God values people so much that when we add value to them
• 119:00 - 119:30 he takes it personally when you embrace the law of addition and become a leader who adds value by serving others in the end the math doesn't add up why do I say that because when you give you receive back even more than you gave and what you give gets multiplied I think of this as the servanthood surprise here's how I experienced it I thought adding value to others was
• 119:30 - 120:00 what I should do but I got a heart that valued people when we help others we can see them as weak when we try to fix others we see them as broken these attitudes make us feel Superior but when we serve others we see them as valuable that changes us it becomes part of us valuing people is part of my identity someday I will no longer be leading others but I will never stop serving
• 120:00 - 120:30 them that's who I am that's what I do another servanthood surprise for me was this I thought adding value to help others be successful was personal but I found out that it was contagious adding value to others was a personal decision it was something that came from within and I decided I needed to practice it every day privately what surprised me is that others join me when they saw the
• 120:30 - 121:00 joy of brought me they started adding value to others also the people of my organizations live to add value to other people another servant surprise I received was that I thought significance would come late in my life but significance came early in my career I made a decision to add value to others by training them and creating resources to help them that required me to do two things
• 121:00 - 121:30 develop creativity and consistency I needed to keep coming up with ideas and I needed to keep producing little did I know that these two attributes would compound and contribute so much to my success another servanthood surprise I had I thought adding value would have little return but it discovered that the return is amazing General Norman Schwarzkopf said you cannot help someone else get up a hill
• 121:30 - 122:00 without getting closer to the top yourself when I started adding value to others I had no idea how much it would help me and give me joy I've gotten back so much more than I've given when you serve others their success becomes your success when you add value to others by serving others you know it will help people but there's no telling what will happen or how far it will go for example One Day in 2016 I was
• 122:00 - 122:30 playing golf with Chris Hodges a pastor and a community leader in Birmingham Alabama who has served on the board of my non-profit organization for many years Chris is a wonderful person and a good friend Twain holds I asked Chris how I could serve him always humble and generous Chris said he couldn't think of anything so I pressed him and asked him what he was excited about immediately he began talking about Highlands College a school he was working to establish
• 122:30 - 123:00 there's no way I can help you with that I ask what's your greatest need Chris said he was trying to raise money for an endowment so that a thousand students a year could receive scholarships to attend the college at no cost my response was to give him a day I told him I'd come to Birmingham at my own expense spend time at a breakfast with top donors and then speak at a one day event for which he could sell tickets Chris accepted and we set it up
• 123:00 - 123:30 now here's the wonderful thing that day did raise some money for the college and it was successful enough that we decided to do it again the next year and every year since but even better it has also encouraged additional donors to give money too from the time Chris and I had that conversation on a golf course in 2020 Chris has raised a hundred million dollars for scholarships the little I added had been multiplied and that's how the law of addition inevitably works
• 123:30 - 124:00 when leaders add value by serving others the math doesn't add up everyone gets back more than they give if you desire to add value by serving others you'll 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 there's absolutely no downside to the law of addition is to think about the law of addition if
• 124:00 - 124:30 people were to describe me I think that they would probably attach me to this law more than any other it's not because I think it's a more important law but I really do live to add value to people in fact I've often said that kind of my life statement is that I add value to leaders who multiply value to others that I intentionally every day value people every day I think of ways to add value to people look for ways to add value to people I do things that add value to people and
• 124:30 - 125:00 I encourage people like you as I'm reading this book to you to intentionally add value to others to be a plus in people's lives here is what I know I've known a lot of unhappy successful people you know when I think of success I just think about you know things I do for myself you know my family my home my you know my stuff my money My Career Success is kind of like about me but significance is about others
• 125:00 - 125:30 and although I met a lot of unhappy successful people I've never met an unhappy person that added value intentionally others and lived their life to help other people that's amazing to me you see this incredible law of addition basically says if we'll forget ourselves and think of others if we'll continually intentionally add value to them it is really a life full of fulfillment so when I read the chapter to you on
• 125:30 - 126:00 this incredible law I thought of myself and I thought at 75 I'm finding so quickly that a life of adding value to people is a life that truly gives fulfillment and joy and a sense of significance that nothing else I think can ever be provided so this is a beautiful law it works in leadership but I want to tell you my friend it also just works in life just become intentional and in adding value to
• 126:00 - 126:30 people and living out this law of addition and I will promise you your life will not someday improve it will immediately improve so let's go after that leadership law number six the law of solid ground trust is the foundation of leadership how important is trust for a leader is it the most important thing trust is the foundation of leadership
• 126:30 - 127:00 it's the glue that holds people together on a team in an organization and even in a nation leaders cannot repeatedly break trust with people and continually influence them it just doesn't happen that's true in every area of society government education business religion Media Arts Sports and Healthcare broken trust undermines influence and organizations Fall Apart
• 127:00 - 127:30 in my lifetime I've observed the gradual breakdown of trust in our society especially of its leaders in the 50s and early 60s people had confidence in political leaders and in their federal government at that time nearly 80 percent of Americans believe the federal government could be trusted to do the right thing most of the time today only 24 percent of Americans trust the government in a 2020 Gallup poll people identified
• 127:30 - 128:00 members of Congress as the least honest and ethical Group by profession with only eight percent of people believing members of Congress demonstrated high or very high trustworthiness when did trust in government leaders begin to erode I believe it started in the mid and late 1960s during the Vietnam war in 1961 during President John F Kennedy's first year in office when he said he wanted to fight and contain
• 128:00 - 128:30 Communism by supporting South Vietnam most Americans supported him though he originally planned to provide only Aid that year he also sent 400 Green Beret Commandos to Vietnam as advisors the next year he sent an additional 12 000 military advisors as well as 300 helicopters and Pilots president Lyndon B Johnson who took office following Kennedy's assassination
• 128:30 - 129:00 escalated American involvement in the war in 1965 he set 150 000 troops and by 1966 more than 200 000 Americans had been sent to Vietnam even with reports of casualties Rising two-thirds of all Americans surveyed by the Lewis Harris poll believed that Vietnam was the place where the United States should stand and fight communism and most people expressed the belief
• 129:00 - 129:30 that the United States should stay until the fight was finished if you know anything about the 1960s you know that the war in Vietnam divided the country it sparked protest inspired a huge anti-war movement and brought about radical social change how did the country move from overwhelming support to overwhelming opposition the people lost trust in the nation's
• 129:30 - 130:00 leaders Johnson and his secretary of defense Robert McNamara weren't honest with the American people about the war as early as 1962 McNamara told the public that they were winning the war in his book in retrospect McNamara recounted that he repeatedly minimized American losses and told only half truths about the war for example he said upon my return to Washington from Saigon on December 21
• 130:00 - 130:30 1963 I was less than candid when I reported to the Press I said we observed the results of a very substantial increase in Vietcong activity true but I then added we reviewed the plans of the South Vietnamese and we have every reason to believe they will be successful that would be 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
• 130:30 - 131:00 time people recognized that his words and the facts weren't matching up more and more young men were being drafted and sent to Vietnam yet they were losing the war the American public began to lose faith years later McNamara admitted his failure we have the Kennedy and Johnson administrations who participated in the decisions on Vietnam acted according to what we thought were the principles and traditions of this nation
• 131:00 - 131:30 we made our decisions in light of those values yet we were wrong terribly wrong the error that had begun with hope and idealism characterized by John F Kennedy ultimately ended with mistrust and cynicism associated with Richard Nixon following Watergate and Nixon's resignation whenever a leader breaks the law of Solid Ground he pays a price in his leadership and the people who are asked to follow him suffer too
• 131:30 - 132:00 the repercussions of broken trust that started to rise in the 60s continue today not only with political leaders but with leaders in business religious institutions and the entertainment industry why because they have broken trust I've become well known for teaching that everything Rises and falls on leadership I believe that to my very core everything Rises When leaders
• 132:00 - 132:30 demonstrate competence and good values and everything falls When leaders demonstrate incompetence and poor values now why do I say this When leaders lack competence they can't accomplish anything and When leaders lack good values they can't be trusted they lack character without both competence and good values they won't be able to get people to follow them if vision is like the head in an organization and mission is like the
• 132:30 - 133:00 heart then values are like the soul who wants to be part of a soulless organization because trust can seem so intangible perhaps it would help to think of it like coins in your pocket each time you make a good leadership decision through competence or good values you earn more coins and each time you make poor decisions you pay out some of your coins to the
• 133:00 - 133:30 people you're asking to follow you all leaders have a certain number of coins or amount of change in their pocket when they start in a new leadership position whatever they do either builds up the number of coins or depletes it if leaders make one bad decision after another they keep paying out in coins then one day after making one last bad decision they suddenly and irreparably reach into the pocket and find
• 133:30 - 134:00 there's nothing there they've run out of coins it doesn't even matter if the last blunder was big or small at that point it's too late when you're out of coins you're out as a leader as Craig weather up who retired as founding chairman and CEO of the Pepsi Bottling group acknowledge people will tolerate honest mistakes but if you violate their trust you'll find it very difficult to ever regain their confidence that is one reason that you
• 134:00 - 134:30 need to treat trust as your most precious asset you may fool your boss but you can never fool your colleagues or your subordinates character and competence always go hand in hand journalist and former president of the United States Business Industrial Council and the Harrigan said the role of character always has been the key factor in the rise in the fall of Nations and one can be sure that America is no exception to this rule of History
• 134:30 - 135:00 we won't survive as a country because we are smarter or more sophisticated but because we are we hope stronger inwardly in Short character is the only effective bulwark against internal and external forces that lead to a country's disintegration or collapse character and good values make trust possible and Trust makes leadership possible that is the law
• 135:00 - 135:30 of solid ground whatever 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 that they don't trust a person's character quickly
• 135:30 - 136:00 communicates many things to others here are the important ones leaders without Inner Strength can't be counted on day after day because their ability to perform changes constantly NBA great Jerry West commented you can't get too much done in life if you only work on the days when you feel good 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
• 136:00 - 136:30 when I think of leaders who epitomize consistency of character the first person who comes to mind is Billy Graham regardless of your personal religious beliefs people trusted him why because he modeled High character for more than half a century he lived out his values every day he never made a commitment unless he was going to keep it and he went out of his way to personify integrity British politician and writer John
• 136:30 - 137:00 Morley observed no man can climb out beyond the limitations of his own character weak character is limiting who do you think has the greater potential to achieve great dreams and have a positive impact on others someone who is honest disciplined and hardworking or someone who is deceitful impulsive and lazy it sounds obvious when it's phrased that way doesn't it
• 137:00 - 137:30 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 in the capacity to lead why because people with weak character are not trustworthy and trust is the foundation of leadership Craig weather up explained you don't build trust but talking about it you build it by achieving results always with integrity and in a manner that shows real personal regard for the
• 137:30 - 138:00 people with whom you work When leaders have strong character people trust them and they trust in their ability to release their potential that not only gives their followers hope for the future but it also promotes a strong belief in themselves and their organization character communicates respect when you don't have character within you can't earn respect without respect is absolutely essential for
• 138:00 - 138:30 lasting leadership how do leaders earn respect by making tough decisions by admitting their mistakes and by putting what's best for their followers and the organization ahead of their personal agendas respect is earned on difficult ground years ago a movie was made about the 54th Massachusetts Infantry Regiment and it's Colonel Robert goldshaw the film was called Glory and though
• 138:30 - 139:00 some of its plot was fictionized the Civil War story of Shaw's Journey with his men and the respect he earned from them was real the movie recounted the formation of this unit in the Union Army which was the first to be composed of black soldiers Shaw a white officer took command of the regiment oversaw recruiting selected the white officers equipped the men and
• 139:00 - 139:30 trained them as soldiers he drove them hard knowing that their performance in battle would either vindicate or condemn the value of black people as soldiers and citizens in the minds of many white Northerners in the process the soldiers in Shaw earned one another's respect a few months after their training was complete the men of the 54th got the opportunity to prove themselves in the union assault on Confederate Fort Wagner in South
• 139:30 - 140:00 Carolina Shaw's biographer Russell Duncan said of the attack with the final admonition to prove yourselves men Shaw position himself in front and ordered forward years later one soldier remembered that the regiment fought hard because Shaw was in front not behind almost half of the 600 men of the 54th who fought that day were wounded captured or killed
• 140:00 - 140:30 though they fought valiantly they were unable to take Fort Wagner and Shaw who had courageously LED his men to the top of the fort's pyramid in the first assault was killed among his men Shaw's actions on that final day solidified the respect his men already had for him two weeks after the battle albinus Fisher a sergeant in the 54th said I still feel more eager for the struggle
• 140:30 - 141:00 than I ever yet have for I now wish to have revenge for our Gallant colonel J.R Miller once observed the only thing that walks back from the tomb with the mourners and refuses to be buried is the character of a man this is true what a man is survives him it can never be buried Shaw's character strong to the last had communicated a level of respect to his men that lived Beyond him
• 141:00 - 141:30 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 but honor the law and build trust and people will follow you even through the toughest of situations that is what Rick Hendrick has done in one of the toughest businesses Henrik grew up on a farm in Virginia but his
• 141:30 - 142:00 great love was Vehicles he worked on Farm engines as well as the cars his father raced on drag strips he was so captivated by cars and racing that with his father's help he build a 1931 Chevy into a race car when the older boys at high school bragged about their cars he offered to meet them at the racetrack they didn't show up on that designated day but he raced anyway
• 142:00 - 142:30 against the professionals and he won he was 14 years old two years later he won a Statewide engine troubleshooting contest I think it was inevitable that he would gravitate to the car business he started at a small used car lot and by age 23 it was named the general manager three years later General Motors approached him about taking over a tiny failing Chevy dealership in another town
• 142:30 - 143:00 promising that if he made that one work they'd offer him a big dealership so in 1976 he sold his assets bought the failing franchise moved and started over when he made the dealership successful GM kept their promise those were the first steps toward what would become the Rick Hendrick Automotive Group the collection of more than a hundred and thirty dealerships that he now owns Henrik never lost his love for racing he
• 143:00 - 143:30 founded his own racing team which in 1985 he named Hendrick Motorsports his team has won 13 Nascar titles and one more races than any other team in history in 2017 he was inducted into the Nascar Hall of Fame how has Rick Hendrick become so successful Trust he is known for doing deals with nothing but a handshake
• 143:30 - 144:00 his high competence and strong character creates Solid Ground for him particularly marked by his care for people when he visits one of his stores he always enters through the back door so that he can greet the technicians the porters the part staff he learns people's names one of his mottos is people before prophets that philosophy of business got tested during the covid-19 pandemic in March 2020 as covid-19 spread most
• 144:00 - 144:30 people the car business quickly downsize staff Hendrick said his peers let go twenty percent of their employees he wasn't going to do that he let his 11 000 employees know that he was not letting anyone go he would pay them out of his own pocket and they would figure out how to get through the trouble together Hendrick said if I preach my people are my biggest asset and I tell them that
• 144:30 - 145:00 they're the most important part of our company then when things happen you've got to stand up and stand with them Hendrick was prepared to carry his employees for many months but as it turned out things began to turn around after only two While others in his industry scrambled to rebuild their teams Hendricks dealerships were already running on eight cylinders and 2020 became the most profitable year in his company's history it wasn't profit over people said
• 145:00 - 145:30 Hendrick it was people over profits and the prophets came no wonder his top 15 leaders have been with him an average of 25 years they trust him deeply how did the members of your team feel about you Are You On Solid ground with them do they trust your competence and character do they know that you have good values and practice them even in the toughest times if so your influence will keep
• 145:30 - 146:00 increasing if not you may need to do some work you cannot escape the law of solid ground because trust is the foundation of leadership when I think of the laws of leadership the law of solid ground may I say is is solid I think that our values are only tested during difficult times I think during good times even average
• 146:00 - 146:30 times we're not tested too much to back up the words that we say with the actions that we live out and so therefore it's possible for us to not be exactly the same person that we talk about but when the adversity comes when the pressure comes hey when covet comes very quickly you separate the players from The Pretenders what I've discovered is this the players
• 146:30 - 147:00 the people that are trustworthy the people that Embrace great values it's that embracement of those things that are vitally important that really make up the difference Marco the CEO of the John Maxwell Enterprise and he's also part owner when covid-19 hit Mark and I literally sat down and said what are we going to do we really made the same decision that Mr Hendrick made at Hendrick Motorsports we
• 147:00 - 147:30 decided that we would do the right thing for the people that we keep everybody on the payroll in fact I remember saying Mark you know if we don't make it let's just say give the worst case scenario let's say that we all go bankrupt at least we can look at our people with Integrity right in the eye and say to them we really did our best I think that is essential you know Roy Disney the brother of Walt Disney said
• 147:30 - 148:00 it's pretty easy to make good decisions when you know what your values are well that's what the law of solid ground is all about it's based upon good values and what we have discovered in our non-profit organization equip and in the John Maxwell Leadership Foundation as we do transformation in countries based on values around small groups here's what we have discovered when people learn good values and when they live those good values out
• 148:00 - 148:30 they become more valuable they become more valuable to themselves and they become more valuable to others and that my friend is the law of solid ground leadership law number seven the law of respect people naturally follow better leaders than themselves if you had seen her your first reaction might not have been respect she wasn't very impressive looking
• 148:30 - 149:00 person at all just a little over five feet 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 it revealed that her top two front teeth were missing she lived alone the story was that she had abandoned her husband when she was 29. she gave him no warning one day he woke up and she was gone
• 149:00 - 149:30 her employment was erratic and most of the time she took domestic jobs in small hotels scrubbing floors making up rooms and cooking just about every spring and fall she would disappear from her place of employment come back broke and work again to scrape together funds when she was present on the job she worked hard and seemed physically tough but she was known to suddenly fall
• 149:30 - 150:00 asleep sometimes in the middle of a conversation she attributed her Affliction to a Blow To The Head that she had taken during a teenage fight who would respect someone like that the more than 300 slaves who followed her to Freedom out of the South they recognized and respected her leadership and so did just about every abolutionist in New England
• 150:00 - 150:30 the year was 1857 the woman's name was Harriet Tubman while she was only in her thirties Harriet Tubman came to be Called Moses because of her ability to go into the land of captivity and bring back so many people out of slavery's bondage Tubman started Life as a slave born in 1820 she grew up in the Farmland of Maryland when she was 13 she received the blow to
• 150:30 - 151:00 her head that troubled her all of her life a white Overseer in a store demanded her assistance so that he could beat an escaping slave when she refused and blocked his way the white man threw a two pound weight that hit Tubman in the head she nearly died and a recovery took months at age 24 she married John Tubman a free black man but when she talked to him about
• 151:00 - 151:30 escaping to freedom in the north he wouldn't hear of it he said if she tried to leave he'd turn her in when she resolved to take her chances and go north in 1849 she did so alone without a word to him her first biographer Sarah Bradford said that Tubman told her I had reasoned this out in my mind and it was one of two things I had a right to Liberty or death and if I could
• 151:30 - 152:00 not have one I would have the other for no man should take me alive I should fight for my Liberty as my strength lasted Tevin made her way to Philadelphia Pennsylvania via the Underground Railroad a secret network of free blacks white abolitionists and Quakers who helped escaping slaves on the Run though free herself she vowed to return to Maryland and bring her family out in
• 152:00 - 152:30 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 to make return trips to the South Every Spring and fall she risked her life by going south and returning with more people she was fearless and her leadership was unshakable hers was extremely dangerous
• 152:30 - 153:00 working when people in her charge wavered or had second thoughts she was strong as Steel Tubman knew escaped slaves who return would be beaten and tortured until they gave information about those who had helped them so she never allowed any people she guided to give up dead folks tell no Tales she would tell a fate-hearted slave as she put a loaded pistol to his head you go on or die
• 153:00 - 153:30 between 1850 and 1860 Harriet Tubman guided out more than 300 people including many of her family members she made 19 trips in all and was proud of the fact that she never once lost a single person under her care I never ran my train off the track she said and I never lost a passenger at the time Southern whites put a twelve thousand dollar price on her head
• 153:30 - 154:00 now that would be around four hundred thousand dollars today 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 Tubman's reputation influenced commanded respect and not just among slaves who dreamed of gaining freedom influential Northerners of both races sought her out she spoke at rallies and in homes throughout Philadelphia Pennsylvania Boston Massachusetts
• 154:00 - 154:30 Saint Catharines in Canada and Auburn New York where she eventually settled people of prominence sought her out such as Senator William Seward who later became Abraham Lincoln's Secretary of State and outspoken abolitionist and former slave Frederick Douglass Tubman's advice and Leadership were also requested by John Brown the famed revolutionary abolitionist Brown always
• 154:30 - 155:00 referred to the former slave as general Tubman and he was quoted as saying she was a better officer than most whom he had seen and could command an army successfully as she had led her small parties of fugitives that is the essence of the law of respect Harriet Tubman would appear to be an unlikely candidate for leadership because the deck was certainly stacked against her she was uneducated
• 155:00 - 155:30 she began Life as a slave she lived in a culture that didn't respect black people and she labored in a country where women didn't have the right to vote despite her circumstances she became an incredible leader the reason is simple people naturally follow better leaders than themselves everyone who came in contact with her recognized her strong leadership ability and felt compelled to follow her
• 155:30 - 156:00 that's how the law respect works people don't follow others by accident they follow individuals whose leadership they respect people that are an eighth in leadership now we're going back to the scale from 1 to 10 with 10 being the strongest people that are in eight in that leadership they don't go out and look for a six to follow they naturally want to follow a 9 or a 10.
• 156:00 - 156:30 the less skilled follow the more highly skilled and gifted occasionally a strong leader may choose to follow someone less effective than himself but when that happens it's for a reason for example the better 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's the Law of respect
• 156:30 - 157:00 when people get together for the first time in a group take a look at what happens as they start interacting the better leaders emerge and they begin to influence the others at first many people may make tentative moves in several different directions but after the people get to know one another it doesn't take long for them to recognize the best leaders and to start following them usually the more leadership ability a person has the more quickly he recognizes
• 157:00 - 157:30 leadership or its lack in others in time people in the group get on board and follow the strongest leaders either that or they leave the group and they pursue their own agenda what causes one person to respect and follow another is it because of the qualities of the leader is it due to the interaction between the leader and the follower does it occur because of circumstances I believe all those factors can come
• 157:30 - 158:00 into play and more based on my observations and personal experience here are the top seven ways that leaders gain others respect number one natural leadership ability first and foremost is leadership ability all leaders are not created equal some people are born with greater skills and abilities to lead however as I've stated in the law of the lid and the law of process every person
• 158:00 - 158:30 can become a better leader if you possess natural leadership ability people want to follow you they want to be around you they will listen to you they will become excited when you communicate vision however natural leadership ability alone is not enough if you do not exhibit some of the additional practices and characteristics listed here you will not reach your leadership capacity and people may not continue
• 158:30 - 159:00 to follow you one of the greatest potential pitfalls for natural leaders is to rely on their talent alone number two respect for others the one common characteristic all leaders possess is the ability to see more than others and before others this gives leaders an advantage dictators and other autocratic leaders use this ability to gain power and
• 159:00 - 159:30 benefit themselves and they often rely on violence or intimidation to keep it Leaders with poor values use this advantage to exploit and manipulate others in contrast respect for others sets good leaders apart from the bad ones good leaders understand that much of leadership is voluntary and When leaders share respect for others especially for people who have less power or a lower position than
• 159:30 - 160:00 theirs they gain respect as a result people want to follow them because the more respect they have for someone the more open they are to their leadership gain respect from others follows this pattern when people respect you as a person they admire you when people respect you as a friend they love you when people respect you as a leader they follow you if you continually respect others and
• 160:00 - 160:30 consistently lead them well you will continue to have followers number three difficulties overcome respect is gained on difficult ground anytime leaders care enough about people to positively confront them to help them solve a problem overcome a blind spot or change a destructive Behavior both of them grow the leaders grow in the respect that they've earned and the followers grow
• 160:30 - 161:00 because they experience breakthroughs they might otherwise never experience I've seen this over and over with the corporate clients that I have mentored when I teach leaders how to have candid conversations tackling difficult subjects with team members the clients have come back and told us that those were the most valuable skills that they learned the conversations they had revolutionized their leadership and they want more mentoring on how to tackle
• 161:00 - 161:30 those tough conversations number four courage people do not follow titles they follow courage one of the reasons everyone respected Harriet Tubman so much was her tremendous courage she was determined to succeed or she was going to die trying she didn't let the danger stop her her mission was clear and she was absolutely Fearless former U.S Secretary of State Henry
• 161:30 - 162:00 kessinger remarked a leader does not deserve the name unless he is willing occasionally to stand alone good leaders do what's right even at the risk of failure in the face of great danger and under a brunt of Relentless criticism I can't think of even one great leader from history who was without courage can you a Leader's courage has great value
• 162:00 - 162:30 it gives followers hope number five success success is very attractive people are naturally drawn to it it's one reason why people in our society are so focused on celebrities lives and cheer for their favorite sports team and follow the careers of music stars success is even more important when it applies to the people who lead us people respect others accomplishments and it's hard to argue with a good track
• 162:30 - 163:00 record When leaders are successful in their own Endeavors people respect them and when they succeed in leading the team to Victory then followers believe that they can do it again as a result followers follow them because they want to be part of the success in the future number six loyalty we live in an era of free agency the average worker according to One Source will change occupations ten times by the
• 163:00 - 163:30 time that he reaches the age 36. professional athletes hop from Team to team looking for the best deal and CEOs negotiate ridiculously high Financial packages but when things go wrong they bail out as millionaires 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
• 163:30 - 164:00 the going gets rough and look out for followers even when it hurts them followers respect them and their action number seven value added to others perhaps the greatest source of respect for a leader comes from his or her dedication to adding value to others because I've already discussed this extensively in the law of addition I probably don't need to say much here but you can be sure that followers value
• 164:00 - 164:30 leaders who add value to them and their respect for them carries on long after the relationship has ended if you want to measure how much respect you have as a leader the first thing you should do is look at who you attract that is a peer remarked one measure of leadership is the caliber of people who choose to follow you the second thing you should do is to see how your people respond when you ask
• 164:30 - 165:00 them for commitment or change When leaders are respected they ask for commitment and their people sign up and step up they are ready to take risk put in long hours or do whatever 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
• 165:00 - 165:30 they just simply walk away it is very hard for a leader who hasn't earned respect to get other people to follow when it's not easy or convenient in 1997 college basketball saw the retirement of Dean Smith as the head basketball coach at the University of North Carolina Smith compiled a remarkable record while leading the Tar Heels and is considered one of the best to coach at any level in
• 165:30 - 166:00 32 years as head coach at North Carolina he won a remarkable 879 games his teams recorded 27 consecutive 21 Seasons they won 13 Atlantic Coast Conference titles played in 11 final fours and won two national championships when Smith retired even the president United States called to honor him despite the record in the accolades the
• 166:00 - 166:30 best place to see the law of respect at work in Smith's life is by looking at his former players they respected him for many reasons he taught them much about basketball as well as life he pushed them to achieve academically with nearly every player earning a degree he made them winners and he showed them incredible loyalty and respect Charlie Scott who played for Smith and graduated from North Carolina in 1970
• 166:30 - 167:00 Advanced to play pro basketball and he went on to work as marketing director for Champion products concerning his time with Smith he said as one of the first black college athletes in the ACC I experienced many difficult moments during my time at North Carolina but coach Smith was always there for me on one occasion as we walked off the court following a game at South Carolina one of their fans called me a big black
• 167:00 - 167:30 baboon two assistants had to hold coach Smith back from going after the guy it was the first time I had ever seen coach Smith visibly upset and I was shocked but more than anything else I was proud of him during his time at North Carolina Smith made quite an impact on his players a remarkable 49 men went on to play professional basketball included in that list are great such as
• 167:30 - 168:00 Bob McAdoo James Worthy and Michael Jordan not only one of the best players ever to dribble a basketball but also a fine leader in his own right when Smith died in 2015 more than ten thousand people attended his memorial service even after his death he was still giving to his players a few weeks after his death every Letterman who played for him at North Carolina received a two hundred dollar check with a note that said enjoy a
• 168:00 - 168:30 dinner out compliments of Coach Dean Smith James Jordan Michael Jordan's father credited Smith in his leadership for a lot of his son's success before a playoff game in Chicago in 1993 the Elder Jordan observed people underestimate the program that Dean Smith runs he helped Michael realize his athletic ability and own it but more important than that he built character
• 168:30 - 169:00 and Michael that took him through his career I don't think Michael was privileged to any more teaching than anyone else he had the personality to go with the teaching in that Carolina he was able to blend the two of them together that's the only way I can look at it and I think that's what made Michael the player that he became 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
• 169:00 - 169:30 only one coach Phil Jackson it made sense leader like Jordan wanted to follow a better leader than himself That's the Law of respect if you ever become frustrated because people are reluctant to follow you it very well may be that you are trying to lead people whose leadership is better than yours that creates a difficult situation because no matter how compelling your vision or how well thought out your
• 169:30 - 170:00 plans if you're a seven as a leader eights nines and tens aren't likely to follow you mathematician Andre will observed a first-rape man will try to surround himself with his equals or better if possible a second-rate man will surround himself with third-rate men a third rate man will surround himself with fifth-rate men that's not necessarily by Design or because weaker leaders are insecure it's
• 170:00 - 170:30 because of the law of respect like it or not that's just the way that leadership works when I was writing this chapter and talking about the law of respect I found that they're a little challenging because I um I don't like to positionally put people over others and yet it's a reality and so I had to deal with it in this law that better leaders are followed by people that aren't quite
• 170:30 - 171:00 as good in their leadership it's a way of intuitively knowing who the best leaders are as I've observed life it's not title it's not position it's not even tenure in an organization that makes a leader effective when that leader produces when that leader values people that leader gets respect and that's who people want to follow they want to follow somebody that they
• 171:00 - 171:30 can look up to they want to follow somebody that's a little bit beyond them a little bit better than they maybe have taken the journey a little bit longer than they have I know in my life the people that I follow the most are people that are better leaders in me and when I was young I realized that there were leaders within my congregation and later in my organization that honestly were better leaders than me and it was a breakthrough moment in my
• 171:30 - 172:00 life when I decided that when I found somebody that was more gifted than me in a certain area instead of me demanding my leadership because I had the title position or tenure I basically went with them in either a let them lead or B ask them to help me and we would work together to lead the others here's what I knew those that are better leaders should be the leaders That's the Law of respect
• 172:00 - 172:30 and that's how it always works leadership law number eight the law of intuition leaders evaluate everything with the leadership bias during the last 25 years that I've spoken to audiences about the 21 laws of leadership I found that the law of intuition is the most difficult to teach when I talk about it natural leaders get
• 172:30 - 173:00 it instantly learned leaders get it eventually and non-leaders just look at me blankly leaders look at things differently than others do and they evaluate everything according to their leadership bias now what do I mean by that while other people see a production problem leaders look for the leadership breakdown that may have caused it While others identified a cash flow issue leaders identify a failure in leadership
• 173:00 - 173:30 planning while investors celebrate a successful quarter leaders are aware of the leadership decisions that made it possible you see good leaders have a bias or a filter that causes them to look for the leadership Dynamics first to explain the results in an organization or a team that develops them a leadership intuition that informs everything that they do it becomes an Inseparable part of who
• 173:30 - 174:00 they are and when their intuition is right and they follow it their leadership goes to entirely new levels in the week leading up to her long hope for first appearance on QVC in 2010 Jamie Kern Lima had a big decision to make this opportunity had been two years in the making and everything was riding on it in the 10 minutes that she would be on the air that fate of her company would
• 174:00 - 174:30 be decided Kern Lima had created her Cosmetic Company it in 2008 because she couldn't find makeup that would cover the red blotches on her face caused by rosacea with the help of dermatologists she created products that not only did the job but were good for her skin and she believed every woman would benefit using her products because it would make them feel beautiful but no one came knocking on her door
• 174:30 - 175:00 asking for IT Cosmetics worse for two years she had been knocking on the door of retailers everywhere and no one would carry her products when QVC finally agreed to give her one chance on their Network she and her husband Paulo his pet nearly every penny that they had along with additional borrowed money to have six thousand units of her concealer manufactured and delivered to
• 175:00 - 175:30 QVC if she didn't sell them it would be the death of her company it and they would go out of business with the stakes so high she decided to get the advice of Consultants they insisted that she hired beautiful young models to demonstrate the product but Jamie wanted to demonstrate it on ordinary women with skin problems she said outside the QVC Studio every day for a week trying to make the
