-
John C Maxwell
the
21 iffefutable laws of leadership
-------------------------------------------- -----------------------------
And
now,
America
’
s
expert
on
leadership,
John
C
Maxwell,
with
“
the
21
irrefutable
laws of
leadership
”
.
The 21 irrefutable laws of
leadership, follow them, and people will follow
you.
I
have
the
privilege
of
teaching
leadership
across
the
country
and
around
the
globe,
and I
often
get
the
opportunity to talk
with people who attending one of my
conferences
for a 2nd, 3rd,
or even 4th time. At a recent conference here in
the United States, a
man in his late
50, assumed I had met him several years before,
came up and spoke to
me during the
break. He grab my hand and shook it vigorously, he
said:
“
learning
leadership has changed my life, but I
wish I had heard you 20 years
ago.
”
“
No, you
don
’
t
”
I answered with a chuckle.
“
What
do
you
mean?
”
he
said.
“
I
would
have
achieved
so
much
more,
if
I
had
known
these
leadership principles 20 years ago, I would be in
a totally different place in
life. Your
leadership laws have fused my vision;
they
’
ve given me the desire
to learn
more about leadership and
accomplish my goal. If I had learned these 20
years ago, I
could have done some of
the things that I had never even dreamed
possible.
”
“
Maybe you would
have,
”
I answered.
“
But 20 years ago, I
wouldn
’
t have been
able to teach them to you, it has taken
me an entire life time to learn and apply the
laws of leadership to my
life.
”
As
I talk to
you,
I
’
m
51
years
old.
I
’
ve spent
more than 30 years in professional
leadership position.
I
’
ve founded 4 companies.
And
I focus my time and
energy
on
doing
what makes a positive impact in the
lives of people.
As I travel and
speak
to organizations
and
individuals,
peopl
e frequently
ask
me
to define
the essentials of leadership. They ask:
“
If you would take
everything you
’
ve learned
about leadership over the years, and boil it down
into a short list, what
would it
be?
”
This
book on cassette is my answer to that often asked
question. It has taken me
a
life-time
to
learn
these
21
irrefutable
laws
of
leadership.
My
desire
is
to
communicate
them to you as
simple, and clearly as possible.
And it sure won
’
t hurt; it
would have some fun along the way. One of the most
important
truths
I
’
ve
learned
over
the
years
is
this:
leadership
is
leadership,
no
matter
where
you
go
or what you
do. Time has
changed, technology marches forward.
Cultures vary
from place to
place, but the true principles of leadership are
constant. They are
irrefutable and
stand the test of time.
As you listen to the following laws,
I
’
d like you to keep in mind
4 ideas:
First,
the
laws
can
be
learned.
Some
are
easier
to
understand
than
apply
the
others,
but every one of them can be acquired.
Second, the laws can stand alone.
Each law compliments all the others, but you
don
’
t need one in
order to learn another.
Third,
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.
Fourth,
these
laws
are
the
foundation
of
leadership.
Once
you
learn
the
principles,
you have to
practice them and apply them to your life. Whether
you are a follower, who
is just
beginning to
discover
the
impact of leadership,
or
a natural
leader
who already
has followers, you can become a better
leader.
Some laws you
may
already practice effectively, other
laws will expose weaknesses
you
didn
’
t know you had. But the
greater the number of laws you learned, the better
leader you
will
become.
Each law is
like a tool, ready to be picked up and used to
help you achieve your
dreams and add
value to other people
’
s
life. Pick up even one, and you will become a
better leader. Learn them all, and
people will gladly follow you. Now
let
’
s open the
tool box together.
1. Leadership law No. 1, the law of the
lid. Leadership ability determines a
person
’
s level of
effectiveness.
I often open my
leadership 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, leadership
ability is the lid that determines a
person
’
s level
of
effectiveness. The lower
individual
’
s ability to
lead, the lower the lid on his
potential. The higher the leadership,
the greater the effectiveness. To give you an
example,
if
your
leadership
rates
an
eight,
then
your
effectiveness
can
never
be
greater
than
a
seven.
If
your
leadership
is
only
a
four,
then
your
effectiveness
will
be
no
higher
than a
three. Your
leadership ability, for better or for
worse, always determines your
effectiveness and potential impact of
your organization.
Let me tell
you a story that illustrates the law of the lid.
In 1930, two young
brothers name Dick
and M.
Rays, move
from New
Hampshire to California,
in
search
of the
American dream. They had just
gotten
out of high school,
and they
saw few opportunities
back home. They headed
straight forward
for
Hollywood, where they eventually found jobs
in a movie studio. After a while, they
opened a theatre in Glendale, a town of about
5 miles northeast of Hollywood. But
despite all their efforts, they just
couldn
’
t make
the business profitable. The
brothers
’
desire for success
was strong, so they kept
looking for
better business opportunities.
In
1937,
they
finally
strike
on
something
that
worked.
They
opened
a
small
drive
-in
restaurant in Pasadena, located just
east in Glendale. People in Southern California
had become very dependent on their
cars. And culture was changing to accommodate
that,
including
its
businesses.
Dick
and
M.
Rays
’
tiny
drive-in
restaurant
was
a
great
success.
And in 1940, they
decided to move their operation to San
Bernardin
o, a working class
boom town, fifty miles east of Los
Angeles, they built a large facility, and expanded
their
menu
from
hotdogs,
fries,
and
shakes,
to
include
barbeque
beef
and
pork
sandwiches,
hamburgers
and other
items.
Their business exploded. Annual sells
reached
200,000. And
the
brothers found themselves splitting 50,000 in
profits every year, a song that put
them in the
town
’
s financial elite.
In 1948, their intuition told
them that times were changing, and they made
modifications in their restaurant
business. They streamlined everything, they
reduced
their
menu
and focused on
selling
hamburgers, they reduced their cost in
the prices they
charge
customers,
and
they
also
created
what
they
called
the
speedy
service
system.
Their
kitchen
became
like
an
assembling
line,
where
each
person
focused
on
service
with
speed.
Their
goal
was
to
fill
every
customer
’
s
order
in
30
seconds
or
less.
And
they
succeeded.
By the mid
1950
’
s, annual revenue hit
350,000, and by the end, Dick and M. Rays spilt
their profits of about 100,000 dollars
each year.
Who
were
these
brothers?
Their
names
were
Dick
and
M.
Rays
McDonald.
That
’
s
right,
the
founders
of
McDonald
’
s
hamburgers.
They had
hit the American Jackpot. And
the rest
they
say,
is
history,
right?
Wrong!
The
McDonald
brothers
never
went
any
farther,
because
their weak leadership put a lid on
their ability to succeed.
It
’
s true the McDonald
brothers were financially secure, they
had one of the most profitable restaurant
enterprises
in
the
country.
Their
genius
was
in
customer
service
and
kitchen
organization.
That talent led to a creation of a new
system of food and beverage service. In fact,
they were
so
widely known in food-service circles
that
people started
writing
them, and
visiting from all over the
country, to learn more about their methods. At one
point,
they received as many as 300
calls and letters every month. That led them to an
idea
of
marketing:
the McDonald
’
s
concept. It looked like a way
to make money without having
to open another restaurant themselves.
In 1952 they got started, but their effort was
a dismal failure. The reason was
simple: they lacked the leadership necessary to
make
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