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Leadership and Intelligence

Post heroic leadership places facilitation skills above intelligence. Gone is the heroic individual with the wisdom to cut through complexity single-handedly.

How important is it for a leader to be intelligent? The short answer is that it depends on how leadership is defined. If being a CEO means being a leader, the answer to the question is probably “yes.” But if leadership is defined in a different way, then the answer might be “no.”

The Relationship Between Intelligence and Leadership

In the early years of studying leadership, the so-called “trait theory” took the view that there is a set of traits that marks leaders from non-leaders. Early traits claimed to be characteristic of leaders included intelligence, a drive to dominate others, being extroverted and having charisma. Today, people often point to the importance of emotional intelligence, facilitative skills and integrity. The trait theory implies that certain personal characteristics are necessary conditions for leadership, or at least, effective leadership. In later thinking about leadership, this approach was abandoned because it was felt that leadership effectiveness varied too much across situations and types of people being led. The feeling was that there were no universally necessary traits to be a leader.

More recently, trait thinking has been making a comeback. In particular, numerous studies associate intelligence with leadership effectiveness. Some thinkers feel that the more senior the executive the more important are general cognitive skills, the ability to grasp more and more complex information to make informed decisions.

The Move to Post Heroic Leadership

The work of Jim Collins, especially in his book, Good to Great, has helped to popularize a facilitative style of leadership. He called his version of post heroic leadership “level 5 leadership.” Collins did extensive research on companies that had moved from average to exceptional levels of performance over several years. He found the CEOs of such companies to be humble, to feel that they did not have all the answers. Collins used the slogan “first who then what” to explain how these CEOs worked. They got their best people together (first who) and conducted brainstorming sessions with them to develop new strategies for the business (then what). Collins used this slogan to contrast it with the more heroic leadership model where the CEO decides what needs to be done and then gets people to execute the new strategy. Collins expressed this style with the slogan “first what then who.”

Level 5 leadership is just one model of what has become known as post heroic leadership. The central theme running through all of such models of leadership is that the CEO needs to develop new directions by drawing out the best thinking of the organization. This approach to deciding strategic direction ties in the the “wisdom of crowds” idea, the view that groups make better decisions than individuals. Here, the most important skill for the CEO is to be a good facilitator. The need for intelligence in any one individual is not so strong if the best decisions are made by groups.

So, if leadership means that CEOs should call the shots based on their own thinking then, given the increasing complexity of today’s world, they had better be quite intelligent. Conversely, if leadership means being able to draw the best ideas out of others, then CEO intelligence is not as important as facilitation skills.

Leadership Reinvented for a Digital Age

A totally different conception of leadership says that it has nothing to do with position. On this view, being a CEO means being a manager. A CEO can show occasional leadership, but only management is a role. By freeing leadership from position, it becomes clearer how all employees can show some leadership. The essence of leadership now is that it is simply the successful promotion of a better way, a new idea for a new direction. It can be shown by example when a front-line employee works in a new way or promotes more efficient practices or new products. It involves challenging the status quo. Such “thought leadership” can be very small scale and local.

The question of intelligence is very situational. It depends on the audience to which a person is trying to show leadership. More intelligence will likely be necessary to influence an intelligent audience. Such leadership is a matter of presenting hard evidence for a new product or strategy. An intelligent audience needs to see the person trying to show leadership to them as credible and technically sound in the business case being made. Conversely, an employee demonstrating a better approach to serving customers in a retail store can show leadership without the same degree of intelligence.

Crucially, however, major strategic decisions that take large, complex organizations in new directions are most likely to be sound if made by a group. Where leadership is defined as promoting new directions, the use of facilitation skills to help a group make good decisions can be seen as a management technique. This means that CEOs who use such skills to develop new strategies are wearing a managerial hat in so doing.

Thus, on two of our three ways of defining leadership, high intelligence is either not necessary or only situationally important.

Much has been written about leadership: rules, pointers, styles, and biographies of inspiring leaders throughout world history. But there are certain leadership ideas that we ourselves fail to recognize and realize in the course of reading books. Here is a short list of things you thought you knew about leadership.

1. Leaders come in different flavors.

There are different types of leaders and you will probably encounter more than one type in your lifetime. Formal leaders are those we elect into positions or offices such as the senators, congressmen, and presidents of the local clubs. Informal leaders or those we look up to by virtue of their wisdom and experience such as in the case of the elders of a tribe, or our grandparents; or by virtue of their expertise and contribution on a given field such as Albert Einstein in the field of Theoretical Physics and Leonardo da Vinci in the field of the Arts. Both formal and informal leaders practice a combination of leadership styles.
·    Lewin’s three basic leadership styles – authoritative, participative, and delegative
·    Likert’s four leadership styles – exploitive authoritative, benevolent authoritative, consultative, and participative
·    Goleman’s six emotional leadership styles – visionary, coaching, affiliative, democratic, pacesetting, and commanding.

2. Leadership is a process of becoming.

Although certain people seem to be born with innate leadership qualities, without the right environment and exposure, they may fail to develop their full potential. So like learning how to ride a bicycle, you can also learn how to become a leader and hone your leadership abilities. Knowledge on leadership theories and skills may be formally gained by enrolling in leadership seminars, workshops, and conferences. Daily interactions with people provide the opportunity to observe and practice leadership theories. Together, formal and informal learning will help you gain leadership attitudes, gain leadership insights, and thus furthering the cycle of learning. You do not become a leader in one day and just stop. Life-long learning is important in becoming a good leader for each day brings new experiences that put your knowledge, skills, and attitude to a test.

3. Leadership starts with you.

The best way to develop leadership qualities is to apply it to your own life. As an adage goes “action speaks louder than words.” Leaders are always in the limelight. Keep in mind that your credibility as a leader depends much on your actions: your interaction with your family, friends, and co-workers; your way of managing your personal and organizational responsibilities; and even the way you talk with the newspaper vendor across the street. Repeated actions become habits. Habits in turn form a person’s character. Steven Covey’s book entitled 7 Habits of Highly Effective People provides good insights on how you can achieve personal leadership.

4. Leadership is shared.

Leadership is not the sole responsibility of one person, but rather a shared responsibility among members of an emerging team. A leader belongs to a group. Each member has responsibilities to fulfill. Formal leadership positions are merely added responsibilities aside from their responsibilities as members of the team. Effective leadership requires members to do their share of work. Starting as a mere group of individuals, members and leaders work towards the formation of an effective team. In this light, social interaction plays a major role in leadership. To learn how to work together requires a great deal of trust between and among leaders and members of an emerging team. Trust is built upon actions and not merely on words. When mutual respect exists, trust is fostered and confidence is built.

5. Leadership styles depend on the situation.

How come dictatorship works for Singapore but not in the United States of America? Aside from culture, beliefs, value system, and form of government, the current situation of a nation also affects the leadership styles used by its formal leaders. There is no rule that only one style can be used. Most of the time, leaders employ a combination of leadership styles depending on the situation. In emergency situations such as periods of war and calamity, decision-making is a matter of life and death. Thus, a nation’s leader cannot afford to consult with all departments to arrive at crucial decisions. The case is of course different in times of peace and order—different sectors and other branches of government can freely interact and participate in governance. Another case in point is in leading organizations. When the staffs are highly motivated and competent, a combination of high delegative and moderate participative styles of leadership is most appropriate. But if the staffs have low competence and low commitment, a combination of high coaching, high supporting, and high directing behavior from organizational leaders is required.

Now that you are reminded of these things, keep in mind that there are always ideas that we think we already know; concepts we take for granted, but are actually the most useful insights on leadership.

Executive Summary

John Hope Bryant is from Southern California and well known as the founder of the Operation HOPE.  He is also known as a financial adviser and poverty eradication activist.  He was born on February 6, 1966 in Los Angeles.  His parents split up at an early age, in which he shared time with both parents separately. At a young age, Bryant witnessed his father lose their home to a financial predator by refinancing and charging higher unaffordable interest rates after a certain period of time. This inspired Bryant later in life to create an organization to help fight individuals against these predators.

