keep in mind four ideas:
1. The laws can be learned. Some are easier to understand and apply than others, but every one of them can be acquired.
2. The laws can stand alone. Each law complements all the others, but you don’t need one in order to learn another.
3. 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.
4. 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 ALWAYS THE LID ON PERSONAL AND ORGANIZATIONAL EFFECTIVENESS. IF THE LEADERSHIP IS STRONG, THE LID IS HIGH. BUT IF IT’S NOT, THEN THE ORGANIZATION IS LIMITED. 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 SENIOR PASTOR. WHEN A SPORTS TEAM KEEPS LOSING, IT LOOKS FOR A NEW HEAD COACH.
The relationship between leadership and effectiveness is evident in sports. For example, if you look at professional sports organizations, the talent on the team is rarely the issue. Just about every team has highly talented players. The leadership provided by the coach—and several key players—makes the difference. To change the effectiveness of the team, lift up the leadership of the coach. That’s the Law of the Lid.
A sports team with a long history of leadership and effectiveness is Notre Dame. The school’s football teams have won more national championships than any other team in the country. Over the years, the Fighting Irish have won more than three-fourths of all their games (an incredible .759 winning percentage). In fact, two of their former head coaches, Knute Rockne and Frank Leahy, have the highest winning percentages in NCAA history.
Back in the early 1980s, Notre Dame hired Gerry Faust as its head football coach. He was following two great coaches: Ara Parseghian and Dan Devine, both of whom had won national championships during their tenure and both of whom were eventually inducted into the National Football Foundation Hall of Fame. Prior to coming to Notre Dame, Faust had compiled an incredible record of 174-17-2 during his eighteen years as the head coach at Moeller High School. His teams experienced seven undefeated seasons and won six Ohio state titles. Four teams he coached were considered the best in the nation. But when he arrived at Notre Dame, it didn’t take long for people to discover that he was in over his head. As a coach and strategist, he was effective, but he didn’t have the leadership ability necessary to make it at the college level. During his five seasons at the university, he compiled a 30-26-1 record and winning percentage of .535, third worst in Notre Dame’s one hundred-plus-year history of college football. Faust coached only one other college team after that, the University of Akron, where he finished with an overall losing record of 43-53-3. He was another casualty of the Law of the Lid.
Wherever you look, you can find smart, talented, successful people who are able to go only so far because of the limitations of their leadership. The good news is that getting rid of the leader isn’t the only way you can raise it. To reach the highest level of effectiveness, you have to raise the lid—If he’d been a good leader, the organization wouldn’t be in the mess it’s in.
The secret to success is to have spent most of ones life building their worth. Whether stock’s values went up or down, they never sell off in thought, I’m finished building; now it’s time to cash out.They stand firm in the long haul, for the really long haul.
If Trump wants to be seen as a 'wartime president,' he should start acting like one
Remarks by President Trump Before Marine One Departure
Trump Is the Wartime President We Have (Not the One We Need)
He should start leading with the decency and resolve that we deserve. I’m not holding my breath.
Although it’s true that some people are born with greater natural gifts than others, the ability to lead is really a collection of skills, nearly all of which can be learned and improved. But that process doesn’t happen overnight. Leadership is complicated.
It has many facets: respect, experience, emotional strength, people skills, discipline, vision, momentum, timing—the list goes on. As you can see, many factors that come into play in leadership are intangible. That’s why leaders require so much seasoning to be effective.
The many aspects of leadership with clarity:
LEADERS ARE LEARNERS: IN A STUDY OF NINETY TOP LEADERS FROM A VARIETY OF FIELDS, LEADERSHIP EXPERTS WARREN BENNIS AND BURT NANUS MADE A DISCOVERY ABOUT THE RELATIONSHIP BETWEEN GROWTH AND LEADERSHIP: “IT IS THE CAPACITY TO DEVELOP AND IMPROVE THEIR SKILLS THAT DISTINGUISHES LEADERS FROM THEIR FOLLOWERS.” SUCCESSFUL LEADERS ARE LEARNERS. AND THE LEARNING PROCESS IS ONGOING, A RESULT OF SELF-DISCIPLINE AND PERSEVERANCE. THE GOAL EACH DAY MUST BE TO GET A LITTLE BETTER, TO BUILD ON THE PREVIOUS DAY’S PROGRESS.
