A third line of thinking about leadership focuses on the group. This group approach, as it may be called, leads us to seeleadership in terms of functions that meet group needs: what has to be done. In fact, if you look closely at matters involving leadership, there are always three elements or variables:■ the leader – qualities of personality and character;■ the situation – partly constant, partly varying;■ the group – the followers: their needs and values.In fact, work groups are always different, just as individuals are. After coming together they soon develop a group personality, so that who works in one group may not work in another. All groups and organisations are unique. But that is only half of the truth. The other half is that work groups – like individuals – have certain needs in common. There are three areas of overlapping needs that are centrally important, as illustrated in Figure 3.1.Task needWork groups and organisations come into being because there is a task to be done that is too big for one person. You can climb a hill or small mountain by yourself, but you cannot climb Mount Everest on your own – you need a team for that. Why call it a need? Because pressure builds up a head of steam to accomplish the common task. People can feel very frustrated if they are prevented from doing so.Team maintenance needThis is not so easy to perceive as the task need; as with an iceberg, much of the life of any group lies below the surface. The distinction that the task need concerns things and the team maintenance need involves people does not help much. Again, it is best to think of groups that are threatened from without by forces aimed at their disintegration or from within by disruptive people or ideas. We can then see how they give priority to maintaining themselves against these external or internal pressures, sometimes showing great ingenuity in the process. Many of the written or unwritten rules of the group are designed to promote this unity and to maintain cohesiveness at all costs. Those who rock the boat or infringe group standards and corporate balance may expect reactions varying from friendly indulgence to downright anger. Instinctively a common feeling exists that ‘United we stand, divided we fall’, that good relationships, desirable in themselves, are also an essential means towards the shared end. This need to create and promote group cohesiveness I have called the team maintenance need. After all, everyone knows what a team is.Individual needsThirdly, individuals bring into the group their own needs – not just the physical ones for food and shelter (which are largely catered for by the payment of wages these days) but also the psychological ones: recognition; a sense of doing something worthwhile; status; and the deeper needs to give to and receive from other people in a working situation. These individual needs are perhaps more profound than we sometimes realize. They spring from the depths of our common life as human beings. They may attract us to, or repel us from, any given group. Underlying them all is the fact that people need one another not just to survive but to achieve and develop personality. This growth occurs in a whole range of social activities – friendship, marriage and neighbor hood – but inevitably work groups are extremely important because so many people spend so much of their waking time in them.
LMC explains Adair's model of Leadership FunctionsA business tool that describes the three core roles of leadership as overlapping and interdependent spheres. The model´s 3 spheres are: achieving the task, building and maintaining the team, and developing the individual. These areas are mutually dependant and equal. In addition to these three roles, Adair identified eight vital leadership functions or behaviour types. These functions are: defining the task, planning, briefing, controlling, evaluating, motivating, organising and providing examples.Core RolesAchieving the task is dependent not only on a clear plan, but on individuals being motivated and the group pulling together. The group can only effectively operate if the task is achievable and well defined and the individuals are motivated. The individuals’ development and motivation require the task to be clear and achievable and the group to be supportive and effective. In this sense, each role needs to be functioning effectively in order that the other two areas be satisfied. To achieve this equilibrium, the leader must continually perform the eight leadership functions:Defining the task: This sets a clear objective allowing the group and the individual to have a collective goal.Planning: Both leader and team need to be aware of timescales and responsibilities to achieve cohesion, efficiency and clarity of procedure.Briefing: Giving and receiving information and summarising ideas. This benefits individuals by a sense of inclusion and teams by sharing information as a sign of democracy.Controlling: The leader needs to exercise self control, but also needs to implement effective control systems on the group and individuals. This ensures standards are met to achieve the task, and builds confidence in the leadership capabilities from the individuals and teams.Evaluating: Continual evaluation of individual and group performance is essential for developing and maintaining standards and skills.Motivating: Leaders can benefit teams and individuals through reconciling disagreements and providing encouragement through setting realistic targets and communication feedback.Organising: Efficient allocation of people, time and resources benefits the task in terms of making it more achievable and individuals and teams by providing a clear action plan.Providing examples: Leading by example builds credibility with teams and individuals and helps build motivation and efficiency in individuals.The model demonstrates the unity of leadership and shows how acting on any one of the eight functions or behaviours by the leader has a knock-on effect across the three core areas. The tool provides an integrated approach to leadership and is relevant for all team members and leaders.