Bryant wrote the book titled Love Leadership to express the idea of leading with love in a fear-based business world.  He tells about his many experiences he has gained from his early childhood all the way up to his life as the CEO of HOPE.  He expresses how love leadership can improve your style of leading others as well improve yourself altogether.

Bryant provides five total chapters in his book along with a foreword, introduction, and conclusion.  The foreword was written very well by Bill George, whom is also the author of the book True North.  Bill George expresses how this book is very marvelous and has affected his life. He also shares his experiences using love leadership. He explains how Bryant has so much more of a deeper and more insightful understand of what it means to lead with love.  After the foreword, there is a quick introduction.  In the introduction, Bryant tells about his childhood with his mother and father.  Bryant talks about his father losing his home as well as some of the random businesses his mother and father ran.  He explains that his father has bad budgeting and spending habits, but a good working ethic, and his mother taught him budgeting as she learned early in her childhood.

After the introduction, Bryant starts the chapters in the book.  Each chapter represents each law of love leadership.  Throughout each chapter, Bryant breaks down the meanings of each law as well as how he has experienced them in his life.  The reason these laws are so impacting is because Bryant actually learned all of these laws by mistakes he made along to way to success.

Before the book is closed out, Bryant gives a conclusion that rallies all of his laws together to make his last point about why people should have a love-based leadership.  He expresses on why it is so important to have this style of leadership due to the global economic crisis we face today.  He expresses how this is all a huge wake-up call to our country, because so many companies and organizations are being run incorrectly.   Just as HOPE was an organization to rebuild southern California and the rest of the country, Bryant expresses that love leadership is the tool to build our country and help it improve our economic crisis.

The Ten Things Managers Need to Know fromLove Leadership

1.            Loss creates leaders.  Experience of loss creates passionate leaders that look to succeed.

2.            Most people find strengths in external forces such as money, power, and titles.  Things that make a leader are on the inside such as integrity, wisdom, confidence, vulnerability, and passion.

3.            Fear fails. Going through life living in fear only holds you back from innovation. You want take risks, and you will not provide new talents.

4.            Ego and greed are two major motivators of fear.  Fear will get you nowhere in the business world today.

5.            Charity begins at home.  You have feel good about yourself before you can feel good about someone else.  You have to have confidence in yourself to have confidence in someone else.

6.            Fear-based leadership is short-term.  It may provide immediate success but is destine to fail.  Love-based leadership is based on long-term.

7.            Build long-term relationship with your followers.  Go the extra mile and treat them very well.  Get personal with them.  This will keep them loyal forever.

8.            Money is a by-product of love leadership; it is not a direct product.  Love leadership will provide true wealth.

9.            Vulnerability is power.  Admit you made a mistake when you made it.  Don’t lie or dance around the facts.  Your follows are more likely to forgive you and work towards a solution.

10.            Giving is getting.  Developing a relationship with others, helping them out when they are in need, and giving them 110% effort will benefit you just as much as it will them.

Full Summary of Love Leadership

LOSS CREATES LEADERS

Loss is the very first law of love leadership.  Loss is the very reason John Hope Bryant is who he is today.  It has motivated him to help groups and individuals all over the country through an organization known as HOPE.

FALL FROM GRACE

John Hope Bryant grew up in southern California between Compton and South Los Angeles.  During his childhood, he witnessed many conflictions between his mother and his father.  They eventually split up due to Bryant’s father taking the college funding of John’s brother.  John went to live with his father.  His father was targeted by a financial predator, and they eventually lost their home.  This made John realize how poorly financially managed his father was.  John then started at a private school for acting.  This led to many job opportunities in his young acting career.  For the first time, John was making a substantial amount of money.  John was taken in by bad spending habits and failing business attempts.  They were the same poorly managed financial issues his father experienced early in John’s life.  John eventually lost his home as well, ending up living in his Jeep just behind an airport in Los Angeles.  Even today, when John passes this very same airport, he is reminded that poor financial decision making can put him right back in the same place.

LEADING FROM LOSS

Everyday John meets with top CEO’s of very large corporations dealing with the current involvements in his HOPE Organization.  He does not fear any of these CEO’s because the loss of everything he once experienced has given him so much confidence in living life.  When people experience loss, they deal with it in one of three ways.  They can give up, cope or avoid the conflict, or they can accept and learn from the experience.  Learning from the experience creates the best leadership out there. It helps you learn more about yourself. Without loss, how would we stand strong? We wouldn’t know how. Loss teaches leadership. These are things learned from personal experience which can make you very passionate about leading others in these same areas.

GREAT LEADERS FORGED BY FIRE

Most great leaders have all experienced some type of great loss in their lives before they were able to lead the way they did.  Franklin D. Roosevelt was diagnosed with polio at age 39.  He led The United States of America out of the depression and served four terms as president.  Candice Lightner lost her thirteen year old daughter to a drunk driver.  She then created the Mothers Against Drunk Drivers organization which has saved many lives.  Martin Luther King Jr. experienced loss throughout his entire life.  He was abandoned, beaten, stabbed, and eventually killed for his beliefs, but he never gave up.  He has changed this country forever. “Loss strips away your physical crutches, and even your emotional crutches, and leaves you with nothing but the spirit. And in the spirit lies your true power.”

LOSS GIVES YOU AN ADVANTAGE

Through an acquaintance of Dave O’Meara the owner of Malibu Cinemas, John was then hired by a private merchant banking company.  He was asked to sell equity loans.  John realized this is the same time of predatory lending his father fell victim to and proposed to his boss a new division in lending.  In the first year, John failed his California real estate test three times, and made zero revenue.  The next year he finally passed that real estate test and turned small revenue of million. A few years later he was bringing in million and ended up buying the division out to start Bryant Group Companies.

OUT OF LOSS AND DISPAIR, HOPE

During the early 90’s, South California experienced some harsh times.  The Rodney King trials were going on, and fires spread throughout destroying neighborhoods.  One thing Bryant noticed was the buildings being burned down were not owned homes, they were leases and businesses. Bryant noticed the people of the area were very frustrated but did not destroy their own.  With the help of Bryant’s pastor, Bryant had the courage to lead a bus filled with bankers into the heart of these neighborhoods to help rebuild.  During these visits they were able to meet business owners, and provide them with loans to rebuild their business and life.  This was the creation of the operation called HOPE. HOPE is an organization to helped “poor communities who lacked banking services; who lacked financial literacy; who lacked a path to home ownership; who lacked a path to economic self-sufficiency; who lacked dignity, power, or even the simple courtesy of a returned telephone call.”  So, because of loss, Bryant has learned a lot and progressed forward.  Unlike most individuals, the success didn’t get to Bryant, and in return he started an organization to help poor communities across the country.   Loss is the first rule of love leadership.

FEAR FAILS

Every leader faces what we call fear.  Fear is only a simple feeling that leads directly to failure.  Love, however, is not just a feeling.  It also requires thinking.  Love is an emotion that stays with you as fear fades away. The second law in love leadership is that fear fails.

A FEAR BASED WORLD

In the business world, there are to major motivators of fear; ego and greed. In business life, people go to work fearing they will lose their job.  In the end, this only hurts them.  Going to work in fear, holds their unique personalities back.  It prevents them from trying, as they are afraid they will fail.  It prevents them from taking risks, so they won’t be innovative.  Fear only holds people back. You have to start believing in yourself to believe in others. Love yourself so that you are able to love others as well. Know what your purpose in life is instead of fearing it.

FEAR-BASED LEADERSHIP

There are businesses from large to small all over the globe that is based off fear leadership.  Henry Ford II is a good example of fear leadership. He is known for firing staff for no apparent reason.  It is reported that 37% of American worked are being bullied at work, mostly by their bosses. Fear-based leaders share some of the characteristics as most great leaders.  They both are very charismatic and intelligent.  Although they are similar, fear-based leaders tend to criticize unfairly, blame others for their mistakes, steal credit, make unreasonable demands, deny accomplishments, and issue threats.  This is like comparing Abraham Lincoln to Adolf Hitler, Dr. Martin Luther King to Joseph Stalin, or Gandhi to Osama Bin Laden.

