Developing the leader within you ; Developing the leaders around you

345 Pages·2011·2.11 MB·English

by  John C Maxwell

DEVELOPING
the LEADER
WITHIN YOU
DEVELOPING
the LEADERS
AROUND YOU
JOHN C. MAXWELL
N Y T B
EW ORK IMES EST-SELLING AUTHOR OF
T 21 I L L
HE RREFUTABLE AWS OF EADERSHIP
Developing the Leader Within You © 1993 by Maxwell Motivation, Inc.
Developing the Leaders Around You © 1995 by Maxwell Motivation, Inc.
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Scripture quotations are from THE NEW KING JAMES VERSION. © 1982 by Thomas Nelson, Inc. Used
by permission. All rights reserved.
ISBN 978-1-4002-8045-2 (hardcover)
ISBN 978-1-4002-8057-5 (IE)
Printed in the United States of America
08 09 10 11 12 RRD 7 6 5 4 3 2 1
DEVELOPING
the LEADER
WITHIN YOU
This book is dedicated to the man I most admire.
A friend whose touch warmed me;
A mentor whose wisdom guided me;
An encourager whose words lifted me;
A leader I love to follow . . .
My father,
Melvin Maxwell
CONTENTS
Introduction
1. The Definition of Leadership:
INFLUENCE
2. The Key to Leadership:
PRIORITIES
3. The Most Important Ingredient of Leadership:
INTEGRITY
4. The Ultimate Test of Leadership:
CREATING POSITIVE CHANGE
5. The Quickest Way to Gain Leadership:
PROBLEM SOLVING
6. The Extra Plus in Leadership:
ATTITUDE
7. Developing Your Most Appreciable Asset:
PEOPLE
8. The Indispensable Quality of Leadership:
VISION
9. The Price Tag of Leadership:
SELF-DISCIPLINE
10. The Most Important Lesson of Leadership:
STAFF DEVELOPMENT
Epilogue
Notes
INTRODUCTION
I
t was a moment I will never forget. I was lecturing on the subject of
leadership, and we had just taken a fifteen-minute break. A man named Bob
rushed up to me and said, “You have saved my career! Thank you so much.” As
he turned to walk away, I stopped him and asked, “How have I ‘saved’ your
career?” He replied, “I’m fifty-three years old and for the last seventeen years I
have been in a position that demands leadership. Up until recently I have
struggled, acutely aware of my lack of leadership skills and success. Last year I
attended your leadership seminar and learned principles that I immediately
began applying in my work situation. And it happened. People began to follow
my direction—slowly at first, but now quite readily. I had plenty of experience
but no expertise. Thanks for making me a leader!”
Testimonials like Bob’s have encouraged me to devote much of my time to
developing leaders. It is the reason why I hold leadership seminars in the United
States and other countries about ten times a year. It is the reason for this book.
What you are about to read is a culmination of skills learned in twenty years
of leading people. For more than twenty years I have taught these leadership
principles and watched with great satisfaction as men and women have become
more effective in leading others. Now I have the opportunity to share them with
you.
THE KEY TO SUCCESS IN AN ENDEAVOR
IS THE ABILITY TO LEAD OTHERS
SUCCESSFULLY
Everything rises and falls on leadership. Whenever I make that statement the
listeners are tempted to change it to, “Almost everything rises and falls on
leadership.” Most people have a desire to look for the exception instead of the
desire to become exceptional.
Right now you lead at a certain skill level. For the sake of teaching this
principle, let’s say that on a scale of 1 to 10, your leadership skills reach the
level of 6. This is what I know: The effectiveness of your work will never rise
above your ability to lead and influence others. You cannot produce consistently
on a level higher than your leadership. In other words, your leadership skills
determine the level of your success— and the success of those who work around
you.
Recently I read these words in Newsweek magazine from the president of
Hyatt Hotels: “If there is anything I have learned in my 27 years in the service
industry, it is this: 99 percent of all employees want to do a good job. How they
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perform is simply a reflection of the one for whom they work.” This humorous
story underscores the importance of effective leadership: During a sales meeting,
the manager was berating the sales staff for their dismally low sales figures.
“I’ve had just about enough of poor performance and excuses,” he said. “If you
can’t do the job, perhaps there are other salespeople out there who would jump
at the chance to sell the worthy products that each of you has the privilege to
represent.” Then, pointing to a newly recruited, retired pro-football player, he
said, “If a football team isn’t winning, what happens? The players are replaced.
Right?”
The question hung heavy for a few seconds; then the ex-football player
answered, “Actually, sir, if the whole team was having trouble, we usually got a
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new coach.”
LEADERSHIP CAN BE TAUGHT
Leadership is not an exclusive club for those who were “born with it.” The
traits that are the raw materials of leadership can be acquired. Link them up with
desire and nothing can keep you from becoming a leader. This book will supply
the leadership principles. You must supply the desire. Leonard Ravenhill in “The
Last Days Newsletter” tells about a group of tourists who were visiting a
picturesque village. As they walked by an old man sitting beside a fence, one
tourist asked in a patronizing way, “Were any great men born in this village?”
The old man replied, “Nope, only babies.”
Leadership is developed, not discovered. The truly “born leader” will always
emerge; but, to stay on top, natural leadership characteristics must be developed.
In working with thousands of people desirous of becoming leaders, I have
discovered they all fit in one of four categories or levels of leadership: THE