Leadership and The Iron Hand of MarsThe Leadership FunctionIn this part of examining the issues raised in Lindsey Davis's novel The Iron Hand of Mars, we will be taking a look at Leadership, or more specifically, leadership by historical and fictional characters as presented in this work of historical fiction. Due the nature of the environment (Rome and its military legions, and the activities thereof) observations about the nature of leadership generally, are raised.Well, what is leadership? In modern parlance, we might take a simple example and say that management says a ladder has to be placed up against a wall. Leadership says, this ladder up against that wall. In order for the leadership to be able to lead and give directions, the leader has to attend to various needs, and we might summarise those as task needs, individual needs and group needs. And in order for the group task to be completed efficiently and effectively, all three needs have to be considered, prepared for and attended to.Leadership Functions see tableLeadership Character and Actions see tableLet us look at an example from this era. The Batavian Revolt was led by Julius Civilis. Camillus Justinus is discussing this issue with Falco:"You know, Julius Civilis is a member of the Batavian royal family. He spent twenty years in Roman military camps, leading auxiliaries for us. When the recent upsets started, hos brother Paulus was executed as a troublemaker by the then Governor of Lower Germany, FonteiusCapito. Capito sent Civilis himself in chains to Nero.Were they trouble makers at that stage?The evidence suggests it was a trumped up charge, ... FonteiusCapito was a highly dubious governor. You know he was court marshalled and killed by his own officers? He had a reputation for governing greedily, but I can't tell you whether that was justified. Galba omitted to investigate his execution so perhaps it was.The narrative is replete with examples of poor leadership (PetiliusCerialis, Varus, Galba, Otho, Vitellus, the headstrong XIV Gemina, and poor leadership by legion prefects such as SextusJuvenalis and PoeniusPostumus of the II Augusta). The legate FloriusGracilis, all virile sports and loud noise, loses his life by taking favours and not pursuing his duty and task. In large degree, the narrative is a fictional exploration of certain questions about the region arising from the histories of Taticus. Taticus himself records that PetiliusCerialis was "off with his fancy bit" the night his legion was attacked by Civilis and his barbarians.There is a very strong characterisation of Q. Camillus Justinius, brother of Helena Justina and second son of the Senator Verus Camillus. It will be interesting to see if these strong qualities endure in this character in the other novels.Leaders with good character and integrity can achive the task results and create an enviroment wherein all can experience the fruits of leadership. A good leader gives up any idea of self-sastifaction and possessiveness, and wins approabation by striving for the well being of society. As we have seen in this narrative repeatedly, effective leadership is critical to mission success.
A SPECIAL REPORT FROM DDI’SGLOBAL LEADERSHIP FORECAST 2011In this research brief we share data from DDI’s Global Leadership Forecast 2011 with survey responses from 1,897 HRprofessionals and 12,423 leaders from 74 countries. The focus of the Global Leadership Forecast is on organizationaltrends and best practices around building leadership bench strength. This brief focuses on differences regardingage/generations that were uncovered in the forecast study. For purposes of this study, the generations were broken out bybirth year as follows:• Generation Y (1981-2002)• Generation X (1965-1980)• Baby Boomers (1946-1964)• Traditionalists (1927-1945)For more information on the Global Leadership Forecast, including the full global report, please visit www.ddiworld.com/glf2011.A FAST-RISING GENERATION OF LEADERSGeneration Y (a.k.a. Gen Y, Generation Next, or Millennials) comprises roughly 25 percent of the world’s population, numbering over 1.7 billion (Puybaraud, 2010). This group of individuals is now in the workforce and they are making their presence known. But are organizations taking advantage of all this generation has to offer? The research would say “no.” Of all leaders surveyed, those in Gen Y were found to be the least engaged in their jobs (Figure 1), though members of this generation are heavily engaged in technology and social networks in their personal lives. They also value the workplace as a source of learning and development, as well as a way to network and socialize with others (Puybaraud, 2010). They may be young (mostly under the age of the 30), but they are driven and have a clear focus on where they want their careers to go (Bissett-Powell, 2010). Unfortunately, organizations are falling short when it comes to engaging these leaders and harnessing their potential. Gen Y leaders are in a unique position because not only are they new leaders, but they also have before them an unprecedented opportunity as organizations have begun to identify potential in leaders earlier in their careers. This is reflected in the 42 percent of Gen Y leaders in the Forecast who indicated that their organization had identified them as high-potentials, and also in the nearly 80 percent that have been promoted one or more times in the past year. These leaders have been identified as critical talent for future organizational success. When comparing their importance to their level of engagement, and the fact that organizations are already concerned about their future bench (only 18 percent rate it as strong in the survey), organizations must find a way to re-engage these leaders, and help guide their careers. In this report we explore some of the differences in how Gen Y views themselves (as compared to other generations in the workforce—Generation X, Baby Boomers and Traditionalists), and what they are asking for from their employers
Low satisfaction with the effectiveness of leadership development.Only 35 percent of HR professionals reported that the quality of leadership development they were delivering to their leaders was high. (See Figure 1). And, in spite of spending an estimated 14 billion dollars on leadership development worldwide, the quality has not changed since 2006. Worse, only 1 in 3 leaders feel they are getting value from the development they are receiving!
