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April 20 - June 24, 2021
The reason is simple: people naturally follow leaders stronger than themselves. Everyone who came in contact with her recognized her strong leadership ability and felt compelled to follow her. That’s how the Law of Respect works.
1. NATURAL LEADERSHIP ABILITY
2. RESPECT FOR OTHERS
Gaining respect from others follows a pattern: When people respect you as a person, they admire you. When they respect you as a friend, they love you. When they respect you as a leader, they follow you.
3. COURAGE
“A leader does not deserve the name unless he is willing occasionally to stand alone.” —HENRY KISSINGER
4. SUCCESS
5. LOYALTY
6. VALUE ADDED TO OTHERS
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 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.
If you’re a 7 as a leader, 8s, 9s, and 10s aren’t likely to follow you—no matter how compelling your vision is or how well thought-out a plan you’ve devised.
People who are naturally a 7 may never become a 10—but they can become a 9. There is always room to grow. And the more you grow, the better the people you will attract. Why? Because people naturally follow leaders stronger than themselves.
1. Think about the last time you asked employees, followers, or volunteers for a commitment to something you were leading or to changing something they were doing. What was their response? In general, how readily do people rally to you in either of those situations? That can be used as a fairly accurate gauge of your leadership level. 2. Take a look at the qualities that help a leader to gain respect: Leadership ability (natural ability) Respect for others Courage Success record Loyalty Value added to others
3. One of my favorite definitions of success is having the respect of those closest to me.
Who you are dictates what you see.
Leaders must always be a few steps ahead of their best people, or they’re not really leading. They can do that only if they are able to read trends.
Intuition helps leaders sense what’s happening among people and know their hopes, fears, and concerns. They can sense what’s happening in a room—whether there’s curiosity, doubt, reluctance, anticipation, or relief. Reading people is perhaps the most important intuitive skill leaders can possess. After all, if what you are doing doesn’t involve people, it’s not leadership. And if you aren’t persuading people to follow, you aren’t really leading.
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. In fact, it’s easier to damage an organization than it is to build one. We’ve all seen excellent organizations that took generations to build begin falling apart in a matter of years.
Jobs explained, “I called Bill and said Microsoft and Apple should work more closely together, but we have this issue to resolve, this intellectual-property dispute. Let’s resolve it.” They negotiated a deal quickly, which settled Apple’s lawsuit against Microsoft. Gates promised to pay off Apple and invest $150 million in non-voting stock. That cleared the way for future partnership and brought much-needed capital to the company. It was something only an intuitive leader would have done. Apple’s stock value immediately went up 33 percent. And in time, Apple regained some of the prestige it
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While other computer manufacturers were pursuing PDAs, he was looking at music. And when an independent contractor and hardware expert named Tony Fadell approached Apple with an idea for an MP3 player and a music sales company, Apple embraced it, even though several other companies had rejected it. Fadell was hired on, and they began working on what would eventually be known as the iPod.
Ben Knauss, who was on the inside of the project, says, “The interesting thing about the iPod is that since it started, it had 100 percent of Steve Jobs’s time. Not many projects get that.
1. How are you when it comes to trusting your intuition? Are you a facts or feelings person? To become better at the Law of Intuition, you must first be willing to trust your intuition. Begin by working within your areas of greatest strength. First, determine which is your strongest natural talent. Second, participate in that talent, paying attention to your feelings, instincts, and intuition. When do you know something is “right” before you have evidence? How can you tell when you’re “on”? Do your instincts in this area ever betray you? If so, when and why? Get to know your aptitude for
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2. One of the most important abilities in leadership is reading people.
3. Train yourself to think in terms of mobilizing people and harnessing resources.
ATTITUDE Rarely have I seen positive and negative people attracted to one another. People who view life as a series of opportunities and exciting challenges don’t want to hear others talk about how bad things are all the time.
BACKGROUND
People attract—and are attracted to—others of similar background. Blue-collar workers tend to stick together. Employers tend to hire people of the same race. People with education tend to respect and value others who are also well educated. This natural magnetism is so strong that organizations that value diversity have to fight against it.
VALUES
ENERGY
when you pair a high-energy person with a low-energy person and ask them to work closely together, they can drive one another crazy. The high-energy person thinks the low-energy one is lazy, and the low-energy person thinks the high-energy one is insane.
GIFTEDNESS
LEADERSHIP ABILITY
You can’t move people to action unless you first move them with emotion. . . . The heart comes before the head.
Good leaders work at connecting with others all of the time, whether they are communicating to an entire organization or working with a single individual.
“People don’t care how much you know until they know how much you care.”
The stronger the relationship and connection between individuals, the more likely the follower will want to help the leader.
To connect with people in a group, relate to them as individuals.
1. CONNECT WITH YOURSELF
2. COMMUNICATE WITH OPENNESS AND SINCERITY
3. KNOW YOUR AUDIENCE
4. LIVE YOUR MESSAGE
5. GO TO WHERE THEY ARE
6. FOCUS ON THEM, NOT YOURSELF
7. BELIEVE IN THEM
8. OFFER DIRECTION AND HOPE
But successful leaders who obey the Law of Connection are always initiators.
It’s one thing to communicate to people because you believe you have something of value to say. It’s another to communicate with people because you believe they have value.
It’s the leader’s job to initiate connection with the people.
we accomplished many positive things together. But it never would have happened if I hadn’t had the courage to try to make a connection with him that first day in my office.
people don’t care how much you know until they know how much you care.