PHASE 1—I DON’T KNOW WHAT I DON’T KNOW. MOST PEOPLE FAIL TO RECOGNIZE THE VALUE OF LEADERSHIP. THEY BELIEVE THAT LEADERSHIP IS ONLY FOR A FEW—FOR THE PEOPLE AT THE TOP OF THE CORPORATE LADDER. IT’S UNFORTUNATE BECAUSE AS LONG AS A PERSON DOESN’T KNOW WHAT HE DOESN’T KNOW, HE DOESN’T GROW.
Consciousness and Competence.
PHASE 2—I KNOW WHAT I DON’T KNOW.
USUALLY AT SOME POINT IN LIFE, WE ARE PLACED IN A LEADERSHIP POSITION ONLY TO LOOK AROUND AND DISCOVER THAT NO ONE IS FOLLOWING US. THAT’S WHEN WE REALIZE THAT WE NEED TO LEARN HOW TO LEAD. AND OF COURSE, THAT’S WHEN IT’S POSSIBLE FOR THE PROCESS TO START. ENGLISH PRIME MINISTER BENJAMIN DISRAELI WISELY COMMENTED, “TO BE CONSCIOUS THAT YOU ARE IGNORANT OF THE FACTS IS A GREAT STEP TO KNOWLEDGE.”
PHASE 3—I GROW AND KNOW AND IT STARTS TO SHOW.
WHEN YOU RECOGNIZE YOUR LACK OF SKILL AND BEGIN THE DAILY DISCIPLINE OF PERSONAL GROWTH IN LEADERSHIP, EXCITING THINGS START TO HAPPEN.
PHASE 4—I SIMPLY GO BECAUSE OF WHAT I KNOW.
WHEN YOU’RE IN PHASE 3, YOU CAN BE PRETTY EFFECTIVE AS A LEADER, BUT YOU HAVE TO THINK ABOUT EVERY MOVE YOU MAKE. HOWEVER, WHEN YOU GET TO PHASE 4, YOUR ABILITY TO LEAD BECOMES ALMOST AUTOMATIC. AND THAT’S WHEN THE PAYOFF IS LARGER THAN LIFE. BUT THE ONLY WAY TO GET THERE IS TO OBEY THE LAW OF PROCESS AND PAY THE PRICE.
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 COMES.” WHAT A PERSON DOES ON A DISCIPLINED, CONSISTENT BASIS GETS HIM READY, NO MATTER WHAT THE GOAL.
Trump must remain in power to stay out of prison: Watch what he does after Senate acquits him.
While most presidents of the United States reach their peak while in office, others continue to grow and become better leaders afterward, such as former president Jimmy Carter. Some people questioned his ability to lead while in the White House. But in recent years, Carter’s level of influence has continually increased. His high integrity and dedication in serving people through Habitat for Humanity and other organizations have made his influence grow. And now he has been recognized in Mali where he was knighted for his work eradicating Guinea worm disease. People now are truly impressed with his life.
THERE IS 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 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 IS ALL ABOUT DAILY PREPARATION. EVEN IF A PERSON HAS NATURAL TALENT, HE HAS TO PREPARE AND TRAIN TO BECOME SUCCESSFUL.
One of this country’s greatest leaders was a fan of boxing: President Theodore Roosevelt. In fact, one of his most famous quotes uses a boxing analogy: It is not the critic who counts, not the man who points out how the 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 errs and comes short again and again; 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, was the ultimate man of action. Not only was he an effective leader, but he was the most flamboyant of all U.S. presidents. British historian Hugh Brogan described him as “the ablest man to sit in the White House since Lincoln; the most vigorous since Jackson; the most bookish since John Quincy Adams.”
LEADERS WHO NAVIGATE DO EVEN MORE THAN CONTROL THE DIRECTION IN WHICH THEY AND THEIR PEOPLE TRAVEL. THEY SEE THE WHOLE TRIP IN THEIR MINDS BEFORE THEY LEAVE THE DOCK. THEY HAVE A VISION FOR THEIR DESTINATION, THEY UNDERSTAND WHAT IT WILL TAKE TO GET THERE, THEY KNOW WHO THEY’LL NEED ON THE TEAM TO BE SUCCESSFUL, AND THEY RECOGNIZE THE OBSTACLES LONG BEFORE THEY APPEAR ON THE HORIZON.
Why Trump can’t change, no matter what the consequences are.