Ineffective development impacts current leadership quality and future bench strength.With only 1 in 3 leaders satisfied with their development, it’s not surprising they are also concerned about the overall quality of leadership in their companies. As shown in figure 2, a little more than one in three rated the quality of leadership in their organizations as very good or excellent, with no change since 2009. HR is even more critical with only 1 in 4 satisfied with quality of leadership in their companies. Even more concerning, only 18% of HR respondents feel their companies have the quantity and quality of leaders they will need to run their companies 3 to 5 years out.
HOW CAPABLE IS GENERATION Y?The Global Leadership Forecast 2011 asked respondents to rate which skills wouldbe most critical for future success. Figure 2 shows the five skills that rose to the topglobally, and how effective Gen Y leaders feel they are in these skills as compared toall other workforce generations. Gen Y is the least confident in their skills, exceptwhen it comes to fostering creativity and innovation. In general, Gen Y leaders havebeen shown to have a penchant for innovation (Heinl, 2010), but as leaders, theyneed to do more than be innovative. They need to understand what it means tofoster an environment with their teams and workgroups where innovation andcreativity can flourish. The fact that only 50 percent of these leaders are confident intheir skills related to fostering creativity and innovation means organizations need tohelp these leaders understand what’s required of them, and how their leadershiproles can enhance or destroy innovative ideation that comes from their direct reportsand teams.
These priorities indicate that Indonesian organizations focused in the recent past on talent. When asked about future needs, Indonesian leaders changed their focus somewhat (see Figure 8). The skills Indonesia’s leaders identifiedas the most critical for success in the next three years are more progressive. Their top three skills were:1) Driving and managing change2) Fostering creativity and innovation3) Identifying and developing future talent
Briefly, these are the aspects:Meaning. The sense of meaning is what inspires women leaders,guides their careers, sustains their optimism, generates positiveemotions, and enables them to lead in creative and profound ways.Framing. To sustain herself on the path to leadership and to functionas a leader, a woman must view situations clearly, avoidingdownward spirals, in order to move ahead and create solutions.Connecting. Nobody does it alone. Women leaders make meaningfulconnections to develop sponsorship and followership, colleaguesand supporters, with warmth and humanity.Engaging. Successful leaders take ownership for opportunitiesalong with risks. They have a voice and they use it.They’re alsoadaptive and collaborative.Energizing. To succeed long-term and to accommodate familyand community responsibilities, women leaders learn to managetheir energy reserves and to tap into flow
The role of management is still in yesteryear mode.Gary Hamel, noted author and professor is on a march to change the way we think of management. In his new book “The Future of Management ”, he claims that “Right now, your company has 21st century, internet-enabled business processes, mid-20th century management processes, all built a top 19th century management principles.” In his book, he discusses some of the disablers of progressive management. We partnered with Gary Hamel and his Management Lab to see which of these disablers are most prominent. Figure 6 shows that the majority of critical decisions are still made at the top and the majority of leaders still feel that their organizational structures are siloed and inflexible. Given the speed of business and the growing access we all have to critical information on just about anything, we need nimble organizations with associates who are trusted to make key business decisions at the lowest level.
