Laws of Leadership - PowerPoint PPT Presentation

Loading...

PPT – Laws of Leadership PowerPoint presentation | free to download - id: 138e-MTg5N



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Laws of Leadership

Description:

Junior Chamber International roles of Leadership. Brief review of Maxwell's ... What is your ... to train, motivate, and inspire them if they have some ... – PowerPoint PPT presentation

Number of Views:1360
Avg rating:3.0/5.0
Slides: 54
Provided by: Sha3
Learn more at: http://www.mijaycees.org
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Laws of Leadership


1
Laws of Leadership
  • Contents
  • Leadership defined, how it differs from
    management
  • Junior Chamber International roles of
    Leadership
  • Brief review of Maxwells 21 Laws of
    Leadership
  • Detailed survey of selected 21 Laws of
    Leadership

2
Leadership Defined
  • What is your definition of leadership?
  • The art of generating followers and other
    leaders to translate a vision into effective
    action.
  • What is your definition of management?
  • The allocation and reallocation of tangible
    resources such as time, people, and money towards
    a defined goal.

3
JCIs Roles of a Leader
  • JCI teaches six roles of a leader

4
Maxwells 21 Laws
  • 1. Law of the Lid Leadership Ability
    Determines a Persons Level of Effectiveness
  • 2. The Law of Influence The True Measure of
    Leadership Is Influence, Nothing More, Nothing
    Less
  • 3. The Law of Process Leadership Develops
    Daily, Not in a Day
  • 4. The Law of Navigation Anyone Can Steer the
    Ship, But it Take a Leader to Chart the Course
  • 5. The Law of E.F. Hutton When the Real Leader
    Speaks, People Listen
  • 6. The Law of Solid Ground Trust Is the
    Foundation of Leadership
  • 7. The Law of Respect People Naturally Follow
    Leaders Stronger than Themselves
  • 8. The Law of Intuition Leaders Evaluate
    Everything with A Leadership Bias
  • 9. The Law of Magnetism Who You Are Is Who
    You Attract
  • 10. The Law of Connection Leaders Touch a
    Heart Before They Ask for a Hand
  • 11. The Law of the Inner Circle A Leaders
    Potential Is Determined by Those Closest to Him
    or Her

5
Maxwells 21 Law, cont.
  • 12. The Law of Empowerment Only Secure Leaders
    Give Power to Others
  • 13. The Law of Reproduction It Takes a Leader
    to Raise Up a Leader
  • 14. The Law of Buy-In People Buy Into the
    Leader, then Into the Vision
  • 15. The Law of Victory Leaders Find a Way for
    the Team to Win
  • 16. The Law of The Big Mo Momentum Is a
    Leaders Best Friend
  • 17. The Law of Priorities - Leaders Understand
    that Activity Is Not Necessarily Accomplishment
  • 18. The Law of Sacrifice A Leader Must Give Up
    to Go Up
  • 19. The Law of Timing When to Lead Is As
    Important As What To Do and Where to Go.
  • 20. The Law of Explosive Growth To Add Growth,
    Lead Followers. To Multiply Lead Leaders
  • 21. The Law of Legacy A Leaders Lasting Valve
    Is Measured by Succession

6
The Law of the LidLeadership Ability Determines
a Persons Level of Effectiveness
  • Discussion Question Ever meet a good person
    that is was an ineffective leader?
  • Why were they ineffective?
  • You can find smart, talented, successful people
    who are able to go only so far because of their
    limitations of their leadership
  • To reach the highest levels of effectiveness, you
    have the raise the lid one way or another
  • Discussion Question What are ways one can raise
    their effectiveness as a leader?

7
2. The Law of InfluenceThe True Measure of
Leadership is Influence- Nothing More, Nothing
Less
  • Discussion Question Ever meet a leader that
    inspired you to follow them?
  • If so, why?

Treat others like individuals
Kindness
Passion
Inspires others
Intelligence
Competence
Unwavering core values
Sincere interest in others
Relates well to others
Confidence
Can you lead others with out these types of
influences?

