Power and Politics in Project Management by maclaren1


									                        The 21 Irrefutable Laws of Leadership
                                  By John C. Maxwell

1. The Law of the Lid: Leadership ability determines a person’s level of effectiveness
    Leadership ability is the lid on personal and organizational effectiveness.
    Personal and organizational effectiveness is proportionate to the strength of
    To change the direction of the organization, change the leader.

2. The Law of Influence: The true measure of leadership is influence—nothing more,
nothing less
    If you don’t have influence, you will never be able to lead others
    Five myths about leadership:
           1. The management myth. Here are the truths:
                The best way to test whether a person can lead rather than just manage
                    is to ask him to create positive change.
                Managers can maintain direction, but they can’t change it.
                To move people in a new direction, you need influence
           2. The entrepreneur myth. Here are the truths:
                Not all salespeople and entrepreneurs are leaders.
                People may be buying into what they have to sell, but they aren’t
                    following them
           3. The knowledge myth. Here are the truths:
                Those who possess knowledge and intelligence aren’t necessarily
                The ability to lead equates to leadership.
           4. The pioneer myth. Here are the truths:
                Misconception: Anyone who is out in front of the crowd is a leader.
                Being first isn’t always the same as leading.
                To be a leader, a person has to not only be out front, but also have
                    people intentionally coming behind him, following his lead, and action
                    on his vision.
           5. The position myth. Here are the truths:
                Leadership is not based on position.
                It’s not the position that makes the leader; it’s the leader that makes
                    the position.
    Hard work is required to gain influence and earn the right to become the leader.
    The very essence of all power to influence lies in getting the other person to
    He who thinks he leads, but has no followers, is only taking a walk.

3. The Law of Process: Leadership develops daily, not in a day
    Leadership is like investing, it compounds.
    Becoming a leader is a lot like investing successfully in the stock market. If your
      hope is to make a fortune in a day, you’re not going to be successful.

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      Leaders are learners.
      The four phases of leadership growth:
       1. Phase 1—I don’t know what I don’t know
                As long as a person doesn’t know what he doesn’t know, he doesn’t
       2. Phase 2—I know what I don’t know
                We are placed in a leadership position and discover that no one is
                   following us; we need to learn how to lead.
       3. Phase 3—I grow and know and it starts to show
                You recognize your lack of skill and begin the daily discipline of
                   personal growth in leadership.
                Start paying the price now; it won’t happen in a day.
                You’re pretty effective as a leader, but you have to think about every
                   move you make
       4. Phase 4—I simply go because of what I know
                Your ability to lead becomes almost automatic.
                Get there by obeying the Law of Process and pay the price.
      To lead tomorrow, learn today.
      Your leadership ability is not static; no matter where you’re starting from, you can
       get better.
      Champions don’t become champions in the ring—they are merely recognized

4. The Law of Navigation: Anyone can steer the ship, but it takes a leader to chart the
    Navigators see the trip ahead.
    A leader is one who sees more than others see, who sees farther than others see,
        and who sees before others do.
    Navigators draw on past experience.
    Navigators listen to what others have to say.
    Navigators examine the conditions before making commitments.
    Navigators make sure their conclusions represent both faith and fact.
    Navigation strategy: (PLAN AHEAD)
           o P—Predetermine a course of action
           o L—Lay out your goals
           o A—Adjust your priorities
           o N—Notify key personal

          o A—Allow time for acceptance
          o H—Head into action
          o E—Expect problems
          o A—Always point to the successes
          o D—Daily review your plan
      The secret to the Law of Navigation is preparation

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      It’s not the size of the project that determines its acceptance, support and success;
       it’s the size of the leader.

5. The Law of E.F. Hutton: When the real leader speaks, people listen.
    Don’t assume that everyone will follow you just because you are the appointed
    The real leader holds the power, not just the position.
    Being in power is like being a lady. If you have to tell people you are, you aren’t.
    If you see a disparity between who’s leading the meeting and who’s leading the
       people, then the person running the meeting is not the real leader.
    How to figure out who is the real leader: When somebody asks a question, who
       do people watch? Who do they wait to hear? The person they look to is the real
    The real test of leadership isn’t where you start out. It’s where you end up.
    The proof of leadership is found in the followers.
    Two kinds of leaders:
           o Positional leaders:
                   Speak first
                   Need the influence of the real leader to get things done
                   Influence only the other positional leaders
           o Real leaders:
                   Speak later
                   Need only their own influence to get things done
                   Influence everyone in the room
    Seven key areas that cause real leaders:
       1. Character—who they are
                Leadership always begins with the inner person
                People sense the depth of his character
       2. Relationships—who they know
                You’re a leader only if you have followers, and that always requires
                  the development of relationships.
                The deeper the relationship, the stronger the potential for leadership.
       3. Knowledge—what they know
                Knowledge alone won’t make someone a leader, but without it, you
                  can’t become one
                You need a grasp of the facts, and understanding of the factors
                  involved, and a vision for the future.
       4. Intuition—what they feel
                Leadership demands an ability to deal with lots of intangibles.
                Leadership is more than just a command of data.
       5. Experience—where they’ve been
                The greater the challenges you’ve faced in the past, the more likely
                  followers are to give you a chance.
                Experience doesn’t guarantee credibility, but it encourages people to
                  give you a chance to prove that you are capable.