Management CultureTo this point, we have established leadership development and strategic talent management as major drivers for building leadership capability in organizations. But talent doesn’t work in a vacuum. An organization’s culture plays a large role in creating an environment that allows all leaders and employees to live up to their fullest potential. Even the most capable people cannot thrive in a culture that does not allow them to make decisions, influence others, and do their jobs effectively.We partnered with influential business thinker and professor Gary Hamel, author of The Future of Management, and his Management Lab to identify the key factors that either facilitate or hinder how the work of management is carried out. The factors that impede leaders from being effective include, but are not limited to, the bureaucracy of processes in organizations, leaders’ level of influence, and the extent to which values are shared throughout the organization. These factors affect an organization’s culture and can serve to either allow leaders to thrive orto stifle them.Leaders around the world were asked to rate their organization’s management culture by choosing one of two statements. For example, they were asked to choose which statement best describes their organization: “Organizational structure is fluid, flexible, and nimble” or “Organizational structure is siloed, rigid, and hierarchical” (see Table 2 for a complete list of statements and factors). Only the more effective of the two statements is presented in Figure 18. Leaders in Singapore report that their organization stands behind shared values and aspirations that are meaningful across the company and that management processes are a major competitive advantage compared to other organizations around the globe. However, similar to other organizations, a major pain point for Singapore organizations was opening up decision making to have more open discussions about key strategic decisions (only 40 percent of Singapore leaders described their rganization as doing this). This probably reflects the fact that decision making is often pushed to senior levels in organizations, and while there is a strong execution focus, there is also a strong risk-averse nature amongst leaders in Singapore organizations.Organizations were split into three groups based on their leaders’ ratings of management culture. Leader scores for management culture statements were aggregated by organization, and organizations were labeled as low (leaders choosing the more effective statement 0–2 times), medium (3–5 times), or high (6–8 times) in terms of management culture effectiveness.
Leadership quality doesn’t just affect the bottom line; it also affects the retention of the organization’s employees as well as its leaders’ engagement and passion. Organizations with higher quality leadership retained more employees than their competition, and they also had more engaged and passionate leaders (see the global report for more details). Given the importance of leadership for ensuring business success, this question needs to be answered: What can organizations do to improve leadership quality?The Global Leadership Forecast 2011 uncovered three key drivers of leadership quality (see Figure 5):1) Leadership development2) Talent management systems and practices3) Management cultureTo achieve high-quality leadership, organizations need effective leadership development and talent management systems in the areas of selection, performance management, and succession management. Also, for leaders to fulfill their potential to drive the business, management needs to ensure that the organization’s culture gives people the freedom and opportunities they need to be effective. These three key drivers provide the structure for the remainder of this report.
LEADERSHIP DEVELOPMENTAccording to the leaders who participated in the global study, leadership development programs were the primary determinant of leadership quality in organizations. Based on the global sample, leaders in organizations with more effective leadership development programs were eight times more likely to rate the quality of their leaders as very good or excellent. What, then, is happening now with organizations’ leadership development efforts? Perhaps in response to the low quality of leadership, far more organizations in Indonesia increased their leadership development budgets in 2011 compared to other organizations around the world. Also, more Indonesian organizations plan to ramp up spending in this area in the coming year (see Figure 6). In 2009 many organizations, especially multinational ones, restrained their development budgets as the global economic crisis unfolded. With the crisis easing in 2010, these organizations have refocused on employee development.
Higher Quality Leadership = Superior Business Performance.Although it is evident we still have a long journey ahead of us, the benefits of driving better leadership are enormous. We divided our sample into thirds based on overall leadership quality. Figure 7 compares those organizations that were in the top third with those in the bottom third. The percentage in the table reflects the percentage of organizations that are outperforming others in each performance factor (with the exception of engagement, see note below). One new measure we put in place this year is passion. Passion simply means that those in leadership positions are committed to, and enjoy their roles as leaders for the right reasons: helping see their company, teams and each individual they manage succeed
In terms of strategic leaders in schools their role should encompass five elements as defined by Cross (2007, p. 26) (Fig. 2.3) Strategic leadership is about moving the school onto a new and desirable future and this can only be achieved by having great people in the organization. Being a talent manager is the cornerstone of a strategic leader’s success.
Development is only part of the equation for high quality leadership.Developing leaders is a critical component to building current and future bench strength. But, it is only one of a number of components of an effective talent management system. As figure 5 shows, selecting the “right leaders,” ongoing performance management and succession management are actually considered to be slightly more important to future organizational success than development programs. However, once again, the news is not good here. HR respondents to the survey overwhelmingly feel their organizations are not effective in any of these crucial systems. Only performance management made it over the 40% effectiveness mark. All of the development in the world will not compensate for poor hiring and promotion decisions. And unless organizations place more emphasis on a multiple-level approach to succession, the poor ratings of future leadership bench strength are unlikely to change
Development approaches: Classroom still at the top.Figure 4 shows the frequency with which various development methods are used (according to HR professionals) and their perceived effectiveness (according to leaders). Formal training (e.g. classroom learning) topped the list, followed by coaching from managers and special projects. We are sometimes too quick to criticize formal learning with the numerous learning 2.0 and e-learning options that are more in vogue. The good news is that in the eyes of leaders, we are doing a good job of delivering effective formal learning (73% of leaders rated their formal learning experiences as effective/very effective). Of course, no one method is sufficient. Our research showed that it is a combination of the right activities that lead to the highest payoff.