8
2. The Law of Influence,Cont.The True Measure of
Leadership is Influence- Nothing More, Nothing
Less
  • What leadership is not and possible pitfalls to
    gaining/maintaining influence
  • 1. Management Myth Leading equals management.

  • 2. Entrepreneur Myth Entrepreneurs and
    salespeople are leaders
  • 3. Knowledge Myth Those who possess knowledge
    and intelligence are leaders.
  • 4. Pioneer Myth Anyone out in front is a
    leader.
  • 5. Position Myth Leadership is based on
    position

Like all myths, there is a hidden truth.That
truth is that a leader must be able to be a manag
er, an entrepreneur, a salesman, intelligent,
possess knowledge, be in front but intentionally
having followers coming up behindand is based o
n an EARNED position based on
the ability to influence others
9
3. The Law of ProcessLeadership Develops Daily,
Not in a Day
  • Becoming a leader is like investing in the stock
    market. If your hope is to make a fortune in a
    day, youre not going to be successful.
  • It is the capacity to develop and improve their
    skills that distinguishes leaders from their
    followers. leadership experts Warren Bennis
    and Burt Nanus

Four phases of growth 1. I dont know what I
what I dont know 2. I know what I dont know
3. I grow and know and it starts to show 4.
Simply go because of what I know.
10
3. The Law of Process, Cont.Leadership Develops
Daily, Not in a Day
  • Discussion Question What ways can you think of
    to develop yourself as a leader in each of the
    four phases of growth?
  • Phase 1 Learn Fundamental Leadership, Learning
    to want to take charge
  • Phase 2 Learn more about basic leadership,
    Practice learning how to lead
  • Phase 3 Learn more about leadership, Practice
    leading, become a mentor
  • Phase 4 Learn more about leadership, Excel in
    leading, teach others, be a mentor

Champions dont become champions in the ring,
they are merely recognized there.
11
4. The Law of NavigationAnyone can steer the
ship, but it takes a leader to chart the course.
  • A good leader remains focusedcontrolling your
    direction is better than being controlled by it.
    Jack Welsh

When leaders (navigators) take their people on a
journey, they go through a PROCESS to give it th
e best chance of success.
Navigators (leaders) draw on past experiences
-Every success and failure is a lesson learned.
-Successes show you what assumptions you made
that were correct or what methods were
appropriate. -Failures show you what assumption
s you made that were wrong or what methods were
inappropriate.
12
4. The Law of Navigation, Cont.Anyone can steer
the ship, but it takes a leader to chart the
course.
  • Navigators (leaders) listen to what others have
    to say
  • -No matter how much you learn from the past, it
    will never tell you all you need in the present.
  • Discussion Question How to you learn for the
    present and future?
  • Navigators (leaders) examine the conditions
    before sailing
  • As a leader you are responsible..
  • Count the costs before committing (sailing)
  • Does your vision have support? If so, from who?
  • What challenges do you anticipate?
  • Have you enough followers ready to help you?
  • Who is your replacement in case you are not
    available?
  • Can you and your people learn on the journey
    together?
  • Are you prepared with an extra compass, sextant,
    set of sails, etc? In other words, if you can
    prepare for something, do so!

13
4. The Law of Navigation, Cont.Anyone can steer
the ship, but it takes a leader to chart the
course.
  • Navigators make sure their conclusions are
    based on fact and faith
  • Discussion Question How can such conclusions be
    based on both fact and faith?
  • It is a balance between realism and
    self-confidence.
  • You need to be realistic
  • You also need to be self-confident and have a
    POSITIVE ATTITUDE
  • Can you see the trip turning out well in your
    mind? If not, it will not happen in real life.
  • The key is to visualize as much as the trip as
    you can, your reactions to all the challenges
    you foresee, and your followers reactions. Dont
    like something fix it sooner rather than
    later