• 175:30 - 176:00 gut-retching decision finally she decided to follow her intuition if it failed and I lost my chance to succeed at QVC she said I was not going to throw away my shot atstanding for something my shot at showing women that I truly believe they are beautiful and deserve to feel beautiful when the cameras went on she showed her own naked red before face and the after
• 176:00 - 176:30 using her makeup and she explained what it could do for women of all ages skin tones and skin types it took less than six minutes to sell all six thousand units and three thousand more people called to be put on a waiting list when it was over she cried her husband hugged her proclaiming we're not going bankrupt Jamie Kern Lima said were the opinions and the words for the best experts didn't align with what my gut was telling me
• 176:30 - 177:00 the safest and most tempting thing to do would have been to listen to their experience and track records one of the greatest lessons I learned was when you have a truly new idea product or Vision it shouldn't be surprising that experts won't believe that it will succeed often experts who mean well haven't actually created or built anything themselves and though they may believe they are Visionaries they often aren't able to imagine the success of something that
• 177:00 - 177:30 they haven't seen before Jamie Curran Lima went on to appear on QVC more than one thousand times and IT Cosmetics became the Network's largest beauty brand soon It Cosmetics was carried in Alta Sephora and other retailers and in 2016 L'Oreal purchased it for 1.2 billion dollars even during the
• 177:30 - 178:00 negotiations with L'Oreal her leadership instincts served her well and at the time L'Oreal approached her several other potential buyers also showed their interest when L'Oreal made their initial offer Jamie followed her leadership intuition and turned it down even though the offer was much more than expected she knew it was less than what the company was worth and she traces it back to that important decision she made before her first time
• 178:00 - 178:30 on QVC making the decision to trust my gut when literally everything was on the line open every door afterward intuition is so difficult to explain because it's not concrete it doesn't rely on just empirical evidence former Secretary of State Colin Powell provided a good explanation of the use of leadership intuition and its importance
• 178:30 - 179:00 he observed that many leaders have trouble when they desire to have an exhaustive amount of data or wait to have all their questions answered Powell said that his practice was to make a leadership decision after Gathering only 40 to 60 percent of the information that could be obtained he used his experience to make up the difference in other words he based his leadership decisions as much on intuition as on facts
• 179:00 - 179:30 he relied on the law of intuition because of their intuition leaders evaluate everything with a leadership bias 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 learn skills and natural ability which comes in a person's areas of strength
• 179:30 - 180:00 it is informed intuition and it causes leadership issues to jump out to a leader in a way that they don't with others I regard leadership intuition as the ability of leaders to read what's going on and for that reason I say that leaders are readers and all kinds of circumstances leaders pick up on details that might elude others they tune in to leadership Dynamics many leaders describe this as
• 180:00 - 180:30 an ability to smell things in their organization they can sense people's attitudes they're able to measure the chemistry of a team they can tell when things are humming and when they're winding down or getting ready to grind to a halt they don't need to sift through stats read reports or examine the balance sheet they know the situation before they have all the facts that is the result of leadership intuition as I explained in the law of navigation
• 180:30 - 181:00 leader see more and before others they intuitively see and understand the big picture the opportunity and the future and they sense these things before others around them are aware of that that's what Jamie Kern Lima did she understood that women everywhere wanted makeup and skin products that worked for them not just beautiful models in their 20s and that's why she started it in her living room and was able to sell it as a
• 181:00 - 181:30 billion dollar business less than a decade later her intuition was so dead on correct that in the first two years it was owned by L'Oreal the revenue nearly doubled Jamie read the situation and followed her intuition and time proved her right most workers are focused on their current work they think in terms of tasks at hand and projects or specific
• 181:30 - 182:00 goals that is as it should be most managers are concerned with efficiency and Effectiveness they often possess a broader view than employees think in terms of processes over weeks months or even years but leaders taken even broader View they look at years decades and even Generations ahead everything that happens around us does so in the context of a bigger picture leaders have the ability and
• 182:00 - 182:30 responsibility to step back from what's happening at the moment and to discern not only where the organization has been but also where it is headed sometimes they can accomplish this through analysis but often the best leaders sense it first and then find data to explain it later their intuition tells them that something is happening that conditions are changing and that trouble or opportunity is coming leaders must
• 182:30 - 183:00 always be a few steps ahead of their best people or they're not really leading they can do that only if they're able to read trends a major difference between leaders and everyone else is the way they see resources a good worker encounters a challenge and thinks what can I do to help High achiever ask how can I solve this problem a peak performer wonders what must I do to reach the level so that I can overcome this
• 183:00 - 183:30 leaders think differently they think in terms of resources and how to maximize them they see a challenge problem or opportunity and they think who is the best person to take this on what resources raw material technology information people and so forth can help us what will this take financially how can I encourage my team to achieve success leaders see everything with a leadership bias their focus is on mobilizing people
• 183:30 - 184:00 and leveraging resources to achieve their goals rather than on just using their own individual efforts leaders who want to succeed maximize every asset and resource they have for the benefit of the organization for that reason they are continually aware of what they have at their disposal president Lyndon Johnson once said that when you walk into a room you don't belong in politics if you can't tell
• 184:00 - 184:30 who's for you and who's against you that statement also applies to any other kind of leader intuitive leaders can sense what's happening among people and know their hopes fears and concerns 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 influencing people to follow you you aren't really leading
• 184:30 - 185:00 leaders are readers of themselves finally good leaders develop the ability to read themselves poet James Russell Lowell observed no one can produce great things who is not thoroughly sincere in dealing with himself leaders must know not only their own strengths and blind spots 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
• 185:00 - 185:30 everything Rises and falls on leadership in fact it's easier for a bad leader to damage an organization than it is for a good leader to build one we've all seen excellent organizations that took generations to build that literally fell apart in a matter of years When leaders become self-centered pessimistic or rigid in their thinking they often hurt their organizations because they are likely to fall into the
• 185:30 - 186:00 Trap of thinking they cannot or should not change and once that happens the organization has a hard time becoming better its decline is inevitable if you're thinking to yourself I like to be able to read these Dynamics in my organization but I just don't see things intuitively don't despair the good news is that you can improve your leadership intuition even if you're not born with great leadership gifting
• 186:00 - 186:30 as I've already mentioned leadership intuition is informed intuition the less natural leadership talent that you have the more you will need to make up for it by developing skills and gaining experience they can help you to develop thinking patterns and thinking patterns can be learned I saw a great example of this many years ago when I was invited to the University of Southern California by then football head coach Larry Smith
• 186:30 - 187:00 who asked me to speak to the team before a big game while I was there he allowed me to visit the team's offensive war room on chalkboards covering every wall the coaches had mapped out every possible situation that their team could be in according to down yardage and place on the fuel and for every situation the coaches had planned specific plays designed to succeed based on their years of experience and their intuitive knowledge
• 187:00 - 187:30 of the game by game day the offensive coordinator knew those plays cold even without his play sheet but he also assigned his three quarterbacks the task of memorizing them the night before the game I watched as coaches grilled those young men firing one situation after another at them and the job of the quarterbacks was to recite what plays were right for that situation the coaches wanted these players to be so
• 187:30 - 188:00 well informed so ready so that their intuition would take over during crunch time it would help them to effectively lead the team it was a real life application of one of my favorite quotes by John Wooden when opportunity comes it's too late to prepare chances are you're not a division one coach or quarterback so you may not be able to apply their experience to yours so to help you I'll tell you about questions that I ask myself when reading
• 188:00 - 188:30 my leadership intuition what do I feel what do I know what do I think and what should I do first what do I feel to lean into my intuition I always start by examining what I feel when I say that I don't mean whether I'm happy or sad or angry I'm talking about my gut the way Jamie Kern Lima did what are my
• 188:30 - 189:00 instincts what beliefs do I possess that perhaps I can't even explain using the facts often I can sense opportunity but I can't easily put my finger on what it is this is where I always start and you should too pay attention to your instincts number two what do I know well I listen to my instincts I don't rely on them entirely I test them using
• 189:00 - 189:30 what I know I try to bring as many pieces of information into play as I can if I need to connect with someone who possesses knowledge that I lack I'll do that I also will rely on past experience if you have a great track record this can really help you if you don't you'd be wise to rely on this less number three what do I think here's where I start putting things together where do my thinking and knowledge line
• 189:30 - 190:00 up where do they contradict one another if they're at odds why sometimes this thinking phase is fast either affirming or countering my instincts but often I'll spend days or weeks reflecting before I come to a conclusion I need to pause here and give you some guidance about responding to these first three questions before moving on to the final question I often teach that people are intuitive
• 190:00 - 190:30 in the area of their natural gifting because I possess leadership gifting I lean very heavily into how I feel how much Credence do I give it about eighty percent I follow my leadership instincts as far as I can because I've learned that I can trust them I temper them with what I know and with what I think if you lack strong leadership gifting and there's no shame in lacking it on in pretending that you have it then rely only about 20
• 190:30 - 191:00 percent on how you feel and put eighty percent of your trust in what you know and what you think the last question is what should I do and this is the question about action the first three questions have little value without an answer to the fourth question once I've examined my feelings knowledge and thinking I make a decision create a plan of action and follow through that's what leaders are supposed to do
• 191:00 - 191:30 I'll give you an example from my experience of how this played out in the run-up to the 2016 presidential election I was approached by a political group asking me to become a third party candidate to run for president it really took me by surprise but it also appealed to me so I took about two weeks to really consider it here's how I felt like many people I was frustrated with Washington and I was tired of partisan
• 191:30 - 192:00 politics and the fighting and I was frustrated that political leaders no longer communicated or worked with one another and I could not support either Hillary Clinton or Donald Trump I also knew that many other voters felt the way that I did about Washington politics and candidates I knew I would be able to communicate with people and work with them to create positive compromises but I also knew it was relatively late
• 192:00 - 192:30 in the game to start to run for office and I knew that a third party candidate had never won a presidential election as much as I wanted to serve the country and work to change the sense of division hostility in the United States I thought I could never be anything other than a spoiler who took away votes from the other candidates but could not win so I decided that what I should do is pass one of the most remarkable stories of intuition in the last 50 years is that
• 192:30 - 193:00 of Apple just about everyone knows about this company it was created in 1976 by Steve Jobs and Steve Wozniak in a garage in 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 in the years since then Apple's success stock value and ability to capture
• 193:00 - 193:30 customers has fluctuated wildly founder Steve Jobs was pushed out of apple in 1985 but the company was unable to re-establish the success of its Glory Days when it sold 14.6 percent of all personal computers in the United States the 1997 sales were down to 3.5 percent that was when Apple looked to the leadership of its original founder Steve
• 193:30 - 194:00 Jobs for help and they brought it back jobs intuitively reviewed the situation and immediately 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
• 194:00 - 194:30 jobs wanted to get back to the basics of what Apple had always done best use its individuality to create products that made a difference at the time jobs said we've reviewed the road map of new products and acts more than 70 percent of the projects keeping the 30 percent that were gyms plus we're adding new ones that are a whole new paradigm of looking at computers at that time many computer manufacturers
• 194:30 - 195:00 were working to create personal digital assistance jobs followed his intuition and was busy inventing a new way for people to listen to music in 2001 he launched the iPod and the Apple music store Ben NOS who was one of the Insiders of the project said the interesting thing about the iPod is that since it started it had 100 percent of Steve Jobs time not many projects get that he was
• 195:00 - 195:30 heavily involved in every single aspect of the project why did jobs do that because his intuition as a leader made him understand the impact that the device could make and it's consistent with his vision of creating a digital lifestyle within four years Apple possessed 75 percent of the world market for digital music players in 2007 jobs launched the iPhone which created an even bigger digital Revolution not only did the iPhone make
• 195:30 - 196:00 pdas and MP3 players like the iPod obsolete it changed the way people lived and interacted sadly Jobs died of cancer in 2011 but the company was already on an incredible trajectory in 2013 Apple was named the most valuable company in the world it remained at the top for five consecutive years and it continues to innovate without jobs in 2015 and
• 196:00 - 196:30 introduced the Apple watch nearly half of all the smart watches ever sold in the world have been manufactured by Apple the story of Steve Jobs and apple is a reminder that leadership is really more art than science the principles of leadership are constant but the application changes with every leader and every situation that's why it requires intuition without it leaders get blindsided and that's one of the worst things that can
• 196:30 - 197:00 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 when I teach the law of intuition to conferences as I stated as I read in the chapter I find it very difficult and so I really try to help people understand that they are intuitive in the area of their giftedness I didn't spend as much
• 197:00 - 197:30 time probably as I should have in that chapter talking about this but let me kind of pull it out for you right now every person is intuitive but they're intuitive only in the area of their giftedness so when I have somebody come up to me say well you know I'm not an intuitive person I say oh yes you are you just have to find out what your gift to did and the moment that you find out what is natural to you that's when you're going to find what becomes intuitive to you also
• 197:30 - 198:00 the challenge is always a person trying to be intuitive as a leader when they don't have leadership natural abilities and natural gifts and I said in the chapter and I think I did well on this part that that you can get experiences and you can practice leadership until that does help you become more intuitive and that's very true but I'm going to also be honest with you intuitiveness really favors the highly gifted person I guess the best way I can explain that
• 198:00 - 198:30 is my wife Margaret is uh very gifted in the area of color she's a good decorator or you know she does great with clothes she just she's just gifted in color and she can put different colors together and she's an artist she is I'm gifted in communication you know sometimes somebody might ask Margaret to speak and and she'll come to me and she'll say you know they really want me to speak to them and I really tried to discourage it because she's not
• 198:30 - 199:00 naturally gifted as a speaker and in fact her first question when she gets ready to to develop a talk is you know you know how do I start well I don't mean this wrong but if you're going to ask somebody how you start it's it's probably not your gift but let me just flip that around because I'm not gifted at all in the area of color and so sometimes you know I'll go into my closet and I'll stare at the clothes I have and I have no clue what to wear and I put something not only go out of
• 199:00 - 199:30 the closet and she walks with him back into the closet and says let me tell you that won't work she tries to explain to me how colors work together and well she's been doing it for 50 plus years and it still isn't working now it's not because I'm not wanting to learn it's because I I don't have any giftedness in the area of color now I tell you that illustration because I want to encourage you on this incredible law to ask yourself what am I highly gifted in what's really
• 199:30 - 200:00 natural for me take whatever that is and use that intuition to help you lead better that's why I say that you need to have a leadership team because different leaders are gifted differently so therefore they are intuitive differently so they help you discover and have less blind spots well it's an incredible law it really does work it's just hard to know how it does but I did my best to kind of yeah I
• 200:00 - 200:30 don't know just kind of open the back door and let you in there and kind of share with you that this law of intuition is very difficult to teach it's very difficult to practice but if you do it in the area of your giftedness you'll find your quickest success hey good luck leadership law number nine the law of magnetism who you are is who you attract effective leaders are always on the
• 200:30 - 201:00 lookout for good people I think each of us carries around a mental list 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 a perfect employee what qualities would that person possess would you want them to be aggressive and entrepreneurial kind and compassionate how about technically Savvy highly
• 201:00 - 201:30 relational uh stop right now now just take a moment make a list of the qualities you'd like in the people on your team find a pencil or a pen and do it now before I read you any more of the chapter now 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
• 201:30 - 202:00 determined by what you want it's determined by Who You Are go back to the list that you just made and for each characteristic that you identified decide whether you possess that quality for example if you wrote that you would like great leaders and you're an excellent leader well now that's a match you can put a check beside that one but if your leadership is no better than average then maybe you need to put an X and write only average
• 202:00 - 202:30 leader next to it you see if you wrote that you want people who are entrepreneurial and you possess that quality again you put a check and if you don't possess it put an X beside it and kind of just you know review the list you see if you have a bunch of x's then you're in trouble because the people you describe are not the type who will want to follow you in most situations unless you have taken strong measures to
• 202:30 - 203:00 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 she sometimes said it to Horn me away from bad influences but even as a child I think I instinctively recognize that good students spend time with good students athletes with other athletes
• 203:00 - 203:30 Leaders with leaders and I've seen it play out during my entire adult life too in 2011 I co-founded an organization called the John Maxwell team to prepare entrepreneurs to become independent coaches trainers and speakers not everyone in my other organizations believe that it could be successful one skeptic stated his belief that we would never recruit more than a couple
• 203:30 - 204:00 hundred people but I along with a few others were convinced that we would attract many people who crave success in these areas why because I had always been entrepreneurial in my thinking and I'd spent more than 40 years dedicated to learning growing and working as a speaker trainer and a coach and I was convinced that other people who had similar aspirations would be attracted to our organization and the training that we would provide
• 204:00 - 204:30 now I'm glad to say that the organization has been highly successful and in 10 years we've attracted and trained forty thousand entrepreneurs to become coaches trainers and speakers in fact many have joined our organization because they initially learned from some of our coaches and they wanted to become certified themselves our trainers come in ready to learn and they're hungry for Success our faculty teaches them skills but they also teach them the values that
• 204:30 - 205:00 are important to us that we want them to carry with them as they coach others and as they speak so I sit down with all of our people and I share with them what our values are valuing people maintaining a positive attitude growing daily leading by example living with intentionality exceeding clients expectations equipping others becoming catalysts for
• 205:00 - 205:30 transformation and even leaving some room in their life for faith when we teach these values everyone at the training knows that if they don't want to embrace these values we'll refund their money with no hard feelings and they can seek out a different training that appeals to them as far as I know no one has ever declined our values and asked for a refund and I'm glad to say that the people we train go out and they add value to people in more than 160
• 205:30 - 206:00 countries all around the world maybe you have started thinking about the people you have attracted in your organization you might say to yourself wait a minute I can name 20 things that make the people I lead different from me and my response would be of course you can we're all individuals but the people who are drawn to you probably have more similarities than differences especially in a few key areas for example generation
• 206:00 - 206:30 most organizations reflect the characteristics of their key leaders and that includes their age during the.com boom in 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 in just about any type of organization much of the time the people come on board are similar in age to the leaders who hire them attitude rarely have I seen positive and
• 206:30 - 207:00 negative people attracted to one another people who view Life as a series of opportunities and exciting challenges don't want to hear others complain about how bad things are all the time 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 terrible attitudes tend to bring others down background
• 207:00 - 207:30 in the chapter of the law of process I wrote about Theodore Roosevelt one of his memorable accomplishments was this daring charge up San Juan Hill with the Rough Riders during the Spanish-American War Roosevelt personally recruited that all volunteer army and it was said to be a remarkably peculiar group of people it was comprised primarily of two types of men wealthier Aristocrats from the Northeast and Cowboys from the wild west
• 207:30 - 208:00 why because TR was aristocratic-born Harvard educated New Yorker who turned himself into a real-life cowboy in a big game hunter in The Dakotas of the West it was a strong 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
• 208:00 - 208:30 together people with education tend respect and value others who are also well educated and to be blunt people tend to hire employees of the same race unless they make an intentional effort to break that pattern that's why the NFL introduced the Rooney Rule which requires teams to interview at least one minority candidate for every head coaching position this natural magnetism is so strong that organizations that value diversity have
• 208:30 - 209:00 to fight against it values people are attracted to leaders whose values are similar to theirs think about the people who flock 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 serve as saying that's not what your country can do for you ask
• 209:00 - 209:30 what you can do for your country thousands of young idealistic people step forward to answer the challenge the law of magnetism is in effect whether the shared values are positive or negative think about someone like Adolf Hitler it was a 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 Joseph
• 209:30 - 210:00 gerbils a bitter anti-semite who ran Hitler's propaganda machines Reinhard heydrich second in command of the Nazis Seeker police who ordered Mass executions of Nazi opponents and Heinrich Himmler chief of the SS and director of the Gestapo who initiated this systematic execution of Jews they are all strong leaders and they were all utterly evil men the law of magnetism is powerful
• 210:00 - 210:30 whatever character you possess is what you will 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 a 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 out of control
• 210:30 - 211:00 giftedness people are most likely to respect and follow someone who possesses their kind of talent business people want to follow Leaders with the skill in building an organization and making a profit football players want to follow coaches who can win championships created people want to follow other creatives who are willing to think outside the box like does attract like leadership ability finally the people you attract will have
• 211:00 - 211:30 leadership abilities similar to your own as I said in discussing the law of respect people naturally follow leaders stronger better than themselves but you also have to factor in the law of magnetism which states that who you are is who you attract so if you are a seven when it comes to leadership you're more likely to draw fives and sixes to you than twos and threes the leaders you attract will be similar
• 211:30 - 212:00 in style and ability to you the law of magnetism is a double-edged sword if you've never done more then go with the flow you'll attract others like you however if you've worked hard developed your skills leveraged your talent and achieved success you will attract similarly driven and successful people but they may be so much like you that your team has serious wholes and blind spots that work against you
• 212:00 - 212:30 as you read this chapter which of these two situations do you find yourself in are you saying to yourself I'm not crazy about the 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 you are attracting that 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
• 212:30 - 213:00 attract to be unreliable or untrustworthy then examine your character developing strong character can be more difficult road but the payoff is huge good character improves every aspect of your life on the other hand you may be saying I like who I am I like the kind of people that I attract that's great now take the next step in effective leadership work at recruiting people who are different from you hire people different from you with strengths where
• 213:00 - 213:30 you're weak someone who both used the law of magnetism and needed to fight against it to be successful was Angela Ernst the former senior vice president of retail at Apple and CEO of Burberry in 2006 when orange accepted the job at Burberry she left a job she loved as an Executive Vice President at Fashion Company Liz Claiborne the main reason she left was
• 213:30 - 214:00 because she wanted a chance to work with a luxury brand but Burberry was a brand that was in trouble the organization had a long history founded in 1856 by Thomas Burberry The company took off when the founder invented gabardine a breathable weatherproof fabric that revolutionized rainware after outfitting explorers such as Ronald amundsen and Ernest Shackleton the reputation of burberry's patented gabardine took off the coats made of
• 214:00 - 214:30 fabric were so hard-wearing and useful that the British army gave Burberry a contract to manufacture them during World War One those coats came to be known as trench coats Humphrey Bogart wore a Burberry trench coat in Casablanca and forms of that coat are still in style today despite burberry's notoriety as success and the reception of two Royal warrants
• 214:30 - 215:00 the company was no longer a respected brand where they once produced high-end apparel for years Burberry had sold their name through dozens of licenses to manufacturers around the world who produced all manner of non-luxury products including doggy diapers with burberry's patented and once revered plaid design Arts was determined to turn Burberry around and to make it not only respected
• 215:00 - 215:30 again but appealing to younger buyers she also wanted to make it the largest luxury fashion brand in the world fortunately already working at Burberry was a designer that she had worked with and greatly respected Christopher Bailey she partnered with him to set Burberry in a New Direction we really reconnected and we actually put the strategy together on the back of a napkin said aren't she saw a clear Way Forward she would
• 215:30 - 216:00 reinforce Our Heritage our britishness by emphasizing and growing our core luxury products innovating them and keeping them at the heart of everything we did because aren't was now leading a large staff whom she had not herself attracted she needed to work to get everyone on board I have to admit that some managers were cynical a lot of them had been at Burberry for a really long time so she came up with a solution
• 216:00 - 216:30 she said maybe six months in we had a huge off-site meeting and we had 200 of the top Executives from around the world who flew in I'm a pretty good read of people my right brain kicks in and I'm just watching and this was for two or three days at the very end I got up and I said look this is the strategy this is what we're doing and I know that some of you are skeptical and I know you've been here for a long time and I know the way you
• 216:30 - 217:00 think you're doing it in Hong Kong or Korea is the best but it's not we won't win we're not winning now and you're not right and I said so I'm happy to meet with you after this meeting and give you the greatest retirement package I'm not looking to hurt anybody but you need to walk out of here 100 believing in everything that we're doing or I don't want you on the team and I will take care of you but we can't
• 217:00 - 217:30 afford it we have no time another significant thing she did was facilitate changes to burberry's board most of his members were older and since aren't wanted the brand to become more tech savvy and appeal to younger customers especially Millennials she put younger people on the board and asked the older members who were stepping off to Mentor them the move struck a great balance between attracting and empowering people more
• 217:30 - 218:00 like herself while harnessing the wisdom and experience of those who serve the company before her and she hired a younger staff in 2013 she noted that most of the employees at their corporate headquarters in London were under 30. in 2014 Arts left the company to work for Apple in the eight years Arts LED Burberry as a CEO the company's stock price doubled so did Revenue in operating income
• 218:00 - 218:30 according to interbrand Burberry was the fastest growing luxury brand and the fourth fastest growing brand globally behind Apple Google and Amazon once you understand the law of magnetism you can see it at work in just about any kind of situation business government Sports education the military and more once you embrace it you can use it to improve your team and organization how do people you are currently
• 218:30 - 219:00 attracting look to you are they the strong capable potential leaders that you desire or could they be better remember their quality depends Less on a hiring process a human resources department or even what you consider to be the quality of your area's applicant pool it depends more on you who you are is who you attract That's the Law of magnetism if you want to attract better people
• 219:00 - 219:30 become the kind of person that you desire when I think of the law of magnetism I think back at the days when I was a pastor 25 years I pastored congregations and the last one was in San Diego California and I followed the founding pastor who had been there for 34 years by the time I became lead Pastor I was 33 so he
• 219:30 - 220:00 founded the church before I was born when I came to that church I found that it was just full of gifted musicians they had phenomenal writers they had phenomenal bands and it seemed like everybody was a musician the founding Pastor a good wonderful man Orville butcher was himself a highly gifted Irish Tenor
• 220:00 - 220:30 sang incredibly I played the piano magnificently Just A Gifted musician so what I discovered was very interestingly of people that loved music were attracted that church now when I came 34 years later I'm Not A Gifted musician at all trust me I'm A Gifted leader over the next four to five years I watched the type of people who were
• 220:30 - 221:00 attracted to the church change now we still had a great music department but I began to attract business people I began to track entrepreneurs I began to attract leaders within six seven years there was a shift that had pretty much been completed we went from attracting incredibly gifted musicians to attracting incredibly gifted leaders why the law of magnetism you attract who
• 221:00 - 221:30 you are not who you want as I think back at that incredible experience I look at people I look at leaders and I say to them two things one is because of the law of magnetism you will attract people like yourself and number two you have to be very intentional to attract an appeal to different people you want diverse people diverse people with backgrounds experiences that this is what you want and how you attract them
• 221:30 - 222:00 is to put different leaders in your organization that are different than you and let them recruit the people to the team here's what I've said I want diversity in education background all the things that we want to have people be different than ours giftedness talents I want that but I want everybody to be United with vision and values where we're going I want them to be all on the same page
• 222:00 - 222:30 what we value I want them to embrace that so the law of magnetism and values and vision will serve you well but you have to be intentional to bring other people that are not like you into your and onto your team because it's natural for you to get people just like yourself you want people to compliment you to complete your giftedness by having other gifts so that you can be a whole team that's what
• 222:30 - 223:00 makes the best organizations leadership law 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 in the perception of followers the general public and historians those moments often represent who those
• 223:00 - 223:30 leaders are and what they stand for here's an example the presidency of George W bush can be summed up by two defining moments that occurred during his time in office the first moment occurred early in his presidency and it defined his first term in office on September 11 2001 the United States was attacked by terrorists who crashed planes into the World Trade Center and pentagon people in the United States were angry
• 223:30 - 224:00 they were fearful they were uncertain about the future and they were in mourning for the thousands of people who had lost their lives to the terrorists just four days after the collapse of the World Trade Center towers Bush visited 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
• 224:00 - 224:30 working there and he 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 interacting with them 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
• 224:30 - 225:00 the rest of the world hears you and the people who knock these buildings down will hear all of us soon the people cheered they felt validated and understood and Bush had connected with them in a way that 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 the second term on August 31 2005 just two days after
• 225:00 - 225:30 the landfall of Hurricane Katrina and 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 a photograph captured him peering through the Jets small Windows to see the damage to the people of the Gulf Coast it was a picture of indifference as they
• 225:30 - 226:00 suffered terrible loss they felt abandoned forgotten and betrayed after the worst of the tragedy was over no matter what President Bush said or how much help he provided it was unable to regain the people's confidence and Trust Democratic mayor Ray Nagin thank Bush for delivering for the citizens of New Orleans and Donna Brazil and other Democrat describe Bush as very much engaged in the rebuilding process and
• 226:00 - 226:30 praised him for prompting Congress to dedicate money to rebuilding the levees it didn't matter Bush could not undo the image of indifference that he had created he had broken the law of connection he had failed to connect with the hearts of the people when people become leaders I believe that they must give up their right to think of themselves first as soon as they start leading they need to think about other people think of
• 226:30 - 227:00 them first and think of them most one time when I was sitting quietly in a green room waiting to speak at a venue in Akron Ohio one of the other speakers asked me what I was thinking about the people I'm getting ready to talk to I answered Wrigley he responded not your subject I already know my subject I said I need to know the people I was focusing on who they were how I could connect with them and how I would try to add value to them
• 227:00 - 227:30 when it comes to Leading and working with people the heart comes before the head that's true whether you are communicating to a stadium full of people leading a team meeting or trying to relate to your spouse think about how you react to people if you listen to a speaker or a teacher do you want to hear a bunch of dry statistics and a load of facts or would you rather the speaker engaged
• 227:30 - 228:00 you on a human level maybe with a story or with a joke if you've been on any kind of a winning team in business sports or service you know that the leader didn't simply give instructions and then send you on your way no he or she connected with you on an emotional level too for leaders to be effective they must connect with people why if you want to lead well you must touch people's hearts before you ask for a
• 228:00 - 228:30 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 Frederick Douglass was an outstanding orator and leader of the 19th century it is said that he had a remarkable ability to connect with people and move their hearts when he spoke historian larone Bennett said of Douglas
• 228:30 - 229:00 he could make the 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 and 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
• 229:00 - 229:30 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 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 grow because they heard me say that so many times
• 229:30 - 230:00 but they recognize the truth of it nonetheless you develop credibility with people when you connect with them and you show that you genuinely care and want to help them as a result they usually respond in kind and want to help you an excellent example of a leader who is able to connect with both audiences and individuals was President Ronald Reagan his ability to develop Rapport within the audience is reflected in the
• 230:00 - 230:30 nickname he received as president the great communicator but he also had the ability to touch the hearts of individuals close to him he really could have been called the Great connector former Reagan speechwriter Peggy Noonan said that when Reagan used to return to the White House from long trips and the staff heard his helicopter landing on the lawn everyone stopped working and staff member Donna Elliott would say
• 230:30 - 231:00 daddy's home they couldn't wait to see him some employees dreaded when their boss shows up Reagan's people felt encouraged because he connected with them one key to connecting with others is recognizing that even in a group you have to relate to people as individuals I've had the opportunity to speak to some wonderful audiences during the course of my career the largest have been in stadiums with
• 231:00 - 231:30 more than sixty thousand people in attendance people ask me how in the world do you communicate with that many people well the secret is simple I don't try to talk to thousands I focus on talking to one person that's the only way to connect with people it's the same way when writing a book I don't think of the millions of people who have read my books I think of one person you
• 231:30 - 232:00 I believe that if I can connect with you as an individual then what I have to offer might be able to help you if I'm not connecting you'll stop reading and you go do something else so how do you connect whether you're speaking in front of a large audience or chatting in the hallway with an individual there are three things that you need to keep in mind first what people need to know and what they need to know is you
• 232:00 - 232:30 believe in them one of the most precious gifts a leader can give people is belief in them too many have a difficult time finding their way in life they've never had someone who truly believes in them and speaks into their lives they don't know their own strengths and weaknesses they're uncertain about the Future Leaders who connect how people believe in themselves in the work that they're doing but that doesn't mean giving insincere compliments people can
• 232:30 - 233:00 smell a phony a mile away legendary NFL coach Bill Walsh observed nothing is more effective than sincere accurate praise and nothing is more lame than a cookie cutter compliment French General Napoleon bottom part said a leader is a dealer in Hope when you genuinely believe in people and can communicate that belief you give them hope and you give them a better
• 233:00 - 233:30 future what people need to see what they need to see is that you will be an example for them perhaps the most impacting thing that you can do as a leader and Communicator is to practice what you preach that's where credibility comes from modeling good values demonstrates trustworthiness and consistency and consistency compounds plenty of people say one thing but do