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       6. Past Success—what they’ve done
           A good track record speaks to followers.
           When you extend yourself, take a risk and succeed, followers have another
             reason to trust your leadership ability and listen to what you have to say.
       7. Ability—what they can do
           The bottom line for followers is what a leader is capable of.
           As soon as they no longer believe you can deliver, they will stop listening.

6. The Law of Solid Ground: Trust is the foundation of leadership
    When it comes to leadership, you just can’t take shortcuts, no matter how long
       you’ve been leading your people.
    To build trust, a leader must exemplify competence, connection and character.
    Character communicates consistency.
    Character makes trust possible. And trust makes leadership possible.
    Character communicates respect.
    How do leaders earn respect? By making sound decisions, admitting their
       mistakes, and putting what’s best for their followers and the organization ahead of
       their personal agendas.

7. The Law of Respect: People naturally follow leaders stronger than themselves
    Leaders go their own way when a group first comes together.
    Soon people change direction to follow the strongest leaders.
    People naturally align themselves and follow leaders stronger than themselves.

8. The Law of Intuition: Leaders evaluate everything with a leadership bias
    Leadership intuition is often the factor that separates the greatest leaders from
       merely the good ones.
    Based on facts, plus instinct and other intangible factors.
    The best leaders read and respond.
    A leader has to read the situation and know instinctively what play to call.
    Natural ability and learned skills create an informed intuition that makes
       leadership issues jump out to leaders.
    Leaders are readers of their situation.
    Leaders are readers of trends.
    Leaders are readers of their resources.
    Leaders are readers of people.
    Leaders are readers of themselves.
    Who you are dictates what you see.
    Three levels of leadership intuition:
       1. Those who naturally see it
               Leaders born with exceptional leadership gifts. They can build upon it
                   and become world-class leaders of the highest caliber.
       2. Those who are nurtured to see it
               Abilities can be nurtured and developed.
               Develop your intuition.

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       3. Those who will never see it
               Don’t have a leadership bone in his body and who has no interest in
                  developing skills necessary to lead.
      Leaders solve problems using the Law of Intuition.
      Leadership is more art than science.

9. The Law of Magnetism: Who you are is who you attract
    Effective leaders are always on the lookout for good people.
    Who you get is not determined by what you want. It’s determined by who you
    It is possible for a leader to go out and recruit people unlike himself, but those are
       not the people he will naturally attract.
    If you think your people are negative, then you better check your attitude.
    You and the people who follow you share common ground in several of these key
       areas: attitude, generation, background, values, life experience, leadership ability
    The better leader you are, the better leaders you will attract.
    If you think the people you attract could be better, then it’s time for you to
       improve yourself.

10. The Law of Connection: Leaders touch a heart before they ask for a hand
     You can’t move people to action unless you first move them with emotion. The
      heart comes before the head.
     The stronger the relationship and connection between individuals, the more likely
      the follower will want to help the leader.
     Connect with people one at a time. To connect with people in a group, relate to
      them as individuals.
     It’s the leader’s job to initiate connection with the people.
     The tougher the challenge, the greater the connection.
     People don’t care how much you know until they know how much you care.
     To lead yourself, use your head; to lead others, use your heart.

11. The Law of the Inner Circle: A leader’s potential is determined by those closest to
     Every organization has an inner circle.
     Try to bring five types of people into your inner circle:
          1. Potential value—those who raise up themselves
          2. Positive value—those who raise morale in the organization
          3. Personal value—those who raise up the leader
          4. Production value—those who raise up others
          5. Proven value—those who raise up people who raise up other people
     Never stop improving your inner circle.
     Hire the best staff you can find, develop them as much as you can, and hand off
      everything you possibly can to them.