It is difficult balancing optimism and realism,
intuition, and planning, faith and
fact. But thats what it takes to be effective
as a navigating leader Bill Easum
14
4. The Law of Navigation, Cont.Anyone can steer
the ship, but it takes a leader to chart the
course.
  • Charting the Coursea helpful tool
  • Predetermine a Course of Action Allow Time for
    Acceptance
  • Lay Out Your Goals Head into Action
  • Adjust Your Priorities Expect Problems
  • Notify Key Personnel Always Point to the
    Successes
  • Daily Review your Plan

Discussion Question What do you think are major
barriers to successful planning?
Fear of change, ignorance, uncertainty about the
future, lack of imagination, lack of passion
15
5. The Law of E.F. HuttonWhen the real leader
speaks, people listen.
  • Question Have you ever been the leader and
    no one listens or follows you? Who is the real
    leader then?
  • Answer The one that holds the power
    (influence), not necessarily the position
  • There are two types of leadersthe positional
    and the real. What are the differences?
    Discussion Brainstorm the following
  • POSITIONAL REAL
  • Speaking order
  • Influence needed
  • Influence range

Sooner
Later
Need the influence of the real
leader to get things done
Only their own
Only other positional leaders
Everyone else, including positional leaders
16
5. The Law of E.F. Hutton, Cont.When the real
leader speaks, people listen.
  • How to be come a real leader
  • 1. Character True leadership begins with the
    inner person. People want a consistent, strong
    person, one that is trustworthy and sincere, and
    honestly concerned with others.
  • 2. Relationships You can only lead if you have
    followers. You must build relationships. The
    greater the challenge, the more depth needed in
    the relationships.
  • 3. Knowledge Information is vital. You must
    acquire facts, understanding of the
    organizational culture, understanding of yourself
    and your followers.
  • 4. Intuition Ability to sense beyond the
    rational facts, learning to feel your way.
  • 5. Experience The greater the challenges you
    have faced, the more likely followers will give
    you a chance in the future.
  • 6. Past Successes A good track record speaks
    volumes about your abilities.
  • 7. Ability When you prove you can deliver
    the ultimate reason people will follow you.

17
5. The Law of E.F. Hutton, Cont.When the real
leader speaks, people listen.
  • How do people react when you speak?
  • Do they really listen or just hear you?
  • Find out the answer to that question and you will
    get powerful insight into your current leadership
    abilities.

Final thought People listen not necessarily
because the truth is being communicated in the
message, but because of their respect for the
speaker.
18
6. The Law of Solid GroundTrust is the
foundation of leadership
  • To build trust, a leader must demonstrate
    competence, connection, and character.
  • Sound decisions are only part of effective
    leadership. Even with sound decisions, if your
    followers cannot connect, or doubt your
    character, your effectiveness is greatly
    diminished.
  • Ultimately, it is your character that people look
    to, and if they believe in that, they will begin
    to believe in following you.
  • No man may climb out beyond the limitations of
    his own character. John Morley.

19
6. The Law of Solid Ground,Cont.Trust is the
foundation of leadership
  • How do leaders earn respect? Again, it is
    character
  • Character demonstrates the following
  • Consistency are you reliable or only work when
    you feel like it? Do you followers know what to
    expect from you?
  • Respect Do you admit your mistakes, make sound
    decisions, listen to others, and put what is best
    for the followers first? Can you do all of
    these? If so, you will earn respect from your
    followers and become a leader!

20
7. The Law of RespectPeople naturally follow
leaders stronger than themselves.
  • When people respect someone as a person, they
    admire them. When they respect him as a friend,
    they love them. When they respect him as a
    leader, they follow him.
  • This law is a process
  • 1. When leaders first come together in a group
    they go their own way
  • 2. People then change direction to follow the
    stronger leaders
  • 3. People then naturally align themselves and
    follow leaders stronger than themselves.