FEAR LEADS TO “SHORT-TERMISM”

One problem with today’s business world is that it tries to make as many shortcuts to success as possible. It is fearing and lazy. Leading with fear may cause your business to take off for the moment, but it will eventually collapse. Our economy is a prime example of this.  The market has taken on severe loss to foreclosed homes.  This has caused a terrible crisis to the country’s economy.

STUMBLING AND FALLING, OUT OF FEAR

In this section of the book, Bryant discusses about a time he led out of fear.  They had to put together a cybercafé in L.A. for Al Gore, the vice president at the time.  This needed to be done in two weeks. Bryant took in a lot of stress trying to put together this cybercafé.  He unloaded a lot of stress and drama on other individuals around him.  Towards the end of the project, he snapped and yelled and cursed.  He was then sat down by a volunteer named Rod McGrew, who had helped HOPE for 8 years.  Rod told him that he forgave him because he knew Bryant was so stressed, but he needed to fix things.  This is a lesson Bryant has learned from experience.  Leading out of fear is a short term fix that will eventually crumble in the end.

LOVE MAKES MONEY

Bryant outsmarted Fila and Ellesse by traveling to Mexico to pick up merchandize, then returning home to sell this at a cheaper price to earn profits.  Fila and Ellesse picked up on this and attempted to sue Bryant putting him out of business in legal fees.  Bryant walked away. Bryant learned from the experience and realized he needed to do more for his community and less for himself.  He learned the next law of love leadership; love makes money.

LOVE-BASED PROSPERITY

Money is a by-product of leading with love.  Leading with love is doing something simply because you care, not out of greed or lust. Bill gates didn’t start Microsoft simply because he wanted to make billions of dollars.  This came because he obsessed about an idea of software was designed to simply be user friendly for everyone.  Leading with love is thinking about others more than you.  Gates designed software to make using a computer easier for others. The money he made from this idea was a by-product.

LEADING WITH LOVE FOR THE LONG TERM

Leading with fear is short-term, but leading with love is long-term.  As a leader, leading with love insures your place in the future.  If you lead with love, people will follow you forever.  Leading with fear hurts your reputation, brand, and your future.  Leading with love is the only way to lead if you want to last.

CARING FOR OTHERS

Long-term relationships drive love leadership. Bryant learned through trial and error that if he was nice, he would make 1 sale.  That client wouldn’t return the next year.  He learned by developing a long-term relationship with the client, he would make 20 or so sales and establish the type of relationship that would keep the client coming back each year. Don’t treat each client as a transaction, treat them as a friend. Ask about their families, hobbies, etc. It is the same with your employees.  If you create a good relationship with your employees, they will always follow you as their leader.

DOING GOOD

Creating a genuine relationship with someone is not the only thing that needs to be done to make money.  Bryant goes over your purpose in life.  The biggest asset a person has is not their money, job, or even family.  It is you.  If you use this asset to do good, the rest will follow.   In return you will receive true wealth.  True wealth isn’t just money; it is spiritual, intellectual, and emotional as well. Following this law will make you wealthy and wise.

VULNERABILITY IS POWER

In this chapter, Bryant talks about HOPE as it went through harsh times as the economy fell.  He also adopts a rule he learned from Oprah.  Do business with companies that are credible and have as much to lose as you do. Vulnerability is power is the fourth law of love leadership.

VULNERABILITY AND TRANSPARENCY

When things go bad, fear-based leadership tend to make leaders lie about situations, make critical poor decisions, and close off their relationship with their followers.  A love based leadership is quite the opposite.  When you are honest and accept your mistakes openly, people are more likely to forgive you.  Bryant talks about how HOPE climbed out of a financial revenue crisis and is now hitting their revenue mark for 2009.

 WHY VULNERABILITY IS A SOURCE OF POWER

Bryant expresses that by following love leadership, being vulnerable is a must.  When you make a mistake be sure to be open about it.  People will stand beside you when you make mistakes.  There are ladder climbers and ladder makers.  If a ladder maker makes a mistake, their steps are strong, and so they will not fall.  A ladder climber however will see their steps collapse for all the people they stepped on making their way up.

HOW TO SHOW VULNERABILITY

Deliver bad news and admit mistakes as soon as they progress. The sooner you get this information out the better. Do not hold it in and wait for the problem to find you.  To admit your mistake is an act of love.  To hold it in is an act of fear.

GIVING IS GIVING

Giving is giving is the fifth and final law of love leadership.  This chapter discusses how giving is the true gift of a leader.  When you give passionately, the gift you will receive is unbeatable.

THE MORE YOUR GIVE, THE MORE YOU GET

In this section of the chapter, Bryant expresses that as a love leader, your employers or customers are not your servants, in fact, you are their servant.  Have a deep passion for helping the people you are leading.  Make sure your decisions benefit your followers, not just you.  In return they will follow you for life.

GIVING TO YOUR PEOPLE

Make sure you are involved throughout your entire campaign.  Be at all of the meetings even if you aren’t speaking.  Get involved in the classes or teachings of your followers.  Go and personally meet your clients.  Get involved as much as possible, and do it as much or more than your followers.  If you are greatly involved and carry your relationship to the next level, you will receive as well.

GIVING TO GET THE BEST OUT OF PEOPLE

Give more than one hundred percent to your employees, because you will receive just that much in return. You cannot grow as a company or as an individual by giving bare minimum. Create a positive reinforcing environment and your organization will do better.   This is the last stepping stone to love leadership.

The Video Lounge

http://www.youtube.com/watch?v=NHvN1Bf1aGY&feature=related

http://www.youtube.com/watch?v=Wc1Op-3caxw

Personal Insights

With the business conditions today, what the author wrote is definitely true.  Leadership that is based on fear will only get you so far with your followers.  Fear based leadership sets up for failure, while leadership based on love is set to achieve only the highest goals.  Today’s business world needs very strong leaders, because there is so much more than just telling employees what to do.  Fear-based organizations fail after a short-term success, while love leadership-based organizations strive as long as they are doing good.  With the Global economy hurting as much as it is, leaders must do everything in their will to improve and move their organization forward.

Then, all of the following bullet-items are mandatory to write about:

If I were the author of the book, I would have done these three things differently:

1.            Gone more into depth.  Bryant talks a lot about his personal experiences.  I just think that readers would get more out of the book if Bryant wrote more about how to accomplish being a love-based leader.

2.            Even though I enjoyed it thoroughly, I felt like I was reading a biography about Bryant instead of the teachings from his life experiences.  He praised himself too much towards the end of the book, which counteracts the entire point of the book.

3.            Bryant could have possibly written a little more about examples of fear-based leadership companies failing.  He mentioned one or two, but I just think more would support his theory a little more.

Reading this book made me think differently about the topic in these ways:

1.            It really helped me see the poor mishaps of a lot of current companies.  Fear-based leadership is involved in a lot of companies here in the United States.

2.            It has really made me aware of the financial predators out in the world today.  I already knew they existed, but I didn’t realize to what extent.

3.            I didn’t really understand how far leading with love can really go in the work environment.  I somewhat thought it would be appropriate to lead with a little more force.

I’ll apply what I’ve learned in this book in my career by:

1.            Developing a better relationship with each and every follower or employee.

2.            Being more open about mistakes I make, and coming out with them as soon as I know I was wrong.

3.            Opting out fear.  Fear is short-term success followed by failure.  I will develop more a love-based leadership for long-term effects.