The TEN GOLDEN RULES will enhance your Listening and Leading life because they are: LEARNABLE and simple to understand PRACTICAL and can be applied anywhere, anytime andwith anyone INVALUABLE and provide and unquestionable “edge” to leadership success TEACHABLE to everyone you lead, and in turn to everyone they lead across organizational levels, generations and cultures.
Global leadership forecast 2012
The Talent Issue in 2012 : Leadership
Current Situation http://2012earth.net/global_economic_crisis_2012.html2 12/1/2011
How we do treat the problems ? Undesirabl Desirable e Expected Expected Desirable Unexpecte Crisis d firstname.lastname@example.org 12/1/2011
The World is Facing an Economic Crisis4 12/1/2011
Matching Key Business Goals with Executive Talent Mission – Critical Corporate Objectives for 2012 1. Attracting new customers / Increasing market share 2. Expanding Existing products and services 3. Launching new products and services 4. Focusing on our current core competencies, products and services 5. Investing in innovation to develop new competencies, products or services for the future AND Investing in / fostering innovation (tie) Most Sought – After and Hardest to Find Executive Characteristics, according to executive search consultants Most Sought After by Employers Hardest to find for recruiters 1. Ability to build and lead high 1. Industry – specific experience performance teams 2. Ability to build and lead high 2. Industry – specific experience performance teams 3. Leadership skills 3. Strategy and execution leadership 4. Strategy and execution leadership 4. Leadership skills 5. Change agent 5. Functional / technical expertise8 1 9 T H A N N U A L E X E C U N E T R E P O R T 2011 Executive Job Market Intelligence Report 12/1/2011
Leadership Function http://www.lmcuk.com/insight/a-lesson-in-leadership-and-change11 12/1/2011
Engagement Level by Generation 52% 36% 25% 20% Gen Y Gen X Baby Boomers Traditionalists Global Leadership Forecast 2011 Jazmine Boatman, Ph. D., Rich Wellins, Ph. D., and Aviel Selkovits DDI Report13 12/1/2011
Effectiveness of Leadership Development 6% 7% 29% 30% Very High High 40% 44% Moderate 18% Low 14% 7% 5% Very Low HR LDR Development Dimensions International, Inc., MMXI. All rights reserved.14 12/1/2011
Overall Quality of Leadership 4% 7% 22% Excellent 31% Very Good 43% 39% Good Fair 28% 21% Poor 3% 3% HR LDR Development Dimensions International, Inc., MMXI. All rights reserved.15 12/1/2011
Confidence in Skills most Needed for Future Success 61% Executing organizational strategy 52% 58% Coaching and developing others 50% 49% Fostering creativity and innovation 50% 58% Identifying and developing future talent 51% 58% Driving and managing change 50% Others Gen Y Development Dimensions International, Inc., MMXI. All rights reserved.16 12/1/2011
Critical Skills Needed in The Next 3 years 48% 1. Driving and managing change 40% 36% 2. Identifying and developing future talent 32% 35% 3. Fostering creativity and innovation 39% 32% 4. Coaching and developing others 26% 32% 5. Executing organizational strategy 30% 26%6. Building customer satisfaction and loyalty 16% 24% 7. Improving employee engagemen 27% 23% 8. Making difficult decisions 22% Global Indonesia Percent of Leaders Who Report the Skill as Most Critical (order based on the global findings Globalleadershipforecast2011 Indonesia Highlights17 12/1/2011
The Essentials of Executive Potential18 12/1/2011
Percentile Ranking 91 ….Five ….Four 89 ….Three 81 ….Two 72 Leader with One 64 Leader with No outstanding 34 Strengths19 12/1/2011
Five dimension of Leadership Adaption from five aspects of the centered leadership model and how they interact, McKinsey’s & Company Center21 12/1/2011
What Skills will Magnify My Strengths ?22 12/1/2011
What Skills will Magnify My Strengths ?23 12/1/2011
Management Culture Killers Strategic and key business decisions are made mostly by those in positions of power, with very few opportunities for open discussion 61 Organizational structure is soloed, rigid, and % hierarchical 54 Our management processes (e.g., strategic % planning) are highly bureaucratic and often a nuisance 44 Senior leaders are the primary visionaries % and creators 43 We almost exclusively focus on top/bottom- % line growth 41 Power and influence are held by those who % value the status quo 38 Status and influence are based on a % person’s formal position and accumulated power 37 Our company has a set of values and % aspirations, but they hold little meaning to most employees 32 % ● Percent of Leaders Who Agree with Statement Development Dimensions International, Inc., MMXI. All rights reserved.24 12/1/2011