Discussion Question Why would leaders follow
someone weaker? Answer Out of past respect, r
ank, or as a learning experience

21
7. The Law of Respect, Cont.People naturally
follow leaders stronger than themselves.
  • The more capable the leader, the more he/she
    recognizes the strength or weakness of leadership
    abilities in others.
  • If follower perceive a leader to be weak, they
    will leave and pursue their own agenda. If the
    leader is perceived to be strong, they will
    gather behind them. (restatement of the Law of
    the Lid)
  • Discussion Question How can you determine if
    you have earned respect with followers?

22
8. The Law of IntuitionLeaders evaluate
everything with a leadership bias.
  • Discussion Question What is your definition of
    intuition?
  • One possible answer The ability to see beyond
    rational facts and figures to render an effective
    decision.
  • Leadership is intimately involved with
    understanding and reading peopleand feelings and
    opinions are seldom understood with facts alone
    (outside of specific and scientific experiments).
  • The use of intuition, like all other human
    activities, is biased upon certain preconceived
    notions and experience. So what is the guiding
    principle of a leaders intuition?
  • Leaders evaluate everything with a bias of
    leadership ability!

23
8. The Law of Intuition,Cont.Leaders evaluate
everything with a leadership bias.
  • So how does a intuitive leader think?
  • 1. Leaders are readers of their situation they
    see elusive details that others often miss. Some
    say they have the pulse of the people..they feel
    things.
  • 2. Leaders are readers of trends Things that
    happen around us are guided by even larger
    effects. Leaders can see these bigger effects in
    context
  • 3. Leaders are readers of their resources good
    leaders see every situation in terms of
    resources. It is like the old military
    expression amateurs study tactics, experts study
    logistics.
  • 4. Leaders are readers of people good leaders
    can sense a persons abilities and how to grow
    them and utilize them.
  • 5. Leaders are readers of themselves good
    leaders can trust their instincts about their own
    strengths, weaknesses, how their mood may affect
    their thinking, and their true inner feelings.

24
8. The Law of Intuition,Cont.Leaders evaluate
everything with a leadership bias.
  • Three levels of Intuitive Leaders
  • 1. Those that Naturally See These folks have
    shown a natural instinctive ability to read
    people and lead because of it. Sometimes it is
    manifested from an early age. Their level of
    intuition is typically quite refined.
  • 2. Those that are Nurtured to See These folks
    dont have the natural born instincts or have a
    less developed instinct but learn to think like a
    leader through positive action on their own part.
    These folks typically have some level of
    intuition and can become very adept at using it.
  • 3. Those that will Never or Choose Not to be
    able to See These are the people that may or
    may not have the instinct but choose not to
    pursue leadership development because they dont
    understand or dont see the value. Others simply
    have no intuitive ability at all and are not good
    at learning it either.
  • Natural ability and learned skills create an
    informed intuition that
  • make leadership issues jump out at leaders.

25
9. The Law of MagnetismWho you are is who you
attract
  • Discussion Question Think of what you consider
    to be an ideal Jaycee. What qualities would they
    have?
  • Compare that list of qualities to your own
    assessment of those qualitiesdo they match?
  • The irony of this Law is that what you attract is
    NOT what you want but rather who you are. This
    is because people are naturally attracted to
    persons like themselvesfor good or bad.
  • Think about your close friends and colleagues you
    choose to work with. They are likely to be quite
    similar in fundamental ways to yourself such as
    in ATTITUDE, AGE (similar), BACKGROUND
    EXPERIENCES, CORE VALUES, LEADERSHIP ABILITY

26
9. The Law of Magnetism,Cont.Who you are is who
you attract
  • It is quite possible and desirable to recruit
    people to your team that are not like yourself.

  • Discussion Question Why is it desirable to find
    people unlike yourself?
  • Answer To complement your weaknesses and/or to
    add a different perspective.
  • However desirable it may be to attract unlike
    members to your team, remember that it is not
    natural for unlike persons to be attracted to
    your team. You may have to work harder to
    recruit them.