• 233:30 - 234:00 something else people with that kind of do what I say not what I do attitude don't last as Leaders because people don't want to follow people who lack integrity authenticity connects with people what people need to feel they need to feel that you value them in the end your greatest asset for connecting with people is caring for them people can tell when you genuinely care about them and value them as individuals
• 234:00 - 234:30 and it draws them to you I learned this as a child from one of my teachers Miss Stacy once when I got sick she came to visit me at home to see how I was doing and to tell me how much she missed having me in class you can bet I couldn't wait to get well and get back as a leader you cannot value people and add value to them if you do not care about them or you secretly resent them
• 234:30 - 235:00 you must develop genuine respect for them and place value on them not for what they can do but simply because they have value as human beings do that and you will be able to connect with them there's one more point I need to make about connecting with people it's the leader's job not the followers some leaders have problems with the law of connection because they put the responsibility for connecting on the
• 235:00 - 235:30 people that they lead that is especially true with positional leaders they often think I'm the boss these are my employees let them come to me but successful leaders who obey the law of connection are always initiators they take the first step with others and they 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
• 235:30 - 236:00 obstacles there might be never underestimate the power of making connections and building relationships with people before asking them to follow you if you've ever studied the lives of notable military Commanders you have probably noticed that the best ones practice the law of connection I read that during World War One in France General Douglas MacArthur told a battalion Commander before a daring
• 236:00 - 236:30 charge major when the signal comes to go over the top I want you to go first before your men if you do they'll follow then MacArthur removed the distinguished service cross from his own uniform and pinned on the major he had in effect awarded him for heroism before asking him to exhibit it and of course the major LED his men and
• 236:30 - 237:00 they followed him over the top and they achieved their objective not all military examples of the law of connection are quite so dramatic but they are still effective for example it has said that Napoleon made it to practice to know every one of his officers by name and to remember where they lived and which battles that they had fought with him General Norman Schwarzkopf leader of U.S Central Command during Operation Desert
• 237:00 - 237:30 Storm connected with his troops during the Gulf War on Christmas in 1990 he spent the day in the mess Halls among the men and women who were so far away from their families in his autobiography he said I shook hands with everyone in the line went behind the serving counter to Greek the cooks and the helpers and worked my way through the mess hall hitting every table wishing everyone Merry Christmas that I went into the second and third
• 237:30 - 238:00 dining facilities and I did the same thing I came back to the first mess tent and repeated the exercise because by that time there was an entirely new set of faces then I sat down with some troops and I had my dinner in the course of four hours I had shaken four thousand hands Schwarzkopf was a general did he have to do that no but he did he used one of the most effective
• 238:00 - 238:30 methods for connecting with others something I call walking slowly through the crowd by doing that he let his service members know that he believed in them and he set the example for them and he valued them as a leader do the same go where your people are make yourself available to them learn people's names tell them how much you appreciate them find out how they're doing and most important listen
• 238:30 - 239:00 leaders who relate to their people and really connect with them are leaders that people will follow to the ends of the Earth when a leader truly has done the work to connect with his people you can see it in the way the organization functions employees exhibit loyalty at a strong work ethic the vision of the leader becomes the aspiration of the people the impact is incredible
• 239:00 - 239:30 one of the companies I admire is Southwest Airlines a Pioneer in budget Airlines and now the largest domestic airline in the United States the company has been successful and profitable while other airlines have filed for bankruptcy unfolded the person responsible for the initial success of the organization and the creation of its culture is Herb Kelleher the company's founder
• 239:30 - 240:00 I love what Southwest employees did on boss's day in 1994 because it shows the kind of connection Kelleher 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 her names for supporting the Ronald McDonald House for helping load baggage on Thanksgiving for giving everyone a kiss and we mean
• 240:00 - 240:30 everyone for listening for writing the only profitable major airline for saying at our holiday party for sinking only once a year for letting us wear shorts and sneakers to work for golfing at the love classic with only one club for out Talking Sam Donaldson for writing your Harley-Davidson into the Southwest headquarters
• 240:30 - 241:00 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
• 241:00 - 241:30 heart that's the nature of the law of connection always touch a person's heart before you ask for a hand when I wrote the law of connection I felt that the big Miss is that too many leaders relied on their position to connect with people or they relied on what they had done their productivity in the past to to connect with people and I really felt that this chapter had
• 241:30 - 242:00 to help all of us understand that it is true that expression I read to you a few minutes ago people do not care how much you know until they know how much you care I have said that I have been through every kitchen and every Convention Center in America and some of those kitchens I've been in dozens of times because when I go to speak at a conference the team that is waiting me they'll very quickly usually take me through the
• 242:00 - 242:30 kitchen so I avoid the crowd and put me into a green room and I know what they're doing I know what they're thinking they're thinking well let's keep him away from the people let's let him get his rest so he'll be his best when he speaks to the people but they really don't know me they really don't know how much I love people and how I get energy from walking slowly through the crowd and because they sometimes won't let me do that I uh decide that as they take me through
• 242:30 - 243:00 the kitchens in these convention centers that I'm going to walk slowly through the kitchen and I do I stop and talk to the people and thank them for serving and for doing it with excellence and sometimes I pull out my camera and say let's let's take a picture I walk slowly through the kitchen to remind myself so what I'm about to speak to maybe thousands of people at a Convention Center it's still all about valuing the people
• 243:00 - 243:30 that my subject will have great impact if the people know that while I teach them a principle of success that more than the principle that I teach what I want more than anything else is I want them to be successful you see people love so listen to a speaker a communicator who just desperately not only has a message for them to hear but he or she has a warmth for them to
• 243:30 - 244:00 feel That's the Law of connection make sure they see your heart before you ask for the hand leadership law number eleven the law of the Inner Circle those closest to you determine the level of your success in the life of all leaders there comes a time when their goals dreams and vision
• 244:00 - 244:30 exceed their ability to accomplish them they realize there are not enough hours in a day or days in a year there are talents they need that they do not possess the skills they possess which made them successful are not the ones essential to climb the next Mountain when they reached that point what do they do effective leaders rely on the law of the Inner Circle they understand that those closest to you determine the level of
• 244:30 - 245:00 your success when we see incredibly gifted people we can be tempted to believe that Talent alone has made them successful to think that is to buy into a lie nobody does anything great alone leaders do not succeed alone those closest to them determine the level of their success what makes the difference is the leader's Inner Circle I've been very fortunate because I've
• 245:00 - 245:30 had a fantastic inner circle that has made me a better leader and helped me accomplish more than I could have ever done on my own it started with my parents when I was a kid I married well Margaret Faithfully supports me loves me unconditionally in spite of my quirks and shortcomings my brother Larry a fantastic entrepreneur advises me on business matters I've had advisors and mentors who have helped me and shaped me
• 245:30 - 246:00 and I've been aided by people who compensate for my weaknesses and bring skills to the table that I lack the people in my inner circle have changed over the years with some people leaving and others arriving to help me for example when I was in my mid-30s Barbara brunogen came alongside of me and she made me better she was my executive assistant for 11 years after she moved away to take a leadership position Linda Eggers who was
• 246:00 - 246:30 already working with me became my executive assistant she still serves me in that capacity today more than 35 years later she's indispensable to me not only in handling the details of my life because she knows how I think and answers others in my place over ninety percent of the time she doesn't even need to consult me I tell leaders all the time the first and most important hiring decision Executives can make is who will
• 246:30 - 247:00 they choose as their assistant if you have a good one in your inner circle it improves your leadership significantly he or she will save you time help your life to run more smoothly enable you to remain focused on what only you can do a good assistant should be in the room with you at a very important meeting when Linda accompanies me I don't have to carry anything into the meeting or out of it after we're
• 247:00 - 247:30 done another long time member of my inner circle is Charlie Wetzel my writing partner I hired him as my researcher but in the first months he worked with me he proved his value when he reworked the manuscript of developing the leaders around you at the request of my publisher that first year he helped me write three books as well as articles product descriptions and marketing pieces it wasn't long before I wanted him in the room anytime we were discussing writing
• 247:30 - 248:00 or publishing Charlie's been with me for 28 years and together we produce more than a hundred books a third long time member of my inner circle is Mark Cole I wasn't even the person who hired mark he was hired by someone in one of my companies and worked in the stock room and then in sales as he rose in responsibility I got to know him better by the time he became a vice president he became a confidant when he proved himself he became the CEO of all four of
• 248:00 - 248:30 my organizations today he's not only the CEO but also co-owner of the companies and he is my successor no one serves me or helps me the way Mark does and has for over 20 years you see leaders are hired to deliver results there is no substitute for performance but without a good team they often don't get that opportunity those closest to them determine the level of their success
• 248:30 - 249:00 that is the law of the Inner Circle as I began teaching the laws of leadership 25 years ago I could tell that many people were daunted by the idea of 21 laws I understood their feelings I am a great believer in making things as simple as possible I would have loved to compile fewer than 21 laws of leadership but when I boil leadership down to its Essence I still see 21
• 249:00 - 249:30 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 his Mother Teresa observed you can do what I cannot do and I can do what you cannot do together we can do great things that is the power of the law of the Inner Circle leadership expert Warren Bennis was
• 249:30 - 250:00 right when he maintained the leader finds greatness in the group and he or she helps the members find it in themselves think of any highly effective leader and you will find someone who surrounded himself with a strong Inner Circle you can see that in business Ministry Sports even family relationships those closest to you determine the level of your success most human beings have some kind of
• 250:00 - 250:30 inner circle people close to them who help to make or break them however many people are not strategic in choosing them few people give enough thought to how those closest to them impact their effectiveness or leadership potential we naturally tend to surround ourselves with either people we like or people with whom we are comfortable but people who bring nothing more than fun or easiness will not help you to be
• 250:30 - 251:00 successful you see it all the time with certain athletes who transition to the professional ranks with entertainers who achieve professional success so some Plateau or self-destruct because their Inner Circle is composed of people who are not helpful or are even harmful to them to practice the law of the Inner Circle you must be intentional in your relationship building you need to invest in the best people around you and see how they respond as you look for
• 251:00 - 251:30 potential Inner Circle members take the advice of long-time executive and retired president CEO and chairman of Agilent Technologies Ned barnholt he believes that there are three kinds of people in an organization when it comes to leadership those who get it almost immediately and they're often running with it those who are skeptical and not sure what to do with it and another third Who start out negatively and hope it will go away
• 251:30 - 252:00 I used to spend most of my time with those who are most negative said barnholt trying to convince them to change now I spend my time with people in the first group I'm investing in my best assets as people rise up think about these three pre-qualifications before you begin drawing them in closer to become Inner Circle members only if they are solid in these three areas should you bring them into your circle
• 252:00 - 252:30 number one who they are anyone is going to be an integral part of your life needs to have good character and share the same values that you have when I invite people onto my team and consider them for my inner circle I expect them to have integrity they need to be honest and truthful and do what they say they'll do I expect them to possess a positive attitude a negative attitude never let
• 252:30 - 253:00 anyone to a positive solution I expect them to Value Excellence nothing hurts a business or a team more than settling for average I expect them to show flexibility I want to be able to change on a dime to pursue New Opportunities or improve on something that we're already doing I want them to exhibit loyalty we all need to work together toward a common cause and respect one another as we do
• 253:00 - 253:30 I expect them to Value people anyone who works with me must care about people and treat them with respect and dignity I could go on but I'm sure you got the idea I will say this in the past when I haven't paid close enough attention to the values of someone I brought into my inner circle I regretted it so make sure to come up with your own list of values and then make sure a potential Inner
• 253:30 - 254:00 Circle member possesses those values that you care about number two what they do every person in my inner circle is fantastic at what they do if they weren't they wouldn't be there they make me the team in the organization better because of their skills talents and ability because of my leadership giftedness I naturally attract leaders however one of the best things I've done in my leadership career is to bring people
• 254:00 - 254:30 into my inner circle who possess strengths that I don't because of this they can point out my blind spots and compensate for my weaknesses push back with perspectives that are different from my own and bring different strengths to the organization it's a great win-win I'm a big believer in team chemistry if your inner circle is going to work together and function as a team then you need to consider how members interact with each other how they fit just as
• 254:30 - 255:00 members of a championship basketball team have complementary skills and compatible roles you want all Inner Circle members to have places where they contribute and they should make one another better raise one another's game whether by sharing information and wisdom or engaging in Friendly competition when they improve one another they improve your entire team the third thing I look at is how they
• 255:00 - 255:30 lessen my load 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 track record as assets to the organization and they should take some of the leadership load off of you when I was growing up my mother used to recite a poem to me by Allah wheeler Wilcox I've never forgotten it there are
• 255:30 - 256:00 two kinds of people on Earth today just two kinds of people no more I say not The Sinner and the saint for its well understood that the good or half bad and the bad or half good no the two kinds of people on earth I mean are the people who lift and the people who lean Your Inner Circle members need to be lifters not just professionally but also to you personally they should add value to you
• 256:00 - 256:30 that may sound selfish but it's not only if you reach your potential as a leader will the people on your team or in your organization have a chance to reach their potential if the people around you don't make you better then you need to get around other people I'll mention what other factor to consider when thinking about potential Inner Circle members some people naturally belong in your inner circle because of their importance to the organization for example by virtue of being my CEO
• 256:30 - 257:00 Mark Cole should be in my inner circle because my organization cannot function without his leadership however Mark didn't become an inner circle member because of his position because he exhibits the three characteristics I have already described he became a member of my inner circle and from there hearing the right to become my CEO if people are in your inner circle due only to their position and you wouldn't otherwise put them
• 257:00 - 257:30 there then you may need to start looking for someone else to fill that position people often ask me about the way I've developed my inner circle I am strategic about bringing leaders around me but the way they actually become part of my inner circle usually happens organically as I work with people I find myself relying on them more I want them to be present in specific meetings or I want them to lead particular projects
• 257:30 - 258:00 over time I discover how highly valuable they are to the team the organization and me I don't perform a special ceremony and declare them to be an inner circle member a day comes when I become aware that they are in the Inner Circle every person in my inner circle is a high performer and either extends my influence beyond my reach provides essential skills that I lack or helps me
• 258:00 - 258:30 grow and become a better leader I learned the principle of the Inner Circle in the 80s and identified it as the law of leadership in 1997 when I wrote the first edition of this book but in recent years I've had a new revelation about the law of the Inner Circle in addition to the law that I want to teach you now I now recognize the importance of having an Outer Circle too the Outer Circle is a group of people who help you expand your horizons think
• 258:30 - 259:00 better think bigger get you out of your comfort zone and give you ideas they can be a great source of creativity so let's look at the differences between the people in each group for example Inner Circle members assist me day to day out of circle members they assist me from time to time if you're in the Inner Circle you help me lead better if you're in the Outer
• 259:00 - 259:30 Circle you probably help me lead bigger Inner Circle members remain with me out of circle members they change as I change Inner Circle members compensate for my weaknesses where Outer Circle members they complement my strengths Inner Circle members focus on today Outer Circle they focus on tomorrow Inner Circle members help me Implement out of circle members they help me
• 259:30 - 260:00 innovate the Inner Circle people cover the details the Outer Circle people uncover the big picture the Inner Circle members close doors for me the Outer Circle members open new doors in me developing an Outer Circle in addition to an inner circle is one of the most valuable things I've done in the last five years the Iacocca said that success comes not from what you know but from who you know and how you present yourself to each of
• 260:00 - 260:30 those people there's a lot of Truth in that if you want to increase your capacity and maximize your potential as a leader your first step is to always become the best leader you can the next is to surround yourself with the best leaders that you can find as you develop the circles of people who influence you and help you influence others start with your inner circle because those closest to you determine the level of your success without an
• 260:30 - 261:00 inner circle no leader can go far after you have developed a strong Inner Circle start working on your Outer Circle a leader who has one can go further than one who does it and never forget that those closest to you determine the level of your success that's the law of the Inner Circle and that's the only way that you can reach the highest level possible often Inner Circle members will come from within the organizations that you
• 261:00 - 261:30 lead you've invested in them and they become highly valuable to you other times there are family members that you rely on or mentors who have guided you and made you a better leader but occasionally they come to be in your inner circle by another path that was the case for John parikin I met John or Juan as many friends call him almost 30 years ago at a leadership event in Cancun at that time he worked
• 261:30 - 262:00 for leader Ray a training organization that works with corporations and non-profits though John is originally from Michigan he moved to Mexico right out of school and led a church there always like John because he has a great personality but I didn't get to see him often then around 2001 my non-profit organization wanted to start training leaders in Latin America so we began working with lead array that's when I got to know John better and discovered
• 262:00 - 262:30 what a fantastic leader he is it wasn't long before he became a valuable member of my Outer Circle he challenged my thinking helped me to expand my vision and taught me about Latin culture in South and Central America the better I got to know him the more I wanted him in the room when we talked about introducing training or transferation to new countries and the more often I wanted him to lead some of our initiatives he naturally transitioned from my Outer Circle to my
• 262:30 - 263:00 inner circle the first time I asked him to interpret for me when I was communicating on stage in a Spanish-speaking country John blew me away I was astonished by how talented he was I've spoken in the scores of countries with the help of hundreds of interpreters and hands down John virgin is the best that I have ever had in fact he is now my voice in every Spanish-speaking country of the world
• 263:00 - 263:30 though John Maxwell Leadership Foundation would not be as successful as it is without John and neither would I that's the power of the law of the Inner Circle it clearly proves that those closest to you determine the level of your success when I wrote the laws of leadership when I came to the law of inner circle it was probably of all the laws the one that I took the most personal and the reason for that is um kind of a behind the
• 263:30 - 264:00 scenes story when I turned 40 I did a kind of like a halftime review of my life and to be honest with you I I became a little discouraged because I had not yet accomplished the things I really would have liked to have accomplished by that age so for a couple of days in kind of my melancholic discouraged State I kept asking myself why am I not where I should be at this age
• 264:00 - 264:30 and I came to the conclusion that what I had not done well was develop my inner circle that the team that I had were there to kind of delegate stuff to but honestly I hadn't really mentored them I really hadn't equipped them I hadn't really empowered them to carry a load for me and so I made a commitment people ask me what was the most important business decision you ever
• 264:30 - 265:00 made in your life I'm going to tell you now what it was the most important business decision I made in my life was to uh give my most attention in time and investment in my inner circle and at 40 I started doing that and now in my 70s I look at the return of what it means to invest in people that are the closest to you because they can they can make you or break you I tell you that story because um I can almost bet that some of you as
• 265:00 - 265:30 you're listening to me read the book what you really need to do is you need to spend more investment time in those people who are closest to you here's what I know as they go so will you go it is true I may be the leader of the Inner Circle but today the Inner Circle takes me to a level that I could not have ever gone without them you really need them so become intentional kind of work on this chapter
• 265:30 - 266:00 and promise yourself as I did at the age of 40 that you're going to put more time effort and energy in developing that team around you than anything else you do I promise you it'll be a great business decision and it'll make a big difference leadership law number 12 the law of empowerment only secure leaders give power to others
• 266:00 - 266:30 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 the reach of the average American worker Ford said I will build a motor car for the multitude it will be large enough for the family but small enough for the individual to run and care for
• 266:30 - 267:00 it will be constructed of the best materials by the best men to be hired after the simplest designs that modern engineering can devise but it will be so low in price that no man making a good salary will be unable to own one and enjoy with his family the blessings of hours of pleasure in God's Great Open Spaces Henry Ford carried out that Vision with the Model T and it changed the face of
• 267:00 - 267:30 20th century American Life by 1914 Ford was producing nearly 50 percent of all the 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 he held on the power instead of empowering others
• 267:30 - 268:00 Ford was so in love with his Model T that he never wanted to change or improve it nor did he want anyone else to Tinker with it one day when a group of his designers surprised him by presenting him with a prototype of an improved model Ford furiously ripped its doors off of the hinges and proceeded to destroy the car with his bare heads for almost 20 years the Ford Motor Company offered only one design the Model T
• 268:00 - 268:30 which Henry Ford had personally developed it wasn't until 1927 that he finally grudgingly agreed to offer a new car to the public the company finally produced the model A but it was incredibly far behind its competitors in Technical Innovations despite its Early Head Start and the incredible lead over its competitors the Ford Motor Company's market share kept
• 268:30 - 269:00 shrinking by 1931 it was down to only 28 percent a little more than half of what it had produced 17 years earlier Henry Ford was the antithesis of an empowering leader he continually undermined his leaders and looked over the shoulders of the people to control them he even created a Sociological Department within Ford Motor Company to check up on his employees and direct
• 269:00 - 269:30 their private lives 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 EDSA 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 Edsel the presidency of the company
• 269:30 - 270:00 but at the same time he undermined him whenever any promising leader was rising up in the company and return him down causing the company to lose its best executives the few who stayed did so because they hoped to see Edsel finally take over and set things right but Edsel died in 1943 at age 49. edsel's oldest son the 26 year old Henry
• 270:00 - 270:30 Ford II left the Navy so that he could return to Dearborn Michigan and take over the company at first he faced opposition but within two years he gathered the support of several key people received the backing of the board of directors his mother controlled 41 percent of the Ford Motor Company stock and convinced his grandfather to step down so that he could become the president in his place young Henry was taking over a company
• 270:30 - 271:00 that hadn't made a profit in 15 years and was losing one million dollars a day the young president knew that he was in over his head so he brought in high-level leaders such as Colonel Charles Tex Thornton who led a team at the war department during World War II and Ernie breach an experienced General Motors executive and the former president of Bendix Aviation by 1949 Ford Motor Company was on a roll
• 271:00 - 271:30 again but there was too much of his grandfather in Henry Ford II he felt threatened by these good leaders so he petted one executive against another anytime an executive gained power and influence Henry undercut the person's Authority by moving him to a position with less clout supporting the executive's subordinates or publicly humiliating him this maneuver
• 271:30 - 272:00 continued all the days Henry II was at Ford as one time 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 said Henry Ford II once described his leadership philosophy to him if a guy works for you don't let him get too comfortable don't let him get cozy or set in his ways always do the
• 272:00 - 272:30 opposite of what he expects keep your people anxious and off balance the leadership of both Henry Fords violated the law of empowerment rather than building leaders up giving them resources Authority and responsibility and then empowering them to achieve they often undermine their best people their insecurity made it impossible for them to give power to others ultimately it diminished their personal leadership
• 272:30 - 273:00 potential created havoc in the lives of the people around them and damaged their organization if leaders want to be successful they have to be willing to empower others I like the way president Theodore Roosevelt stated it the best executive is the one who has sense enough to pick good men to do what he once done and the self-restraint enough to keep from meddling with them while they do it to lead others well we must help them to
• 273:00 - 273:30 reach their potential that means being on their side encouraging them sharing the power we have with them and helping them to succeed that's not traditionally what we're taught about leadership the two leadership games I was taught as a kid Were King of the Hill and follow the leader now what was the object of King of the Hill to knock other people down so that you could be on top
• 273:30 - 274:00 and what was the point in follow the leader to do things you knew followers couldn't do to separate yourself from them and beat them the problem with those games is that to win you have to make everyone else lose the games are based on insecurity and power the opposite of the way to raise up leaders I believe people have a natural desire to gain power and hold on to it some do it to enrich themselves others
• 274:00 - 274:30 desire to control other people to get what they want from them some people tell themselves they want power so that they can do good but the moment they manipulate others are Justified bad behavior to hold on to power they begin doing harm no matter how they justify it Lord Acton stated power tends to corrupt an absolute power corrupts absolutely the recent me too and black lives matter
• 274:30 - 275:00 movements are reactions against powerful people using their power to harm others with less power 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 people need to fight to make something of themselves the assumption is that they need to fight others to maintain their leadership they put others down to lift themselves up
• 275:00 - 275:30 but that reflects a scarcity mindset the truth is that if you give some of your power away to others there's still plenty to go around pushing people down takes you down with them lifting others up lifts you the best solution to avoiding the corrupting influence of the desire for power is to share whatever power you have with others you can do that using a simple process of equipping that I have
• 275:30 - 276:00 taught for years when you equip those you lead to do something you're not just stepping back and giving them freedom to succeed you're giving them the means to succeed you're sharing knowledge skills and permission for them to be more effective and you're giving them the resources they need to be successful so how do I equip people step one I do it the process of empowerment starts with
• 276:00 - 276:30 your power or ability to be productive as I mentioned in the law of influence having a title or position doesn't make you a leader being able to get along well with people while essential to leadership also doesn't make you a leader what makes you a leader is being productive being able to lead a team to accomplish something that ability gives you credibility you can't give what you don't have
• 276:30 - 277:00 you learned your craft and striven for excellence are you helping your team win are you leveraging your talent skills and abilities to achieve goals if you are you have the credibility of the I do it phase you're becoming a leader worth emulating if not start by developing your credibility by being successful step two I do it and you are with me the sharing process begins when you
• 277:00 - 277:30 invite someone along and show them what you do and how to do it this is where empowerment begins when you show someone your mistakes instead of hoping they make the same ones when you show them the secrets of your success instead of hiding them to keep your advantage you've begun to share power with them when I was in my 20s after seeing an organization I had led go backwards
• 277:30 - 278:00 after I left it I started to figure out that instead of doing everything myself and being Mr Answer Man I needed to train others to do what I knew how to do my great breakthrough came when I made it my practice to take someone I wanted to train with me every time I let something by watching me people learn to do what I could do they got a feel for why I did it and they learned the ropes
• 278:00 - 278:30 step number three you do it and I am with you this is the pivot point in empowerment when you ask people to do what you've demonstrated you're helping them take a step in their development and in their ability notice that the leader doesn't send them off to do it the leader accompanies them why the first reason is to coach them when you're with them you can show them where they got off track you can praise them for what they did
• 278:30 - 279:00 well you can encourage them when they're going through doubt you can help them gain confidence you can celebrate their success the second reason is to hold them accountable when you give power and responsibility to leaders you want to make sure that they are using them well to accomplish the work and help other people step four you do it this is the handoff of power when the people you train and Empower
• 279:00 - 279:30 are capable of working on their own you release them to succeed this is where they have the opportunity to sharpen their abilities and skills and develop excellence if you've done your job well enough and have the right mindset your greatest hope shouldn't be for them to just be successful it should be for them to be more successful than you that's true empowerment step five you do it and someone else is
• 279:30 - 280:00 with you after step four it might sound like the job is done but there's still one more important step you need to encourage the people you equip to take others along so that they can be equipped too this not only expands the effectiveness of the organization but it also helps those you train to give their power away instead of hoarding it leading well is not about enriching
• 280:00 - 280:30 yourself it's about empowering others leadership analyst Lynn McFarland Larry sen and John Childress affirmed the empowerment Leadership Model shifts away from position power to people power within which all people are given leadership roles so they can contribute to their fullest capacity only empowered people can reach their potential When leaders can't or won't Empower others they create barriers
• 280:30 - 281:00 within the organization that followers cannot overcome if the barriers remain long enough then the people give up and they stop trying or they go to another organization where they can maximize their potential if empowerment is so positive then why don't more leaders do it many have never been taught how but more often When leaders fail to empower others it's usually due to one
• 281:00 - 281:30 of three reasons the first barrier to empowerment is the desire for job security the greatest enemy of empowerment is the fear of losing what we have many leaders worry that if they help subordinates they themselves will become dispensable but the truth is that the only way to make yourself indispensable is to raise up leaders and if you're able to continually Empower others and help them
• 281:30 - 282:00 develop so that they can become capable of taking over your job you'll become so valuable to the organization that you become indispensable that's 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
• 282:00 - 282:30 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 second barrier to empowerment is resistance to change Nobel prize-winning author John Steinbeck asserted it is the nature of man as he grows older to protest against change
• 282:30 - 283:00 particularly change for the better by its very nature empowerment brings constant change because it encourages people to grow and innovate change is the price of progress that is not always easy to live with most people don't like change yet 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
• 283:00 - 283:30 to make a way for it effective leaders are not only willing to change they become change agents the third barrier to empowerment is the lack of self-worth Murphy's 12th will all states you can't lead a cavalry charge if you think you look funny on a horse self-conscious people are rarely good leaders they focus on themselves worrying how they look and what others
• 283:30 - 284:00 think and whether they are light 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 only secure leaders are able to give themselves away Mark Twain once remarked the great things happen when you don't care who gets the credit but I believe you can take that a step farther I believe the greatest things happen only when you give others the credit one time
• 284:00 - 284:30 vice presidential candidate Admiral James B Stockdale declared what we need for leaders are men and women of heart who are so helpful that they in effect do away with the need of their jobs but leaders like that are never out of a job never out of followers strange as it sounds great leaders gain Authority by giving it away if you aspire to be a great leader you must live by the law of empowerment
• 284:30 - 285:00 one of the greatest leaders of the United States was known for his humility and willingness to give his power and authority to others President 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 time of turmoil for the country when factions were strong Lincoln brought together a group of leaders who
• 285:00 - 285:30 would bring strength through diversity and mutual challenge one Lincoln biographer 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 antagonists seem to be courting disaster it was a mark of his sincere intentions that Lincoln wanted the advice of men as strong as himself or stronger that he
• 285:30 - 286:00 entertained no fear of being crushed or overridden by such men revealed either surpassing naivete or a tranquil confidence in his powers 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 perhaps the greatest example of Lincoln's desire to empower his leaders
• 286:00 - 286:30 could be seen in how he treated his generals during the war for example in June 1863 when Lincoln put command of the army of the Potomac into the hands of General George G Mead Lincoln sent him a message considering the circumstances no one ever received a more important command and I could not doubt that you will fully justify the confidence which the government has reposed in you you will
• 286:30 - 287:00 not be hampered by any minute instructions from these headquarters your army is free to act as you deem appropriate under the circumstances as they arise all forces within the sphere of your operations will be held subject to your orders 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
• 287:00 - 287:30 gave them credit and when they performed poorly Lincoln took the blame Lincoln expert Donald T Phillips acknowledged throughout the war Lincoln continued to accept public responsibility for battles lost or opportunities missed Lincoln was able to stand strongly during the war and continually give power to others because of his Rock Solid security reading about a leader like Lincoln is inspiring
• 287:30 - 288:00 but it can also be intimidating because he was such a strong leader at such a difficult time but you don't have to be a great leader to empower others you just need to be willing the main ingredient for empowering others is a high belief in people if you believe in others they will believe in themselves recently I received a note from Mark Cole thanking me for my belief in him in part here's what he wrote John
• 288:00 - 288:30 I'm writing this to you because 20 plus years ago you and the team had enjoy took a chance on a young man who is broken by leadership failures you all took me in gave me a role that played to my strengths and trust in me more and more to expand my leadership even though I had sworn that I will never lead again that led me to a bigger role with more responsibility which led me to another
• 288:30 - 289:00 role with even greater responsibility I learned a channel my passions into my strengths time and time again using each new opportunity from you as a chance to become better as a result I went from selling the vet tickets out of a converted broom closet to becoming the owner CEO and president of the John Maxwell Enterprise how was I able to grow along that Journey you took the time to invest in me and
• 289:00 - 289:30 Empower me for 20 years now I've been privileged to study at your site you poured into me mentored me coached me challenged me and given me the space and freedom to make mistakes you challenged me to grow in areas where I was very uncomfortable Stephanie Torrey Macy and I are grateful every single day for your presence in our lives your legacy lives in me and in every coach trainer and leader you've
• 289:30 - 290:00 ever empowered or developed to take the message of transformation to the world we're proud to continue your good work receive your baton and run our own race as well as you've run yours thank you for knowing going and showing us the way mark when I receive an encouragement note from someone close to me I tuck it away and I save it I cherish such things I'm grateful to mark for all that he has done for me and
• 290:00 - 290:30 I believe he has returned to me much more than I have given to him and I've generally enjoyed the time I've spent helping him grow the truth is that empowerment is powerful not only for the person being developed but also for the empower enlarging others makes you larger Mark has made me better than I am not just because he helped me achieve much more than I could have done on my own but also because the whole process made me a