Management Culture Statements by Factor globalleadershipforecast2011_singaporehighlights_tr_ddi.pdf25 12/1/2011
Driving Business Through Leadership Practices Globalleadershipforecast2011 Indonesia Highlights26 12/1/2011
2011 and 2012 Leadership Development Budget Changes Globalleadershipforecast2011 Indonesia Highlights27 12/1/2011
Payoff of Higher Leadership Quality Note*: Employee engagement reflects percent that are highly engaged Development Dimensions International, Inc., MMXI. All rights reserved.28 12/1/2011
5th Level of Leadership Follow because they ADORE you 5. Person Hood Follow becausethey BELIEVE in you 4. People Development 3. Production Follow because 2. they TRUST in Permission you Follow because they LIKE you 1. Position Follow because they HAVE TO The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You John C. Maxwell 30 12/1/2011
Importance / Effectiveness of Talent Management Development Dimensions International, Inc., MMXI. All rights reserved.33 12/1/2011
Frequency and Effectiveness of Various Development Methods Formal 81% workshops, courses, seminars 73% Coaching from managers 68% 63% Special projects or 68% assignments 66% Movement to a different position to develop targeted 47% 47% skills Web-based learning 43% (online, self-study courses) 44% Coaching with internal coaches (other than your 39% 45% manager) Coaching with external 27% coaches 37% Virtual classroom 27% 28% Percent of organizations that use the method often Development Dimensions International, Inc., MMXI. All rights reserved.34 12/1/2011
Leadership Communication Model Leadership Process Communication Action Visualizing and Verbalizing the Vision message Describing the steps the Plan organization needs to take to fulfill the vision Defining individual roles and team Delegate responsibilities Coach Advising, counseling and listening Recognize the contributions of Motivate others35 12/1/2011
Communication Paradigm Shift PAST TODAY • Point-to-point • Context based • Linear • Temporal • Pre-defined • Emergent • Prediction • Responsiveness LINEAR WORK CREATIVE WORK WHAT IS THE SEQUENCE? WHAT IS THE CONTEXT?36 12/1/2011
The 21 Irrefutable Laws of Leadership are Leadership ability determines a person’s level 1. The Law of the Lid of effectiveness The true measure of leadership is influence – 2. The Law of Influence nothing more, nothing less 3. The Law of Process Leadership develops daily, not in a day Anyone can steer the ship, but it takes a 4. The Law of Navigation leader to chart the course. 5. The Law of E.F. Hutton When the real leader speaks, people listen 6. The Law of Solid Ground Trust is the foundation of leadership People naturally follow leaders stronger than 7. The Law of Respect themselves Leaders evaluate everything with a leadership 8. The Law of Intuition bias 9. The Law of Magnetism Who you are is who you attract Leaders touch a heart before they ask for a 10. The Law of Connection hand38 12/1/2011
The 21 Irrefutable Laws of Leadership are cont’ 11. The Law of the Inner • A leader’s potential is determined by those Circle closest to him 12. The Law of Empowerment • Only secure leaders give power to others 13. The Law of Production • It takes a leader to raise up a leader 14. The Law of Buy-In • People buy into the leader, then the vision 15. The Law of Victory • Leaders find a way for the team to win. 16. The Law of the Big Mo • Momentum is a leader’s best friend • Leaders understand that activity is not 17. The Law of Priorities necessarily accomplishment 18. The Law of Sacrifice • A leader must give up to go up • When to lead is as important as what to do and 19. The Law of Timing where to go 20. The Law of Explosive • To add growth, lead followers – to multiply, lead Growth leaders • A leader’s lasting value is measured by 21. The Law of Legacy succession The 21 Irrefutable Laws of Leadership by John Maxwell Natural Church Development – Empowering Leadership Review Notes Prepared by Greg Langille – July, 199939 12/1/2011