27
9. The Law of Magnetism,Cont.Who you are is who
you attract
  • If who you are is who you attract, think about
    the following
  • If you think your people are negative, better
    check your own attitude.
  • If you think the people you attract could be
    better, then it is time for you to improve
    yourself.
  • The better leader you are, the better leaders
    you will attract.

28
10. The Law of ConnectionLeaders touch a heart
before asking for a hand
  • Discussion Question Think about the Law of
    Influence. Where there any qualities that
    related to how a person connects to an other?
  • Answer Of course. Personal connection of one
    person to another is the beginning of
    understanding. Understanding brings compassion.
  • As a leader, it is your job to initiate
    communication.
  • Even in a group, relate to individuals.
  • The tougher the challenge, the greater the
    connection must be
  • To lead yourself, use your head. To lead others,
    use your heart as well.

29
11. The Law of the Inner CircleA Leaders
Potential Is Determined by Those Closest to Him
or Her
  • Discussion Question What are the
    characteristics of the people currently in your
    inner circle?

If you want success, you must surround yourself
with positive, capable people. If the folks in
your inner circle are not strong,
make them so. If that fails, replace them.
There are three types of leaders when it comes t
o change 1. Those that get it immediately and
are off running with it (the healthy)
2. Those that are skeptical and not sure what to
do (the wounded) 3. Those that are negative and
hope it will all go away (the stragglers)    
We carry our wounded but we shoot our stragglers
30
11. The Law of the Inner Circle, A Leaders
Potential Is Determined by Those Closest to Him
or Her
  • Who do you want in your circle?
  • Try to bring 5 types of folks with you on your
    leadership quest
  • 1. Potential Value those that lead and
    motivate themselves
  • 2. Positive Value those that raise morale in
    the organization
  • 3. Personal Value those that raise up the
    leader
  • 4. Production Value those that raise up
    others
  • 5. Proven Value those that raise up people
    that raise up other people

31
12. The Law of EmpowermentOnly Secure Leaders
Give Power to Others
  • Discussion Question Give reasons as to why a
    leader would transfer power and authority to
    others? Give some reasons as to why a leader
    would not transfer power and authority to
    others.
  • Barriers to Empowerment
  • 1. Desire for security will I become
    dispensable if I transfer power and authority
  • 2. Lack of Self-Worth This is my job and I
    get my esteem and personal value from it. If I
    transfer power and authority, what will I do for
    my self-worth?
  • 3. Resistance to Change It is my job and we
    will do it my way, with my ideas. If I let
    someone else do it, then it will not be my way.
  • 4. Im the best at it No one can do it better
    than me. If I transfer power and authority to
    another, then they will screw it up.

32
12. The Law of EmpowermentOnly Secure Leaders
Give Power to Others
  • Barriers to Empowerment are evidences of
    insecurity
  • Lets look at these more
  • 1. Desire for Security Stop thinking of
    yourself for one. Advance others genuinely and
    you will have a more powerful team. This frees
    you up for more useful tasks. You want to become
    indispensabledo you really want to chair the
    same project over and over again? Do you to be
    on the board year after year?
  • Problems Alienate others, appear timid, miss
    mentoring opportunities, burn-out, not getting
    help when you want it.

33
12. The Law of EmpowermentOnly Secure Leaders
Give Power to Others
  • 2. Lack of Self-Worth Have you considered
    finding some sort of spiritual development or
    release? Life is not just about your work and
    contributions in a particular organization. You
    might need a confidence boost but hoarding power
    is removing one powerful obstacle to developing
    your confidence. Giving it away will empower
    your people and in turn they may empower you
    later with recognition.
  • Problems Alienate others, appear timid, become
    angry at others, burn-out from doing everything,
    over focusing on yourself because you are really
    scared deep down, miss the larger picture.