• 290:30 - 291:00 better leader that is the impact of the law of empowerment it is an impact that you can experience as a leader as long as you're willing to believe in people and give your power away when I teach the law of empowerment in conferences I make sure that I give them a process as I read to you in this last chapter this process of I do it I do it you're with me you do it I'm with you you do it
• 291:00 - 291:30 and then you do it in someone else's with you I I make sure that I teach in the process and here's why in empowerment we have to give people a step-by-step process to grow and mature in their empowerment it it's sequential and it's in stages and at each stage until I let you go and Empower you completely I'm with you I can coach you I can
• 291:30 - 292:00 direct you I can redirect you I can I can tweak you when I want to I I'm beside you that is so essential in empowering people it's more than just delegating it's more than just giving someone a job it's teaching that person how to succeed at that job the last thing I want to say is that with empowerment comes accountability I think many times that's amiss I think people want to be free to do the
• 292:00 - 292:30 job but they don't want to come back and be accountable for the job that they did so with your empowerment teach a process so that people can in stages be empowered but also at the end make them accountable this will allow you and it will allow them to best serve the team that you're on leadership law number 13 the law of the
• 292:30 - 293:00 picture people do what people see in 2001 filmmaker Steven Spielberg and actor Tom Hanks produced a TV mini-series called Band of Brothers based on the book of the same name by historian Stephen Ambrose the 10 episodes chronicled the story of the Easy Company a group of paratroopers from the 101st Airborne who fought
• 293:00 - 293:30 during World War II 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 in leadership for the various officers and sergeants who commanded them in displayed leadership styles 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
• 293:30 - 294:00 their battles and ultimately the war from the very first episode of the television series the contrasting leadership styles were on display Herbert Sobel easy companies commanding officer during its training was shown to be a brutal and autocratic leader with a sadistic streak he drove them in harder than the commander of any other company he arbitrarily revoked passes and inflicted
• 294:00 - 294:30 punishment but judging from Ambrose's research Sobel was even worse than he was depicted in the series Sobel drove the men mercilessly which is 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 of paratroopers nor did he display the high level of competence he demanded from everyone else
• 294:30 - 295:00 Ambrose wrote about an incident during training that was representative of sobel's leadership on one night exercise he decided to teach his men a lesson he and Sergeant Evans went sneaking through the company's position to steal rifles from sleeping men the mission was successful by daylight several in Evans had nearly 50 rifles with great Fanfare Evans called the company together and so will began to
• 295:00 - 295:30 tell them in what miserable soldiers they were but someone didn't realize was that the men he was berating were his own he had wandered into the wrong camp and 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 soldiers who served under Sobel mocked him and undermined him by the time Easy Company began preparations for the invasion of Normandy many men were
• 295:30 - 296:00 taking bets on which one of them would shoot Sobel when they finally joined the war in Europe fortunately for both him and his men Sybil was removed 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 was considered by the men to be the best combat leader in World
• 296:00 - 296:30 War II that person was Dick Winters he started out as a platoon leader in Easy Company during their training and was promoted to company Commander after Normandy and later to Battalion executive officer he finished his brief military career with the rank of major Time After Time winners helped his soldiers to perform at the highest level and he always LED them from the front setting the example taking the risk
• 296:30 - 297:00 along with them Ambrose described Winter's philosophy of leadership in battle simply 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 Winter's way of leading by example occurred soon after D-Day on the road to keratan a town that easy company needed to take from the Germans
• 297:00 - 297:30 as the American paratroopers under his command approached the town they became pinned down by German machine gun fire land ditches on either side of the road the soldiers froze and 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 them he kicked them he ran from one ditch to the other as machine gun bullets flew by
• 297:30 - 298:00 finally he jumped in the middle of the road bullets glancing off the ground near him and he 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 who was a sergeant wrote to Winners about the incident and he said I'll never forget seeing you in the middle of that road you are my total inspiration all my boys felt the same way
• 298:00 - 298:30 in 2006 Winter summed up his approach to leadership saying I may not have been the best Combat Commander but I always strove to be my men depended on me to carefully analyze every tactical situation to maximize the resources that I had at my disposal and to think under pressure and then to lead them by my personal example when Ambrose was asked what allowed easy company to distinguish itself during the
• 298:30 - 299:00 war to rise above its peers Ambrose was clear in his response they weren't all that much better than other paratroopers or the Rangers or the Marines they were one of many elite units in the war but what made them special even among those who were already self-selected and special was their leadership the great CEOs platoon leaders and sergeants not all elite units had such
• 299:00 - 299:30 luck in their leaders and that's the difference why did that make such a difference because people do what people see That's the Law of the picture when the leaders show the way with the right actions their followers copy them and can succeed great leaders always seem to embody two seemingly disparate qualities they are both highly Visionary and highly practical their Vision enables them to see beyond the immediate they can Envision what's
• 299:30 - 300:00 coming and what must be done leaders possess an understanding of how Mission provides purpose which answers the question why Vision provides a picture which answers the question what and strategy provides a plan which answers the question how as author Hans Finzel observed leaders are paid to be dreamers in fact the higher you go in leadership the more
• 300:00 - 300:30 your work is about the future at the same time leaders are practical enough to know that Vision Without action achieves nothing they make themselves responsible for helping their team members to take action that can be difficult because the people who follow them often cannot Envision the future as the leader does they can't picture what's best for the team they lose track of the big picture why because Vision has a tendency to
• 300:30 - 301:00 leak leaders are stewards of the vision so what should they do to bridge the vision gap between them and their followers the Temptation for many leaders is to merely communicate the vision now don't get me wrong communication is certainly important good leaders must communicate the vision clearly creatively and continually the leader's effective communication division makes the picture clear
• 301:00 - 301:30 but that's not enough the leader must also live the vision the leader's effective modeling of the vision makes the picture come alive good leaders are always conscious of the fact that they are setting the example and members of their team are going to do what they do for better or worse in general the better the leader's actions the better their peoples I'm certainly not suggesting that leaders have all the answers anyone who has led anything knows that leaders who
• 301:30 - 302:00 make the greatest impact are often those who lead well in the midst of uncertainty Andy Stanley an excellent leader and Communicator has addressed this issue a few years ago at the Catalyst conference for leaders he said uncertainty is not an indication of poor leadership rather it indicates a need for leadership the nature of leadership demands that there always be an element of uncertainty the Temptation is to think if I were a
• 302:00 - 302:30 good leader I would know exactly what to do increased responsibility means dealing with more and more intangibles and therefore more complex uncertainty leaders can afford to be uncertain but we cannot afford to be unclear people will not follow fuzzy leadership when times are tough uncertainty is high and Chaos threatens to overwhelm everyone followers are in greatest need
• 302:30 - 303:00 of a clear picture from their leaders they need a leader who Embraces the law of the picture the living picture they see in the leader produces energy passion and motivation to keep going if you desire to be 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 the people you lead are always watching what you do
• 303:00 - 303:30 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 than from anywhere else as parents Margaret and I realize this early no matter what we taught our children they insisted on behaving like us how frustrating legendary UCLA basketball coach John Wooden once quoted a poem that explains
• 303:30 - 304:00 it perfectly no written word nor spoken plea can teach our youth what they should be nor all the books on all the shelves it's what the teachers are themselves just as children watch their parents and emulate their behavior so do employees watching their bosses if the bosses come in late then employees feel that they can too if the bosses cut Corners employees cut Corners people do
• 304:00 - 304:30 what people see followers May doubt what their leaders say but they usually believe what their leaders do and they imitate it former U.S army General and Secretary of State Colin Powell observed you can issue all the memos and give all the motivational speeches you want but if the rest of the people in your organization don't see you putting forth your best effort every single day they won't either
• 304:30 - 305:00 Whitley David asserted a good supervisor is a catalyst not a drill sergeant he creates an atmosphere where intelligent people are willing to follow him he doesn't command he convinces nothing is more convincing than living out what you say you believe secondly it's easier to teach what is right than to do what is right writer Mark Twain quipped to do what is right is wonderful to teach what is
• 305:00 - 305:30 right is even more wonderful and much easier isn't that the truth it's always easier to teach what's right than to do it yourself that's one of the reasons why many parents and bosses say do as I say not as I do one of my earliest challenges as a leader was to raise my living to the level of my teaching I can still remember the day that I decided that I would not teach anything that I did not try to live out
• 305:30 - 306:00 that was a tough decision but as a young leader I was learning to embrace the law of the picture author Norman Vincent peel 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 I once received calls on the same day about teaching ethics in the business Arena from two reporters one from the
• 306:00 - 306:30 Chicago Tribune and the other from USA Today both asked similar questions they wanted to know if ethics 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 is taught and modeled for them I replied too many leaders are like bad travel agents they
• 306:30 - 307:00 send people places where they have never been instead they should be more like tour guides taking people places that they have gone and sharing the wisdom out of their own experiences John Wooden used to say to his players show me what you can do don't tell me what you could do I believe team members have the same attitude toward their leaders they want to see their leaders in action doing their best showing the way and setting the example B.J Featherstone remark leaders tell but
• 307:00 - 307:30 never teach until they practice what they preach that is the law of the picture thirdly we should work on changing ourselves before trying to improve others leaders are responsible for the performance of the people that they lead the buck stops with them they accordingly monitor their team members progress give them Direction and
• 307:30 - 308:00 hold them accountable and to improve the performance of the team leaders must act as change agents however a great danger to good leadership is the temptation to try to change others without first making changes to yourself as a leader the first person I need to lead is me the first person that I should try to change and improve is me my standards of excellence should be higher for myself
• 308:00 - 308:30 than those I set for others to remain a credible leader I must always work first hardest and longest on changing myself this is neither easy nor natural but it is essential in all honesty I'm a lot like Lucy in the Peanuts comic strip who tells Charlie Brown that she wants to change the world when an overwhelmed Charlie Brown asked Lucy where she would start her responses I would start with you Charlie Brown I
• 308:30 - 309:00 would start with you not long ago I was teaching on the idea of 360 degree leaders people who exert influence not just down with those that they lead but also up with their boss and a cross with their colleagues during a q a session an attendee asked what is the most difficult leading up leading across or leading down now the above I answer quickly leading
• 309:00 - 309:30 myself is the toughest to lead any way other than by example we send a fuzzy picture of leadership to others if we work on improving ourselves first and make that our primary mission then others are more likely to follow fourthly the most valuable gift a leader can give is being a good example a survey conducted by opinion research Corporation for agilon finance ask
• 309:30 - 310:00 American workers to select the one trait that was most important for a person to lead them here are the results number one leading by example secondly strong ethics or morals thirdly knowledge of business fourth was fairness fifth was overall intelligence incompetence and finally number six recognition of employees more than anything else employers want
• 310:00 - 310:30 leaders whose beliefs and actions line up they want good models who lead from the front leadership is more caught than taught how does one catch leadership by watching good leaders in action when I think about my leadership journey I feel that I have been fortunate to have had excellent leadership models from whom I have caught various aspects of leadership I caught perseverance by watching my father face and overcome adversity
• 310:30 - 311:00 I caught encouragement by looking at how Ken Blanchard valued people I caught Vision by seeing Bill bright make his vision become a reality I continue to learn from good models and I strive to set the right example for the people who follow me our children and grandchildren employees in my companies and the people who attend my conferences and read my books living what I teach is the most
• 311:00 - 311:30 important thing I do as a leader as Nobel Peace Prize winner Albert Schweitzer observed example is leadership in the law of magnetism I wrote about Maxwell leadership the thousands of men and women we've trained in certified as speakers and coaches and I wrote about the values that we instill in them now you mean people maintaining a positive attitude growing daily leading by example living with
• 311:30 - 312:00 intentionality exceeding clients expectations equipping others being in Catalyst for transformation and leaving room for faith from the very beginning I have believed these values to be the most important thing that we teach them more than coaching speaking or leadership skills because I led these individuals by name I want them to represent me well and embody the same values that I embrace
• 312:00 - 312:30 for that reason every time we have trained a new group of coaches at our International Maxwell certification event I've taught a session on values but because I understand the law of the picture I knew in my gut that teaching alone wouldn't give new coaches the picture of leadership that I wanted them to live how was I going to show it to them when I had only a couple days with them in person at the event that I got an idea I introduced them to
• 312:30 - 313:00 experience Maxwell leadership coaches who were successful because they were living out our values from that time on I featured coaches they could see learn from and follow their example set the course for the new coaches as a result not only do the new coaches benefit from seeing good pictures of leadership but those experienced coaches who are exemplifying good values become recognized and honored for their work
• 313:00 - 313:30 it's a win for everyone as you lead others never forget that you set the tone for everyone you lead the values you model will be shared by the people of your team if you work hard they're likely to work hard if you're growing and learning with humility they'll realize that this is the road to Greater success if you maintain a positive attitude with an abundance mindset they will emulate you if you're highly ethical in
• 313:30 - 314:00 everything that you do and refuse to cut corners they'll understand that honesty and integrity are the standards for the team people do what people see that is the law of the picture when I wrote the chapter on the law of the picture I was reminded of what I read several years ago from Stanford research that 89 of what you and I do we saw it visually first
• 314:00 - 314:30 and when I realized that by far the vast majority of all of my actions and I'll be honest with you my attitudes in life are because I visually saw them in someone else That's the Law The Picture People do what people see so when people ask me about excellence in leadership I share with them it's impossible to be a great leader unless you're a great example you see leadership is highly visual
• 314:30 - 315:00 nobody ever followed a leader that they didn't see seldom do they follow a leader that they don't know for them to be inspired for them to be guided correctly they need to see the leader in action they need to watch they need to observe they need to have a picture of what leadership could and should be so for me to teach values and not live values is to give them a picture that's
• 315:00 - 315:30 not clear it's a it's a fuzzy one so what we do is we make sure that Our Lives match up to our teachings now that's not always easy sometimes that requires me to be authentic and real and honest and to have credibility sometimes I have to talk about the fact that my leadership didn't measure up I've often said that people don't want to perfect leader but they really do want an authentic leader I thank the law
• 315:30 - 316:00 of the picture once we understand it and follow it makes us authentic in our leadership and people love someone that's a leader that has credibility so the law of the picture keep it in front of you be that example the people that follow you need it leadership law number 14 the law of
• 316:00 - 316:30 buy-in people buy into the leader then the vision in the fall of 1997 a few members of my staff and I had the opportunity to travel to India and teach for leadership conferences something the organization would do many more times around the world in the decades since that trip left a strong impression on me India is an amazing country full of contradictions it's a place of Beauty
• 316:30 - 317:00 with warm and generous people and it was there that I was reminded of the law of buy-in I'll never forget when our plane landed in Delhi exiting the airport I felt as if we had been transported to another planet there were crowds everywhere people on bicycles in cars on camels and elephants people on the street some sleeping right on the sidewalks animals roamed free no
• 317:00 - 317:30 matter where we were and everything was in motion as we drove along the main street toward our hotel I also noticed something else banners wherever we looked we could see banners celebrating India's 50 years of Liberty along with huge pictures of one man Mahatma Gandhi today people take for granted that Gandhi was a great leader but the story of his leadership is a
• 317:30 - 318:00 marvelous study in the law of bayad mahondas K Gandhi called Mahatma which means Great Soul was educated in London after finishing his education in law he traveled back to India and then on to South Africa there he worked for 20 years as a barrister and political activist and in that time he developed as a leader fighting for the rights of Indians and other minorities who were abused and
• 318:00 - 318:30 discriminated against by South Africa's oppressive government by the time he returned to India in 1914 Gandhi was very well known and highly respected among his countrymen over the next several years as he led protests and Strikes around the country people rallied to him and looked to him more and more for leadership in 1920 a mere six years after returning to India he was elected president of the
• 318:30 - 319:00 all India home rule League the most remarkable thing about Gandhi isn't that he became a leader in India but that he was able to change the people's vision for obtaining freedom before he began leading them the people used violence in an effort to achieve their goals for years riots against the British establishment had been common but Gandhi's vision for change in India
• 319:00 - 319:30 was based on non-violent Civil Disobedience he once said non-violence is the greatest Force at the disposal of mankind it's mightier than the mightiest weapon of Destruction devised by the Ingenuity of man Gandhi challenged the people to meet oppression with peaceful Disobedience and non-cooperation even when the British military massacred more than 1 000 people in 1919. Gandhi
• 319:30 - 320:00 called the people to stand without fighting back Rowling everyone to his way of thinking wasn't easy but because the people had come to buy into him as their leader they embraced his vision and then they followed him Faithfully he asked them not to fight and eventually they stopped fighting when he called for everyone to burn foreign-made clothes and start wearing nothing but Homespun material millions of people
• 320:00 - 320:30 responded by doing it when he decided that a March to the Sea to protest the salt act would be their rallying point for civil disobedience against the British the nation's leaders followed him the 200 miles to the city of dandi where government Representatives arrested them their struggle for Independence was slow and painful but Gandhi's leadership was strong enough to deliver on the promise
• 320:30 - 321:00 of his vision in 1947 India gained home rule because the people had bought into Gandhi they accepted his vision and once they had embraced the vision they were able to carry it out that's how the law of Bayan works the leader finds a dream and then the people the people find the leader and then the dream when I teach leadership I field a lot of questions about vision
• 321:00 - 321:30 invariably someone will come up to me during a break and give me a brief description of their vision and ask me do you think my people will buy into my vision my response is always the same first tell me this do your 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 it
• 321:30 - 322:00 but that's not how leadership usually works people don't at first follow worthy causes they follow worthy leaders who promote causes that they believe in people buy into their leader first then they buy into the leader's vision having an understanding of that will change your whole approach to Leading people during the.com boom I read an article in business week that profiled entrepreneurs who partnered with venture
• 322:00 - 322:30 capitalist 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 their Enterprises off of the ground most never found backing but whenever an entrepreneur succeeded once that
• 322:30 - 323:00 entrepreneur found it pretty easy to find money the next time around many times investors weren't even interested in finding out what the entrepreneur's vision was if they had bought into the person then they readily accepted the ideas the writer of the article interviewed software entrepreneur Judith Estrin and her partner and at that time they had founded two companies she said that funding her first company took six
• 323:00 - 323:30 months and countless presentations even though she had a viable idea and believed in it 100 percent 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 she said we had Venture capitalists calling us and begging us to take their money why had everything changed so
• 323:30 - 324:00 drastically for her because of the law buy-in people had bought into her so they were ready to buy into whatever Vision she offered sight unseen As Leaders we have to give people reasons to buy into us that process usually occurs in three Progressive steps first they buy into your character the process of buy-in always starts with trust I don't need to talk to you too
• 324:00 - 324:30 much about this because I explain it in the law of Solid Ground I'll simply say this until people trust you they will always hold back they will not completely buy into you or your leadership secondly they buy into your competence there is no leadership without competence people don't buy into leaders who can't produce and have no track record you must prove your competence and the more you demonstrate it the more they will buy into it
• 324:30 - 325:00 number three they buy into your commitment the final piece of the puzzle is commitment people don't buy into leaders who lack commitment only commitment will keep the leader engaged in the cause and only the demonstration of that commitment will prompt others to buy in let me say one more thing about the buy-in process it's not permanent there have been times in my life when I
• 325:00 - 325:30 have had the buy-in of people but I had to re-earn it after my vision changed for example when I resigned my position as a pastor and stopped leading in a local church there were people who believed that I had sold out and told me so they thought I was betraying my values and chasing money I knew the transition was right because in the long run I was convinced I would add value to more people and be able to share my values with a larger audience
• 325:30 - 326:00 it took 20 years from some people to accept my decision buy back into me as a leader I lost the buy-in of leaders in my own organization more than once and had to earn it back as I already mentioned when I wanted to create the John Maxwell team now known as Maxwell leadership leaders in my organization thought it was a bad idea for me to lend my name to thousands of people who might misrepresent me
• 326:00 - 326:30 and when I wanted to shift my non-profit organization from training leaders to transforming leaders some members of my board couldn't understand my thinking and didn't buy into it and as a result they resigned it broke my heart but I had 100 confidence that it was the right decision I believed in myself and my vision if you face a situation as a leader where people won't buy into you then you must earn their buy-in
• 326:30 - 327:00 how did I accomplish that with the leaders in my organizations I took action you can't win people's buy-in with just words and resources and opportunities won't come to you until you start moving forward I reproved my confidence to them by winning small victories that showed the vision was working if you can deliver on small pieces of the vision while continuing to demonstrate good character and ongoing
• 327:00 - 327:30 commitment you have a chance to regain people's buy-in every message that people receive is filtered through the messenger who delivers it if you consider the messenger to be credible then you believe the message has value that's one reason that actors and athletes are hired as promoters of products people buy Nike shoes because they have bought into Cristiano Ronaldo or Lebron James Serena Williams and Tiger Woods
• 327:30 - 328:00 not necessarily because of the quality of the shoes same is true when actors promote causes have the actors suddenly become experts in the cause that they're promoting usually not but that doesn't matter people want to listen to them because they believe in them as people or because they have credibility as performers once people have bought into someone they're willing to give that person's Vision a chance
• 328:00 - 328:30 people want to go along with people that they get along with you cannot separate leaders from the causes that they promote it cannot be done no matter how hard you try it's not an either or proposition the two always go together the following collection of word equations show how people react to leaders and their Vision under different circumstances for example if in the leader people
• 328:30 - 329:00 don't buy into it then they won't buy into the vision and so the result is eventually they'll get another leader if they don't buy into the leader but they buy into the vision they'll still over time get another leader if they buy into the leader but they don't buy into the vision what they'll do is they'll go get them another vision only when they buy into the leader and buy into the vision will they really get behind the leader but the buy-in of the
• 329:00 - 329:30 leader is always first when followers don't like the leaders or the vision they look for another leader the only time people will follow a 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
• 329:30 - 330:00 matter they don't follow and even if they don't have much of a choice they start looking for another lead 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 still look for another leader now 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 coaches change teams so often in professional sports
• 330:00 - 330:30 the vision for any team always stays the same everyone wants to win a championship but players don't always believe in their leader and when they don't what happens the owners don't fire all of 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 pretty similar the effectiveness of their system isn't that different what often separates them from each
• 330:30 - 331:00 other are their leadership and their level of credibility with players when followers like the leader but do not like the vision they change the vision when followers don't agree with the leader's Vision they react in many ways sometimes they work to convince the 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 still buy into the leader they rarely out and out reject him they usually keep
• 331:00 - 331:30 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 times yet at the same time the majority of the people in Great Britain were against Blair's policy 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
• 331:30 - 332:00 live with their philosophical difference with him when followers like the leader and the vision they get behind both when people believe in their leader and the vision they will follow the leader no matter how bad the conditions get or how much the odds are stacked against them that's why the Indian people in Gandhi's day refuse to fight back as soldiers mowed them down that's what inspired the U.S space program to fulfill John F
• 332:00 - 332:30 Kennedy's Vision to put a man on the moon and that's the reason people continue 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 that they've hit the wall and given everything that 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
• 332:30 - 333:00 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 have tried to get people to act on your vision but weren't able to make it happen you probably came up against the law of Bayern maybe without even knowing it When leaders are able to take their teams or
• 333:00 - 333:30 organizations forward in a spatially tough times you know those leaders have the buy-in of their people that was the case of Ed Bastian the CEO of Delta Airlines during the covid-19 pandemic in April 2021 Delta announced that employees would be asked to return to work in person at Delta's headquarters and on June 12 2021 Ed posted a message
• 333:30 - 334:00 on Instagram welcoming them back he wrote after the most challenging year in our history it's an exciting day in Atlanta as we welcome back members of the Delta Airlines family for the official reopening of our Global headquarters our people and our culture are the Delta difference collaboration is such a vital part of what we create and it's at its best when we are physically together I'm grateful for the resilience of the
• 334:00 - 334:30 Delta people throughout the past year especially those across our operation who showed up to work smiling masked and prepared every day to serve our customers and offer a safe clean travel experience it's going to be a great summer as we safely reunite with our colleagues families and friends now it's time to get back out and see the world and in the environment where 81 percent of the workers in United States didn't
• 334:30 - 335:00 want to return to their offices full time and 39 were considering quitting instead of returning all of Delta's employees returned why because Ed Bastion had a 22-year history with the airline creating credibility employees bought into him so they followed his leadership that started at Delta in 1998 as vice president of finances and as the controller
• 335:00 - 335:30 two years later he was made Senior vice president in the wake of the 9 11 terrorist attacks in 2001. Delta like all other major airlines was struggling Ed believed that Delta needed to make major changes through bankruptcy and restructuring when his advice went unheeded he left to pursue another opportunity but after only six months Delta CEO Jerry grinstein brought him back as the CFO to
• 335:30 - 336:00 lead the company's restructuring Ed was vital to saving the company and putting it back on a successful track in 2007 he became Delta's president and in 2016 its CEO under his leadership Delta grew and became more financially stabled shared profits with its employees became the world's most awarded Airline and was consistently recognized by Fortune as one of the world's most admired companies
• 336:00 - 336:30 Ed says the key to his success is taking care of our people he Roots his leadership in what he calls the virtuous circle which says if you take care of your people they take care of your customers whose business and loyalty allows you to reward your investors Ed's vision isn't just to make Delta a great company he wants to create a legacy and be known as someone who helped make the company the airline of that next generation
• 336:30 - 337:00 that's something a leader can do only when the people buy into him do you have the buy-in of the people that you lead are they willing to follow you as You Follow Your Vision 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 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
• 337:00 - 337:30 first buying in to you as a leader and that's the reality of the law of buy-in when I deal with leaders and they talk about vision I find so many times that they focus more on making the vision clear than making sure that the people who have bought into them as leaders I love the statement that says it's wonderful when the people believe in the
• 337:30 - 338:00 leader but it's even more wonderful when the leader believes in the people the law of Bayan begins with the leader believing in the people here's what I know nobody has ever bought into me as a leader until I first bought into them and by the way leaders must go first but the moment that I buy into the people the moment that I value the people the moment I love the people that I'm leading
• 338:00 - 338:30 all of a sudden that buy-in becomes a two-way street and the people began to draw closer to me and began to buy into me now with that let me just say one more thing about this law with that comes of tremendous responsibility when people buy into me as a leader it means that I must continue to uphold the trust that they have in me I think
• 338:30 - 339:00 bad day in a Leader's life is when they don't live out the vision that they Proclaim so I realized that that Vision that I see must be that Vision that I become I am that person I am that vision now when I lead people I go the way and I show the way and people follow me That's the Law of buy-in
• 339:00 - 339:30 leadership law number 15. the law of victory leaders find ways for the team to win have you ever thought about what separates the greatest leaders who achieve Victory from those who suffer defeat what does it take to make a team a winner it's hard to identify the quality that separates winners from losers every leadership situation is different every crisis has its own challenges but
• 339:30 - 340:00 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
• 340:00 - 340:30 that was certainly true during World War II when Adolf Hitler was threatening to crush Europe and remake it according to his vision against the power of Hitler and his Nazi horde 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 long before he became prime minister in
• 340:30 - 341:00 1940 Churchill spoke out against the Nazis he seemed like the lone critic in 1932 when he warned do not delude yourselves do not believe that all Germany is asking for his equal status they are looking for weapons and when they have them believe me they will ask for the return of lost territories or colonies as a leader Churchill could see what was
• 341:00 - 341:30 coming and for years he tried to prepare the people of England what he saw was an inevitable fight but prime minister Neville Chamberlain and the other leaders of Great Britain would not make a stand against Hitler they were not prepared to do what it took to achieve victory and more of Europe fell to the Nazis by mid-1940 most of Europe was under Germany's thumb but then something happened that probably changed the course of history
• 341:30 - 342:00 for the Free World the leadership of England fell to the 65 year old Winston Churchill a courageous leader who had practiced the law of Victory throughout his life in his first speech after becoming prime minister he said we have before us an ordeal of the most Grievous kind we have before us many many long months of struggle and of suffering you ask
• 342:00 - 342:30 what is our policy I can say it is to wage war by sea 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 catalog 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
• 342:30 - 343:00 all Terror Victory however long and hard the road may be for without victory there is no survival for more than a year Churchill in Great Britain stood alone facing the threat of German invasion Define Hitler when Germany began bombing England the British stood strong meanwhile Churchill looked for ways to win and did everything in his power to prevail
• 343:00 - 343:30 he deployed troops in the Mediterranean against Mussolini's forces although he hated communism he Allied himself with Stalin and the Soviets sending them Aid Abu in Great Britain's supplies were threatened and its own Survival hung in the balance and he developed his personal relationship with Franklin Roosevelt hoping to develop an alliance with the president of the United States and time his efforts paid off on December 7 1941
• 343:30 - 344:00 when the Japanese bombed Pearl Harbor ushering the United States into the war Churchill is said to have remarked to himself so we have won the war after all the stakes during the war were undoubtedly High Pulitzer Prize winning historian Arthur Schlesinger Jr noted the second world war found democracy fighting for its life in 1941 there were
• 344:00 - 344:30 only a dozen or so Democratic states left on Earth but great leadership emerged in time to Rally the Democratic cause the team of Roosevelt and Churchill provided that leadership like a one-two punch just as the Prime Minister had rallied in England the president brought together the American people and United them in a common cause as no one ever had before or has since to Churchill and Roosevelt victory was
• 344:30 - 345:00 the only option if they had accepted anything less the world would be a very different place today Schlesinger stated take a look at our present world it is manifestly not Adolf Hitler's world his Thousand-Year right 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
• 345:00 - 345:30 before our eyes without Churchill in 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 when the pressure is on great leaders are at their best whatever is inside them comes to the
• 345:30 - 346:00 surface they find ways for the team to win in 1994 Nelson Mandela became president of South Africa following that country's First full elections at the end of its apartheid government it was a huge victory for the people of South Africa and it was a long time coming the road to that victory was paved with 27 years of Mandela's lifespan in prison
• 346:00 - 346:30 along the way he found ways to turn losses into wins and he did whatever it took to bring Victory One Step Closer he joined the African National Congress which became an outlawed organization he staged peaceful protest he went underground and traveled overseas to try to enlist support when he needed to he stood trial and accepted a prison sentence with dignity and courage and when the time was right he
• 346:30 - 347:00 negotiated changes in the government with FW the clerk Mandela described himself as an ordinary man who had become a leader because of extraordinary circumstances I say he was a leader made extraordinary because of the strength of his character and dedication to victory for the sake of others Mandela found ways to win and that's what leaders do for their people the best leaders feel compelled to rise to a challenge and do everything in
• 347:00 - 347:30 their power to achieve Victory further people in their view leadership is responsible losing is unacceptable passion is unquenchable creativity is essential quitting is unthinkable commitment is a questionable and victory is inevitable
• 347:30 - 348:00 with that mindset they embrace the vision and approach the challenges with the resolve to take their people to Victory the law of Victory is a factor of every type of team and any kind of an organization good leaders find ways for their teams to win in war business Sports education non-profits and politics they recognize that there is a chance that Victory can be won if three factors are present one Unity of vision
• 348:00 - 348:30 teams succeed only when the players have a unified Vision no matter how much talent or potential there is a team doesn't win a championship if its players are working from different agendas that's true in professional sports that's true in business that's true in non-profits I learned this lesson in high school when I was a junior on the varsity basketball team we had a very talented group of kids and
• 348:30 - 349:00 many experts had picked us to win the state championship but we had a problem the Juniors and the seniors on the team refused to work together they wouldn't even pass the ball to one another they didn't look for ways for the team to win it got so bad that the coach eventually gave up trying to get us to play together and divided us into two different squads for our games one comprised of seniors and one comprised of juniors in the end team had miserable results why we didn't
• 349:00 - 349:30 share a common Vision people played for the members of their class not for the team second diversity of skills it almost goes without saying that a team needs diversity in skills can you imagine a hockey team comprised entirely of goalies or a football team of quarterbacks how about business where there are only sales people or nothing but accountants or a
• 349:30 - 350:00 non-profit organization that just has fundraisers or only strategist it doesn't make sense every organization requires diverse talents to succeed some leaders have blind spots in this area in fact I used to be one of them I'm embarrassed to say that there was a time in my life when I thought that if people would just be more like me they would be successful I'm Wiser now and understand that every