Here is a sampling of what others have said about the book and its author:

“This morning, I finished reading “Love Leadership: The New Way To Lead in a Fear-Based World”, by John Hope Bryant. This book advocates that the best long-term success is driven by people who lead others with love, caring, and respect. For 17 years, John Hope Bryant has lead his company, Operation HOPE, using these guiding principals; and, as a result, during the worst economic crisis in decades, he manages to continue on without having to let go of a single employee. This is impressive unto itself; but, when you realize that Operation HOPE is a non-profit and that much of its funding came from, and continues to come from companies currently under tremendous financial stress, the power of building “personal relationships” with your partners and vendors becomes exceedingly evident.”

Executive Summary

John C. Maxwell waited till he was sixty years old to write Leadership Gold.  He explains that he didn’t want to write the book at an earlier age because he did not feel like he had acquired enough experience and information to adequately meet his own leadership standards.  The book is his legacy to leadership, and Maxwell wanted to develop a tool that would be able to guide and shape people’s potential to lead.  He did not just want to help mentor people in becoming a good boss at work, but he wanted to develop people to be leaders in life.  Whether you are in the business world or part of an organization within your community, Leadership Gold appeals to anyone who reads it.   Maxwell’s insight to leadership is aimed at getting the best results from people by creating meaningful and powerful relationships through a more developed leader.

Maxwell does not jump into leadership with just theories and procedures.  Instead, he slowly introduces the leadership role with relatable topics.  His beginning chapter, “If It’s Lonely at the Top, You’re Not Doing Something Right”, was a great introduction because of its smooth, yet powerful, meaning.  This chapter may first appear as a simple lesson however, Maxwell uses it as the foundation of the entire book.  The subtle message of “working with others” goes further than just conformity within a team, but the importance of earning the trust and respect of people through actions.  He continues a teambuilding focus throughout the book and explains the different ways that leadership is really a role of people development.  He is able to mentor leadership techniques to the reader such as listening skills and proactive planning that builds a better leader, as well as, develops better relationships.

As Maxwell continually uses relationships as his foundation, he slowly moves his agenda to different areas of leadership development. He doesn’t approach this with easy black and white topics, but really pushes the mental growth of his audience.  He touches on issues that can stifle a leader’s growth as well as developmental solutions that can lead to success.   One of the biggest leadership challenges that Maxwell focuses on is self control.  Also, referred to as self discipline or self realization, he uses this topic more than once in Leadership Gold because of how difficult, and important, it can be to grasp and maintain.  Maxwell stresses to the reader that self control is being aware of what areas of strengths and weaknesses are possessed by the team and by the leader. He does not just try to help the reader identify these areas, but advices how to manage the pros and cons that can affect a team’s motivation for success.

It is evident that Maxwell wants the reader to discover the similarities between Leadership Gold and their own environment.  He did not just want to write a textbook of how to lead, but rather create an individual guide that can mentor anyone.  His instruction is thorough, however not to dictate action, but to make aware of different opportunities.  He gives years of experience through his own stories to help give insight to the reader of consequences from leadership error.  This helps Leadership Gold to be a book of reference and reflection throughout leadership development.  Maxwell understands that leadership is not a job that can be performed just once, but is an ongoing process through many years.  References to Maxwell’s own leadership development help him conclude his book in a way that makes the reader want to start it all over again.  He asks for the legacy most desired once we have finished our journey through life.  Maxwell suggests leading others farther beyond our own accomplishments, and their success will leave a positive legacy of our contribution for generations.

The Ten Things Managers Need to Know fromLeadership Gold

1.            Do not isolate yourself from the people you are leading.  Creating relationships with others brings more opportunities than leading alone.

2.            One of the hardest people to lead will always be yourself.  Trying to hold others accountable, without being accountable for yourself, will only diminish your leadership capabilities.

3.            The best way to take criticism as a leader is to know yourself.  The more comfortable a leader is with themselves, the more solid their leadership will become.

4.            The best leaders will always be the ones that listen to their employees. Listening will not only get your employees attention, it will give you a better view of how your business runs operationally.

5.            A leader can improve their performance through an honest evaluation from others.  Having a reliable source critique a leader’s strengths and weaknesses is a better tool than if a leader relies on their own self assessment.   Once a leader discovers their strengths, they should put more focus into them to become more successful.

6.            Leaders must be able to define reality.  Passion and optimism can motivate success, however if not accompanied by reality, can result in failure.

7.            A leader must find the right people who work best for the organization.  A leader cannot make the organization work best for all people.

8.            Leaders should always continue to ask questions.  Asking questions will make a leader better informed, more consistent, and prevent mistakes.

9.            Keep learning as a leader.  A better developed, educated, and informed leader will also have a team that is developed, educated, and informed.

10.            As a leader, how do you want others to remember your contributions?  A leader should always think about the impression they are leaving with others, because it will be the legacy after the leader is gone.

Full Summary of Leadership Gold

“If It’s Lonely at the Top, You’re Not Doing Something Right”

John C. Maxwell begins his book with using the words of his father, “Keep a distance”.   Maxwell uses his father’s advice to show how leadership can be confusing, because being a leader requires relationships with other people. Maxwell explains that keeping people at a distance can create isolation.  If a leader separates themselves to much from others, the leader not only hurts the development of the organization, but will hurt the development of individuals.  Although leadership can cause pain professionally and personally, to become an “effective” leader, close relationships must be made.

“The Toughest Person to Lead Is Always Yourself”

Leading yourself will always be more of a challenge then leading others.  Maxwell explains it best when he says, “human nature seems to endow us with the ability to size up everybody in the world except ourselves.”  This concept explains how easy it is to hold others accountable for their actions, while not holding ourselves with the same accountability.  A better leader can be developed through self realization. Maxwell advises leaders to learn followership, develop self-discipline, practice patience, and to seek accountability from someone else.  These tools will help a leader direct themselves, thus making the ability of leading others much easier.

“Defining Moments Define Your Leadership”

Leaders are going to have major opportunities during their role.  Some of these opportunities will set a leader apart from everyone else.  It will define who the leader really is, and how others see the leader’s ability to lead.  These opportunities, or “defining moments”, do not have the ability to be planned, because leaders cannot foresee a defining moment days in advance.  Successful defining moments can be accomplished if a leader reflects on previous experiences and the actions that were taken, as well as the actions that could have been taken.  Another way to take advantage of a defining moment is to make choices before a decision is required. Leaders can analyze major parts of their lives such as faith, values, and relationships.  By doing this, a leader will have a firm grasp on where they stand on important issues.   This can give a leader the ability to make the right decision in a quick amount of time when a defining moment arises.

“When You Get kicked In the Rear, You Know You’re Out In Front”

No matter the certainty a leader has about their decisions, criticism can arise.   The best way to combat critics is to know yourself.   If a leader has a realistic view of their self, then they will be strong enough to handle any criticism. If a leader accepts their real strengths and weaknesses, they do not have to worry about criticism.  Either the leader will notice the problem first, or be comfortable enough to address the situation.  This will help the leader work towards gaining support for their actions, rather than defending their motives. Sometimes, a leader should listen to criticism if the critic has credibility.  Maxwell says, “When someone’s criticism about me is accurate, then I have a responsibility to do something about it.  That is part of being a good leader.”

 “Never Work a Day In Your Life”

There is a line that can separate work from play.  Maxwell feels working now, to get where you want to be later will unlikely lead to success.  If the line that separates work from play is clearly defined, there is little passion to succeed.  However, if the line is invisible, than passion can push a person past their potential by surpassing talent, opportunity, and knowledge.  Maxwell states, “In all my years of observing people, I have yet to meet an individual who reached his potential but didn’t possess passion.”

 “The Best Leaders Are Listeners”

Some leaders consider themselves to be good listeners, however not all leaders are really hearing what their people want them to hear.  By listening, leaders get to know a person before leading them.  This can keep problems from escalating and help establish trust with others.  A leader’s ability to listen can also improve an organization’s performance.  If a leader is listening to all levels of a team, then the leader is sure to know how every part of the organization is operating.