34
12. The Law of EmpowermentOnly Secure Leaders
Give Power to Others
  • 3. Resistance to Change Not getting your way
    enough, eh? Have you asked why you are a
    control freak? Fear change? Guess what,
    change is a constant when dealing with people and
    organizations. Change is what keeps
    organizations thriving. Sincere character and
    consistency of character is critical when dealing
    with people but things will change no matter how
    much you resist. If you are going to resist, you
    better be prepared to back it up with facts and
    supporters that agree with youknowing that you
    may be shown to be wrong after all.
  • Problems Alienate others, labeled as a
    control-freak, miss out on potential
    chairpersons, appear as backward or behind the
    times, labeled as negative by new people with new
    ideas.

35
12. The Law of EmpowermentOnly Secure Leaders
Give Power to Others
  • 4. Im the best at it Are you really that
    good at it? Are you the local expert? Anyone
    else out there you can get a hold of that is just
    as knowledgeable as you? If so, work with them
    to better the both of you. Ultimately, you may
    be the best at somethingbut can you do all of
    those things plus the stuff you arent as good
    as? Feeling a bit pinched for time because you
    are so good you gotta do everything?
  • Problems Alienate others, labeled as a
    control-freak, miss out on potential
    chairpersons, labeled as arrogant, pass up
    teaching opportunities, miss out on opportunities
    to gain more time for other activities.

36
13. The Law of ReproductionIt takes a Leader to
Raise a Leader
  • We teach what we know and reproduce what we are

Discussion Question What percentage of surveyed
leaders became a leader because of a the followi
ng From a Crisis Situation From Natural Abil
ity From Influence from another Leader
5 10 85
Raising a leader is like reproducing children.
Are you even aware that you may have already star
ted? Are you ready to be a parent?
Your influence is at work even when you are unaw
are of it. Are Have you advanced sufficiently in
your own leadership abilities
to be developing a quality leader?
37
13. The Law of ReproductionIt takes a Leader to
Raise a Leader
  • Leaders attempting to build other leaders
  • See the Big Picture Building leaders should be
    a high priority for a variety of reasons.
  • Attract Potential Leaders (see Law of
    Magnetism)
  • Are Environmentalists Building an environment
    where leadership development is valued and
    purposely taught becomes a powerful asset.
  • Encourage creativity, allow for risks, offers
    incentives, provide
  • guidance, provide accountability, teaches
    leadership, etc

38
14. The Law of Buy-InPeople Buy into the Leader
and then into the Vision
  • Consider Alexander the Great
  • He took over the Kingdom of Macedon in 334BC from
    his father. Alexanders vision was to conquer
    the Persian Empire. The nobles had no such
    vision but believed in Alexander and thus
    followed him in his conquest of Persiahis vision
    became theirs.
  • Consider Gandhi
  • Many people of the British colony of India longed
    to be a free nation again. The vision was
  • shared by many people. But how to become free?
    Violence was the preferred method. Along came
    Gandhi who practiced what he preached
    non-violent civil disobedience. It was when the
    people came to respect Gandhi that a new approach
    to an old vision become reality.
  • Consider Robert E. Lee
  • At the close of the American Civil War, the
    Confederate forces were planning on a guerilla
    campaign that might have gone on for years. But
    Lee, an admired and respected general, by
    surrendering and declaring allegiance to the
    United States again, encouraged his former troops
    to do the same and thus helped to prevent the
    very real and dangerous campaign that may have
    followed.

39
14. The Law of Buy-InPeople Buy into the Leader
and then into the Vision
  • Leader Vision Result
  • Dont Buy-In Dont Buy-In Get another leader
  • Dont Buy-In Buy In Get another leader
  • Buy In Dont Buy-In Get another vision
  • Buy-In Buy-In Get behind the leader

Dont forget the Law of Timingit takes time to
get Buy In. It also Takes some wisdom and intuit
ion to know how to get Buy-In
40
15. The Law of VictoryLeaders find a way for the
team to win.
  • Discussion Question What separates and winning
    team from a losing team?
  • Answer There are many small things but
    ultimately it is the team that wants it bad
    enough and willing to do whatever it takes to get
    it.
  • Victorious leaders feel the alternative to
    winning is totally unacceptable, so they figure
    out what must be done to achieve victory, and
    then they go after it with everything at their
    disposal.
  • Sowhat does it take to make victory possible?