• 350:00 - 350:30 person has something to contribute we're all like parts of the human body and for that body to do its best it needs all of its parts each doing its own job I recognize how each person on my team contributes using his or her unique skills and I express my appreciation for them the newer you are to leadership the stronger your natural leadership ability and the more likely you will Overlook the importance of others on the team don't fall into this trap
• 350:30 - 351:00 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 said you've got to have great athletes to win I don't care who the coach is you can't win without good athletes but you can lose with them this is where coaching makes the difference in other words you also
• 351:00 - 351:30 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 we can often see the law of victory in action at sporting events in other areas
• 351:30 - 352:00 of life leaders do most of their work behind the scenes and you rarely get to see it but at a ball game you can actually watch a leader as he works to achieve victory and when the game ends you know exactly who won and why games have immediate and measurable outcomes one of the greatest sports leaders when it comes to the law of victory was basketball's Michael Jordan it was an awesome athlete but he was also an exceptional leader he lived and
• 352:00 - 352:30 breathed the law of Victory every day that he played I was reminded this when I recently watched the last dance on Netflix when the game was on the line Jordan found ways for the team to win Jordan's biographer Mitchell krugel said that Jordan's tenacity and passion for victory were evident in every part of his life he even showed both in practice when his team the Chicago Bulls would scrimmage
• 352:30 - 353:00 krugel explained at Bull's practices the starters were known as the white team in the second five wore red former Bulls coach Lowry had Jordan playing with the white team from his first day with Jordan and teammate Woolridge the white team easily rolled up leads of 8-1 or 7-4 in games to 11. the loser of these games always had to run extra wind Sprints after practice it was about that time of scrimmage that
• 353:00 - 353:30 Lowry would switch Jordan to the red team and the red team would wind up winning more often than not Jordan showed the same kind of tenacity every time he took the court when Jordan started in the NBA he relied heavily on his personal talent and effort to win games but as he gained the respect of his teammates and matured as a leader he turned his attention more to being a leader and making the whole team play better Jordan thinks that many people have overlooked that he once said that's what
• 353:30 - 354:00 everybody looks at when I miss a game can they win without me why doesn't anybody ask why or what it is that I contribute that makes a difference I bet nobody would ever say they miss my leadership or my ability to make my teammates better yet that is exactly what he provided leaders always find ways for the team to win under the leadership of Jordan the Bulls won six NBA championships and if Bulls
• 354:00 - 354:30 general manager Jerry Krause hadn't been determined to break up the team and rebuild it Jordan is certain to have won a seventh championship finding ways to help their team win has been the mark of many outstanding athletes Bill Russell center of the NBA Boston Celtics measured his play by whether it helped the whole team play better and the result was a remarkable 11 MBA titles more recently LeBron James has elevated his teams as of this writing he
• 354:30 - 355:00 has won four NBA championships been named NBA Finals MBP four times and League MVP four times and has been an All-Star 17 times in Major League Baseball Derek Jeter was a dominant leader for nearly two decades leading the Yankees to five world series wins in soccer Cristiano Ronaldo broke innumerable records but also LED his team to five championships in football Peyton Manning was voted to the Pro Bowl
• 355:00 - 355:30 14 times was named League MVP five times and won two Super Bowls and three-time nbp Tom Brady has won seven Super Bowls the most recent after changing teams at 43 years old good leaders who practice the law of Victory keep fighting they never stop looking for ways for their teams to win does that mean that they always do win no of course not but even a loss can be turned into a win
• 355:30 - 356:00 when you learn from it in fact losses often teach us more than victories my mentor John Wooden once told me something that he hated as a coach he called it cheap wins the times his team won but didn't deserve to players don't listen well after Victory he said they listened after a loss wooden was always seeking out ways for his players to win not just in basketball but in life what is your
• 356:00 - 356:30 level of expectation when it comes to helping your team or organization to succeed how dedicated are you in helping your team find wins in your game are you going to have the law of victory in your corner as you fight are you going to be relentless in finding ways for your team to win or when times get difficult are you going to throw in the towel your answer to that question may determine whether you succeed or fail as a leader and
• 356:30 - 357:00 whether your team wins or loses the law of Victory um sometimes can be misunderstood because when we're talking about a sporting event we may be talking about a game or maybe just the shortness of a season and I think that there is a another law of victory that I didn't really talk about in the chapter as much as I could ever as I should have
• 357:00 - 357:30 and that's uh the law of victory that sees the big picture and it's the law of victory that causes us to improve ourselves you see I think the first win we should have is not the win on a football field or a basketball court should be the win within us if we win on the inside it's only a matter of time until we went on the outside our greatest challenge as leaders is to
• 357:30 - 358:00 be the person that we want other people to become under our leadership and so I always say that to win on the outside you first of all have to win on the inside but when I do that when I become better on the inside it's only a matter of time do I become better on the outside when I become bigger on the inside so in a matter of time until I become bigger on the outside my friend true Kathy who founded Chick-fil-A
• 358:00 - 358:30 after several years and the company became quite successful and there was a lot of growth to it one day true it was with his key players his key Executives and they were pushing the founder of Chick-fil-A to expand a little faster they said we need to get bigger we just need to get bigger and truck Kathy looked at them and said no he said we we need to get better he said listen to me if we get better the customers will demand that we get
• 358:30 - 359:00 bigger I love that story because it's so true and it's so much about the law of victory if you get better on the inside opportunities the places you go and the people that you know will demand that you get better and bigger on the outside that's the law my friend a victory leadership law number 16 the law of the
• 359:00 - 359:30 Big Mo momentum is a Leader's best friend if you've got all the passion tools and people you need to fulfill a great vision yet you can't seem to get your organization moving and going in the right direction you're dead in the water as a leader if you can't get things going you will not succeed what do you need in such circumstances you need to look to the law of the Big Mo and harness the power
• 359:30 - 360:00 of the leader's best friend momentum Ed catmore grew up wanting to become an animator and filmmaker but when he went to college he realized he wasn't a good enough artist he changed his major to physics and computer science and earned a bachelor's degree in each and four years he worked for a few years but when he learned about a new field within computer science computer Graphics it rekindled his dreams of movie making he
• 360:00 - 360:30 enrolled in graduate school eventually earning a PhD five years later in 1979 catmull was hired by filmmaker George Lucas to run the computer Graphics division of lucasfilm limited for the next seven years catmull worked to create editing systems and computer software hiring some of the best technicians in the country and talent such as John Lasseter who had once worked at Disney
• 360:30 - 361:00 they broke new grounds such as creating the first completely computer animated sequence in a feature film for Star Trek 2 the Wrath of Khan but they just couldn't seem to find their Niche gain momentum and become profitable the division was very expensive to keep running and the technology was still in its early stages so in 1986 Lucas threw in the tower and sold it to Steve Jobs for five million
• 361:00 - 361:30 dollars jobs sunk an additional 5 million into the company and named it Pixar but it continued to struggle desperate to find a way forward 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 child would typically in those days after any kind of computer animation film was shown the
• 361:30 - 362:00 questions industry experts asked were about algorithms and software but cat bowl and Lassiter who directed the film knew they had made a significant step forward when one of the first questions asked was whether the parent lamp was the father or the mother that's when they had proof that computer animation could succeed in telling the story Lassiter said we had absolutely no money no computers no people no time
• 362:00 - 362:30 we just locked the camera down and had no background but it made the audience focus on what was important in the film The Story and the characters so for the first time this film was entertaining people because it was made with computer animation Luxo Jr was so good that it was nominated for an Academy Award but capner was still working hard just to keep the company alive so they started to make computer
• 362:30 - 363:00 animated commercials just to survive Pixar got its first break when John Lasseter approached Disney his former employer to pitch the idea of a one-hour TV special instead Disney amazed him by offering a contract to fund the creation of three full link feature movies using computer animation which Disney would distribute it finally looked like Pixar would have an opportunity to fulfill capital's dream of making animated movies
• 363:00 - 363:30 Pixar got to work on what would become Toy Story But the team had trouble with characters and story at the same time they continued to develop computer animated technology that made other movies possible such as Jurassic Park and Terminator 2. it was kind of frustrating for us said catmore because we were busy making the movie for Disney and everybody was taking credit for these other films but we were
• 363:30 - 364:00 the ones who wrote the software for them after struggling with Toy Story for two years they were told by Disney's chief of Animation guys no matter how much you try to fix it it just isn't working Lasser asked for one last chance we called all hands on deck stayed up all night and redid the whole First Act of Toy Story within two weeks lassitary called when we showed it to Disney they were stunned Lassiter's project had gone
• 364:00 - 364:30 from something the executives hated to something that captivated them it was the momentum Creator they needed it took them another two years to make the film but they did it they created the first ever computer animated feature film Toy Story opened in November 1995. back when Pixar signed the contract with Disney Steve Jobs estimated that if the first movie was a modest hit save 75
• 364:30 - 365:00 million at the box office will both break even if it gets a hundred million we'll both make money but if it's a real Blockbuster and earns 200 million or so at the box office will make good money and Disney will make a lot of money Toy Story nearly earned back its budget the first weekend nobody expected it to make 394 million dollars worldwide
• 365:00 - 365:30 three years later cat Mullen Pixar proved The Toy Story wasn't a fluke when they successfully followed it with A Bug's Life which earned 363 million and a year later Toy Story 2 debuted which earned a total of 497 million worldwide Pixar was making money and receiving critical Acclaim the release of a new Pixar film became an event they were gaining more and more momentum every
• 365:30 - 366:00 year as I write this Pixar has made 74 films including more than 20 features those films have earned 14.7 billion dollars and along the way they have been awarded 23 Academy Awards been nominated for an additional 40 more and won the best animated feature film award from the academy 10 times plus they have been awarded more than 40 patents they were
• 366:00 - 366:30 so successful that in 2006 Disney bought Pixar and Ed catmore the guy who dreamed of making animated movies but wasn't a good enough artist to become an animator became the president of Walt Disney Animation Studios why do I say that momentum really is the leader's best friend because many times it's the only thing that makes the difference between losing and winning when you have no momentum even the
• 366:30 - 367:00 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
• 367:00 - 367:30 an organization with momentum is like a train that's moving at 60 miles per hour you could build a still reinforced concrete wall across the tracks and the train would plow right through it if you want your organization department or team to succeed you must learn the law of the Big Mo and make the most of it in your organization here are some things about momentum that you need to know number one momentum is the Great
• 367:30 - 368:00 exaggerator the law of the Big Mo is easily seen at work in sports because the swings in momentum occur in the space of a few minutes right before your eyes when a team gets on a row every play seems to work every shot seems to score the team seems to do no wrong the opposite is also true when a team is in a slump no matter how hard they work or how many solutions they try nothing seems to work momentum is like a magnifying glass it
• 368:00 - 368:30 makes things look bigger than they really are that's why I call it the great exaggerator it's one of the reasons that leaders work so hard to create and use momentum because momentum has such a great impact leaders try to control it in basketball games for instance when the opposing team is scoring a lot of unanswered points a good coach will call a timeout why he's trying to stop the other team's
• 368:30 - 369:00 momentum before it becomes too strong if he doesn't the other team will likely run away with the game when was the last time you heard of a team on the cusp of winning a championship complain about injuries or second guess their ability or totally rethink their strategy it just hasn't happened is that because no one is injured or everything is perfect no it's because success is exaggerated by momentum when you have momentum you don't worry about
• 369:00 - 369:30 small problems and many larger ones seem to work themselves out number two momentum makes leaders look better than they are When leaders have momentum on their side people think they're geniuses they look past shortcomings they forget about the mistakes the leaders have made momentum changes everyone's perspective of leaders people like associating themselves with winning young leaders often get less credit than
• 369:30 - 370:00 they deserve I often encourage young leaders not to lose heart When leaders are new in their careers they don't have any momentum yet but once a leader creates some success for his organization and develops career momentum then people give him more credit than he deserves why because of the law of the Big Moe momentum exaggerates a Leader's success and makes him look better than he really is it may not seem fair but that's just
• 370:00 - 370:30 the way it works number three momentum helps followers perform better than they are 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 that's what happened with the 1980 U.S Olympic hockey team if you follow them or if you've seen one of the movies made about them then you know
• 370:30 - 371:00 what I'm talking about the team was good but not good enough to win the gold medal yet that's what they 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 perform Beyond everyone's expectations and after they beat the Russians nothing could stop them from coming home with the gold medal
• 371:00 - 371:30 the same kind of thing is true in business and non-profit organizations when an organization has great momentum everyone working is more successful than they would be otherwise often they don't realize how much momentum help them until they leave the organization to join another and suddenly their performance becomes merely averaged when that happens you know that the law of the Big Mo was at work even average people can perform far above average in
• 371:30 - 372:00 an organization with great momentum number four momentum is easier to steer than to start have you ever been water skiing 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 think about the first time you skied before you got up the boat was dragging you along and you probably thought your arms were going to give way as the water flooded against your chest and into your
• 372:00 - 372:30 face for a moment you might have believed you couldn't hold on to the tow rope any longer but then the force of the water drove your skis onto the surface and a few it at that point you were able to make a turn with only a subtle shift of weight from one foot to another that's the way momentum of leadership Works getting started is a struggle but once you're moving forward you can really start to do some amazing things
• 372:30 - 373:00 number five momentum is the most powerful change agent the story of Pixar is a classic example of the power of momentum it changed the organization from an underfunded and understaffed organization scrapping to survive into an entertainment Powerhouse during the early days before it had momentum the company considered creating hardware for medical companies so that they could store and read MRIs if that
• 373:00 - 373:30 had happened the organization would have lost its most talented and productive people instead it transformed into an organization that has retaught Disney the father of animated movies how to regain its former glory given enough momentum nearly any kind of change is possible in an organization people like to get on a winning bandwagon followers trust Leaders with a proven track record they accept changes
• 373:30 - 374:00 from people who have led them to a victory before momentum puts Victory Within Reach number six momentum is the leader's responsibility 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 that it brings but creating momentum requires someone who has Vision can assemble a
• 374:00 - 374:30 good team and motivates others creating positive change is the best way to prove that you can lead others well and everyone deserves to be led well if the leader is looking for someone to motivate him then the organization 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 a Leader's responsibility to initiate momentum and keep it going
• 374:30 - 375:00 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 to if you can't make some heat get out of the kitchen number seven momentum begins inside the leader momentum begins within the individual leader it starts with vision passion and enthusiasm it starts with energy inspirational writer Eleanor Doan wrote
• 375:00 - 375:30 you cannot Kindle a fire in any other heart until it is burning within your own 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 to create momentum however if you model enthusiasm to your people day in day out attract like-minded people to your team and motivate them to achieve you'll
• 375:30 - 376:00 begin to see forward progress and once you do you will begin to generate momentum and if you're wise you'll value it for what it is the leader's best friend once you have it you can do almost anything and that's the power of the Big Mo of all the leaders I meet the ones who become the most frustrated are those who try to make progress and develop momentum in bureaucratic organizations
• 376:00 - 376:30 and those organizations team members are often marking time they've given up and they either don't want change or don't believe it's possible 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 Jamie Escalante a native of Bolivia who
• 376:30 - 377:00 worked at Garfield High School in East Los Angeles California and became the city's finest teacher at age 43 Escalante was hired by Garfield High School to teach computer science but the school had no computers instead they asked him to teach basic math classes but he found that almost impossible because of the chaos he faced every day discipline was non-existent fights broke
• 377:00 - 377:30 out continually trash in graffiti were everywhere and students even Outsiders from the neighborhood roamed all over the campus throughout the day gang activity was rampant it was a nightmare 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 and he was enough of a leader to know that the students were doomed if the school didn't change
• 377:30 - 378:00 they were all sliding backward fast and they needed something to move them forward to start creating momentum Escalante believed that the way to improve the school was to challenge the school's best and brightest students with a Calculus class that would prepare them for the AP exam that would earn them college credit a few AP tests were already being given on campus in Spanish and occasionally a student might attempt
• 378:00 - 378:30 a test in physics or history but not math the school didn't have a leader with vision to take up the cause and that's where Escalante came into play Escalante organized the first Calculus class in 1978 with 14 qualified students out of Garfield's 3500 students by the end of the second week of school he had lost half of them even the ones who stayed were not well
• 378:30 - 379:00 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 he knew that if he could help his students experience some wins it would build their confidence and give them hope he did whatever it took to motivate them he wanted them to develop what he called ghanas desire the next fall Escalante started another
• 379:00 - 379:30 Calculus class and this time with nine students at the end of the year eight took the test and six passed because his students were making progress word of his success spread students heard that Garfield students were earning free college credit and the class group in the fall of 1980 he had 15 calculus students 14 of whom passed the AP test Escalante's program was building
• 379:30 - 380:00 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 five six or seven pm and though educational testing services questioned the validity of the first
• 380:00 - 380:30 test the students took and they had to take it a second time one hundred percent of them passed after that the math program had great momentum and it exploded in 1983 the number of students passing the AP Calculus went from 18 to 31. the next year it doubled to 63 and continued growing in 1987 85 of Escalante students received college credit for calculus
• 380:30 - 381:00 Garfield High School in East Los Angeles once considered the sinkhole of the district produced 27 percent of all passing AP Calculus test scores by students of Mexican descent in the entire United States if that were to end the story that would be extraordinary but momentum created by Escalante in Math created momentum for
• 381:00 - 381:30 all of Garfield High School's students the school started offering classes to prepare students for other AP exams in time Garfield helped regular AP classes in Spanish calculus history European history biology physics French government and computer science with more than 325 students taking AP examinations places in the school became so coveted
• 381:30 - 382:00 that Garfield had a waiting list of more than 400 students from Aries outside its boundaries wanting to enroll school that was once the laughing stock of the district and almost lost its accreditation had become one of the top three inner city schools in the entire nation that's the power of the Big Mo when I think of the power of momentum I think of a question that's often asks
• 382:00 - 382:30 me when I do leadership conferences I have people the racer handles say John talk to me about what motivates you and I think all of us have things within our life or people within our life that that help encourage us and lift us along so I'm not trying to minimize the question I mean I'm motivated by maybe reading a good book or or by someone else that I watch and I see they just are doing well and I think wow I would
• 382:30 - 383:00 like to do well like they do so it's not that I'm not motivated by other events or people but when they ask the question what motivates me to give them an honest answer I would just have to say I motivate me I have never looked to anyone else to help get me out of bed to help me begin to prepare a lesson to teach or a book to write or a speech to give I I've never depended on someone
• 383:00 - 383:30 else to quote get me going and I think that is an incredible asset but I also think that is a very telling characteristic of a great leader now what happens is this I self-motivate myself into action and that action allows results around me that become very motivational to me I sometimes call it action attraction and basically what I mean by that is once
• 383:30 - 384:00 you start moving once you know who you are what you want to accomplish and you start moving you begin to attract people opportunities resources you begin to attract the things that you need to be successful in life but it only Begins by action so what I tell leaders all the time is you have to motivate yourself to get going on a very consistent basis once that happens then other motivational factors will begin to come
• 384:00 - 384:30 into your life and those things will begin to improve your life and you'll become motivated even off them but don't wait on the outside to motivate you on the inside that's your responsibility it starts with you it starts with me but once I do it then the opportunity for other motivational influences begin to come into my life so good luck I mean get started I don't know what it is that you need to be
• 384:30 - 385:00 doing but you're responsible motivate yourself leadership law number 17 the law of priorities leaders understand that activity is not necessarily accomplishment leaders never Advanced to a point where they no longer need to prioritize it's something that good leaders keep doing whether they're leading a billion dollar Corporation running a small
• 385:00 - 385:30 business pastoring a church coaching a team or leading a small group I think good leaders intuitively know that to be true however not every leader practices the discipline of prioritizing why I believe there are a few reasons first when we are busy we naturally believe that we are achieving but busyness does not equal productivity and activity is not necessarily
• 385:30 - 386:00 accomplishment second 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 third prioritizing causes us to do things that are at the least uncomfortable and sometimes they're downright painful I know the pain of re-prioritizing from
• 386:00 - 386:30 personal experience in 1996 I was living in San Diego one of my favorite places on the planet San Diego is a gorgeous City with one of the best climates in the world if you live in San Diego you can be on the beach in minutes or you can be on the ski slopes in hours the city has culture professional sports and fine restaurants it's a place where you can play golf year round why would I ever want to leave I expected to live there for the rest of
• 386:30 - 387:00 my life it was very comfortable but leadership has nothing to do with comfort and everything to do with progress back then I spent a lot of time on airplanes living in San Diego I spent entire days traveling to Airline hubs like Dallas Chicago and Atlanta just to make connections most of my speaking and Consulting work was east of the Mississippi River and this travel was taking a toll I knew
• 387:00 - 387:30 in my gut that I needed to make a change so I asked Linda my assistant to figure out exactly how much time I was spending traveling what I learned shocked me in the previous year I had spent the equivalent of 27 full days traveling back and forth just between San Diego and Dallas to make flight connections it made me realize that I needed to sit down and reevaluate my priorities
• 387:30 - 388:00 if I was going to live consistently with priorities I had established for myself I was going to have to move myself and my companies to one of those Hub cities author Stephen Covey said a leader is the one who climbs the tallest tree surveys the entire situation and yells wrong jungle I felt a little like that when I realized what we were about to do after a lot of research we settled on Atlanta it was a major airline hub
• 388:00 - 388:30 from there my staff and I would be able to reach 80 percent of the people in the United States within two hours by plane and it was a city that offered a lot I knew people could live well there it would not be an easy move but it was a necessary one it has been nearly 25 years since we made that move and it's definitely been worth it travel has become so much easier for everyone in my companies our
• 388:30 - 389:00 productivity has skyrocketed can you imagine getting 27 days of your life back every year in the 25 years since that move I've gained 675 days if a normal work year for most people is 250 days it's like gaining almost three extra years of productivity and many days when I travel I can be home with my wife by the end of the day instead of being in a hotel room
• 389:00 - 389:30 leaders can't afford to just think Inside the Box sometimes they need to reinvent the box or blow it up executive and author Max Dupree said the first responsibility of a leader is to Define reality that requires the law of priorities when you're the leader everything is on the table every year I spend about two weeks in December reevaluating my priorities I
• 389:30 - 390:00 reviewed 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 aligns with my values and my priorities one of the guiding principles I used during this process is the Pareto Principle I've taught it for years and I also explain it in depth in my book developing the leader within you 2.0
• 390:00 - 390:30 the idea is this if you focus your attention on the activities that rank in the top 20 percent in terms of importance you will have an 80 return on your effort for example if you have 10 employees you should give eighty percent of your time and attention to the best two if you have 100 customers the top 20 will provide you with eighty percent of your business so focus on them
• 390:30 - 391:00 if your to-do list has 10 items on it the two most important ones will give you an eighty percent return on your time and your effort 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 I had to totally refocus and restructure one of my organizations the other guideline I use whenever I evaluate my priorities is the three R's
• 391:00 - 391:30 not reading writing and arithmetic my three r's are requirement return and reward I believe that to be effective leaders must order their lives according to these three questions question number one what is required of me we're all accountable to somebody for the work we do an employer a board of directors stockholders the government and so on
• 391:30 - 392:00 we also have responsibility for the important roles in our lives such as our spouse children and parents for that reason any list of priorities must begin with what is required of us the question I ask 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
• 392:00 - 392:30 doing something that's necessary but not required of me personally I need to delegate it question number two is what gives the greatest return as a leader you should spend most of your time working in your areas of greatest strength Marcus Buckingham and Donald O Clifton have done extensive research on this subject which you can read about in their book now discover your strengths people are more productive and more
• 392:30 - 393:00 content when their work is within their natural gifting and strengths ideally leaders should get out of their comfort zone but stay in their strength Zone what's the practical application for this here's my rule of thumb if something I'm doing can be done 80 percent as well by someone else I delegated if you have a responsibility that someone else could do according to that
• 393:00 - 393:30 standard or that they 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 priorities question number three what brings the greatest reward the final question relates to personal satisfaction Tim Redmond president of Redmond
• 393:30 - 394:00 Leadership Institute observed 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 some things you love I love teaching leadership I love writing and speaking I love spending time with my wife children 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 and keep me passionate
• 394:00 - 394:30 and passion provides the fuel in a person's life to keep him going a few years ago when I went through the process of re-prioritizing I Revisited the way I was spending my time and determined to allot my work time according to the following guidelines there were four areas that I needed to give my time and my mind to leadership communicating creating
• 394:30 - 395:00 and networking I took each one of those four and I began to log time to see what time had been allotted to them in leadership 19 of my time was spent there in communication 38 percent in creating 31 and then networking it was the lowest of the four 12 percent now these four areas represent my greatest strengths they are the most rewarding aspects of my career
• 395:00 - 395:30 and they are also aligned with my responsibilities to my companies I realized as I was reviewing these areas that I was not maintaining the balance that I desired I was spending too much time in Hands-On leadership at one of my companies and it was taking away from my higher priorities once again I had to recognize that activity is not necessarily accomplishment I know I was in for another difficult business decision
• 395:30 - 396:00 if I was going to continue to be effective in fulfilling my vision I would have to change and work according to the law priorities I made the decision to sell one of my companies it wasn't easy but it was the right thing for me to do examine the lives of all effective leaders and you will see them putting priorities into action if you want to Be an Effective and successful leader you will need to live according to the law of priorities you must recognize that
• 396:00 - 396:30 activity is not necessarily accomplishment and if you want to go to the highest level like the best leaders you must get the law of priorities to work for you by satisfying multiple priorities with each activity as they do this actually enables them to increase their focus while reducing the number of their actions a leader who was a master that was one of my Idols John Wooden the former head basketball coach of the UCLA Bruins he
• 396:30 - 397:00 was called The Wizard of Westwood because the amazing feats that he accomplished in the world of college sports were so incredible that they seem to be magical evidence of wooden's ability to make the law priorities work for him could be seen in the way he approached basketball practice wooden claimed that he learned some of the methods from watching frankly the great former Notre Dame head coach
• 397:00 - 397:30 he said I often went to his practices and observed how he broke them into periods then I would go home and analyze why he did certain things as a player I realized there was a great deal of time wasted Lay's Concepts reinforced my ideas and helped in Ultimate development of what I do people who served in the military say that they often have to hurry up and wait that seems to be true in sports too
• 397:30 - 398:00 coaches ask their players to work their hearts out one minute and then they stand around doing nothing the next but that's not the way it wouldn't approached practice he orchestrated every moment and planned each activity with specific purposes in mind he employed economy of motion and here's how it worked every year wooden determined a list of overall priorities for the team based on observations from the previous season those objectives might include items
• 398:00 - 398:30 such as build confidence in drawing and urkovic or use three on two continuity drill at least three times a week usually he had about a dozen or so items that he wanted to work on throughout the season but wooden also reviewed his agenda for his teams every day each morning he and an assistant meticulously planned the day's practice they usually spent two hours strategizing for a practice that might not even last that
• 398:30 - 399:00 long wooden Drew ideas from notes jotted on three by five cards that he always carried with him he planned every drill minute by minute and recorded the information in a notebook prior to practice wooden once boasted that if you ask him what his team was doing on a specific date at three o'clock in 1963. he could tell you precisely what drill his team was running like all good leaders wouldn't always did the hard work of thinking ahead for the benefit of his
• 399:00 - 399:30 team wouldn't always maintained his focus and he found ways for his players to do the same thing his spatial Talent was for addressing several priority areas at once for example to help players work on their free throws something that many of them found tedious wouldn't Institute a free throw shooting policy during scrimmages that would encourage them to concentrate and improve instead of just marking the
• 399:30 - 400:00 time the sooner a sideline player made a set number of free throws the sooner he could get back into scrimmage and wouldn't continually change the number of shots required of the guards forwards and centers so that the team members rotated in and out at different rates that way everyone regardless of position or starting status got experience playing with everyone else a critical priority for Woods development of total teamwork the most remarkable aspect about John
• 400:00 - 400:30 Wooden and the most telling about his ability to focus on his priorities is that he never scouted opposing teams instead he focused on getting his players to reach their potential and he addressed those things through practice and personal interaction with the players it was never his goal to win championships or even to beat the other team his desire was to get each person to play to his potential and to put the
• 400:30 - 401:00 best possible team on the floor and of course wooden's results were incredible and more than 40 Years of coaching he had only one losing season his first and he led his UCLA teams do four undefeated seasons and a record 10 NCAA championships wooden was a great leader he just might be the finest person to coach in any sport why because every day he lived the law of priorities and we
• 401:00 - 401:30 should strive to do the same often when I teach the laws of leadership people will ask me where I discovered that law and why I think it was important enough to be part of the book when I think of the law of priorities I can tell you exactly where I was when I realized the importance of a leader prioritizing his or her life I was working on a business degree and I was in a college class and the professor
• 401:30 - 402:00 one day introduced the entire class to Alfredo Pareto an Italian economist who basically teaches the Pareto Principle known as the 80 20 principle I can still remember as the professor was teaching it in class that day and I was taking notes I said to myself what I'm learning right now is life-changing I knew it and I made a decision that after that
• 402:00 - 402:30 class I would begin to work very hard on being able to prioritize my life according to what Pareto taught now that was over 50 years ago I can promise you that the Pareto Principle and priorities is in my everyday thinking and for all these years I've taught the principal I've practiced the principle I've mentored people in the principle
• 402:30 - 403:00 and I can honestly say that when a person comes to me and they say John I really would like to be a successful leader the first thing I want to work with them is on their example the second thing I want to work with them is on priorities if I can get people to prioritize correctly trust me if I can get that to happen I know one thing I know that their life will be very successful this is not my favorite law they're all
• 403:00 - 403:30 my favorite they're like my children but this law can truly help you to get successful a lot quicker leadership 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 to make
• 403:30 - 404:00 money many desire to build a business or an organization others do it because they want to change the world now that was the reason for Martin Luther King Jr change leadership ability began to emerge when he was in college he had always been a good student in high school he skipped the ninth grade and when he took a college entrance exam as a junior his scores were high enough that he decided to skip his senior year and
• 404:00 - 404:30 enroll in Morehouse College in Atlanta at age 18 he received his ministerial license at 19 he was ordained and he received his bachelor's degree in sociology King continued his education at crowser seminary in Pennsylvania while he was there two significant things happened he heard a message about the life and teachings of Mahatma Gandhi which forever marked him
• 404:30 - 405:00 and he emerged as a leader among his peers and was elected president of the senior class from there he studied for his PhD at Boston University it was also during this time that he married Coretta Scott Keane accepted his first bastard 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 peace didn't last long less
• 405:00 - 405:30 than a month later Rosa Parks refused to relinquish her seat on a bus to White passenger and was arrested local black 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
• 405:30 - 406:00 community Kane was unanimous elected president of the newly formed organization for the next year Kane led a boycott and negotiated with city leaders demanding courteous treatment of black people by bus operators first come first serve seating for all bus riders and the employment of black drivers he also helped Community leaders to organize carpools raise funds to support the boycott financially mobilize
• 406:00 - 406:30 the community and coordinate legal challenges with the NAACP finally in November 1956 the U.S Supreme Court struck down the laws allowing segregated seating on buses 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 Keane also began paying a personal cost for it
• 406:30 - 407:00 soon after the boycott began Kane was arrested for a minor traffic violation a bomb was thrown onto his porch and he was indicted on a charge of being a party to a conspiracy to hinder and prevent the operation of Business Without just or legal cause 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 King remarked In
• 407:00 - 407:30 My Life with Martin Luther King Jr day and night our phone would ring and someone would pour out a string of obscene epithets frequently the calls ended and 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 King did some great things as a leader he met with presidents he delivered
• 407:30 - 408:00 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 D.C he received the Nobel Peace Prize and he prompted change in this country but the law sacrifice demands that the greater the leader the more they must give up during that same period Kane was arrested many times and jailed on many occasions he was stoned stabbed and
• 408:00 - 408:30 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 in his last speech delivered the night before he was assassinated in Memphis he said I don't know what will happen to me now we've got some difficult days ahead but
• 408:30 - 409:00 it doesn't matter to me now because I've been to the Mountaintop I won't mind like anyone else I would like to live a long life longevity has its place but I'm not concerned about that now I just want to do God's will and he's allowed me to go up to the mountain and I've looked over and I've seen the Promised Land I may not get there with you but I want you to know tonight that we as a people
• 409:00 - 409:30 will get to the promised land so I'm happy tonight I'm not fearing any man my eyes have seen the glory of the coming of the Lord the next day 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 is still in need of improvement