12. The Law of Empowerment: Only secure leaders give powers to others

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      The best executive is the one who has sense enough to pick good men to do what
       he wants done, and self-restraint enough to keep from meddling with them while
       they do it.
      The people’s capacity to achieve is determined by their leader’s ability to
      Barriers to empowerment:
           o Desire for job security
           o Resistance to change
           o Lack of self-worth
      The only way to make yourself indispensable is to make yourself dispensable.

13. The Law of Reproduction: It takes a leader to raise up a leader
     People cannot give to others what they themselves do not possess. Followers
      simply cannot develop leaders.
     Leaders who develop leaders:
          o See the big picture
          o Attract potential leaders
          o Create an eagle environment (ie, leader casts a vision, offers incentives,
             encourages creativity, allows risks, and provides accountability)

14. The Law of Buy-In: People buy into the leader, then the vision
     The leader finds the dream and then the people. The people find the leader and
      then the dream.
     People don’t at first follow worthy causes. They follow worthy leaders who
      promote worthwhile causes.
     People want to go along with people they get along with.
     When followers don’t like the leader or the vision, they look for another leader.
     When followers don’t like the leader but they do like the vision, they still look for
      another leader.
     When followers like the leader but not the vision, they change the vision.
     When followers like the leader and the vision, they will get behind both.
     You don’t get credit for being “right”. Your success is measured by your ability
      to actually take the people where they need to go. But you can do that only if the
      people first buy into you as a leader.

15. The Law of Victory: Leaders find a way for the team to win.
     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.
     Three components of victory:
          1. Unity of vision
          2. Diversity of skills
          3. A leader dedicated to victory and raising players to their potential.
     Leaders who practice the Law of Victory have no Plan B. That keeps them

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16. The Law of the Big Mo: Momentum is a leader’s best friend
     It takes a leader to get things started.
     Leaders always find a way to make things happen.
     Two keys: preparation and motivation.
     Momentum makes leaders look better than they are. Followers look past
      shortcomings and forget about the mistakes the leader has made.
     Momentum helps followers perform better than they are.
     Momentum is easier to steer than to start.
     Momentum is the most powerful change agent.

17. The Law of Priorities: Leaders understand that activity is not necessarily
     A leader is the one who climbs the tallest tree, surveys the entire situation, and
      yells, “Wrong jungle!”
     To be effective, leaders must order their lives according to these three questions:
          1. What is required?
           Anything required that’s not necessary for you to do personally should be
              delegated or eliminated.
          2. What gives the greatest return?
           Spend most of your time working in your areas of greatest strength.
          3. What brings the greatest reward?
           The things that bring the greatest personal reward are the fire lighters in a
              leader’s life.

18. The Law of Sacrifice: A leader must give up to go up
     You have to give up to go up.
     One sacrifice seldom brings success.
     Sacrifice is an ongoing process, not a one-time payment.
     When you become a leader, you lose the right to think about yourself.
     If leaders have to give up to go up, then they have to give up even more to stay
     For everything you have missed, you have gained something else; and for
      everything you gain, you lose something.
     The higher the level of leadership people want to reach, the greater the sacrifices
      they will have to make.

19. The Law of Timing: When to lead is as important as what to do and where to go
     Timing is everything.
     The wrong action at the wrong time leads to disaster.
     The right action at the wrong time brings resistance.
     The wrong action at the right time is a mistake.
     The right action at the right time results in success.

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20. The Law of Explosive Growth: To add growth, lead followers—To multiply, lead
     Leaders who develop followers add one at a time.
     Leaders who develop leaders multiply their growth.
     Leaders who develop followers:
          o Need to be needed
          o Focus on weaknesses
          o Develop the bottom 20 percent
          o Treat their people the same for “fairness”
          o Hoard power
          o Spend time with others
          o Grow by addition
          o Impact only people they touch personally
     Leaders who develop leaders:
          o Want to be succeeded
          o Focus on strengths
          o Develop the top 20 percent
          o Treat their leaders as individuals for impact
          o Give power away
          o Invest time in others
          o Grow by multiplication
          o Impact people far beyond their own reach

21. The Law of Legacy: A leader’s lasting value is measured by succession
     Leaders who leave a legacy of succession:
          o Lead the organization with a “long view”
          o Create a leadership culture
          o Pay the price today to assure success tomorrow
          o Value team leadership above individual leadership
          o Walk away from the organization with integrity
     A legacy is created only when a person puts his organization into the position to
      do great things without him.

Conclusion: Everything rises and falls on 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.

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