41
15. The Law of Victory,Cont.Leaders find a way
for the team to win.
  • Three Components of Victory
  • 1. Unity of Vision Is everyone really in
    agreement with the vision? How about the plan of
    action? Ready with a back up? Are you all
    really in it to win and prepared to sacrifice
    time and energy? If there is dissent, you may
    lose the edge.
  • 2. Diversity of Skills Getting the best people
    for all the different jobs is paramount. Do you
    think one type of solder can win on the
    battlefield? Doesnt it take pilots, ship
    captains, tank gunners, infantry, and artillery,
    etc..? In sports, not everyone can and should be
    a goalie. You need goalie(s), offensive and
    defensive members, etc
  • 3. Dedicated to Victory and Raising all to their
    Potential Do you want to win? Want to win with
    a team? How can a team be at their best unless
    you are dedicated to making them the best they
    can be?

42
15. The Law of Victory,Cont.Leaders find a way
for the team to win.
  • Just because you do each of these three things is
    not a guarantee of winning all the time. But a
    lack of dedication will ensure defeat at some
    levelmaybe even total.
  • Youve got to have great athletes to win, I
    dont care who the coach is. You cant win
    without good athletes, but you can lose without
    them. This is where coaching makes the
    difference. Lou Holtz.

43
16. The Law of MomentumMomentum is a leaders
best friend
  • Every leader worth their weight will be looking
    to create positive change.
  • If a ship is analogous to an organization, is it
    possible to change direction if you are not
    moving?
  • Of course not. You have to be movingand the
    further off course you are from where you wish to
    be, the longer it will take to turn you ship
    about.
  • Discussion Question In a sports game, if the
    opposing team is winning, why does the losing
    team often call a time out?

44
16. The Law of Momentum,Cont.Momentum is a
leaders best friend
  • If momentum is so important, how can it be
    created?
  • Think of a ball in a soccer game. How to you get
    it to the opposing goal?
  • Do you look at it?
  • Do you wish magically into the goal? (VISION w/o
    ACTION IS ONLY DREAMING)
  • No, someone has to give it a kick. (ACTION
    APPLIED)
  • Is it easier to manage once it is moving? (try
    thinking of it sitting on the field doing nothing
    while the opposing team is about to kick it
    themselves). Hard to take away their initiative
    if you do nothing.

45
16. The Law of Momentum,ContMomentum is a
leaders best friend
  • Here are some cold facts about momentum
  • 1. Only a leader can create it. Followers will
    catch it, managers will sustain it. You need to
    be able to motivate others.
  • If you cant stand making some heat, get out of
    the kitchen.
  • 2. Momentum helps leaders look better than they
    are. It is easy to overlook small obstacles and
    shortcomings. Bumps go by faster. It changes
    peoples perspective about the leader for the
    positive.
  • 3. Momentum helps followers perform better than
    they are. Followers begin to believe in
    themselves more. They become more effective.
    They become inspired to do more because things
    dont appear as tough as they would have
    otherwise.

46
16. The Law of Momentum,ContMomentum is a
leaders best friend
  • 4. Easier to steer then to start. If followers
    are doing their job it is probably easier to
    train, motivate, and inspire them if they have
    some successes under their belt. Try doing all
    that with a follower doing nothing
  • 5. It is a powerful agent of change. Simple
    conclusion of facts 1-4. If you are already
    moving, your followers think they can do better,
    are inspired to do so, the leader looks better to
    others, and the leader is creating more and more
    momentum, doesnt this sound like a recipe for
    enacting change? (Assuming other laws of
    leadership are not violated, particularly that of
    Buy-In and Solid Ground)