• 409:30 - 410:00 but it has greatly changed for the better because of his leadership there's a common misperception among people who aren't leaders that leadership is all about position perks and power that comes 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 that wait at the top the life of a leader can look glamorous to others on the outside
• 410:00 - 410:30 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 own personal benefit and the resulting scandals that came because of their greed and selfishness the heart of good leadership is sacrifice not personal gain if you desire to become the best leader you can be then you need to be willing
• 410:30 - 411:00 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 four more years of their lives and pay tens or even hundreds of thousands of dollars to
• 411:00 - 411:30 attend college to get the tools that they'll need before embarking on their career athletes sacrifice countless hours in the gym and on the practice field preparing themselves to perform at a high level parents give up much of their free time and sacrifice their resources to do a better job raising their children philosopher poet Ralph Waldo Emerson observed for everything you have missed you have gained something else and for everything you gain
• 411:30 - 412:00 you lose something life is a series of Trades one thing for another leaders must give up to go up that's true of every leader regardless of profession effective leaders sacrifice much that is good in order to dedicate themselves to what is best that is 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
• 412:00 - 412:30 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 as Gerald Brooks a leadership speaker and Pastor said when you become a leader you lose the right to think about yourself when you have no responsibilities you can pretty much do anything you want once you take on responsibility you start to experience limitations in what you can do
• 412:30 - 413:00 the more responsibility you accept the fewer options you have digital chairman and chief executive Robert Palmer said in an interview in my model of management there's very little wiggle room if you want to manage a job then you have to accept the responsibility and accountability that goes with it he was really talking about the cost of leadership leaders must be willing to give up more than the people that they lead
• 413:00 - 413:30 for every person the nature of sacrifice may be different 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
• 413:30 - 414:00 stay up most people are willing to acknowledge that sacrifices are necessary early in a leadership career 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 that they have earned the right to stop making sacrifices but in leadership
• 414:00 - 414:30 sacrifice is 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 this team he often assumes he can duplicate the results the next year by doing the same things it becomes
• 414:30 - 415:00 reluctant to make additional sacrifices in the off-season to prepare for what often turns out to be an even greater challenge the next year but today's success is the greatest threat to tomorrow's 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 I have found that true in my
• 415:00 - 415:30 career before I founded my own companies and worked for myself I took a pay cut every time I took a new position it was a price I was willing to pay to grow and increase my influence 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 bid and everyone in the
• 415:30 - 416:00 room gets excited and 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 everybody wants to bid 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 have to
• 416:00 - 416:30 make sacrifices you have to give up if you want to go up one time when I was speaking at a conference someone came up to me during a break and said I want to do what you do it was attracted to the influence and the excitement of speaking to a large audience I appreciated his aspiration but I couldn't help wondering but would you like to do what I did to be able to do what I do there's no way for him to know about the
• 416:30 - 417:00 early days of speaking to nearly empty rooms and holding my first leadership conference and having so few people show up that it cost me money to go through with it years of packing boxes with volunteers and Hauling them to conference sites being away from home and stranded in airports working a full-time job in order to have an opportunity to build a career as a speaker and all the rest that came with the territory
• 417:00 - 417:30 maybe he did I hope so because the leader must give up to go up that's the law of sacrifice there could be no success without sacrifice anytime you see success you can be sure someone made sacrifices to make it possible 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 have given that was certainly true for Martin
• 417:30 - 418:00 Luther King Jr he did not live to see most of the benefits of his sacrifices but many others have one such person was a black 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 she used to call me and say things like did you see
• 418:00 - 418:30 what Bull Connor who was a racist City Commissioner did today 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 she began taking piano lessons from her grandmother at the age of three and was recognized as a Prodigy Music consumed her growing up years even her first name
• 418:30 - 419:00 was inspired by music her parents named her Condoleezza from the musical notation condo setsa which means with sweetness Condoleezza Rice is a product of generations of sacrifice her grandfather John Wesley Rice Jr the son of slaves was determined to get an education and according to Condoleezza Rice saved up his cotton for tuition and
• 419:00 - 419:30 attended Stillman College in Tuscaloosa Alabama after graduating he became a presbyterian minister no small accomplishment for a black man in the 1920s South he set the course for the family who also pursued education granddaddy rice passed his love for Education down to his son also named John who in turn passed it down the Condoleezza her mother's side of the family was equally industrious and
• 419:30 - 420:00 focused on education Hoyt blacker a Stanford professor and a friend of rice commented I don't know too many American families period who can claim that not only are their parents college educated but their grandparents are college educated and all their cousins and aunts and uncles are college educated as a child rice studied French she took ballet classes she learned about football and basketball from her father
• 420:00 - 420:30 she figure skated to pursue her passion she was willing to make sacrifices while other children were out playing she was studying and practicing piano she kept a grueling schedule highly disciplined she would get up at 4 30 in the morning to be able to do her schoolwork as well as compete in both figure skating and piano competitions one of her teachers commented there was a core of her that revealed that she knew what she wanted and was willing to
• 420:30 - 421:00 make the sacrifices I think in her mind they were not sacrifices but things to do that were necessary to keep with her goals her parents were willing to make sacrifices for her success as well such as taking out a thirteen thousand dollar loan back in 1969 to buy her a used Steinway grand piano rice graduated early from high school at 15 and went to the University of Denver as a music Major intending to become a
• 421:00 - 421:30 professional concert pianist but after her sophomore year when she realized that she would never be good enough to make it to the top she sacrificed music I met 11 year old kids who could play from sight what had taken me all year to learn she recounted and I thought I may be going to end up playing the piano bar or playing at Nordstrom but I'm not going to end up playing Carnegie Hall she began studying Russian culture and Soviet government she got her bachelor's
• 421:30 - 422:00 degree then in a master's degree at Notre Dame in a PhD at the University of Denver when she received an offer for fellowship at Stanford she jumped on it the next year she became a full faculty member rice thrived at Stanford she was quickly made an associate professor rice biographer Antonia Felix wrote Conde found her passions in Soviet studies and teaching and her life at
• 422:00 - 422:30 Stanford was rich on many levels to juggle classes advising research writing playing the piano weight training exercising dating and gluing herself to the television for 12-hour football watching marathons she spent a year at the Pentagon working as an advisor and returned to Stanford rice was living an ideal life in 1987 she became a tenured professor
• 422:30 - 423:00 most academics would settle in and enjoy their perfect life not rice in 1989 when the White House called she took a position on the National Security Council as the Director of Soviet and East European Affairs becoming President George H.W Bush's primary advisor on the Soviet Union as the government disintegrated she helped create the policy for the unification of Germany and became one of the world experts on
• 423:00 - 423:30 that subject she returned to Stanford in 1991 knowing it's difficult to maintain an academic career if you don't come back in about two years she said she became a full Professor two years later at age 38. and a month later she was asked to become Provost a position that had never been held by a woman a person of color or anyone younger than their 50s in that position she oversaw 1.5 billion dollar budget and turned a
• 423:30 - 424:00 20 million dollar deficit into a 14.5 million dollar Reserve she gave it all up again when she was asked to tutor then Texas governor George W bush on foreign policy she was so effective that when she became President Bush asked her to become his National Security adviser after serving in that role for four years she served as U.S Secretary of State today rice is back at Stanford she
• 424:00 - 424:30 currently serves as the Tad and Diane Toby director of the Hoover institution and the Thomas and Barbara Stevenson senior fellow on public policy she is also the founding partner of the international strategic consulting firm rice Hadley Gates and Manuel as well as serving on several influential boards and under the right circumstances I believe that she would sacrifice all that again serve the country or take on a
• 424:30 - 425:00 world-changing leadership role that's what happens when a leader understands and lives by the law of sacrifice every time I teach or write on the law of sacrifice I think of when I was a child a lesson that my father taught all three of my siblings well basically he would say to us you have to pay now so that you can play later one of the things he would do is he
• 425:00 - 425:30 would give each one of us assignments every week of chores that we were to do around the house now some of those chores had to be done at a specific time but a lot of them they were at our own selection and choice and he would say John I want you this week to clean the basement you can clean the basement on Monday Tuesday Wednesday Thursday Friday Saturday morning you can really pick the time you want to choose but he said what I want you to know is this Saturday afternoon the family is going
• 425:30 - 426:00 to have some fun time you gotta have the basement done or you can't go on our trip and I can remember as a kid goofing off and I remember the Saturday when I hadn't finished the basement that week and the family pulled the car out from the driveway and I stayed at home and as a small kid in tears I cleaned up the basement what my father was saying when he said you have to pay now so that you can play later was all about the law of sacrifice in
• 426:00 - 426:30 fact he would say things like this if you pay on the front end you'll compound the play on the back end but if you play on the front end you'll compound the pay on the back end and then he would say to us you're going to have to pay that's not the question the question is when are you going to pay and how much and I would say to each one of you today as I continually read this wonderful book on the on the laws of leadership I
• 426:30 - 427:00 would just encourage everyone of you to understand that there is a payment and and that we have to pay before we can play and if we do it right that play can be compounded in our life it's a great lesson for kids it's a great lesson that I learned as a child the law of sacrifice was kind of easy for me to write because it was kind of easy for me to live not easy in the fact that sacrifice is easy but it was easy in the fact that I
• 427:00 - 427:30 understood success requires sacrifice so I accepted it and I did it it wasn't hard because I knew it was the only way to be successful That's the Law of sacrifice I trust that hey you'll pay now so you can play later too leadership law number 19 the law of timing when to lead is as important as what to
• 427:30 - 428:00 do and where to go a stark example of the importance of timing to leadership came to New Orleans in late August and early September of 2005. New Orleans is an unusual City like Venice Italy it is surrounded by water to the north wise Lake Pontchartrain to the South flows the mighty Mississippi River to the east and west are low-lying swamp
• 428:00 - 428:30 lands canals crisscross the city you cannot drive into or out of New Orleans without crossing a major Bridge that may not seem like a big deal until you consider that most of the city lies below sea level New Orleans is shaped like a bull on average the city is six feet below sea level in the lowest areas it's nine feet below sea level and the land in New Orleans sinks a little more every year
• 428:30 - 429:00 for decades citizens have worried about the potential damage that a direct hit from a powerful hurricane could do to the city 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
• 429:00 - 429:30 storm would reach landfall on Monday somewhere near Burris Louisiana about 60 miles Southeast of New Orleans the hurricane was already looking like a bad one the next morning Saturday August 27 the leaders of many of Louisiana's parishes around New Orleans ordered mandatory evacuations Saint Charles parts of Jefferson and even Saint Tammany which is situated on
• 429:30 - 430:00 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 they can't be made to move any faster than they want to go others say that Negan a businessman before he was elected was worried about the legal and financial implications of an evacuation
• 430:00 - 430:30 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 right time to move people out of New Orleans was when the other Parish leaders announced their mandatory evacuations naked waited on Saturday evening he finally announced a voluntary evacuation of New Orleans only after Max Mayfield the Rector of
• 430:30 - 431:00 the National Hurricane Center called nagan on Saturday night did the mayor become concerned enough to act Max scared the crap out of me negatives reported to have said after the call the next morning at nine o'clock Negan finally ordered a mandatory evacuation fewer than 24 hours before the hurricane would make landfall it was much too late for the many citizens of New Orleans and how did he plan to help those people
• 431:00 - 431:30 who couldn't make it out of town on such a short notice he advised them to make their way however they could to the Superdome the city's shelter of Last Resort but he made no real Provisions for them in a press conference nagan advised if you can't leave the city and you have to come to the Superdome come with enough food non-perishable items to last for three to five days come with
• 431:30 - 432:00 blankets and pillows no weapons no alcohol no drugs you know this is like the governor said you're going on a camping trip if you don't know what that's like just bring enough stuff for you to be able to sleep and be comfortable it's not going to be the best environment but at least you will be safe the result of nagan's leadership played out in the National coverage of Katrina and its aftermath water was flowing into parts of the City
• 432:00 - 432:30 by nine o'clock Monday morning conditions for people at the Superdome were Dreadful other people who couldn't get out of town flocked to the convention center many citizens were stranded on rooftops how did nagan respond he complained to the media at press conferences if someone was going to step in and Lead it would have to occur somewhere other than the local level most people began looking to the federal government for leadership but its
• 432:30 - 433:00 leaders violated the law of timing too not until Wednesday August the 31st did director of Homeland Security Michael chertoff release a memo declaring Katrina an incident of national significance a key distinction needed to trigger Swift Federal coordination President Bush didn't meet with his cabinet until the next day to determine how to launch the White House task force on Hurricane Katrina response meanwhile
• 433:00 - 433:30 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 had flooded the
• 433:30 - 434:00 evacuation of the Superdome was finally completed the way Katrina was handled shows leadership timing at its worst it was botched at every level even the local animal shelter did better than the mayor two days prior to Katrina's arrival it evacuated hundreds of animals to Houston Texas in the end 1577 people from Louisiana died because of the hurricane eighty percent of the
• 434:00 - 434:30 deaths in Louisiana occurred in Orleans and Saint Bernard parishes with the overwhelming majority occurring in New Orleans if the leaders had paid greater attention not only to what needed to be done but also when it needed to be done many more lives would have been saved good leaders recognize that when to lead is as important as what to do and where to go timing is often the difference between
• 434:30 - 435:00 success and failure in an endeavor every time a leader makes a move there are really only four outcomes 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 negan's poor leadership set in motion a series of wrong actions at the wrong time
• 435:00 - 435:30 he waited until it was too late to call for mandatory evacuation he sent faxes to local churches hoping they could help with evacuating people but by the time he did the people who would have received the faxes were already long gone he picked a 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
• 435:30 - 436:00 led to disaster obviously this takes for every leadership decision are not as high as they were for mayor naked but every leadership situation requires that leaders heed the law of timing if you lead a department or a small team and you take the wrong action at the wrong time your people will suffer if you repeatedly show poor judgment even in little things people start to think that having you as a leader is the real mistake and so will your leadership
• 436:00 - 436:30 number two right action at the wrong time brings resistance when it comes to good leadership having vision for direction of the organization or team and knowing how to get there aren't enough if you take the right action but at the wrong time you may still be unsuccessful because people you lead will resist you good leadership timing requires many things
• 436:30 - 437:00 understanding leaders must have a firm grasp of the situation maturity if leaders motives aren't right they'll pick timing that's best for themselves instead of for the team confidence people follow leaders who know what must be done decisiveness wishy-washy leaders create wishy-washy followers experience people trust experience and if leaders don't possess it they need to gain
• 437:00 - 437:30 wisdom from others who do intuition timing often depends on the intangibles such as momentum and morale preparation if the conditions aren't right the leaders must create those conditions having a handle on those factors improves a Leader's timing number three the wrong action at the right time is a mistake people who are naturally entrepreneurial
• 437:30 - 438:00 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 that the greatest mistake made by entrepreneurs and other people in business is knowing when to cut their losses or when to increase their Investments to
• 438:00 - 438:30 maximize their gains their mistakes come from taking the wrong action at the right time once again I have experience in this area because I'm known primarily as a communicator for years people tried to talk me into doing a radio program for a long time I resisted the idea in the mid-1990s however I could see that there was a need for a growth oriented program for people of faith so we decided to create a program called growing today
• 438:30 - 439:00 but it had a problem the format most programs of that type are supported by donations but I believe in free market economics I wanted the program to support Itself by selling products the way any other commercial program would what a mistake the show never broke even it was the right time but the wrong idea law of timing had spoken again number four the right action at the
• 439:00 - 439:30 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 Winston Churchill whose greatness in
• 439:30 - 440:00 leadership depended on the law of timing Describe the impact that leaders can make and the satisfaction that they can experience when they take the right action at the right time he said there comes a special moment in everyone's life a moment for which that person was born that special opportunity when he seizes it will fulfill his mission a mission for which he is uniquely qualified in
• 440:00 - 440:30 that moment he finds greatness it is his finest hour every leader desires to experience that moment 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
• 440:30 - 441:00 Pennsylvania in late June 1863 he had three goals one draw the Union Army out of Virginia to resupply his troops using Pennsylvania's resources and three bring the fighting to the heart of Union territory thereby prodding the north Army into Hasty and unwanted action it was the third year of the war and both the union and Confederacy were
• 441:00 - 441:30 growing weary of the conflict Lee hoped his actions could bring an end to the conflict several days prior to the battle Lee told General Trimble our army is in good spirits not over fatigued and can be concentrated at any one point in 24 hours or less when they the Union Army hear where we are they will make forced marches they will come up broken down from hunger and hard marching strung out on a long line
• 441:30 - 442:00 and much demoralized when they come into Pennsylvania I shall throw an overwhelming force on their Advance crush it follow up the success Drive One Core back on another and by successive repulses and surprises before they can concentrate create a paddock and virtually destroy the Army Lee was trying to seize the opportunity for overwhelming victory he didn't know until the morning of July
• 442:00 - 442:30 1 that the Union Army had already moved North by then some of its forces were already engaging Confederate troops on the Chambersburg Road West of Gettysburg that development disrupted Lee's strategy and ruined his timing these 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
• 442:30 - 443:00 had a sudden Advantage as Lee watched from a nearby Ridge he saw that federal troops were being routed and retreated there was still a chance to take action that could lead to Victory Confederate forces could attack and Seize The High Ground of cemetery Hill defended only by a few Union infantry reserves in artillery if they could capture and control that position the reason they could control the whole area it would be the key to a Confederate
• 443:00 - 443:30 Victory and possibly bring an end to the war in position to take that hill was confederate general RSU it was still early in the day and a fuel moved forward he could take it but instead of pressing his Advantage when the time was right you'll decline to engage the enemy instead he simply watched letting the opportunity slip away the Confederates failed to take Cemetery Hill
• 443:30 - 444:00 by the next morning Union troops had reinforced their previous positions and the South's chance was gone the northern and southern armies fought for two more days but in the end these forces suffered defeat having lost about 33 000 of his 76 000 men to injury or death their only chance was to retreat and make their way back to Virginia after the South's defeat at Gettysburg Lee expected the Union forces under
• 444:00 - 444:30 General Mead to immediately pursue an utterly destroy his reeling Army that was also the expectation of Abraham Lincoln after he received the news of the Union's victory at Gettysburg anxious to make the most of the law of timing Lincoln said a communication from Washington DC to meet via General halek on July 7 1863 in it Hallock said I have received from the president the following note which I respectfully
• 444:30 - 445:00 communicate we have certain information that Vicksburg surrendered to General Grant on the 4th of July now if General Mead can complete his work so gloriously prosecuted thus far by the literal or substantial destruction of Lee's army the Rebellion will be over Lincoln recognized that the timing was right the Union Army could crush what was left of the Confederate forces and end the war
• 445:00 - 445:30 but just as the southern forces did not seize the moment for victory when it was available to them neither did their Northern counterpart B took his time and didn't pursuely aggressively he was content to let the Confederates run stating that his goal was to drive from our soil every Vestige of the presence of the Invader when Lincoln heard that his response was my God is that all Lincoln knew he was seeing the Union's chance slip away and
• 445:30 - 446:00 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 Lincoln later said that Mead's efforts had reminded him of an old woman trying to shoe her geese across the creek leaders from both sides had known what to do to achieve Victory but they failed to follow through at the critical moment
• 446:00 - 446:30 reading a situation and knowing what to do are not enough to make you succeed in leadership if you want your organization department or team to win 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 Kenny Rogers of course sang the song The Gambler
• 446:30 - 447:00 and he perhaps in that simple song can help us with the law of timing as well as anybody when he said you know you have to know when to hold him you got to know when to fold them gotta know when to run and know when to walk away what he was talking about when playing cards was the fact that there's what you see on the table but there's also what you kind of sense or feel in your heart I know that is very true with the law of timing because what I've discovered is
• 447:00 - 447:30 the fact that what I think has to be contrasted with what I feel and I should allow both of them to have their play but often When leaders miss their moment it's because they overthink the situation and take their feelings and stuff them the more experience that you have had the more time that you've had to be successful in life the more that you need to rely upon that timing those
• 447:30 - 448:00 feelings that would allow you to do the thing that you really want to do what's interesting about the law of timing is very simple if you don't do it in its right time you lose it isn't interesting knowing all the things that you know and doing all the things that you do timing is so essential and so important I hope that you give in to a little bit more of your feelings and allow that
• 448:00 - 448:30 timing to kind of boil up in your life and allow you perhaps to be a little bit better leader because you paid just a little bit more leaning attention toward that feeling that you have within you go with your gut trust me you'll be glad you did leadership law number 20 the law of explosive growth to add growth lead followers to multiply lead leaders
• 448:30 - 449:00 I haven't always felt the way I do now about leadership my belief in the power of leadership and my passion for training leaders have developed over the course of my professional life when I started in my career I thought personal growth was the key to being able to make an impact my father had been strategic in my development as I was growing up he actually paid me to read books that he knew would help me and he sent me to
• 449:00 - 449:30 conferences when I was a teenager those experiences provided a great foundation for me and after I began working I discovered the law process that prompted me to take proactive ownership of my personal growth as a result when people asked me to help them be more successful I focused on teaching personal growth it wasn't until I was 40 years old that I began to understand the law of the
• 449:30 - 450:00 Inner Circle and the importance of developing a team that's when my ability to grow an organization and reach greater goals began to increase the greater the challenge you face as Leaders the greater the need for a good team but my thinking went to a whole new level when I began to focus on adding and developing leaders to my team when you recruit good talented capable followers to your team you add to the team's ability
• 450:00 - 450:30 that has great value but it doesn't compare to the impact of adding leaders to the team that's why I say to ad growth lead followers to multiply the lead leaders That's the Law of explosive growth the difference between teams of followers and teams of leaders became crystal clear to me in 1990 when I traveled to South America with my wife Margaret to teach leadership in a
• 450:30 - 451:00 National Conference one of the great joys of my life is teaching leadership to people of influence I love to add value to leaders who multiply value to others I was really looking forward to this conference because it was an opportunity to add value to people outside my regular sphere of influence but the experience didn't turn out the way I expected everything started well at the conference the people were gracious and I was able to connect with them despite
• 451:00 - 451:30 the language and cultural differences but it wasn't long before I could tell that the attendees and I were not on the same page when I started to teach about leadership I could tell that my comments were not connecting with them they didn't engage and what I was trying to communicate wasn't making an impact my evaluation of the situation was confirmed after my first session with him as I spoke with individuals they didn't want to talk about leadership
• 451:30 - 452:00 issues they didn't ask questions about growing their organizations or fulfilling a vision they sought advice about personal issues problems conflicts with people I felt that I was back doing personal counseling similar to what I had done early in my career for the next three days I grew more and more frustrated the people I spoke to didn't understand leadership and they had no desire to learn about it for someone like me who believes that
• 452:00 - 452:30 everything Rises and falls on leadership I cannot describe how much it frustrated me this wasn't the first time I had experienced this when I had traveled to developing countries I faced similar situations in cultures where leaders are corrupt honest people didn't want to become leaders in Nations without infrastructure thriving businesses or governments that support Freedom it is
• 452:30 - 453:00 difficult for leaders to develop on the flight home after the conference I expressed my frustration to Margaret I finally said I traveled thousands of miles just to counsel people on Petty conflicts if they would just turn their attention to becoming leaders it would change their lives I don't want to do this anymore after listening patiently Margaret replied maybe you're the one who's supposed to do something about this Margaret's exhortation to take action
• 453:00 - 453:30 stirred something within me in 1996 I brought another group of leaders to help me create a not-for-profit organization to develop leaders in government education and the religious community both in the United States and abroad I named it equip which stood for encouraging qualities undeveloped in people equip made modest progress in its goals but in the months after the terrorist attack on September 11 2001 we went
• 453:30 - 454:00 through a difficult period we laid off half the staff and took the opportunity to re-examine our priorities we narrowed our Focus moving forward we would do one thing train leaders internationally and we developed a goal one so large and daunting that it looked almost impossible we would try to develop one million leaders around the globe by 2008. How could a small non-profit organization with a handful of employees
• 454:00 - 454:30 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 forty thousand leaders in countries around the world we recruited leaders as volunteer trainers who had traveled to countries at their own expense twice a year for three years to train leaders with their help equip would provide all of the
• 454:30 - 455:00 training materials needed in response we asked those trained leaders to return to their own City town or village with training materials and personally trained and developed 25 other leaders in 2002 equipped launched the MLM million leader mandate initiative starting in India Indonesia and the Philippines the response was overwhelming hundreds of hungry leaders traveled to each site to engage in the
• 455:00 - 455:30 two-day training some attendees spent as many as five days walking to get to the events 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 that first success under our belt we move forward the next year we began training leaders in parts of Asia and the Middle East in 2004 we started training in Africa 2005 in
• 455:30 - 456:00 Europe and in 2006 South America to our great surprise and Delight we reached our goal of training a million leaders two years ahead of schedule feeling we were not done we set a new goal and even more audacious one to develop 5 million leaders into train leaders from every one of the countries in the world that the United Nations recognized in 2011 we accomplished that
• 456:00 - 456:30 feat all good leaders have Vision they can assess whether team or organization is we'll project where it needs to go and possess strong ideas about how that Vision should be accomplished they value action they Delight in progress they want to move fast and see their Vision fulfilled and they continually feel a tension between where their organization is and where it ought
• 456:30 - 457:00 to be I've experienced this tension my entire life in every organization that I've ever been a part of I had a strong sense of where it should go I even felt that way as a kid I wasn't always right about where we should go but I always thought I knew how do you relieve the tension between where an organization is and where it wants to be the answer can be found in the law of explosive growth if you develop yourself you can
• 457:00 - 457:30 experience personal success if you develop a team your organization can experience growth if you develop leaders your organization can achieve explosive growth it is possible to grow an organization and accomplish goals by Leading followers many leaders do that but if you want to maximize your leadership help your organization reach its potential and do that as quickly as possible
• 457:30 - 458:00 you must develop leaders there is no other way to experience explosive growth adding other good leaders to a team is what I call leaders math for every follower you add you gain the talent and effort of one person for every leader you add you gain not only the individual's talent and effort but also the talent and effort of all the other people he or she influences that's multiplication
• 458:00 - 458:30 becoming a leader Who develops leaders requires an entirely different focus and attitude from Simply attracting and leading followers it takes a different mindset consider some of the differences between leaders who attract followers and leaders who attract and develop leaders leaders who attract followers want to be needed leaders who lead leaders want to be succeeded becoming a leader can be exciting when
• 458:30 - 459:00 you speak people listen and would you want to get something done you can enlist other people to help you having people follow you can make you feel needed and important however that is a pretty shallow reason to pursue leadership good leaders don't lead for only themselves they lead for the sake of others they want to help their team members and they hope to create something greater than themselves something that will last
• 459:00 - 459:30 after their time of leadership has been completed here's another difference leaders who attract followers develop the bottom twenty percent and leaders who lead leaders they develop the top 20 percent when you're leading a group of people who typically ask for most time and attention the weakest members of the group who need the most help if you allow them to they will consume 80 percent of your time however
• 459:30 - 460:00 proactive leaders who practice the law of explosive growth don't invest most of their time in that bottom 20 percent instead they seek out the top 20 in the group that 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 leaders who attract followers focus on
• 460:00 - 460:30 weaknesses leaders who lead leaders focus on strings how do you help people reach their potential you focus on developing their strengths nobody ever became their best by focusing on their worst that's why good leaders find their best people and help them develop what they're good at so that they can become even better that can be hard to do when you're working with the bottom 20 percent most leaders who spend most of their
• 460:30 - 461:00 time with people who don't perform well must focus on their weaknesses or they help them with the basics because problems in those areas keep them from achieving consistent performance on a regular basis however when you work with your best people you can build on their strengths and they can help those weaker than them to develop leaders who attract followers treat everyone the same leaders who lead leaders they treat
• 461:00 - 461:30 individuals differently there is a myth in some leadership circles that promotes the idea of treating everyone on the team the same because it is the fair way to lead what a mistake as author Mike Delaney said any business or industry that pays equal rewards to its goof offs and its eager beavers sooner or later will find itself with more goof offs than eager
• 461:30 - 462:00 beavers leadership develop leaders give rewards resources and responsibility based on results the greater the impact and influence leaders have the greater the opportunities and resources that they should receive why because they will make the most of them and get results leaders who attract followers spend time with others leaders who lead leaders they invest time with others leaders who attract only followers and
• 462:00 - 462:30 never develop them to become leaders don't increase the value of those they lead however when leaders take time to develop the leaders they attract they are making a valuable investment in them every moment they spend helps to increase their ability and influence and that often pays dividends to them to their families to the organization and to the leaders who develop them leaders who attract followers grow by
• 462:30 - 463:00 addition leaders who lead leaders they grow by multiplication as I've already mentioned leaders who attract followers grow their organization only one person at a time when you attract one follower you impact one person and you receive the value and the power of one person however leaders who attract development leaders multiply their organization's growth because every leader on their team brings along the value of everyone
• 463:00 - 463:30 that they influence add 10 followers to your organization and you have the power of 10 people add 10 leaders to your organization and you have the power of 10 leaders times all of the followers and leaders that they influence that's the difference between addition and multiplication it's like growing your organization by teams instead of by individuals leaders who attract followers impact only the people they touch
• 463:30 - 464:00 leaders who lead leaders impact people beyond their reach leaders who attract followers but never attract and develop leaders get tired why because they themselves must deal with every person under their Authority being able to impact only people that you can Touch personally is very limiting in contrast leaders who develop leaders impact far more people beyond their personal reach the better the
• 464:00 - 464:30 leaders they develop the greater the quality and quantity of followers and the greater the reach every time you attract and develop leaders helping them increase their leadership ability you make them capable of influence and even greater number of people by helping one person you can reach many others if developing leaders has such a great impact then why doesn't everyone do it well because it's hard
• 464:30 - 465:00 leadership development isn't an add water and stir proposition it takes a lot of time energy and resources and here's why first leaders are hard to find how many people do you know who are really good leaders they have influence they can make things happen they are able to see and seize opportunities they can attract and list and rally people to perform with Excellence not everyone is capable of doing that on a consistent
• 465:00 - 465:30 basis most people are content to follow some are producers fewer leaders leaders are like eagles they don't flock that's why they are so hard to find leaders are hard together once you find leaders drawing them in can be very difficult they're entrepreneurial and they want to go 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
• 465:30 - 466:00 planning to take with you and whether they can drive what you're doing has to be more compelling than what they're doing already without you on top of that your organization needs to create an environment that is attractive to them most organizations desire stability but leaders want excitement most organizations desire structure but leaders want flexibility most organizations place a high value on following rules but leaders often want
• 466:00 - 466:30 to think and work outside the box if you want to gather leaders you must create a place where they can Thrive thirdly leaders are hard to keep 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 that you lead then you will be able to keep adding value to them your goal must be to keep developing them so
• 466:30 - 467:00 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 one year my leadership conference is I took an informal poll to find out what prompted the attendees to become leaders the results were as follows ten percent said they wanted to be a leader because of natural gifting five percent said it was a crisis that caused them to want to be a leader
• 467:00 - 467:30 but 85 percent in the conference said it was the influence of another leader and their example that made them want to become a leader also only one leader in 10 is able to Blossom without the help of another leader the rest need the help of other leaders who are ahead of them in the journey 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 at the beginning of this chapter I wrote
• 467:30 - 468:00 about my journey with equip after my conversation with Margaret and I said it sent me on a 35-year journey if you were doing the math you may have realized that from that 1990 conversation to the 2011 completion of the goal to train five million leaders covers only 21 years here's the rest of the story in 2014 after we had reached our goal of training millions of leaders from all
• 468:00 - 468:30 198 countries recognized by the United Nations we receive letters from the presence of two countries in Latin America asking us to come and help their countries one of those countries was Guatemala because equip had trained leaders in that country for nine years I began to wonder how we could help the people there so we decided to go to Guatemala to explore the possibilities of being part of a transformational movement there
• 468:30 - 469:00 as part of that trip we set out word that we wanted to invite a large group of leaders that we had trained over the years together and to be mobilized to help the nation we had trained more than ten thousand leaders so we expected an army of leaders ready to make a difference instead 275 people showed up and they didn't come ready to lead they came to receive more training I was stunned where were the leaders
