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April 20 - June 24, 2021
GROWTH = CHANGE
1. LEADERSHIP REQUIRES THE ABILITY TO DO MORE THAN ONE THING WELL
2. NO ONE DOES ALL 21 LAWS WELL
The laws can be learned. Some are easier to understand and apply than others, but every one of them can be acquired. The laws can stand alone. Each law complements all the others, but you don’t need one in order to learn another. The laws carry consequences with them. Apply the laws, and people will follow you. Violate or ignore them, and you will not be able to lead others. These laws are the foundation of leadership. Once you learn the principles, you have to practice them and apply them to your life.
leadership ability is the lid that determines a person’s level of effectiveness.
The greater the impact you want to make, the greater your influence needs to be. Whatever you will accomplish is restricted by your ability to lead others.
If you don’t have influence, you will never be able to lead others.
True leadership cannot be awarded, appointed, or assigned. It comes only from influence, and that cannot be mandated. It must be earned.
FIVE MYTHS ABOUT LEADERSHIP
1. THE MANAGEMENT MYTH
2. THE ENTREPRENEUR MYTH
3. THE KNOWLEDGE MYTH
4. THE PIONEER MYTH
5. THE POSITION MYTH
The main difference between the two is that leadership is about influencing people to follow, while management focuses on maintaining systems and processes.
To be a leader, a person has to not only be out front, but also have people intentionally coming behind him, following his lead, and acting on his vision. Being a trendsetter is not the same as being a leader.
“It’s not the position that makes the leader; it’s the leader that makes the position.” —STANLEY HUFFTY
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 his credentials. Don’t check his title. Check his influence. The proof of leadership is found in the followers.
CHARACTER—WHO THEY ARE
RELATIONSHIPS—WHO THEY KNOW
KNOWLEDGE—WHAT THEY KNOW
INTUITION—WHAT THEY FEEL
Leaders seek to recognize and influence intangibles such as energy, morale, timing, and momentum.
EXPERIENCE—WHERE THEY’VE BEEN
PAST SUCCESS—WHAT THEY’VE DONE
ABILITY—WHAT THEY CAN DO
As soon as they no longer believe you can deliver, they will stop listening and following.
“The very essence of all power to influence lies in getting the other person to participate.” —HARRY A. OVERSTREET
“He who thinks he leads, but has no followers, is only taking a walk.” If you can’t influence people, then they will not follow you. And if people won’t follow, you are not a leader. That’s the Law of Influence. No matter what anybody else may tell you, remember that leadership is influence—nothing more, nothing less.
LEADERS ARE LEARNERS
AN EVENT A PROCESS Encourages decisions Encourages development Motivates people Matures people Is a calendar issue Is a culture issue Challenges people Changes people Is easy Is difficult
THE PHASES OF LEADERSHIP GROWTH
PHASE 1: I DON’T KNOW WHAT I DON’T KNOW
PHASE 2: I KNOW THAT I NEED TO KNOW
PHASE 3: I KNOW WHAT I DON’T KNOW
PHASE 4: I KNOW AND GROW, AND IT STARTS TO SHOW
PHASE 5: I SIMPLY GO BECAUSE OF WHAT I KNOW
As long as a person doesn’t know what he doesn’t know, he isn’t going to grow.
1. What is your personal plan for growth?
2. One thing that separates great leaders from good leaders is the way they invest in those who follow them.
3. If you are the leader of a business, an organization, or a department, you can create a culture of growth.
The truth is that nearly anyone can steer the ship, but it takes a leader to chart the course. That is the Law of Navigation.
“A leader is one who sees more than others see, who sees farther than others see, and who sees before others do.” —LEROY EIMS
Reflective thinking gives you true perspective, gives emotional integrity to your thought life, increases your confidence in decision making, clarifies the big picture, and takes a good experience and makes it a valuable experience.
No matter how much you learn from the past, it will never tell you all you need to know for the present.
To help me do that, I developed a strategy that I have used repeatedly in my leadership. I wrote it as an acrostic so that I would always be able to remember it: Predetermine a course of action. Lay out your goals. Adjust your priorities. Notify key personnel. Allow time for acceptance. Head into action. Expect problems. Always point to the successes. Daily review your plan.
Adding value to others through service doesn’t just benefit the people being served. It allows the leaders to experience the following: Fulfillment in leading others Leadership with the right motives The ability to perform significant acts as leaders The development of a leadership team An attitude of service on a team
1. WE ADD VALUE TO OTHERS WHEN WE . . . TRULY VALUE OTHERS
2. WE ADD VALUE TO OTHERS WHEN WE . . . MAKE OURSELVES MORE VALUABLE TO OTHERS
3. WE ADD VALUE TO OTHERS WHEN WE . . . KNOW AND RELATE TO WHAT OTHERS VALUE
4. WE ADD VALUE TO OTHERS WHEN WE . . . DO THINGS THAT GOD VALUES
1. Do you have a servant’s attitude when it comes to leadership?
2. What do the people closest to you value?
3. Make adding value part of your lifestyle.
Trust is the foundation of leadership. How does a leader build trust? By consistently exemplifying competence, connection, and character.
Character makes trust possible. And trust makes leadership possible. That is the Law of Solid Ground.
“The only thing that walks back from the tomb with the mourners and refuses to be buried is the character of a man. This is true. What a man is survives him. It can never be buried.” —J. R. MILLER
said that Tubman told her: “I had reasoned this out in my mind: there was one of two things I had a right to, liberty or death. If I could 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, and when the time came for me to go, the Lord would let them take me.”
Tubman knew escaped slaves who returned would be beaten and tortured until they gave information about those who had helped them. So she never allowed any people she was guiding to give up. “Dead folks tell no tales,” she would tell a fainthearted slave as she put a loaded pistol to his head. “You go on or die!”
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.