“Get In the Zone and Stay There”

The best way a leader can get in the zone of success is to find their strengths.  Compliments are clear signals of possible strength zones.  Working these strength zones will heighten the traits and make a leader more effective in leading their team.  Not only must a leader examine their own strengths, but they must examine the strengths of their peers.  A leader must find the strengths of each person, and explain how those strengths help complete the operation of the team.  On the other hand, trying to develop areas of weakness can be a setback.  Maxwell feels that areas of weakness can never be developed into strengths, but only mediocre abilities.

 “A Leader’s First Responsibility Is to Define Reality”

Missed opportunities and unnoticeable threats are some risks that are unavoidable if a leader is unable to see realistically.  Optimism can get in a leaders way of success by blinding their ability to see failure. For a leader to be able to define reality, they will need to be able to admit their weakness.  If their vision is optimistically cloudy, then a leader must embrace the realism of other people.  Honest advice and opinions can help shape a leader’s vision to be successful.  Even allowing a set of fresh eyes to observe an organization can create beneficial ideas.  Maxwell says, “Reality is the foundation for positive change.  If you don’t face reality, then you will not be able to make necessary changes.”

“To See How the Leader Is Doing, Look At the People”

A good way to judge a leader’s ability to achieve success is to measure their team.  If a leader is going in the right direction, they will be more likely to gain the team’s trust.  This trust follows a leader and influences others to join.  If the leader has a following, then changes need to happen within the team.  A leader should create an environment that attracts buy-in and promotes continual growth. The environment should increase in quality and improvement. The level at which a team works is a true representation of how a leader is doing within their role. If the people are growing, than the organization will grow as well.  This combination of personal and organizational growth will overpower any competitor that has a team built only on the talent of employees.

 “Don’t Send Your Ducks to Eagle School”

 Maxwell’s phrase, “the mysteries of the mind” reflects on why people, compared to others, perform differently in organizations.  Implementing people, in specific roles, that are unwilling to learn or unable to perform is a costly error.  Not only is time wasted, but a leader will eventually frustrate others who have obtained the ability.  A leader must find the right people who work best for the organization, not make the organization work best for all people.

 “Keep Your Mind On the Main Thing”

Maxwell’s quotes Pareto’s Principle when he says, “The best 20 percent of my activities were sixteen times more productive than the remaining 80 percent”.  This was how Maxwell determined he was trying to do too much at once and putting his focus on the wrong things.  A leader does not need to know everything, but does need to know the most important things.  To be informed on important details, a leader should have others represent them. If a leader is able to be represented, more availability is gained to focus on major issues. Trying to be everywhere and do everything for everybody is impossible.  A leader needs to focus on what provides the greatest results with the fewest complications.  This will bring about more opportunities and important objectives.  If a leader cannot learn to create and balance themselves in order to achieve the main thing, somebody else will.

 “You’re Biggest Mistake Is Not Asking What Mistake You’re Making”

A leader needs to be able to admit their mistakes and weaknesses.  Mistakes are unavoidable and sometimes unnoticeable.  Leaders should ask for opinions from their teams.  This will not only help inspire the team to respect the leader, but also help produce more successful answers.  More problems than initially considered can be created if a leader is stubborn about their own mistakes.  If a leader accepts their mistakes, they can learn and progress forward.  However a leader’s refusal to recognize their mistakes will eventually result into the mistake being repeated.

“Don’t Manager Your Time – Manage your Life”

Time management is impossible to do.  Maxwell says it best, “Time cannot be managed.  It cannot be controlled in any way.  It marches on no matter what you do, the way the meter in a taxi keeps running.”  Good leaders must be in control of their time, because every minute counts.  They cannot afford to let others dictate the use of their time as well as let themselves get preoccupied with unimportant things.  In order to be more efficient with time, leaders should accept coaching and training from others who have experience.

“Keep Learning to Keep Leading”

Leaders cannot put a limit on the information they need to be successful.  A successful leader will continue to grow and learn, no matter how high they climb.  Learning new information is not only beneficial for the leader but also for the team.  An organization is only as smart as the leader.  If a leader continues to grow, they will also continue to invest into the organization.  This continual investment is only accomplished through continual learning.  If a leader stops learning, chances are the people around the leader will stop as well.   However, with continual learning, a leader can create an environment for success.  This environment is an eagerness of both the leader and the team to achieve great opportunities.

“Leaders Distinguish Themselves During Tough Times”

Tough times require tough decisions, but these decisions can separate good leaders from everyone else.  A leader must be able to make a decision that no one else would be willing to make.  Progress within an organization are decisions to step forward, these steps are risky and require someone who is strong and willing.  Sometimes these decisions will not be obvious to a leader because it is not a clear black and white choice.  Difficult choices will ultimately be made, but a leader must be confident and able to see a decision to its end. Difficult choices come with greater responsibility, and the more responsibilities a leader has, the more choices they must make.  A responsible leader must determine the best decisions for an organization and be confident in their choice.

“People Quit People, Not Companies”

If a person decides to leave an organization, a leader must be aware if the person is quitting the organization, or quitting them.  People will quit leaders because they feel devalued.  A leader must motivate, not manipulate people, to accomplish the job. Consistency of a leader’s actions and words are important for building trust.  People will quit leaders because they feel that a leader is untrustworthy to lead the organization.  Maxwell says, “People follow leaders stronger than themselves.  People whose leadership ability is a 7 (on a scale of 10) won’t follow a leader who is a 4.”   People quit leaders because of a leader’s insecurities.  People want to work for a leader who will encourage and motivate them.  If a leader is insecure about their own abilities, the people around them will never be pushed to achieve their potential.

“Experience Is Not the Best Teacher”

Experiences will come every day, and there is usually more to each experience than previously noticed.  Leaders must learn from each experience, whether they are good or bad.  Bad experiences can be just as awakening as good experiences.  However, bad experiences must be learned from or a leader will be sure to repeat it.

“The Secret to a Good Meeting Is the Meeting Before the Meeting”

The purpose of a meeting is to inspire productivity, unity, and motivation as a group. However, meetings can be unproductive if the agenda is unclear or if other people bring in their own agenda.  To gain more support, eliminate surprises, and become more productive, a leader must gain the trust and commitment of the key leaders and influential people.  Prior to a meeting, a leader can sit down with either a small group, or individual, to gain support for the main meeting.  Whether the pre-meeting is about implementation of a project or organizational change, a leader must merit the reactions before the main meeting.  If the pre-meeting is successful, then a leader should continue with the main meeting.  However, if there is conflict or skepticism, post pone the main meeting until everyone is on board.

“Be a Connector, Not Just a Climber”

Maxwell describes climbers as individuals who competitively race for the top of an organization.  These people gain the positional title, but fail to win everyone’s respect as the leader.   Connectors, on the other hand, take time to gain relationships with the people around them.  Connectors can gain the friendship of the team, but without any desire to climb, may not obtain any authority.  A good leader must strive to obtain a balance between climbing to the top and connecting with people.

“Influence Should Be Loaned But Never Given”

Leaders that possess great influence have a responsibility to motivate and inspire the people around them. Most importantly, influential leaders should help mold and develop potential leaders.  Young leaders begin with little influence and rely on a more experienced leader for guidance.  If correctly developed, a young leader will soon be able to create credibility and gain a reputation as an experienced leader.  However, if a young leader takes an experienced leader’s influence for granted or fails to establish their own leadership influence, the experienced leader should consider another individual.

“The Choices You Make, Make You”

Leadership positions come with an understood notion that there will be a time to make critical decisions.  Some decisions will not be easy to make.  To prevent wasted time and regretful feelings, a leader must not focus on decisions that were made in the past. The past can never be changed, however if a leader focuses on the present, they can control the future.  Future decisions offer leaders opportunities to make better choices if their personal standards stay above what others have set.

“For Everything You Gain, You Give Up Something”

The higher a leader’s developmental expectations, the riskier it is to achieve.  As a leader progresses, they move up numerous levels.  For every level that is accomplished, a leader finds that they have made some kind of sacrifice.  The higher a leader wishes to succeed, the more sacrifice will be needed.  The length of the journey and the amount of sacrifice needed will pose as questions that a leader must answer if they want progress.