47
16. The Law of Momentum,ContMomentum is a
leaders best friend
  • A few final thoughts
  • If you have momentum going for you, it allows you
    to free up more time for important items (Law
    17). It also allows you to make more mistakes
    with it costing you less in the emotional bank
    account. If your chapter is doing well, the
    leader(s) can make a mistake that is easily shook
    off. But if morale is low, the simplest issues
    become giant mountain ranges and then the drama
    will ensue.
  •  
  • If you happen to be in a situation where momentum
    is working against you, call a time out.
    Re-evaluate your priorities and re-invigorate
    your people. Get them on track. Remind them and
    yourself of the grand vision you once had. If
    there is no vision, get one and get the fire lit.
    Find those with the passion to create action.
    If none of this appears to work, you cannot
    excite them, change them, you have one
    choicebegin replacing the leaders possibly
    yourself if need be.

48
17. The Law of PrioritiesLeaders understand
activity is not necessarily accomplishment
  • A leader is the one climbs the tallest tree,
    surveys the situation, and yells, Wrong
    Jungle! Steven Covey.
  • Discussion Question What is the difference
    between accomplishment and activity?
  • Activity is every bit of energy expended,
    fruitful or otherwise, to meet the goal.
  • Accomplishment is the end result of the fruitful
    energy expended.
  • And they are not equal.
  • Think of all the energy expended in chairing a
    project. How much is done that really is wasted
    or is needed but is part of the learning curve.
    In the end, a leader wants results
    (accomplishment). Use as much energy as possible
    to meet the results but unless it is less
    wasteful, you may find yourself falling behind or
    getting burnt-out.

49
17. The Law of PrioritiesLeaders understand
activity is not necessarily accomplishment
  • Focus your time on the top 20 of things in order
    of importance and you will get an 80 return on
    your efforts.
  •  
  • To be effective, leaders must order their lives
    according to the following three questions
  •  
  • 1. What is required? Anything required that is
    not necessary for you to do personally should be
    delegated or eliminated.
  •  
  • 2. What gives the greatest return? If something
    can be done 80 as well by someone else in the
    organization, delegate it. If the something in
    question can be potentially done by someone else
    in the organization, develop that person.
  •  
  • 3. What brings the greatest reward? That which
    ignites passion. Passion makes action!
  •  
  • Revisit each of these from time to time.

50
18. The Law of SacrificeA Leader Must Give Up to
Go Up
  • Discussion Question What are YOU willing to
    give up to go up?

Time, Money, Sleep, Lack of Security, Failure,
Fun, Family, Friends These are a common list o
f things we often sacrifice to reach higher
on our leadership path, at least in some degree.
Make no mistakeyou have to give up something to
go up. And it is not a one-time payment!
When you become a leader, you lose the right to
think about yourself Gerald Brooks. As you ri
se in leadership, responsibilities increase, and
rights decrease.
51
19. The Law of TimingWhen to Lead Is As
Important As What to Do and Where to Go.
  • Discussion Question Can the right thing be done
    at the wrong time?

We have tried that before and it didnt work.
OR
We have always done it this way
The question to ask is if the time has changed
and is either answer To the above question still
appropriate. Regardless, there are four outco
mes to any move a leader makes
52
19. The Law of TimingWhen to Lead Is As
Important As What to Do and Where to Go.
  • Wrong action at the wrong time leads to disaster
  • Right action at the wrong time leads to
    resistance
  • Wrong action at the right time is a mistake
  • 4. Right action at the right time is a success

53
Conclusions
  • Take the time to develop yourself as a leader
  • Take the time to develop followers
  • Learn all you can about leadership
  • Personnel determine the Potential of the
    organization.
  • Relationships determine the Morale of the
    organization
  • Structure determines the Size of the
    organization
  • Vision determines the Direction of the
    organization
  • Leadership determines the Success of the
    organization.
  • Resources used
  • 21 Irrefutable Laws of Leadership, John C.
    Maxwell
  • Junior Chamber International, LEAD course
    material, roles of leadership model
  • Management Mess-Ups, Mark Eppler
About PowerShow.com