LEROY EIMS, AUTHOR OF BE THE LEADER YOU WERE MEANT TO BE, WRITES, “A LEADER IS ONE WHO SEES MORE THAN OTHERS SEE, WHO SEES FARTHER THAN OTHERS SEE, AND WHO SEES BEFORE OTHERS DO.”
FIRST-RATE NAVIGATORS ALWAYS HAVE IN MIND THAT OTHER PEOPLE ARE DEPENDING ON THEM AND THEIR ABILITY TO CHART A GOOD COURSE. FOR MEANING THAT ILLUSTRATES THIS IDEA. 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, WATCHING HIM AND FOLLOWING HIM WHEREVER HE GOES. WHATEVER MOVES HE MAKES, THE REST OF HIS TEAM WILL MAKE ALONG WITH HIM. THAT’S TRUE WHETHER HE SOARS IN THE CLOUDS OR SMASHES INTO A MOUNTAINTOP.
NAVIGATORS DRAW ON PAST EXPERIENCE: EVERY PAST SUCCESS AND FAILURE CAN BE A SOURCE OF INFORMATION AND WISDOM—IF YOU ALLOW IT TO BE. SUCCESSES TEACH YOU ABOUT YOURSELF AND WHAT YOU’RE CAPABLE OF DOING WITH YOUR PARTICULAR GIFTS AND TALENTS. FAILURES SHOW WHAT KINDS OF WRONG ASSUMPTIONS YOU’VE MADE AND WHERE YOUR METHODS ARE FLAWED.
IF YOU FAIL TO LEARN FROM YOUR MISTAKES, YOU’RE GOING TO FAIL AGAIN AND AGAIN. THAT’S WHY EFFECTIVE NAVIGATORS START WITH EXPERIENCE. BUT THEY CERTAINLY DON’T END THERE.
NAVIGATORS LISTEN TO WHAT OTHERS HAVE TO SAY: NO MATTER HOW MUCH YOU LEARN FROM THE PAST, IT WILL NEVER TELL YOU ALL YOU NEED TO KNOW FOR THE PRESENT. THAT’S WHY TOP-NOTCH NAVIGATORS GATHER INFORMATION FROM MANY SOURCES. THEY GET IDEAS FROM MEMBERS OF THEIR LEADERSHIP TEAM. THEY TALK TO THE PEOPLE IN THEIR ORGANIZATION TO FIND OUT WHAT’S HAPPENING ON THE GRASSROOTS LEVEL. AND THEY SPEND TIME WITH LEADERS FROM OUTSIDE THE ORGANIZATION WHO CAN MENTOR THEM.
NAVIGATORS EXAMINE THE CONDITIONS BEFORE MAKING COMMITMENTS: I LIKE ACTION, AND MY PERSONALITY PROMPTS ME TO BE SPONTANEOUS. ON TOP OF THAT, I HAVE RELIABLE INTUITION WHEN IT COMES TO LEADERSHIP. BUT I’M ALSO CONSCIOUS OF MY RESPONSIBILITIES AS A LEADER. SO BEFORE I MAKE COMMITMENTS THAT ARE GOING TO IMPACT MY PEOPLE, I TAKE STOCK AND THOROUGHLY THINK THINGS THROUGH. GOOD NAVIGATORS COUNT THE COST BEFORE MAKING COMMITMENTS FOR THEMSELVES AND OTHERS.
NAVIGATORS MAKE SURE THEIR CONCLUSIONS REPRESENT BOTH FAITH AND FACT: 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 SEE THE FACTS REALISTICALLY. YOU CAN’T MINIMIZE OBSTACLES OR RATIONALIZE YOUR CHALLENGES. IF YOU DON’T GO IN WITH YOUR EYES WIDE OPEN, YOU’RE GOING TO GET BLINDSIDED. AS BILL EASUM OBSERVES, “REALISTIC LEADERS ARE OBJECTIVE ENOUGH TO MINIMIZE ILLUSIONS. THEY UNDERSTAND THAT SELF-DECEPTION CAN COST THEM THEIR VISION.” SOMETIMES IT’S DIFFICULT BALANCING OPTIMISM AND REALISM, INTUITION AND PLANNING, FAITH AND FACT. BUT THAT’S WHAT IT TAKES TO BE EFFECTIVE AS A NAVIGATING LEADER.
Educational Share: THE 21 IRREFUTABLE LAWS OF LEADERSHIP - JOHN C. MAXWELL.
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