“Those Who Start the Journey with You, Seldom Finish with You”

Leading an organization can feel like traveling on a journey.  During different parts of that journey, some people will leave and new people will join on the destination.  This is similar to leadership in the sense that not everyone will keep moving alongside a leader as they are in pursuit of success.  Whether it is a key member or a seasonal player, people will come and go.  Leaders, even though it may be emotionally difficult, need to understand this reality to continue to move forward.  Sometimes a leader needs to recognize that some individuals do not need to be on the journey.  If a leader is waiting for people, or forcing them, on the journey it can disrupt the flow of progression and sometimes steer a leader off course.

“Few Leaders Are Successful Unless a Lot of People Want Them to Be”

Leaders are not born naturally.  People will not step into a leadership position without the help of others.  Support and mentorship given from others helps develop leaders on their path to leadership.  Mentors can come as authors of a book, a previous boss, or a family member.  While supporters, come as people of encouragement and assistance. These people help develop the principles, ideas, and values of that a leader possesses their entire career.

“You Only Get Answers to the Questions You Ask”

Many Problems that leaders experience is their inability to ask questions.  A lot of the time a leader is embarrassed or afraid to ask questions because of the damage it may inflict on their pride.  Maxwell describes this by quoting a Chinese proverb, “He who asks is a fool for five minutes, but he who does not ask is a fool forever.”  Asking questions helps a leader, but asking the right questions to the right people improves a leader.

“People Will Summarize Your Life in One Sentence”

Maxwell concludes his book with the story of his life changing heart attack.  After his recovery, he was stricken with questions of life fulfillment and the legacy that he was leaving to others.  Maxwell’s moment of clarity and life legacy came to him when he discovered what he wanted to be remembered by, “I want to add value to leaders who will multiply value to others.”  He uses his discovery to question other leaders’ life legacies and if they are living each day in abidance of that legacy with appreciation.

The Video Lounge

http://www.youtube.com/watch?v=b0A9AtToUsg

John Maxwell describes Leadership Gold and how it is more of a mentoring book rather than a book of guidelines and techniques.  He explains how he wanted to write about his life in leadership to help readers become better leaders, using his experiences as a reference.

Personal Insights

Why I think:

The author is one of the most brilliant people around …. because:

I value John C. Maxwell’s book Leadership Gold because I see similar opportunities in my line of work as those described in the book.  He is defiantly a brilliant person who has the education, experience, and understanding of how to lead people successfully within an organization.  However, there are some things that I noticed about Leadership Gold that shape my opinion to be slightly critical of his work.  With all of the great insights and experience he offers, I feel as though he sometimes only focused his book on people with a similar personalities as himself.  I find that I tend to be a bit more analytical and logical, where as his book was focused on leadership traits of a supportive and influential role.   I want to read more from John Maxwell to learn about different leadership styles and opportunities that I may never have considered.  Nevertheless, I would really like to hear his thoughts and suggestions on being a successful leader from someone who has similar personality characteristics as I do.

If I were the author of the book, I would have done these three things differently:

1.            I would have tried to focus more attention on the realities of leadership.  Maxwell briefly touches on realty but I felt like more information was needed.

2.            I would have tried to explain leadership objectives from the perspectives of different personality traits.  Not all leaders think and act exactly alike, and I feel that extending the context to touch different styles of leadership would have benefited more readers.

3.            I would have tried to explain the abilities and adjustments needed to lead alongside another leader.  I would have included a co-leadership chapter that examines the difficulties and successes of a partner leadership team.

Reading this book made me think differently about the topic in these ways:

1.            Leadership Gold made me think differently about what kind of legacy I am leaving.  For periods of time that I am involved with a group of people, what positive attributes am I leaving with them after I move on.

2.            Leadership Gold made me think differently about becoming a mentor to others that work around me.  I have considered my leadership journey to be an investment only into my own potential growth and progress.  I now consider trying to develop others to be leaders, even more capable than my own potential.

3.            Leadership Gold made me think differently about which moments I encounter daily are my “defining moments”.  I find myself questioning each opportunity I encounter and contemplate the different outcomes based upon my actions.

I’ll apply what I’ve learned in this book in my career by:

1.            I’ll apply what I’ve learned in this book in my career by pushing myself to be a better listener to others around me.  I have already started practicing this technique and have received beneficial outcomes.

2.            I’ll apply what I’ve learned in this book in my career by not sending my ducks to eagle school.  As a manager, I have experienced lost time and much frustration trying to train and influence those that are not meant for the job.

3.            I’ll apply what I’ve learned in this book in my career by asking what mistakes I am making.  I feel if I admit my failure and ask for help, I will be more likely to achieve the overall goal.

Here is a sampling of what others have said about the book and its author:

E. Ramirez from Amazon.com really hits the nail on the head about Leadership Gold by describing John C. Maxwell’s writing as, “simplistic, practical, and solid principles”.   Ramirez does, however, compare Leadership Gold with other of Maxwell’s books.  His reason for the comparison is because of the similarities between Leadership Gold and other books from John Maxwell.  Ramirez describes Leadership Gold as a “compilation” book that repeats the lessons from previous Maxwell books.

StanR from Barnesandnoble.com praises Leadership Gold.  He says, “Those of us who are familiar with John’s past works know very well that he assembles material into a work that’s captivating, compelling, and just plain GREAT!”  Stan’s excitement about Leadership Gold comes from his experience using Maxwell’s information during his own presentations.  Stan describes Leadership Gold as a “winner” and already can’t wait for another book from Maxwell.

Wanda from Christianbook.com values Maxwell use of “different perspectives” that is used in Leadership Gold.  She enjoys the fact that Maxwell is well informed on how leadership is realistically.  Wanda says, “It allows one to see how selfish it can be to think that leadership is “lording” over others, as true leadership is helping others reach their goals as you reach yours.”  She highly suggests for leaders to own a copy of Leadership Gold by saying, “a must have for your personal library”.

Executive Summary

The Five Practices of Exemplary Leadership:

            Model the Way. Leaders model the way for their constituents.  To successfully illustrate the performance expected of others, a leader must first have guiding principles to follow.   A leader must clarify values.    This means opening up about values from within as well as values of the organization.  Knowing what you, as a leader will help you align your values with the company.  It will be easier for you to communicate those values with your constituents because when you speak you are also representing your company.  A person must “walk the talk” this is setting the example by going first.  Going first is exhibiting importance of things through taking actions.  It’s about “the power of spending time with someone, of working side by side with colleagues, of telling stories that make values come alive, of being highly visible during times of uncertainty, and of asking question to get people to think about values and priorities.”

            Inspire a Shared Vision. Leaders inspire a shared vision.  Leaders have to see beyond today and look ahead for future possibilities.  Theyenvision the future. But visions alone do not create successes.  Someone without followers is not a leader.  A leader must inspire a movement concurrent with the vision.   Leaders must gain commitment to an inspired vision not compliance.  They have to enlist others.  To do this, leaders must gain certain knowledge about their constituents such as people’s dreams, hopes, aspirations, visions, and values.  “Leadership is a dialogue, not a monologue.” People must trust that their leaders do have their interests at heart.  This vision should be shared with everyone and by everyone.  It should be talked about in detail.  Share the “whys”.  People need to know why they should follow you and your vision.

            Challenge the Process.  No process is set in stone.  Each process can enhance with a new perspective.  All leaders shouldchallenge the process. Look for ways to innovate, grow, and improve.  Listening to people in and around the organization will more than likely give opportunities for innovation.  Most leaders are not the “inventors as much as they are the early patrons and adopters of innovation”.  With innovation comes change involving experiments and taking risks.  Paying attention to the abilities of constituents to manage change is important to create a safe environment for taking those risks.  “Try, fail, learn. Try, fail, learn.  Try, fail, learn. Leaders learn from their mistakes and encourage others to do the same.