• 469:00 - 469:30 I started asking more questions and trying to figure out where the breakdown had occurred where were the stories of transformation from leaders that we'd already trained where were the stories of leaders making a difference not only in Guatemala but in the other cities and countries around the world where we had trained leaders the more I thought about it the more uneasy I became and I came to a realization just because you've trained people in leadership it doesn't mean that they've
• 469:30 - 470:00 become good leaders just because people are trained it doesn't mean that they're transformed if you want to transform a nation transform leaders must lead the way this realization was eye-opening as my conversation with Margaret in 1990. as I sought a solution I had a realization I had access to a group of transform leaders who could help me members of the John Maxwell team they were trained and
• 470:00 - 470:30 certified in leadership they possessed my values and they had the experience of speaking and coaching all I had to do was invite them to join me to make an already long story shorter that's what we did hundreds of my John Maxwell team coaches volunteered to travel to Guatemala and they trained thousands of leaders to lead transformation roundtables as facilitators every new Guatemalan leader was asked to begin leading their round tables immediately before when we were
• 470:30 - 471:00 training leaders we set the leadership bar high and hoped that people we trained would rise up and follow through by training others now we created more modest expectation for leadership and we stayed with them and helped them to follow through actively leading and assisting them in their development and the growth has been truly explosive hundreds of thousands of people have been transformed by the transformation tables in Guatemala and we have the
• 471:00 - 471:30 stories to prove it and since then we have begun training and transforming leaders in Paraguay Costa Rica the Dominican Republic and Papua New Guinea we hope to reach more countries soon and as long as we keep leading leaders the movement toward transformation will continue I don't know where you are in your journey of leadership development you may already be a highly skilled and experienced leader or you may just be getting started no matter where you are
• 471:30 - 472:00 I know one thing the best way for you to reach your potential improve your team help your organization to make a difference is to attract develop and Lead leaders rather than just followers leaders who develop leaders experience an incredible multiplication effect that can be achieved in no other way not by increasing resources reducing costs increasing profit margins improving systems implementing quality
• 472:00 - 472:30 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 when I teach the law of explosive growth it is so Dynamic and it continually changes because this law really does reproduce
• 472:30 - 473:00 just many many people so when I read the story of this book that I've just revised after 25 years on the 21 interview laws of leadership I realized that even as you receive the manuscript it's it's going to be a fact that it'll be outdated very quickly that's why I love the audio program and I love the fact that you have been taking the
• 473:00 - 473:30 journey with me chapter by chapter and I not only get to read the book to you but I get to talk to you for a few moments you see the law of explosive growth is just ridiculously explosive I didn't have time to talk to you about the fact that in Guatemala we have passed what we call the Tipping Point now that's over 10 percent of the people in that country of 20 million over 2 million people are now in transformation tables that every child in public school is now
• 473:30 - 474:00 having transformation tables and values being taught in their classroom and the story continues to grow probably in writing this leadership book more than anything else what I've wanted you to do is experience success in growth personally and with your team there is no law that will help you to grow faster than this law the law of explosive
• 474:00 - 474:30 growth the moment that you focus on developing leaders instead of just developing followers you'll find that your business that your team that your organization will really start to take off and the only thing that can bring me Greater Joy is sometimes you catch me in a conference come up and tell me how good your organization is growing and how wonderful it is to see explosive growth happening all around you trust me
• 474:30 - 475:00 you come up to me and tell me that story at a conference and you'll see a big smile on an old man so let's get on with it leadership law number 21. the law of legacy a Leader's lasting value is measured by succession in the fall of 1997 I was in India with some colleagues and we decided to visit the headquarters of a great leader of
• 475:00 - 475:30 the 20th century Mother Teresa her headquarters which the local people called the mother house is a plain concrete block Building located in Kolkata as I stood outside the doors I thought that no one could tell by looking at it that this modest Place had been the home base of such an effective leader we walked through the foyer and into a central patio that was open to the sky
• 475:30 - 476:00 Our intention was to visit Mother Teresa's tomb which is located in the facilities dining room but when we got there we found out that the room was in use and we would not be allowed to go in until the ceremony was over we could see a group of about 40 to 50 nuns seated all dressed in the familiar habit that Mother Teresa had worn what's going on in there I ask a nun passing by she smiled today we are taking 45 new
• 476:00 - 476:30 members into our order she said and then hurried away into another part of the building since we were already running late and soon had to catch a plane we couldn't stay we looked around briefly and then we left as I walked out of the compound through an alley and among the throngs of people I thought Mother Teresa would have been proud she was gone but her Legacy was continuing in others she had made an impact on the world and she had
• 476:30 - 477:00 developed leaders who were carrying on her vision and all appearances indicate that they will continue influencing people for generations to come Mother Teresa's life is a vivid example of the law of legacy what do you want people to say at your funeral what do you want to see happen after you're gone what do you want your legacy to be these may seem like odd questions
• 477:00 - 477:30 but they may be the most important things 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 meaning you need to take into account the law of Legacy why because a Leader's lasting value is measured by succession Eleanor Roosevelt is reputed to have
• 477:30 - 478:00 said life is like a parachute job you've got to get it right the first time I've always been conscious of the fact that our time here on Earth is finite and we need to make the very most of it life is not a dress rehearsal but father impressed that upon me when I was a teenager as a result I've always possessed a drive in the desire to be the best I could be at whatever I did
• 478:00 - 478:30 but I must admit my goals and desires have changed quite a bit over the years and that has affected the direction of my leadership their Booth loose the writer politician and Ambassador popularized 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
• 478:30 - 479:00 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 and proven 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 also be limited there are only so many days in a year and so many people who will come to an
• 479:00 - 479:30 event to hear you I wanted to reach more people than that that's when I decided I want to be a great writer it took me three years to write my first book a small volume of only 128 pages each chapter is only three or four pages long someone at a conference once complimented me saying how smart she thought it was to create a book with such short chapters smart had nothing to do with it I simply
• 479:30 - 480:00 didn't have very much to say I've written many books since then and I'm grateful that my writing has afforded me the opportunity to communicate with more people but when I reached my 40s my focus changed again that's when I decided I want to become a great leader I wanted to build and Lead an organization that really could make a difference looking back I can see that the changes
• 480:00 - 480:30 in my life sentence over the years have come as a result of growth in every stage of my life when I was in my late 50s I began to reflect on all the previous statements that I had embraced and I realized that they all had a common denominator my motivation was to add value to others I wanted to Be an Effective Pastor Communicator writer and leader so that I could help people when I turned 60 I finally settled on
• 480:30 - 481:00 the life sense that I believe will serve me for the rest of my days my sentence is I want to add value to leaders who will multiply value to others someday when people attend my funeral I don't want them to have to guess why I was here I hope I will have lived my life in such a way that they know and say John added value to us so that we could be able to add value to others why is it so
• 481:00 - 481:30 important to pay attention to your life sentence because it sets the direction for your life but it also determines the Legacy you will leave after your life is done Legacy is not leaving something for people Legacy is leaving something in people it took me a long time to figure that out My Hope Is that you can learn the lessons more quickly than I did success doesn't count for much if you
• 481:30 - 482:00 leave nothing behind in others the best way to do that is through a leadership Legacy as I become older the value of Legacy has become clearer to me from my perspective as a 75 year old I want to give you three pictures of Legacy that I believe will help you the first picture is a clock and that clock asks what are you doing
• 482:00 - 482:30 most leaders use a clock to help them know whether they're on track during their day it helps them to produce in the present it makes them aware that they need to lead like it matters when the day is done you don't get it back if you know what you want your legacy to be you're better able to focus and get done what you need to do in the time that you have I want to instill good values in the Next Generation
• 482:30 - 483:00 that's what I want my legacy to be every day I do what I can to make myself ready to live write and communicate those values that means I spend time each day reading thinking filing away ideas asking questions and writing as long as I keep doing that I will keep growing and have something to say and value to contribute to others the second picture I want you to see is a compass the compass asks where are you going
• 483:00 - 483:30 a compass is a universal symbol for Direction what direction am I going I'm aiming to add value to leaders who multiply value to others why because I want to equip others to change their world more specifically my organizations and I are working to train leaders to transform their countries we're doing this by training them to facilitate transformation tables where people learn
• 483:30 - 484:00 values people ask me all the time whether they think our efforts will work they ask if I believe I will see a country transformed in my lifetime I may not live that long but I certainly hope so and it truly doesn't matter anyway there's no Finish Line I embrace the idea of an infinite game articulated by Simon sinning with country transformation we're fighting for a just cause we're for something that is good we're
• 484:00 - 484:30 inclusive in how we are approaching it we're service oriented in our motivation we value resilience as conditions change and we're idealistic in our goals I will contribute as long as I can and my organizations will continue on after me the third picture I want you to have is a picture of companions who is going with you
• 484:30 - 485:00 this last picture may be the most important one for a lasting Legacy because no Legacy exists without people who carry it I learned this idea from Jack Welch when I heard him say you need legs to have a legacy I've always enjoyed the Journey of leadership and for a long time I've been intentional about who I invite to go along with me and in recent years I become even more intentional because I'm
• 485:00 - 485:30 aware that I need to equip leaders to carry on without me I'll tell you more about that in a moment if you desire to make a leadership impact on future Generations then I suggest that you become highly intentional about your legacy I believe that every person leaves some kind of legacy for some it's positive for others it's negative but here's what I know we have a choice about what Legacy we
• 485:30 - 486:00 will leave and we must work and be intentional to leave the Legacy we want here's how number one know the Legacy that you want to leave most people simply accept their lives they don't lead them I believe that people need to be proactive about how they live and I believe that is especially true for leaders Grenville kleiser in his classic personal development book training for
• 486:00 - 486:30 power and Leadership wrote your life is like a book the title page is your name the preface your introduction to the world and the pages are a daily record of your efforts trials pleasures discouragements and achievements day by day your thoughts and acts are being inscribed in your book of life the record is being made that must stand for all time
• 486:30 - 487:00 once the word for me must be written let it then be said of your book that it is a record of noble purpose generous service and a work well done someday people will summarize your life in one single sentence my advice pick it now number two live the Legacy that you want to leave I believe that to have any credibility as a leader you must live what you say
• 487:00 - 487:30 you believe I've touched on that in the law of solid ground and also in the law of the picture because my legacy involves adding value by influencing leaders I have focused most of my attention on leaders and I have become highly intentional in my efforts to lead them I believe there are eight major areas of influence in our society government education business religion Media Arts Sports and Health Care
• 487:30 - 488:00 in the early years of my career I'd had influence in just one of those eight areas I am constantly striving to reach and gain credibility in more of the others I try to do that by Building Bridges relating to people on a heart-to-heart level and seeking to give more than I receive if you want to create a legacy you need to live it first you must become what you desire to give and see in others
• 488:00 - 488:30 number three choose who will carry on your legacy I've already mentioned this but I want to reiterate it a legacy lives on in people not things Max Dupree author of leadership is an art declared succession is one of the key responsibilities of leadership yet the law of legacy is something that very few leaders seem to practice too often leaders put their energy into organizations Buildings systems or other
• 488:30 - 489:00 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 in the area of Legacy starting with the desire to achieve here's what it looks like achievement comes when they do big things themselves success comes when they Empower followers to do big things for them significance comes when they develop
• 489:00 - 489:30 leaders who do great things with them Legacy comes when they put leaders in a position to do great things without them it's like my friend Chris Musgrove says success is not measured by what you're going to but by what you're leaving behind in 2011 when I co-founded the John Maxwell team I sensed that it was an opportunity to choose who would carry much of my legacy
• 489:30 - 490:00 by training and certifying speakers and coaches I hope that we would be creating legs for my legacy and it has turned out even greater than I hope today the JMT coaches are an army of more than forty thousand carriers of my DNA they embrace my values carry my principles and add value to people in more than 150 countries around the world and that Army continues to grow
• 490:00 - 490:30 they are making a difference and I believe one hundred percent that they will continue doing so after I am gone number four make sure you pass the Baton Tom Mullins an excellent leader and former coach who sits on Eclipse board tells me that the most important part of a relay race is the place that is called The Exchange Zone that's where the runners must pass the Baton to their teammates
• 490:30 - 491:00 you can have the fastest runners in the world each won a record setter but if they blow the exchange they lose the race same is true when it comes to the law of legacy no matter how well you lead or how good your successor is if you don't make sure you pass the Baton well you will not leave the Legacy that you desire Tom knew this so well that for years he worked on his succession plan
• 491:00 - 491:30 he began early by grooming his son Todd who is an excellent leader to take the Baton and lead in his place as time went on Todd took on more and more responsibility until the Baton was handed off completely to him Tom tells me that his greatest joy now comes from seeing Todd and other leaders step up and do an even better job of leading than he did just about anybody can make an organization look good for a moment by
• 491:30 - 492:00 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 Longview author educator and theologian Elton Trueblood wrote we have made at least a start in discovering the meaning in human life when we plant shade trees under which we
• 492:00 - 492:30 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 a Leader's lasting value is measured by succession that is the law of legacy when I wrote the original edition of the 21 irrefutable laws of leadership 25 years ago
• 492:30 - 493:00 I believed in the law of legacy and I was practicing it but I was doing so in a general way for decades throughout my career I had made it my goal to work myself out of a job by training leaders to replace me then when I transitioned into a full-time career of writing and speaking my focus was almost entirely on investing in leaders as I've already explained my goal has been to add value to leaders who multiply value to others
• 493:00 - 493:30 in those ways I had already been working on my legacy when I turned 70 I became highly intentional about handing off my personal baton of leadership so that my organizations and the people in them will be able to carry on after I die when I started to examine who my successor would be the natural person was obvious Mark Cole for the last 20 years no one has been
• 493:30 - 494:00 more dedicated to me or my legacy than mark I have invested more time mentoring him than any other person in my life and I love him like a son but as strong as my feelings are toward him he still needed to prove that he was the right person to take on the role so he and I began discussing what would be required for someone who succeeded me and let all of my organizations after I'm done I said my successor must number one lead
• 494:00 - 494:30 well my successor has to be capable of leading my organizations effectively when I won't be there to give advice my successor must possess vision I have always been the vision creator for my organization which is as it should be but what about when I'm gone I want my successor to have a vision greater than mine has been for my organizations
• 494:30 - 495:00 number three I want my successor to communicate effectively whoever follows after me has to be able to communicate I don't expect that person to step into my shoes as a professional communicator but he would need to replace me as the Primary Vision communicator and carrier number four I want my successor to see and seize opportunities one of my greatest gifts is my nose for
• 495:00 - 495:30 opportunities I sense them even when I can't explain them I desire for my successor to possess this quality to carry the organization forward fifthly I want my successor to develop high level relationships whoever succeeds me must be able to develop and maintain relationships with high level leaders and thinkers one of the things I tell people in my organization
• 495:30 - 496:00 is that I can get them into the room but they must be capable of staying in the room on their own I'm delighted to say that Mark has proven himself in these five areas and continues to grow and improve in them I'm not planning to quit anytime soon but when my time is done I know that everything I've spent my Lifetime Building will be in good hands in the end our ability As Leaders will not be measured by the buildings we
• 496:00 - 496:30 built the institutions we established or the achievements of our team during our tenure you and I will be judged by how well the people we invested in carried on after we are gone As baseball great Jackie Robinson observed a life isn't significant except for its impact on other lives in the end we will be judged according to the law of Legacy a Leader's lasting value is measured by succession may you
• 496:30 - 497:00 and I live and Lead according to that standard it has been a pure joy for me to read my book the 21 irrefutable laws to you I've enjoyed the journey I hope you have enjoyed taking it with me as I finish with the law of legacy again one more time just pull back the curtains and share with you a story that's not in the book just in the last month I had my 75th
• 497:00 - 497:30 birthday and all of the John Maxwell Enterprise organizations came together to give me a birthday party and they basically said John you stay out of it we're going to do this for you kind of made me a little uncomfortable I kind of am a better giver than I am a receiver but they planned it and of course they did a phenomenal job and over 300 of our people and our teams came together just
• 497:30 - 498:00 to celebrate an incredible evening with us there were two things that just stood out in the party to me and the first was the fact that Mark Cole that I've just talked about in the law of legacy spent a good considerable amount of time helping the people there realize that we were transitioning from founder to Foundation in fact at the end of that birthday party he and I had the privilege of
• 498:00 - 498:30 handing out batons to everybody that came to the birthday party basically saying now you continue on make the Legacy a lasting one the second thing is kind of personal it's a little private but I think I would like to share it with you in closing many of you know I'm a person of faith I would have to tell you that in my 75 years I've been blessed Way Beyond anything that I deserve
• 498:30 - 499:00 and the god is the source of all those blessings so at the end I desire to kind of put the emphasis back on him and what he had done and who he was so the only part they let me have in the party is I asked my wonderful friend Chris Tomlin if he would just come with maybe his buddy Daniel I didn't want the whole band and the two of them just bring their guitars and their great voices and for the last 30 minutes of the party
• 499:00 - 499:30 I just wanted to worship God I wanted to make sure everybody there understood that he is my source and that everything good that has ever happened in my life is because he's The Giver of every good and perfect gift and Chris came and it was a beautiful closing to my 75th birthday party I'll never forget it neither will the people we all laughed with a sense of gratitude
• 499:30 - 500:00 gratitude for the privilege we've had to make a difference in the lives of millions and millions of people people just like you and gratitude to the source of all those blessings God to me the law of Legacy means you leave well by handing off the Baton to those who can carry on the work that you did but it also means one other thing it's just personal it's just me my name's John I'm
• 500:00 - 500:30 your friend just hear my heart I think leaving a legacy means I have something greater to go to and I do there will be a time when I will go and I will be with God eternally that'll be a beautiful thing I often say don't leave something go to something the law of Legacy says hey leave
• 500:30 - 501:00 something good for your people and the law of faith says go to something better than you could ever experience on this life I've loved us taking this journey of the 21 laws together I hope you have and always remember my name is John and I'm your friend conclusion everything Rises and falls on leadership well there you have them the 21
• 501:00 - 501:30 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've been teaching leadership for more than 50 years now and during those years I've told the people I've trained something that I'm now going to say to you everything Rises and falls on leadership the more you try to do in life the more you will find the good leadership makes the difference in Endeavor you can
• 501:30 - 502:00 undertake that involves other people will live or die depending on the leadership as you work to build your organization remember this Personnel determines the potential of the organization relationships determine the morale of the organization structure determines the size of the organization Vision determines the direction of the organization leadership determines the success of the
• 502:00 - 502:30 organization now that you know the laws and understand them share them with your team and take time to evaluate yourself regarding each of the laws as I mentioned at the beginning of this book nobody does all the laws well that's why you need to build a team I wish you great leadership success pursue your dreams strive for excellence become the person you were created to be make a difference and accomplish all
• 502:30 - 503:00 that you were put on this Earth to do leadership will help you to do that learn to lead not just for yourself but for the people who follow you and as you reach the highest levels don't forget to take others with you to be the leaders of tomorrow thanks for listening and remember my name is John and I'm your friend the next three tracks are bonus Keynotes from leaders who have been impacted by
• 503:00 - 503:30 the 21 irrefutable laws of leadership Jamie Kern Lima co-founder of IT Cosmetics discusses the law of the Big Mo entrepreneur and speaker Jeff Henderson talks about the law of timing and Mark Cole CEO of Maxwell leadership speaks on the law of Legacy by focusing on specific laws that have helped them become the leaders they are today these speakers unpack Maxwell's perspectives and provide insight into real world applications to help you on your
• 503:30 - 504:00 leadership development Journey so momentum right what is it well and how do we feel it the the best kind of most simple example I think of momentum is really something you see often in sports like if you're watching a basketball game or a football game and you know if you have a game and both teams are like neck and neck the entire game uh uh you're like okay maybe they have the same Talent same level of skill it's going to get down to the wire but
• 504:00 - 504:30 you've all seen games where one one team just blows the other team away right the whole game they're just blowing the other team away you're like okay well maybe they have more talented players or a better coaching staff or more funding whatever it is but when the teams are neck and neck right and all of a sudden it's down to the final two minutes and you're in the fourth quarter and all of a sudden boom one team scores a touchdown and then all of a sudden and it's two minutes left and they've been knocking at the whole game often that team that scores a touchdown all of a
• 504:30 - 505:00 sudden they they kick it off and then boom it's a fumble and they run it back and now they're in field goal range and boom they kick it in you're like what's going on and then it's just one thing after another after another after another all of a sudden the last two minutes they just crush it right hit out of the park and you feel that momentum happening and you're like how did this happen for the last three hours I've been watching it uh but you feel it right and all of a sudden the opposite team's crying and they're fans in the state like you feel the momentum right it's palpable we can all feel it and I
• 505:00 - 505:30 truly believe as Leaders we need to understand how to generate it we need to understand how to generate it so the first thing I want to talk about is this idea of momentum in setbacks because here's the reality if you're one of the brave ones that is building something or actually launching a dream or actually going after something or or leading a team through something you're one of the
• 505:30 - 506:00 brave ones and in doing that the reality is for most of us most of the journey is filled with setbacks right most of the journey is filled with setbacks and when we have setbacks it's so easy to uh to let that turn into negative energy or negative momentum right we've all seen what happens um you know I use the example of of people that had this explosive momentum but we've all seen what happens when we have negative momentum and all of a
• 506:00 - 506:30 sudden we start letting that spiral right we start letting it spiral downward so in setbacks learning how to um turn it around and reframe it to yourself and to your teams is huge and when I say reframe it and this is super important I don't mean act like it didn't happen I don't mean oh just try to put a positive spin on it right I'm going to use a real life example so when I was finally growing my business and
• 506:30 - 507:00 hiring uh teams and you know I was able to hire some people away from big companies at a way lower salary because they just weren't fulfilled where they were and it wasn't I wanted to pay them less I couldn't afford to pay them more but they believed in the clarity of our vision right they knew we wanted to change the beauty industry they knew we wanted to to completely redefine Beauty and use real people as models in every age and skin tone and size and skin
• 507:00 - 507:30 Challenge and and and call them beautiful and mean it like we wanted to redefine what's happening in the space and that has never been done before they believed in that Vision uh and they were excited about the momentum so we're in this phase where I'm bringing people on for the first time and what started happening is we would go to these big retailer meetings these big fancy retailer meetings that in their past job they were in all these stores right they come to my company we go to these big retailer meetings and
• 507:30 - 508:00 we're told no and we're told not just no but you're not the right fit in a lot of cases not just no but uh never like we were told like you know from your product to your packaging uh you're not the right fit for our customers you can't sell makeup with models that look like that you need to have a unattainable aspiration is what I was always told for anyone to buy products and it was no afternoon and if you've ever been in this
• 508:00 - 508:30 situation where you're trying to lead a team or Inspire and by the way your team could be your kid your team could be your partner your team could be your friend your team could be your colleagues your team could be your entire company but if you've been in that situation where you feel responsible right for for for for leading them and inspiring them and you get the most hurtful rejection or the most painful negative feedback you get
• 508:30 - 509:00 somebody telling you not just no but like no forever right and this happens over and over and over what I used to do because at times self-doubt would enter my head and I'd be like okay and I feel the momentum shifting in my head negative I'd be like oh my gosh are they regretting coming trusting me are they regretting leaving their fancy successful brand and taking a chance on me right and I knew then thanks to John I knew the law of momentum I was like
• 509:00 - 509:30 okay I've got to reframe this right so I would sit down with my team and I would say listen it wasn't about denying what happened right it was like okay this setback just happened I know they said no this sucks um I wish they had said yes and then I would reframe it from an authentic that's the key an authentic truthful place and it would turn my entire team around and here's what I would do I would say here's the thing y'all our mission we
• 509:30 - 510:00 were so clear our vision is so important like it's so needed that no wonder people that are used to the status quo can't understand how needed it is and can't understand how successful it's going to be right our mission is so needed that I feel bad for that retailer I feel bad that they're robbing their customers of the experience of discovering our product and our mission like I feel so bad for their customers I
• 510:00 - 510:30 feel so bad for them and and and I did and it was all about reframing it from a true place and my teams would get so fired up about that and I'm like this is the importance of our mission right like the fact that this amazing retailer is saying no tells us how needed this is right like we're not here for this retailer we're here to shift culture and Beauty for for every little girl out there who's about to see ads and start doubting herself and and every woman out
• 510:30 - 511:00 there shopping and and it was really about this Clarity of vision and this Clarity of mission and then reframing the setback and what started happening was we built a resiliency as a company we built a resiliency as a team and we changed our relationship with rejection where when it happened it didn't create a negative momentum when it happened it became Fuel and fire right and we started literally like like generating
• 511:00 - 511:30 positive momentum out of it and uh a friend of mine and John's uh named Brenda burchard always says that it's at a power plant doesn't have power uh it creates power right and I would think about that a lot as a leader I think that right we don't just rely on oh let me see what momentum happens to me let me create the momentum I'm
• 511:30 - 512:00 responsible for that's going to lead my team or myself or my family or my peer group in the direction that I know we're capable of going and in the times of setback those are the most important times as leaders right those are the times where we show what we're made of the times where we show and set an example right for our teams you know there's a famous saying that that we've all heard that uh you don't see things as they are you see
• 512:00 - 512:30 things as you are but when you're a leader when you're a leader it's the next level because your teams don't just see things as they are they also see things how you are and when you realize that it's a whole new level of responsibility and so many leaders just lean on performance or the numbers or you know all of the things that that get outward Applause
• 512:30 - 513:00 but they're not laying the foundation of momentum that's going to sustain and take them where they want to go so knowing how to uh regulate momentum and setbacks reframe it and generate positive momentum is huge and you can do it in almost any situation right and again it's not about like oh just glossing over it with something positive it's truly about acknowledging the truth right acknowledging it being clear on the mission
• 513:00 - 513:30 and then literally focusing on that in order to create positive momentum uh that's going to help Propel your team you know and the other thing that would start to happen and again when we talk about generating momentum so so this is going to sound crazy possibly but it's all good so when when uh when I would get a no and another rejection and this happened hundreds of times right so these stores that are known for for for
• 513:30 - 514:00 catapulting brand Beauty Brands into success right the big department stores uh the Sephoras all these big stores it was hundreds of no's and this is years so this was a season I went through of no QVC said no no after no after no after no how I decided to handle it and I think this is so important and this could be in any area of life not just your business I was like you know what this could uh this feels this sucks and many nights I cried myself to sleep and I'm
• 514:00 - 514:30 gonna I wouldn't lie and say I didn't start doubting myself wondering is my gut wrong is all the things but after I got over that in every single case and this was hundreds of times I decided I made this decision to respond to the rejection respond to the setback in some cases it was a no forever like I mentioned I responded by deciding I was going to plant a seed a positive momentum and I was just going to keep watering it
• 514:30 - 515:00 and what I mean by that is every single buyer every single retailer after I got rejected after they said no I would email them literally by the next day like thank you for your time I'm so excited for uh one day when your customers are going to experience our product in your stores and I would just go on and on and on and on and on I can't wait for our partnership in the future they probably thought I was nuts you know what I mean they're like did she not hear me um and I would just email as if it's
• 515:00 - 515:30 gonna happen with full conviction right and then I would continue to go how do I water those seeds everywhere because there were hundreds how do I keep watering those we would get a press placement for one of our products right I'd email it to every single person that rejected everyone great news this just came out I can't wait for the day when your customers see our products in your stores especially the ones that saw it in the magazine and then like like I
• 515:30 - 516:00 mean this just and I was like keep water those seeds right and it didn't happen overnight but we built the biggest Beauty brand in QVC's history we built the number right now at this moment It Cosmetics is the number one luxury Makeup Company in the country right uh every single one of those knows every single one of them turned into a yes some of them took Sephora took six years of saying no right it didn't happen overnight and maybe some of those no's turned into yes because our product was
• 516:00 - 516:30 great or they saw us making money for other people and they're like oh we want them to make money for us um uh but I do believe some of those no's were because like they're like that girl is unremitting and if she has that she's like creating that kind of a force like I think her stuff's gonna sell let's give her a shot um but every one of them turned into yes so this idea that when you are a generator of momentum not just in the times of setback right but also when you start planting seeds and then water them
• 516:30 - 517:00 that is how I believe you set yourself up for all that you're capable of becoming for the calling on your life and living up to it to becoming the person you're born to be to to taking your team and your company and your idea and your dream to the next level it's not just uh uh you know trying to have positive things happen it's what do you do when the setbacks happen how do you plant seeds and momentum and then water those seeds right because momentum can multiply good and bad right as a leader
• 517:00 - 517:30 right uh you're you're you're you're you're a steward of this um responsibility and this calling if you're a leader there's a calling on your life and when you master the art of momentum not just not just um generating it but regulating it becoming a steward of
• 517:30 - 518:00 it right I think it's one of the biggest things you can do to uh to have success to go where you know you're called to go and I really think that most people um don't ever realize this and also don't ever focus on it and I think a lot of people don't talk about it and I think it's just so important and you know as I was going to share too learning how to regulate it because sometimes you have to learn to slow your
• 518:00 - 518:30 own momentum I use the example of you know when people get these huge successes and then they're everywhere and then they're here and then they're there and they get distracted because finally they're hot and all these things right and then they're gone I remember um after years of being told no by everyone when we were finally uh uh getting into stores and into retail stores um L'Oreal was still saying no at this point uh but in those three years of nose one of their heads of the U.S she
• 518:30 - 519:00 became a great mentor in my life and one day she said to me she says I want you to write this down she says winning in cosmetics is a game of perfect execution and I'm like okay and she explained that a lot of Brands you see them everywhere they're Splash in the magazines they're in the stores and then they're gone and she said they go in and they can't execute and I really took that to heart and when we finally started getting momentum and we finally started getting people
• 519:00 - 519:30 wanting us which was so foreign to me uh and it's hard right if you're someone that's ever dealt with a lot of self-doubt which is me most of my life or imposter syndrome and all of a sudden people want you hard to say no you know because you're like oh this may never happen again and and I need to strike while the Iron's hot and right it's a lot of you nodding and that was what started happening but what I realized was when when when you're getting momentum coming your way sometimes the best thing you can do is
• 519:30 - 520:00 regulate it and say I gotta slow this down I gotta slow this down right I Knew by that point that when you go into a store you want to enter and become a top five brand right away because then they throw their their marketing support behind you and you get the windows and they actually create momentum for you when you're one of their top Revenue generators I knew that I couldn't I didn't have right when you go into a department store whether it's a counter or a big tower you've got to have the right graphic
• 520:00 - 520:30 design the right point of sale samples the right Educators on the floor to pull customers there's like 50 million details uh the right team that's driving the right ads in their brochures on their way like you have to have it all to go in and succeed and I knew I didn't I knew I didn't I knew I didn't have this infrastructure yet to be able to go in and execute perfectly as as she would say um and it's not about perfect that's the wrong word I think it's about knowing
• 520:30 - 521:00 okay do I have the right uh foundation in place to be able to hit the level I know I need to hit and if I don't I'm going to pause because a lot of times you get one shot I knew going in these stores you get one shot and if I'm going to go in I'm going to be ready and so I had to learn to regulate momentum and that's tough because I knew if I went in I would get short-term sales I knew I would get purchase orders I knew it would look good on the investor deck but I knew long term if I was going to
• 521:00 - 521:30 hit the level I knew this brand was capable of hitting and this idea was capable of hitting right and I was doing it for the women it was going to impact so I would be shortchanging them if I'm going to go in and fail in stores so it was like regulating momentum sometimes you have to be so good at that in order to create long-term success I think that that is so so so important um and the other thing is like not just
• 521:30 - 522:00 regulating and slowing and pulling back um but being really really aware again of that Clarity of vision right and where you're going and a lot of times you know um we hear so many amazing thought leaders talk about your why and you know one of the things that I talk a lot about when I talk about your why is that a lot of people get their why wrong and they have a why that sounds good to everyone else and they tell someone and it sounds great but it's actually not
• 522:00 - 522:30 deep enough or personal enough right for them to keep going right when times get tough and so I'll share more on that another time but doing the work on your why beneath your Y is so important right because that is going to be the determining Factor on okay this is my deep deep why do I need to slow my momentum in order to get there you know do I have the right team in place in order to get there the part that I think is so key when I think how did I start with an idea and
• 522:30 - 523:00 build it not just to a billion dollar company but but create a brand that lasts that that entered this industry of giants which is the beauty industry uh you know when I was a Denny's waitress I would save my tip money to buy like one product in a department store from any one of these Brands and the day that this business I created surpassed all these companies in size is crazy and the other part of this is
