1.
The Law of the Lid – Leadership Ability Determines a Person’s Level of Effectiveness
Leadership ability is the lid that determines a person’s level of effectiveness. Your leadership ability always determines your effectiveness and the potential impact of your organization.
Let’s say you’re an 8 on a scale from 1 to 10. But let’s say that your leadership ability is a 1. Your level of effectiveness would look like this:
Let’s say you become a real student of leadership and you maximize your potential, taking it all the way up to a 7. Visually it would look like this:
By raising your leadership ability – without increasing your dedication at all – you can increase your original effectiveness by 600 percent. Leadership has a multiplying effect.
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Smart, talented people are able to go so far because of the limitations of their leadership. To reach the highest level of effectiveness, you have to raise your leadership lid.
2.
The Law of Influence – The True Measure of Leadership is Influence – Nothing More, Nothing Less
True leadership cannot be awarded, appointed, or assigned. It comes only from influence, and that cannot be mandated. It must be earned.
Five Myths About Leadership
1)
The Management Myth – that leading and managing are the same. Leadership is about influencing people to follow, while management focuses on maintaining systems and processes. Managers can maintain direction; to move people you need influence.
2)
The Entrepreneur Myth – entrepreneurs are skilled at seeing opportunities and going after them. But not all of them are good with leading people in their vision.
3)
The Knowledge Myth – neither IQ nor education necessarily equates to leadership.
4)
The Pioneer Myth – being a trendsetter is not the same as being a leader. To be a leader, a person has to not only be out in front, but also has to have people following his lead.
5)
The Position Myth – leadership is not based on rank or title. It’s not the position that makes the leader; it’s the leader that makes the position.
Several Factors That Make a Leader
1)
Character – Who They Are – true leadership always begins with the inner person. People can sense the depth of a person’s character.
2)
Relationships – Who They Know – with deep relationships with the right people you can become the real leader in an organization.
3)
Knowledge – What They Know – information is vital. You need a grasp of the facts to develop an accurate vision for the future.
4)
Intuition – What They Feel – leaders seek to recognize and influence intangibles such as energy, morale, timing and momentum.
5)
Experience – Where They’ve Been – the greater your past challenges, the more likely followers will be willing to let you lead.
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6)
Ability – What They Can Do – the bottom line is followers want to know whether you can lead them to victory. As soon as they no longer believe you can deliver, they will stop following.
3.
The Law of Process – Leadership Develops Daily, Not in a Day
Leaders require seasoning to be effective. If you continually invest in your leadership development, the inevitable is growth over time.
The relationship between growth and leadership: It’s the capacity to develop and improve one’s 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 Phases of Leadership Growth
Phase 1: I Don’t Know What I Don’t Know – few think of themselves as leaders and as long as a person doesn’t know the importance of leadership he isn’t going to grow.
Phase 2: I Know That I Need to Know – at some point we discover we need to learn how to lead.
Phase 3: I Know What I Don’t Know – if we don’t get better at leadership, our careers will eventually get bogged down. In this phase you develop a plan for personal growth on areas you need improvement.
Phase 4: I Know and Grow and It Starts to Show – when you recognize your lack of skill and begin the daily discipline of personal growth, exciting things start to happen. You start becoming an effective leader but you have to think about every move you make.
Phase 5: I Simply Go Because of What I Know – your ability to lead becomes almost automatic. You develop great instincts which results in incredible payoffs. But the only way to get there is to obey the Law of Process and pay the price.
Benjamin Disraeli asserted, “The secret of success in life is for a man to be ready for his time when it comes.”
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.
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.
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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:
o
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.
o
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.
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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.
o
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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