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One of my mentors for the last 30 years!

The 21 Irrefutable Laws of Leadership By John C. Maxwell-Law No.11-The Law of the Inner Circle

11. The Law of the Inner Circle – A Leader’s Potential Is Determined by Those Closest to Him.  Nobody does anything great alone, nor do leaders succeed alone. What makes the difference is the leader’s inner circle.  As you consider whether individuals should be in your inner circle, ask yourself the following questions. If you can answer yes to these questions, then they are excellent candidates for your inner circle:

1) Do They Have High Influence with Others? – One key to successful leadership is the ability to influence the people who influence others. How do you do that? By drawing influencers into your inner circle.

2) Do They Bring a Complementary Gift to the Table? – Bring a few key people into my inner circle who possess strengths in your areas of weakness.

3) Do They Hold a Strategic Position in the Organization? – Some people belong in your inner circle because of their importance to the organization. If you and they are not working on the same page, the entire organization is in trouble.

4) Do They Add Value to Me and to the Organization? – The people in your inner circle must add value to you personally. They should also have a proven track record as assets to the organization. Seek for your inner circle people who help you improve.

5) Do They Positively Impact Other Inner Circle Members? – Team chemistry is vital. You want your inner circle to have a good fit with one another. You also want inner circle members to make one another better, to raise one another’s game.

Once you’ve reached your capacity in time and energy, the only way you can increase your impact is through others. Surround yourself with high performers that extend your influence beyond your reach and help you to grow and become a better leader.

The 21 Irrefutable Laws of Leadership By John C. Maxwell-Law No. 10 The Law of Connection

10. The Law of Connection – Leaders Touch a Heart Before They Ask for a Hand

For leaders to be effective, they need to connect with people. All great leaders recognize this truth and act on it almost instinctively. You can’t move people to action unless you first move them with emotion.

“People don’t care how much you know until they know how much you care.” You develop credibility with people when you connect with them and show that you genuinely care and want to help them. And as a result, they usually respond in kind and want to help you.

How do you connect with people?

1)  Connect with Yourself – If you don’t believe in who you are and where you want to lead, work on that before doing anything else.

2)  Communicate with Openness and Sincerity – People can smell a phony a mile away.  Authentic leaders connect.

3)  Know Your Audience – When you work with individuals, knowing your audience means learning people’s names, finding out their histories, asking about their dreams.  When you communicate to an audience, you learn about the organization and its goals. You want to speak about what they care about.

4)  Live Your Message – Practice what you preach.  That’s where credibility comes from.

5)  Go to Where They Are – Remove as many barriers to communication as possible.  Try to be attuned to their culture, background, education, and so on. Adapt to others; don’t expect them to adapt to me.

6)  Focus on Them, Not Yourself – Focus on others, not yourself. That is the number one problem of inexperienced speakers and ineffective leaders.

7)  Believe in Them – 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.  People’s opinions of us have less to do with what they see in us than with what we can help them see in themselves.

8) Give Them Hope – French general Napoleon Bonaparte said, “Leaders are dealers in hope.” When you give people hope, you give them a future.

Successful leaders who obey the Law of Connection are always initiators.    They take the first step with others and then make the effort to continue building relationships.  It’s not always easy, but it’s important to the success of the organization.  A leader has to do it, no matter how many obstacles there might be.

You connect with others when you learn their names, make yourself available to them, tell them how much you appreciate them, find out what they are doing, and most important, listen to them.

There’s an old saying: To lead yourself, use your head; to lead others, use your heart. That’s the nature of the Law of Connection.  Always touch a person’s heart before you ask for a hand.

The 21 Irrefutable Laws of Leadership By John C. Maxwell Law No. 9 The Law of Magnetism

Law No. 9-The Law of Magnetism – Who You Are Is Who You Attract

In most situations, you draw people to you who possess the same qualities you do.

Who you are is who you attract. If you want to attract better people, become the kind of person you desire to attract.

Effective Leaders are always on the lookout for good people.  What qualities do these people possess?  What qualities are you looking for in the people you want to lead your organization or the people you want to follow?

Who you get is not determined by what you want.  It’s determined by who you are.  Leaders draw people who are like themselves.

The better leader you are, the better leaders you will attract.  If want to have better leaders around you, start with improving yourself first.

LEAD Concepts:

He is a model to follow when it comes to strong and courageous leadership.

Originally posted on Linked 2 Leadership:

Donald TrumpFamed businessman and entertainment mogul, Donald Trump is loved, hated, praised, and reviled concurrently on any given day.

  • He can command respect while attracting derision with almost anything he says or does.
  • He is generally known to be incredibly successful but he has seen his share of financial decline and uncertainty.
  • He is an enigma who changes his presentation, mood, and disposition with disconcerting irregularity.

In short, Donald Trump simultaneously represents everything people in the western world want and much of what we find repugnant. So, how does he do it and why do we care?

What drives “The Donald” and why does he work so hard?

The Donald

As a behavioural analyst, it is clear to me that Mr. Trump is a highly dominant individual. He has an overwhelming desire to win and he becomes very angry when faced with potential failure or disrespect.