            Enable Others to Act.  To get amazing results, leaders must make it possible for people to take action.  Leaders foster collaboration. This means connecting all the players together on a project or team.  These players include peers, managers, customers, suppliers, citizens and all those you have a stake in the company.  Leaders know to produce these results people must feel empowerment and ownership. Leaders empower others by giving them responsibility to deliver.  Exemplary leaders strengthen others.  They build and teach capabilities to help make each person successful in their endeavors.  “Constituents neither perform at their best nor stick around for very long if their leader makes them feel weak, dependent, or alienated.”   A leader who builds confidence in people helps generate achievement beyond what people think is possible.

            Encourage Heart.  Being a sincere and caring leader boosts people’s spirit and brings them forward.  Recognizing contributions is a way leaders show they are grateful for their constituents’ assistance.  It’s a leader’s job to create a culture of celebrating values and victories.  This is not about ceremonies for show. It’s about linking rewards with performance.  These celebrations should be done for the benefit of others and the company.  Celebrations should showcase people for the efforts made that reflect the company’s values and core principles.

Leadership is a Relationship

            Leadership can be found in any one person.  It is not a magical gift.  It can be learned.  “Leadership is a relationship between those who aspire and those who choose to follow… A leader-constituent relationship that’s characterized by fear and distrust will never, ever produce anything of lasting value. A relationship characterized by mutual respect and confidence will overcome the greatest adversities and leave a legacy.”

The Ten Things Managers Need to Know fromThe Leadership Challenge

1.            Each leader should first know the values and principles important to him or her. Then he or she can relate those to the values and principles of the corporation and its employees.

2.            “Put your money where your mouth is”, “practice what you preach”, and “walk the talk”.  A leader must follow-through and lead by example.

3.            Take off the blinders and look for the future possibilities.  Start with your past to see where you and your team are going in the future.

4.            Shared visions of the future will gain commitment instead of compliance among team members.

5.            Leaders should take change head-on.  Change should be an adventure to broaden the company and create new ideas that motivate team members.

6.            Create a trusting environment that allows team members to be creative and take chances. Build from any mistakes; use these as successful steps in the right direction.

7.            Create interdependence among team members and use the “Golden Rule”. Help each team member to realize everyone is needed for the big picture.

8.            The strength of a leader is born in team members when leaders release control to them.

9.            Believe in your team members abilities and communicate that through recognition and feedback.

10.            Use celebrations, meetings, ceremonies, training sessions, etc.,  as opportunities to reiterate core values.

Full Summary of The Leadership Challenge

The Five Practices of Exemplary Leadership

            Dick Netell, America’s Consumer Call Center in Concord, California is an example of the Five Practices of Exemplary Leadership in action.  He has the vision and the intuitive nature to use resources to turn a company around.  The authors, James M. Kouzes and Barry Z. Posner, of The Leadership Challenge Fourth Edition highlight Dick’s process in renewing an existing company’s fundamentals of vision, mission and future ideals.  Dick says, “Everybody wants to win. Everybody wants to be successful. Everybody comes to work to make a difference.”  With this insight Dick is able to conclude the underlying reason the call center was not fulfilling its potential.  The management had not tapped into the resources most important to a company—it’s team members.  Dick’s team was not focused on the possibilities.  Observing and listening, Dick was able to gain consensus from team members about the call center’s future.   Dick opened communication lines.  He solicited feedback about issues and performance of management.  He empowered his team to give thoughts and ideas for new opportunities to expand and create a better call center.  He fostered the atmosphere of winning.  Dick ensured the team members were kept up-to-date with news on accomplishments by having monthly status meetings where he gives a “you said, we did” report.  Dick’s motto Pride stands for Personal Responsibility In Delivering Excellence.   Dick still believes that “every day is opening day.”  He said, “It doesn’t matter what you did yesterday.  Each and every decision and action is a moment of truth.  You say something and what do people see?  The two have to be aligned.  It’s all about the video matching the audio.”  Dick is an awesome example of an extraordinary leader.  He carries out the Five Practices Kouzes and Posner present to leaders:

Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

Encourage the Heart

Another exemplary leader is the founder and Leader of Vision & Values of the SG Group in London, England, Claire Owen.  She believes when a leader takes an extra step to have a servant mentality the success of the team is far greater.  By creating an environment where leaders serve, it then translates to constituents to serving others and customers.  This example ties in to leading by example.  An environment where being at work is like “going to a coffee morning”, generates an atmosphere of trust and respect where new ideas occur and unordinary risks are taken.  However, Claire ensures constituents still uphold the values and expectations of the company to grow with vision. Claire’s leadership philosophy is a true statement of what makes companies succeed. “We are human beings,” she said. “We don’t have employees. We don’t have staff. We have people, and people have emotions, and people have needs.  If you are happy you do a better job. If you are excited about the business, and if you are excited about where it is going and what is happening in it, then there is a buzz, a physical buzz. It’s my job to create that kind of place.”

Credibility

            A leader must be honest, forward-looking, inspiring, and competent for others to willing want to be a follower.  “Credibility is the foundation of leadership.”  Constituents want to work for an honest leader.  When a constituent needs support it is important to trust the leader will step up and be the support needed.  Knowledge and abilities to lead are important for constituents to buy-in to the leaders visions.  A leader must show the capability to learn from others even from constituents.  Most important a leader must:  DWYSWD: Do What You Say You Will Do.

Clarify Values

            Before a leader can lead constituents in a company there must be expectations and values to follow.  But even before that, leaders must understand their own personal value.  Without your own guiding principles the path can potentially become foggy.  A leader must search out his important values.  Once he has established the values, it is more likely to be the guiding factor in business decision making.  These values also allow leaders to have more control over their lives. With recognizable values at the forefront of a leader’s mind, they are able to align their values with the values of the company. It is important for a leader to establish his values because eventually the act that the values are not his own will be revealed.  Constituents want to follow a genuine leader with values and beliefs of their own.  Leaders should promote values that represent the group for unity.  When these values are shared among the individual, the group, and the corporation synergy is exuded.  “Shared values do make a significant positive difference in work attitudes and performance:

They foster strong feelings of personal effectiveness.

They promote high levels of company loyalty.

They facilitate consensus about key organizational goals and stakeholders.

They encourage ethical behavior.

They promote strong norms about working hard and caring.

They reduce levels of job stress and tension.

They foster pride in the company.

They facilitate understanding about job expectations.

They foster teamwork and spirit de corps.”

When values align creativity flows. Presenting values in a company is important to ensure team members find correlations between individual values and the values of the corporation. A leader should be able to speak with constituents and business partners about these values at any time.  Without understanding the values individually and corporately a leader cannot fulfill spoken promises.

Set the Example

            “Leading by example is how leaders make visions and values tangible. It’s how they provide the evidence that they’re personally committed. Setting the example is about execution.”  Leaders who teach by doing are exemplary.  A leader cannot expect performance from constituents that they are unwilling to perform themselves.  The actions leaders take prove the values they share with constituents.  If a leader values ethics, then the leader should uphold the ethics code.  Constituents will follow the behavior demonstrated by a leader with shared values.   A leader should spend time on the most important values by using every opportunity to reinforce the importance of the values.  “Sometimes leadership is just showing up.” Language used by leaders should convey the culture desired within the organization.  Also, raising questions like, “What have you done in the past week to improve so that you’re better this week than last?” will allow constituents to think about values is a way leaders give life to those values.  Feedback is another important tool to support values in performance. When Troy Hansen was vice president of AgDirect and Leasing, Farm Credit Services (FCS) of America, a leading financial services provider in Omaha, Nebraska, he proved the importance of feedback.  Troy’s team had a negative outlook on performance reviews so he took a chance and allowed his team to evaluate his performance first. “The feedback I received was kind of hard to hear,” Troy admitted.  He then added, “And that was really one of the benefits to the group. To take that personal risk; to model for the group that it’s okay to place yourself at personal risk and take that honest feedback. What I hoped the team members would come away with was a sense that it’s okay to be in that environment, that feedback is necessary for growth, and then to see how you accept that feedback and then what you do with it.” Sometimes vulnerability is a requirement for a leader.  For leaders to “set the example” telling stories is an excellent way to exalt another’s contribution to the common goal.  Telling stories gives constituents a memorable impression of behavior essential to the organization.  Stories can depict individuals who achieved a goal and staying true to values.  By telling stories about constituents, their peers are more likely to be motivated.  Telling stories and giving feedback “reinforce behavior you want repeated”.