• 523:00 - 523:30 when you have success the momentum that comes with success masks so many problems the momentum that comes with success masks so many operational inefficiencies the momentum that comes with success masks when you have team members out of their depth it covers all of it right and learning how to go okay I'm in this
• 523:30 - 524:00 phase of momentum now where the world is telling me good job and my investors are freaking out but I know we have problems I know if I get comfy and if I just like oh yeah I want to I want to take the easy path and just celebrate finally I know that these problems are going to prevent me from taking this this dream to the level I know it can go knowing how to
• 524:00 - 524:30 not let the the momentum of success mask the inefficiencies the things that you know if I I've got to pour into those now because one day they will prevent me from going to that level I think that that is so key and I think that um so many people don't do it right so many people don't do it and I think as leaders
• 524:30 - 525:00 our job is to be aware of it but also to teach our teams to be aware of it on how to do this right um because a lot of people don't know um and they come in and they're rewarded on performance which usually is numbers and when numbers are good it's easy to not worry about anything else even amongst our teams right A lot of times we don't reward the leaders in our company for finding problems and working on them now which sometimes takes
• 525:00 - 525:30 resources and time and energy and sometimes doesn't impact the bottom line for a while but having those conversations and knowing with Clarity of vision where you're going is the ultimate way to become a steward of momentum and I think that it's one of the most important um laws of leadership and I think that not understanding momentum not learning how to generate
• 525:30 - 526:00 momentum how to regulate momentum how to become a steward of momentum is one of the single greatest reasons why businesses often don't last I'm so honored to be up here sharing my own experience with with the law momentum John Maxwell's law of momentum um I feel grateful that I've had the experience to see firsthand how when teams don't feel momentum they feel hopeless like one of the most like beautiful Parts about momentum being free right is you
• 526:00 - 526:30 can create it in any area at any time and you can teach your teams how to create it in any area at any time you can do it at any phase of wherever you're at if you're launching a coaching business or you know leading a downline in your company or whatever it might be when you learn how to regulate it you literally multiply your own impact thank you thank you so we're here to
• 526:30 - 527:00 talk about the law of timing and I remember when I heard John say that of the 21 laws there are two that are difficult to teach and difficult to learn the law of intuition and the law of timing so I chose to talk about the law of timing which shows that I have no intuition and bad timing right but the law of timing is one of the greatest gifts and tools in the leaders Arsenal but you know what I've discovered about the law of timing not only will the law of timing help you in
• 527:00 - 527:30 your business in your organization in your leadership I've discovered there's an area in my life that I need to learn more about it and that's in my marriage all right can you relate to that there's this thing about the law of timing when your marriage is going to be so important Let me Give an example my wife and I will celebrate our 25th wedding anniversary this year when we were married for our third year we had a six month old okay so six month old we weren't getting any sleep and I had this great idea I thought it was really bad timing I wanted to surprise her with a
• 527:30 - 528:00 goal-setting weekend okay so we were going to go away on a bet yo see you didn't think that was a great idea either okay so I we were six months into parenting we weren't getting any sleep and I thought you know what doesn't every wife want her husband to surprise her with a goal-setting weekend so I I call the bed and breakfast up about an hour from where we lived and I said hey I'm going to surprise my wife she's going to love this and I said hey here's what I'm going to do I actually created these little folders this was the year 1999 I don't know many of you might not
• 528:00 - 528:30 remember this there was this big scare called Y2K okay so I came up with this whole branding idea called because my last name's Henderson h2k for Henderson 2000 I had this logo I created these two Pam these two uh file folders things I had color-coded we're going to start with financial goals we're going to get to what what are we going to read this year right so I called up to the bed and breakfast and I said hey I want to don't tell my wife but I want to surprise her with a goal setting weekend listen so I have a question um do you have a flip chart at the bed and breakfast and uh he says flip chart
• 528:30 - 529:00 and I said he goes no we don't have a flip chart I'm like okay he goes but if you wanted me to get a flip chart for you we'll get you a flip chart I said that's the customer service we need in this world so he went and found me bought a flip chart right so you have to fast forward to the night here's my wife she hadn't got much sleep for six months she's getting away for a couple of nights we're right little does she know she's in for the biggest surprise of her life right so we're we're there on the porch we're up in these mountains in North Georgia we're drinking coffee we
• 529:00 - 529:30 have this pie and the screen door Screech and here comes the bed and breakfast owner with a flip chart right and he puts the flip chart then he hands the two folders that I'd given him secretly when we checked in and he said you need anything else Mr Anderson I said no thank you this is going to be awesome so I turned to my wife Wendy and I said honey surprise we're gonna have a goal setting weekend that began one of the worst weekends in my entire 25 years of marriage I mean there were tears throughout the
• 529:30 - 530:00 weekend finally windy turned to me and said Jeff pull yourself together man stop crying we're going to get through this together okay so it was the wrong decision at the wrong time okay now one of the most perplexing things about leadership and I know you figured this out but it took me a while to figure this out and fortunately John's book was such a gift to me what was perplexing is I could make a decision and I knew it was the right decision you've been there right you knew it was the right decision
• 530:00 - 530:30 and yet for some reason you were feeling resistance I couldn't figure it out and when I began to discover is the reason I was feeling resistance is because I was making the right decision at the wrong time and this idea of understanding when the right decision and when the right time you can't choose one or the other okay that's why this this law is such a gift and why I'm so thankful that John wrote
• 530:30 - 531:00 about it in fact John's quote here is great leaders understand the timing of the decision is as important as the decision itself so here's the reality for many leaders they crash themselves against this this law because they're convinced they're doing the right thing and they don't care about the timing okay so what is the law of timing well the law of timing says this and this is so helpful I'm so grateful for John for writing this when to lead is as important as what to do
• 531:00 - 531:30 and where to go you see the like to think as Leaders I just got to make the right call that's true but you got to combine the right call with the right timing because if you don't you can crash yourself against this principle okay now here's what so so um Difficult about the law of timing there's four actions when it comes to the law of timing or four decisions and three of them are negative all right so what do I mean by that well here's what this looks like okay when it comes to the law of timing there's the wrong action at the wrong time
• 531:30 - 532:00 and that equals a disaster right you know what that equals a surprise goal-setting weekend at the bed and breakfast all right that was the wrong action at the wrong time but we recovered we're still married okay now the wrong action at the right time is a mistake I mean you can again you can have the right time but actually it's the wrong action again remember I said there's four actions that you can have here only only one are actually positive then
• 532:00 - 532:30 there's the right action at the wrong time and that's when you re you feel resistance okay I think this is the most common action for leaders because I think there's something in us we've been gifted with the gift of leadership so we know the right thing to do and let me just I'll say this for you and and if this isn't true about you then you're better that better than me you ever feel like you kind of want to look back and tell people to catch up you know as a leader like let's go let's go so and if you're not careful you know what's the
• 532:30 - 533:00 right thing to do and you get so impatient that you move ahead I'm telling you one of the one of the when I look back on my leadership career the regrets I've made comes to this violation of law timing I know it was the right thing to do but I was too impatient and I didn't bring people with me no wonder there's resistance right so those are the three mistakes we have to avoid but when we get this right the right action at the right time that's the ball game that's success all right
• 533:00 - 533:30 that's The Sweet Spot of leadership as it relates to the law of timing now I love this quote from one of John's mentors coach John Wooden coach John Wooden the greatest coach of all time he said this he's and I love this he said be quick don't hurry be quick but don't worry I remember reading this for the first time and I was so captured by it I I told our staff at our leadership team and I just repeated I love this we got to do this be quick but don't hurry be quick but don't hurry and
• 533:30 - 534:00 they said somebody raise their hand and said Jeff what does that mean I said I have no idea but I love the quote all right we got to figure it out so here here's here's how do we figure this out how do we be quick but don't hurry how do we make the right decision at the right time well thankfully in the law of timing John has given us a filter to use okay and so whenever I'm faced with the decision and I know it's the right decision then I gotta go to figure out what the right timing is and so what I
• 534:00 - 534:30 want to do is I want to walk you through what that filter is if that's okay now to do that I want to do that through a real life example okay so this is a real life example that I use based on the law of timing that allowed me to make sure that I was making the right decision at the right time to do that I got to tell you a little bit of my story if that's okay okay so I grew up in Atlanta and a group of you sports fan and uh we don't have a lot to cheer for here in Atlanta we've built more stadiums and we've won championships in Atlanta okay so
• 534:30 - 535:00 um I didn't know that you could do Sports Marketing so I did that for a number of years then I transitioned a long story that I want to share here I became a pastor for 17 years and part of my role as a pastor as a non-profit leader was raising money now if you're a business leader guess what you know this you raise money too okay so that's called sales that's what that all is so I had to raise money to build buildings so we launched the church a few years ago and um quickly about eight months into this new building
• 535:00 - 535:30 um we were out of space you have to understand when we launched the building the launch of church we were in rented facilities for uh for three and a half years then we launched this building and then in eight months we were completely out of space particularly in the student area so now we had an issue what do we do well we had just done a capital campaign for three years to raise money for the current building well I knew what we were supposed to do we were supposed to raise more money but all the fundraising experts would say you can't raise money a few months after
• 535:30 - 536:00 you've just finished one Capital campaign so I had the right decision but I was trying to figure out the right timing so what I want to do is I'll walk you through the filter that John gave me through this law and let you see how I applied this filter to make sure that I was making the right decision right so the filter number one this is from John was to Define reality Define reality what is our reality here okay so here's the reality within my context okay so we were in Gwinnett
• 536:00 - 536:30 County which is in Northeast Atlanta and we were out of student space middle school students and high school students were sitting on the floor we had to bring trailers in all of that we just didn't have enough room to serve these students what is our reality here in this County well in the state of Georgia we knew that of the 10 largest high schools in the state of Georgia eight were in our County in Gwinnett County that was our reality so for us to look at the situation and go you know what we can't raise money because you know
• 536:30 - 537:00 everybody's a little tired and fatigued until all of these high school students that we're not going to give you adequate space that was a reality that we had to face so my reality was if we're really going to serve the high school students in this County we have got to move forward so I Define that reality for our church to go hey good news is we're out of space bad news is we're out of space we need to do something about it and here's the reality in fact at our church one of those three of those schools were right around us one of them we could walk
• 537:00 - 537:30 right out of our backyard of our church and see them so our reality was we may have just finished a capital campaign a few months ago but the reality is we've got students to reach so that was the first filter that I was able to use through John the second filter was this identify the issues identify the issues well um you know people might have fundraising fatigue that was an assumption that I made and that the reason I was making that assumption I'll just be honest with you I was scared to raise more money okay I'm not a natural
• 537:30 - 538:00 fundraiser I was terrible about it in high school I had to sell Christmas wrapping paper for the basketball team I have no idea why how that too connected I was terrible but I I knew that I had to do this identify the issues I I've I I was afraid you see the reality was if I got up in front of the church and brought this issue to him I think they would move forward but you know who is the biggest obstacle to this is me and the issue that I identified in this
• 538:00 - 538:30 filter was my own fear and fear will say this to you all the time it's not time yet it's not time yet now sometimes that's true sometimes wisdom says that what I've discovered is wisdom says that with people fear says that was thoughts so the issue that I had to identify is this the right time is I I can't let fear pull me back the third filter this is so helpful from John is to meet with the influencers so
• 538:30 - 539:00 I began to meet with some of the key donors and key influencers in our church and I just said hey here's reality I want you to come with me on a Sunday and I want you to see all these high school students sitting on the floor what I also want you to know are the issues that they're wrestling with and these are serious issues because these students are growing up faster than you and I grew up not because they're more mature but because they're more exposed because of Technology and so look we can let them sit on the floor because we're scared of money and we just did fundraising six months ago
• 539:00 - 539:30 or we can move forward what do you think we should do see meeting with the key influencers and getting by and is so incredibly important so when it comes to the law of timing we have to understand I think this is the right decision I think this is the right time what do you think what do you think now this doesn't mean that you're going to get 100 consistence consensus right but you're looking for themes you're looking for themes and all of the key influencers at
• 539:30 - 540:00 our church in this moment was saying it's time to go it's time to go it's time to go and I'm like all right who wants to stand up in front of the church and do this they said that's why we're paying you Jeff all right so but all the key influencers in essence saying hey we've got your back got your back okay so meeting with the influencers so important because you might have the right idea but you got to find the right timing now the next filter is so important as well and that is to receive buy-in
• 540:00 - 540:30 to receive buy-in and as a leader you're going to be tempted I don't need buy-in I'm just going to keep moving forward okay I understand that sometimes if that might be the right thing to do but this is a key component where if I could I would try to slow you down as much as possible okay because I want you to receive as much buy-in as you possibly can I'm not trying to convince you to Waffle on the decision I'm not trying to get
• 540:30 - 541:00 you to Bow into fear I'm just trying to get you to buy as much time as you possibly can to make the best decision and to find the right timing so what I would share with you is this buy as much time as you can but don't buy too much buy as much time as you can but don't buy too much so when our team would come to me at another decision one of the things I would say is when do you need to make how how long or how much long
• 541:00 - 541:30 can I what's the time frame that I have to make this decision because I want to wait as long as I possibly can to get more data in I don't want to wait too long I don't want to buy too much time but I want to buy as much as I can so the time the question I would ask them is and this is a great question to ask your team how much time do I have to make this decision and then when they tell you Tuesday ask them can I can I stretch it to Wednesday because there might be something that happens on Tuesday night that gives you information on Wednesday I'll say this
• 541:30 - 542:00 about an idea I think every idea needs a 24-hour waiting period have you ever had an idea where you think this is amazing idea then you wake up the next day and think that's the dumbest thing I've ever thought of right but when you wake up the next day you go no I'm still as passionate about that you need to pay attention to that okay so how much time do I have to make this decision uh the there's a gentleman who is the president of the University of Southern California he wrote a good book called the contrary and guide the leadership and he basically said hey I
• 542:00 - 542:30 try to wait as long as I possibly can before I make that decision and I think that's what John Wooden was saying um be quick don't hurry be quick so try to buy as much time you got to move you got to move but try to buy as much time as you possibly can and this is another thing I would tell our team hey not every issue today requires a decision today not every issue today requires a decision day many times your experience this people will come to you and it's
• 542:30 - 543:00 like this is the issue we got to figure it out today right and I'm like okay do we really need to figure this out today or can we buy ourselves some time to make sure that we have the right timing because I don't want to make the wrong I don't want to make the right decision at the wrong time and that's what I was concerned about okay and I would have to tell them hey and anytime I would feel like they would push back I would say well you can blame John Maxwell because here's what John says all right John says the right decision at the wrong time we're going
• 543:00 - 543:30 to get resistance on this idea so I'm trying to buy as much time as I possibly can so buy enough time but don't buy too much all right at some point you got to move and then the next one is communicate the vision communicate the vision I mean you've done the work you've seen the you've seen what's happening and you know but there's an assumption that everybody already knows what we've seen and what we know okay and so you have to lean in and communicate the vision okay
• 543:30 - 544:00 let me talk a little bit about Vision in just a second I'm going to give you the best fundraising question uh you'll ever hear okay and even if you're not in fundraising this is going to help your business okay but before that I want to talk a little bit about vision and I had to under I had to make sure that people were seeing what was happening in our church and so I would show up on Sundays and say oh here here's a picture of what you because our church would come on Sunday morning our high school students will meet on Sunday night so you know the key influencers they were back at home they didn't see
• 544:00 - 544:30 what was happening so I wanted to take pictures I wanted them to see this I wanted to see the students on the on the ground I wanted to see the fact that they were all in this room and I wanted to I wanted to see I wanted to see the potential and I wanted them to see the pain of it and then I wanted to leverage stories as much as I possibly can maybe a quick story I told our our staff I said hey just you know congratulations you're all fundraisers now you're you're we're all business Builders if you will
• 544:30 - 545:00 and I need you to go capture stories from me so that we can communicate the vision so that we can make sure that we're making the right decision at the right time another thing you got to do as leaders and you know this leaders are repeaters you have to say it over and over and over and over and just when you think everybody's heard it you have to say it over and over again and here's why Vision rarely repeated as quickly
• 545:00 - 545:30 forgotten Vision rarely repeated is quickly forgotten and we don't live in the world of saying it one time and everybody gets it I saw this first hand in my marketing career at Chick-fil-A Drew Kathy was the founder of Chick-fil-A and those of you that are familiar with Chick-fil-A when you go through the drive-through in the store and you say thank you they're they're supposed to say my pleasure back to you
• 545:30 - 546:00 well I know that I know where that story came from Truett was out of Ritz Carlton one time he said thank you uh and the staff didn't say you're welcome they said my pleasure well and John knew true Kathy before Truitt passed away big friends of Truitt John knew this uh Truitt was an incredibly generous man but he was very frugal and when he heard that he thought we could take that from the Ritz Carlton and they won't charge us anything right so we got to the Chick-fil-A convention this is all the restaurant operators and their spouses all the Chick-fil-A staff
• 546:00 - 546:30 and spouses Wendy and I were there and he said okay I was at the Ritz Carlton a few weeks ago and we said I said my I said thank you they said my pleasure I thought we should do that in the quick service restaurant industry so he had us all stand up and he said thank you and we said my pleasure he said thank you we said my pleasure he said thank you and we said my pleasure got it so convention ends triggers in the car everybody flies back to Atlanta a few days later he goes into a Chick-fil-A orders a sandwich that was his idea by
• 546:30 - 547:00 the way he says thank you to the person behind the counter and the person behind the counter says you're welcome wait wait wait I thought in Orlando what's where the convention was I thought we stood up and we said my pleasure three times didn't we get it's only two words right it's you know we're changing from you're welcome to my pleasure how hard is this true didn't fire anybody he didn't get mad he didn't give up you know what true Kathy did he just kept saying it over and over and
• 547:00 - 547:30 over again and Chick-fil-A has videos for the next don't miss this for the next 10 years true at saying thank you my pleasure thank you my pleasure now for those of you that are Chick-fil-A fans I'm about to ruin my pleasure for you so I apologize for that but here's why I'm going to ruin it for you every time I hear my pleasure here's what I think about me I think am I staying on message
• 547:30 - 548:00 as much as true at Kathy's fatal message to make my message tick it took don't miss this it took 10 years for two little words to stick now big organization a lot of people 189 000 team members across the world okay get all that it's hard but you have to stay on message and so when you and I move too fast and we violate the law of timing because we don't take the time to
• 548:00 - 548:30 communicate the vision no wonder we're going to get resistance we haven't let people see it we have we have to let people feel the pain of it if it doesn't happen and we say it once and think that everybody gets it I mean if you're a parent of a teenager you know you can't do that you've got to say it over and over again so let me ask you when it comes to the law of timing part of that is is timing is staying on message you've got to stay on message let me just say this to about vision
• 548:30 - 549:00 the vision's like a bucket of water the more words you have in the bucket the more the words will fall out it's got to be really crystal clear but once you've got a clear message and once you communicate it and once you stale message you Leverage The Law of timing okay now when it comes to the law of timing as it relates to communicating the vision again let me just back up here's the filter that we're going through so my example here is I got to raise money six months after I just finished a fundraising campaign all right that took
• 549:00 - 549:30 three years multi-million dollars now I got to raise another multi-million dollar for for a new brand new building so what we're doing is I'm trying to figure out through the filter that John has given us through the law of timing how can I go through each filter to make sure I am making I know this is the right decision but I'm making sure that it's the right timing I want to give you a question that I think can apply to your business I know it can apply to your business I know it can apply to a non-profit and this is the best fundraising question and I say that you
• 549:30 - 550:00 know having you know done this for 17 years and we raised money for you know three buildings in Atlanta area let's sit down with people and I would do what I just told you to do I want I want them to see this all right so I would sit down with people and go hey here's pictures that happen on Sunday night with all these high school students on the ground here's an article in the local paper that says that of the 10 largest high schools in the state of Georgia ader in our County um here is a specific high school student who had this situation going on in her life and because she's now coming to our organization it's really given
• 550:00 - 550:30 her a lot of encouragement so I went cast The Vision I would try to let them see it I want them to experience the pain of it I want them to see the opportunity of it and then I would ask them this question I would ask this great fundraising question great question to build a business on too will you help me will you help me here's what you got to do here's what you got to do once you ask that question
• 550:30 - 551:00 can't say another word until they do and it's going to get really awkward and there's going to be you're going to get one of three answers all right this is at least my experience you're going to get a yes you're going to get a no or you're going to get out pray about it or think about it which also means no two out of three is not good Meatloaf was wrong when he said two out of three is good no that's not and that
• 551:00 - 551:30 most of y'all have no idea who Meatloaf's finger is that's probably a good thing so um there's only one of the three that's actually going to be good but you know what I've decided to do I've decided to not let I've decided to no longer answer for people I'm going to let them answer for themselves my responsibility is to ask the question and however they want to answer that's up to them my responsibility is to make the ask their responsibility is to provide the answer if I don't make the ask I'm not living
• 551:30 - 552:00 up to the law of timing because I'm not giving them an opportunity to rise to the level to see where we can go and to help us get there so will you help me so I sat down with people in coffee shops just and it was funny many of them I was just there at the same coffee shop and I'm like I would kind of start with a joke like well here we are again and I'm going to ask for more money and here's why all right but in essence what I was trying to get at was I want you to help me okay
• 552:00 - 552:30 so it's a fantastic question but don't don't do this don't go will you help me it's a little awkward but you don't have to if you don't want to you can't do you let the awkwardness fill the space I'm telling you that silence generated a lot of money for our fundraising campaigns all right but again why is this important because John's teaching us the value of communicating the vision to make sure that here's the decision that the timing is meeting the decision the right timing
• 552:30 - 553:00 at the right decision at the right timing equals success now the other filter which is so important all these are so important is you got to model the behavior you got to model behavior in fact I had to stand up on Sundays and say hey just so you know Wendy and I are given to this project and we are going to be we are all in financially so we got to model the behavior one of the reasons our team sometimes don't follow us if we're not careful is that we're asking them to do
• 553:00 - 553:30 something that we're not already doing ourselves one of the things I love about John is everything he teaches us he's trying to model in his own life and people are going to follow what they see more often than what they hear and then you got to overcome the issues Jeff we just we just raised a bunch of money a few months ago now you're asking us to do it all over again yes but here's why here's why so six months into our new building I
• 553:30 - 554:00 found myself standing up Sunday after Sunday of leveraging the stories of little Jack and others and saying hey in October we're going to push out and launch this whole thing again so imagine how cool it was two years later to move into a brand new student building that was completely paid for so serving the students in our County and we move forward as an organization
• 554:00 - 554:30 because we leveraged not only what was the right decision decision we launched the right timing so as a leader understand this I I know this about you you intuitively know what the right thing to do is and you want to move faster than the people so often I totally understand that that's part of the gifting by the way but what John has taught us is the right decision is only half of
• 554:30 - 555:00 the equation the right decision at the wrong time you're going to get resistance and that's where I think we feel the most resistance as leaders but if you'll do the work if you'll do the hard work if you'll work through the filters that John has given us in this law I think what you're going to discover is this at that right decision you're going to elevate the right timing and that's going to have to pull your organization forward to add value to them and add value to you today I want to talk to you about the law of legacy
• 555:00 - 555:30 the law of Legacy in John's 21 laws says a Leader's lasting value is measured by succession now I've got to admit to you that I feel like a kid talking about Legacy I I feel in the shadow of John Maxwell who has established Global impact millions and millions of books sold to share with you Legacy must come from a one-sided a one-dimensional talk today
• 555:30 - 556:00 because I'm the receiver of a legacy that's much greater than I much bigger than I I have nothing to create Legacy with I am a recipient of legacy I can remember 21 years ago when I joined John Maxwell's team that was way before the gray has softened the red intensity of my hair that was the days of fire and brimstone coming not only
• 556:00 - 556:30 out of my hair but out of my lips and I joined to John Maxwell's team because I wanted to be successful I I had very little I didn't bring much to the table I was a telemarketer for it for lack of a better word I picked up the phone and I challenged people to join John Maxwell's events and I learned something back then that has impacted me today as I share
• 556:30 - 557:00 significance around the world millions of people doing significant things to change their world and I realized something in my story that also is told in a recent survey that we took of our brand we're in the middle of creating Legacy with John Maxwell's brand and we hired an outside consulting firm that did some surveys of our prospects people that have not done business with us before to
• 557:00 - 557:30 people that are now doing business with us to the long termers the people that are reoccurring customers and and we found out that 85 percent of the people that have bought into the John Maxwell book brand idea came to us looking for skilled development and inspiration that's the reason they made a buying decision that's the reason they picked up a Maxwell book they wanted skill development and inspiration but then we found something interesting
• 557:30 - 558:00 seventy percent over 70 72 percent that stayed with us and became a reoccurring customer so stayed because of significance and meaning they came to us for skill development for inspiration they stayed because of significance and meaning and when our team brought that data back to me I went back and those data points of thousands if not tens of thousands singled into one data point
• 558:00 - 558:30 that's me this data point that has the responsibility as you do to carry on Legacy there's a great saying that my dad gave me John Maxwell's dad Melvin Maxwell gave him and that is the person who is given much is required of that person and today like me perhaps you feel the responsibility of carrying a legacy
• 558:30 - 559:00 establishing a legacy or passing a legacy on don't forget whether you're receiving whether you're establishing whether you're giving there's one commonality a Leader's lasting value is measured by succession the individual that will take what you started and carry it on the individual that you have focused on to be that carrier of your legacy
• 559:00 - 559:30 your legacy is dependent it's measured by succession there's three pictures that I want to introduce you today that I believe Paints the picture of legacy the first picture is the picture of a clock when we think of this idea this grandiose word of Legacy this bigger than life concept that there's something you're doing that will last beyond your
• 559:30 - 560:00 lifespan I want you to picture a clock because today I would ask you what are you doing look at your calendar look at your clock look at your schedule today what are you doing that is legacy Worthy in fact I will carry that question on and say what are you doing that will last not just what are you doing but what are
• 560:00 - 560:30 you doing that will Outlast you it's the picture of the clock the second picture that I would want to put in your mind as we think of something so big like Legacy would be a compass north south east west Northwest Northeast Southeast Southwest this idea of a composite and with that I'm really going to ask you a question where are you going the clock begs the question what are you doing that will last the compass asks us
• 560:30 - 561:00 the question where are you going that will continue oh I understand you might be going somewhere today but can that direction continue beyond you can that Compass continue be to be pointing toward that true north when you find your successor when you think succession the compass begs us to answer the
• 561:00 - 561:30 question today where are you going that will continue the third picture that I would introduce to you today is a picture of your companions maybe you need to pull out your cell phone and look at the last few selfies you've taken who are your companions and in this picture as it relates to Legacy I really want to challenge you to answer this question who is going with you
• 561:30 - 562:00 and then I want to finish the question with this who is going with you that will continue without you are you surrounding yourself with people with women with men that believe in the same thing you do so much so that your presence will have little effect on their passion to continue I'm not trying to be your dad today and I'm certainly not trying to be your mom but who you hang with matters
• 562:00 - 562:30 are you hanging with people are your selfies with people that will continue without you today we in the John Maxwell Enterprise we we have the privilege at John's stage of life he he's really focused on this concept of succession and so for the last four years we have been working and identifying who can John pass his baton
• 562:30 - 563:00 to is there someone qualified so John in many ways has earmarked me as someone to take his influence and carry it to the next level and what I realized many years ago is that I was not a companion to myself I needed to create women and men we call it our League of Extraordinary leaders these are women and men that have the Maxwell DNA that have this lasting value
• 563:00 - 563:30 of values that want to make a difference for many years to come and we've established this League of Extraordinary leaders and I will introduce them to you at some point outside of this digital context but I will tell you that as John and I select people that will be companions to us for our impact for the future the question we're asking is is who is going with us today
• 563:30 - 564:00 that will continue without us tomorrow so let's talk about for our remaining few minutes let's talk about this idea of developing your leadership Legacy don't don't disassociate yourself with the idea of a legacy you're establishing just because you haven't written as many books sold as many books speaking spoken to as many people as John Maxwell you too my friend
• 564:00 - 564:30 are establishing Legacy and your legacy to my friend will be lasting only by how you measure it with your succession so let's talk real quick number one you've got to know the Legacy you want to leave recently I was in a memorial service and I heard of this incredible patriarch of this family that took his kids fishing every single week and took his took was at dinner every single night for for for
• 564:30 - 565:00 his family and they had people friends of the family that came and spoke and I sit there mesmerized by the legacy of This brilliant human being and then I began reflecting and going my dad didn't take me fishing my dad was not home every night for dinner and then I began thinking do I take my kids fishing the answer is no I'm not a big fisherman to be honest with you I'm not a hunter but here's what I realized my dad left
• 565:00 - 565:30 me a legacy he taught me the passion of work ethic he taught me the significance of meaning he taught me the Eternal consequence of decisions made now and I realized that while I may not have the fishing stories of one human being I had the passion for success and significance as a Heritage and I carry that on today and I pass that on to my daughter I'm not here to talk about my work ethic
• 565:30 - 566:00 or your work ethic I'm here to ask you do you know the Legacy you want to leave the second component in developing your leadership Legacy is to live the Legacy you want to leave I don't know about you but I want to leave it all out on the field I don't know if you think about when you pass into eternity I have a faith foundation for me and so passing into eternity is not really that bad from my
• 566:00 - 566:30 perspective and so but I do think sometimes on how do I want to leave this world what what do I want people to say about me and I'm much like John Maxwell I've heard him say it often perhaps you have he says that on his Epitaph on his tombstone he wants it said he ran out of breath in other words John wants to leave it all on the field I want to leave it all on the field I want my daughter my
• 566:30 - 567:00 family my my co-workers to know wow that's a guy that left it all on the field there was nothing in the tank as John says I want to live until I die and I don't want to get the two confused I want to leave it all out there have you established what you want to do the Legacy that you want to leave and then the other question is this are you living it or is it euphoria
• 567:00 - 567:30 is it out there somewhere and maybe when you get to the next decade change in your age you're going to start living it and I would challenge you today is the day you need to live the Legacy you want to leave the third thing that I would challenge you as you think through your leadership Legacy is choose who will carry on your legacy take time back to our companions take time to determine is it your
• 567:30 - 568:00 daughter is it your son is it your family is it co-workers who's going to carry on the meaning of your legacy who's going to make a difference for you beyond you the fourth question that I would ask you is to make sure you pass the Baton in other words once you know your legacy once you live that Legacy for all to see
• 568:00 - 568:30 and once you choose who's going to carry your legacy forward you then have to pass the Baton I've seen too many people wait until they don't have the breath to run a final lap before they think maybe I should have somebody continue running the lap in other words there's got to be a pass off in a time that makes sense John Maxwell is at the peak of his performance he we we impact more people
• 568:30 - 569:00 on a monthly basis than we did 15 years ago on a yearly basis his book sales have never been stronger his his Pursuit the demand on John Maxwell his time has never been greater and yet we daily talk about passing a baton we think about succession we talk about Legacy why because there is a transition zone just like there is in every relay race to
• 569:00 - 569:30 where the race is won or lost in the transition zone the legacy is established or fragmented in the transition zone the ability to have a measured amount of success and succession is about a transition zone a good friend of mine runs a very large mortgage company in case he told us one day he said the race is always run more
• 569:30 - 570:00 quickly and one more quickly in a relay and I thought there's no way take a 400 meter run and give me one guy running that race rather than four women running the race and handing a baton off and I guarantee you the single individual will be quicker so I did research I was wrong Casey was right the world record for a 400 meter run by
• 570:00 - 570:30 an individual is 43.03 seconds now that's fast 43.03 seconds an individual has ran a 400 meter do you know what the world record for a 4 by 100 race relay race is that's four people running a hundred meters handing off a baton to get to that ultimate goal of 400 meters like the individual run an individual 4303
• 570:30 - 571:00 a team of four handing off a baton the world record is 36.84 seven full seconds quicker with four different people having to start stop hand off and all the things that can happen in a transition here's the point a racist ran better a race is ran quicker when it's ran with a team
• 571:00 - 571:30 a race that has succession is more impacting more world-setting more Globe impacting when ran together I was struck by a quote that I read the other day and I want to leave it with you today as I challenge you to live out the law of legacy here's the quote do something so great that others will want to ensure it continues
• 571:30 - 572:00 I don't know if that convicts you today but it does me today I carry a baton that has been firmly grasped in John Maxwell's hand and I feel the weight and the responsibility and the excitement of that but I've got to tell you as I go through this law of Legacy with you today I realize I too like John Maxwell you too like John Maxwell needs to do something so great that others will want to ensure it
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