Dominance also provides…

View original 1,017 more words

The 21 Irrefutable Laws of Leadership By John C. Maxwell-Law No. 8 The Law of Intuition

8.  The Law of Intuition – Leaders Evaluate Everything with a Leadership Bias

The Law of Intuition is based on facts coupled with instincts plus other intangible factors, such as employee morale, organizational momentum, and relationship dynamics.

The Law of Intuition often separates the great leaders from the merely good ones.

Leadership intuition is the ability of a leader to read what’s going on. For that reason, I say that leaders are readers:

1) Leaders Are Readers of Their Situation – Leaders pick up on details that might elude others. They sense people’s attitudes. They are able to detect the chemistry of a team. They know the situation before they have all the facts.

2) Leaders Are Readers of Trends – Leaders discern where the organization is headed, often times they sense it first and find data later to explain it. Their intuition tells them that something is happening, that conditions are changing. Leaders must always be a few steps ahead of their people, or they’re not really leading.

3) Leaders Are Readers of Their Resources – Leaders think in terms or resources and how to maximize them for the benefit of their organization. They are continually aware of what they have at their disposal.

4) Leaders Are Readers of People – Intuition helps leaders 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.

5) Leaders are Readers of Themselves – Leaders must know not only their own strengths and weaknesses, but also their current state of mind. Why? Because leaders can hinder progress just as easily as they can help create it.

Without intuition, leaders get blindsided, and that’s one of the worst things that can happen to a leader. If you want to lead well, and stay ahead of others, you’ve got to obey the Law of Intuition.

 

The 21 Irrefutable Laws Of Leadership by John C. Maxwell-Law No. 5 The Law Of Addition

5. The Law of Addition – Leaders Add Value by Serving Others

 Adding Profits by Adding Value – Costco’s CEO, Jim Sinegal, believes the success of Costco comes from treating his employees well.

  • Costco employees are paid an average of 42% more than the company’s chief rival and they also receive generous health care coverage.
  • Sinegal shows he cares and respects his employees – he has an open-door policy. He is on a first-name basis with everyone.
  • Sinegal’s salary is well below what other CEO’s of similar size company’s make because he is more focused on serving his employees than making an exorbitant salary.

The result: Costco has by far the lowest employee turnover rate in all of retailing.

 The bottom line in leadership isn’t how far we advance ourselves but how far we advance others.

 

There is one critical question:

Are you making things better for the people who follow you?

  • If you can’t answer with an unhesitant yes, then you likely aren’t.
  • 90% of all people who add value to others do so intentionally. Why do I say that? Because human beings are naturally selfish. Being an adder requires me to think about adding value to others.

 Adding Value, Changing Lives – four guidelines for adding value to others.

1) Truly Value Others – Effective leaders go beyond not harming others, they intentionally help others. They must value people and demonstrate they care in such a way that their followers know it.

2) Make Yourself More Valuable To Others – The more intentionally you have been in growing personally, the more you have to offer your followers.

3) Know and Relate to What Others Value – This can only come by listening to your people’s stories, their hopes and dreams. Learn what is valuable to them and then lead based on what you’ve learned.

4) Do Things That God Values – God desires us not only to treat people with respect, but also to actively reach out to them and serve them.

 

The attitude of the leader affects the atmosphere of the office. If you desire to add value by serving others, you will become a better leader. And your people will achieve more, develop more loyalty, and have a better time getting things done than you ever thought possible. That’s the power of the Law of Addition.

The 21 Irrefutable Laws of Leadership By John C. Maxwell-Law No. 4 The Law Of Navigation

4. The Law of Navigation – Anyone Can Steer the Ship, but It Takes a Leader to Chart the Course

First-rate navigators always have in mind that other people are depending on them and their ability to chart a good course.

Before good leaders take their people on a journey, they go through a process in order to give the trip the best chance of being a success:

  • Navigators Draw on Past Experience – Every past success and failure you’ve experienced can be a valuable source of information and wisdom. Success teaches you what you’re capable of doing and gives you confidence. However, your failures can often teach greater lessons, if you allow them to. If you fail to learn from your mistakes, you’re going to fail again and again.
  • Navigators Examine the Conditions Before Making Commitments – No good leader plans a course of action without paying attention to current conditions. Good navigators count the cost before making commitments for themselves and others.
  • Navigators Listen To What Others Have to Say – Navigating leaders get ideas from many sources. They listen to members of their leadership team. They spend time with leaders of other organizations who can mentor them. They always think in terms of relying on a team, not just themselves.
  • Navigators Make Sure Their Conclusions Represent Both Faith and Fact – A leader has to possess a positive attitude. 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 see the facts realistically. If you don’t go in with your eyes wide open, you’re going to get blindsided. Balancing optimism and realism, faith and fact can be very difficult.

Charting A Course with A Navigation Strategy – here’s an acrostic that the author used repeatedly in his leadership.

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.

The secret to the Law of Navigation is preparation. When you prepare well, you convey confidence and trust to people. Leaders who are good navigators are capable of taking their people just about anywhere.

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