Envision the Future

            Leaders are generally in a job “to do something”.  The reasons why leaders are contingent on doing something is the real need to know answers.  A leader’s individual aspirations are what fuel his future.  It is a common problem to only see situations that are happening in the now.  A leader must not allow any hindrances blocking his view.  A leader must maintain the sight of the long-term goal, the future.  “A leader should be thinking a few ‘moves’ ahead of the team and picturing the possibilities.”

Enlist Others

            For Keith Sonberg, director of site operations for Roche in Palo Alto, California, “it’s passion plus pride [that] equals performance.”  He says, “The leader’s job is to create an environment where people are passionate about what they’re doing and take pride in what they’re doing.  The end result will always be performance.” Sonberg is right.  In order to enlist others, there must be a setting to perpetuate passionate performance.   It’s more than just having an open environment.  Leaders must “appeal to common ideals”.  Knowing what is significant to constituents can propel organizations to the forefront in the marketplace.  Exemplary leaders…liberate the vision that’s already in their constituents.  They awaken dreams, breathe life into them, and arouse the belief that we can achieve something grand.”  It is a major responsibility for a leader to search out what makes constituents tick.  They want to feel a part of something bigger than their cubicle or city.  Constituents want to know their effort extends beyond the front yard.  Dr. Martin Luther King’s speech “I Have a Dream” was a major influencing endeavor to enlist others for a common vision.  His words by using imagery and conviction gave life to his dream.    When leading others in a common goal, a leader must use passion.  Passion evokes desire in constituents to reach for a brighter future.  Creating a mental image of what can be in the minds of others is important to perpetuate a company.  Leaders must generate positive communication with constituents and among constituents.  This also means expressing positivity through emotions of energy.  Being expressive to enlist other can have a memorable effect.

Search for Opportunities

            Progression is change.  Leaders should seek ways to “make things better, to grow, innovate, and improve.”  A first step to change is to take it head on.  Step up to the challenge and initiate the next step to develop. People more actively reach goals if they take initiative.  A leader must help others to be initiators.  This means training and preparation for constituents.  Leaders must invest their time with constituents to allow them to be confident to take on challenges.  Challenge is for the benefit of leaders and constituents.  It gives meaning and purpose to those who accept it.  Leaders encourage constituents to surpass their own expectations of capabilities. A leader must “exercise outsight”.  “When you take your eyes off the external realities, turning inward to admire the possibilities within your own organization, you may be swept away by the swirling waters of change.”  Leaders should keep an open view of the events taking place around the perimeters of their organization.

Experiment and Take Risks

            Risks can be scary, but the pay-offs can be monumental.  Leaders need to be the first to plunge into the unknown.  By experimenting, leaders can achieve new results.  Constituents and leaders alike must be able to learn from experiences.  A leader must help people feel they are in a safe environment.  No one wants to be in trouble trying something new and failing.  In this environment more creative thoughts and experiments will occur.  Leaders must be effective listeners in order to learn from constituents and the company about new process.

Foster Collaboration

            Leaders who encourage team members to work interdependently foster collaboration.  A project should be accomplished when all participants have their part completed.  This means a leader must push for others to help out and cross boundaries to ensure a team view.  Collaboration will be greater than short-term benefits of working alone.  Competition and isolation can occur if team members are not concerned about the process as a whole. Leaders should exude trust to build the trust on their team.  Trust can take collaboration to a higher level.

Strengthen Others

            “Leaders move from being in control to giving over control to others, becoming their coaches and teachers.”  The strength of others comes from within.  When constituents are given more responsibility their own abilities are reinforced. Giving constituents to make the choices and decisions about projects enables the success of those projects.  Constituents will feel the accountability for the project because the result will be based on the decision he made.  This is ownership.  Ownership helps constituents feel commitment and pride in their work which strengthens the entire process. While giving responsibility to constituents, leaders should incorporate coaching to follow-up about progress, tips for improvement, and encourage the future ventures of constituents.

Recognize Contributions

            Leader’s most important role to constituents is guidance.  Recognition guides people to continue with the same behavior.  A leader should make use of the two words “thank you” and show appreciation for constituents.  In order to make the most of this recognition, a leader must understand what is encouraging to constituents.  Each person may value recognition differently.  A leader should take the time to get to know more about his constituents.

Celebrate the Values and Victories

            With values being clarified, now a leader can make the most of those values in action.  Celebration of shared values is a victory.  When constituents, companies, and leaders share values it should be celebrated.  Leaders must “be personally involved” to show their support for constituents.  This could simply be by having fun together or being out with constituents in the workplace.  Sometimes leaders can have big productions to celebrate wins in the company.  A leader should always use these opportunities to reaffirm the values being celebrated.

Leadership is Everyone’s Business

            “Leadership is about relationships, about credibility, and about what you do.”  A leader should recognize that to direct reports, you are the most important leader.  Leaders are to help problem solve, address concerns, and care about the values being executed.  The relationships created through direct reports and leaders are imperative for success.  Leadership can be learned.  To become a better leader, you must be the positive force in the world and apply the skills and abilities of leadership to your position. “The best-kept secret of successful leaders is love:  staying in love with leading, with the people who do the work, with what their organizations produce, and with those who honor the organization by using its products and services.

“Leadership is not an affair of the head.  Leadership is an affair of the heart.”

Personal Insights

Why I think:

With business conditions today, what the author wrote is true – because:

The Five Practices of Exemplary Leadership are essential to stoke the fire in leaders.  These practices involve self-improvement and self-motivating thoughts that will make any leader ready make his mark.  Most institutions are more centered on people.  This book helps leaders see the techniques to inspire, encourage, and respect team members in meaningful ways.  The authors of this book research for years leaders of different styles.  The topics in this book are relevant to any workplace where there are people.

If I were the author of the book, I would have done these three things differently:

1.            The first chapter of the book hits all the high points and basically summarizes the need to know items right away. I would have put the first chapter last as a review of keys points.

2.            I would have given more step-by-step examples of what to say or do to exhibit The Five Practices of Exemplary Leadership.

3.            I would have spent more time in Chapter Two: Credibility is the Foundation of Leadership.  I think more detail in this chapter would genuinely inspire leaders to exemplify the characteristics of a leader practicing the Five Practices of Exemplary Leadership.

Reading this book made me think differently about the topic in these ways:

1.            I realized the actions of leaders today really have an effect on their constituents.  It can either motivate them to exceed expectations or cause disharmony among the company.

2.            I have a better understanding of how important it is for a leader’s actions to line up with his words.

3.            I did not realize trust fostered collaboration and risk taking.  It is important to gain trust for great things to happen in an organization.

I’ll apply what I’ve learned in this book in my career by:

1.            Using celebrations and recognition events to reiterate values and principles held by myself, the company, and constituents.

2.            I will have high expectations for my constituents to achieve high performance.  Because by believing in their abilities it instills confidence.

3.            Remembering to “stay in love with leading, with the people who do the work, with what the organizations produce, and with those who honor the organization by using its products and services” will keep my leadership challenge alive.

Here is a sampling of what others have said about the book and its author:

The consensus for The Leadership Challenge is that the research done by Kouzes and Posner is remarkable.  It is a motivational, inspiring book.  Those who reviewed the book referenced to the many stories depicting today’s leaders.  Some said if you have read previous editions of the book, then the fourth edition was not necessary because the authors present the same principles with new stories.  Overall, the reviews I found were in support of the leadership studies conducted by Kouzes and Posner.