1. The document discusses John C. Maxwell's book "21 Irrefutable Laws of Leadership". 2. It provides a brief biography of Maxwell and overview of the book, noting that it contains real-life examples and principles that can be applied to any work environment. 3. The book explores 21 laws of leadership, including the Law of the Lid which says a leader's effectiveness is limited by their ability, and the Law of Process which states leadership develops through consistent small improvements over time.

1. 21 Irrefutable
Laws of Leadership
SUCIPTO ASAN
sucipto.asan@gmail.com
Leadership &
Talent Management
Consultant

2. JOHN C. MAXWELL
C
♦ Internationally recognized
leadership expert, speaker, and
author who has sold over 13
million books.
♦ founder of Maximum Impact
Inc. Injoy Stewardship Services
and EQUIP.
♦ Every year he speaks to Fortune
500 companies

3. THIS BOOK …
♦ About personal interpersonal and
personal,
organizational leadership.
♦CContains real life examples of leadership
i l lif l f l d hi
principles that are easily transferred to any
work environment.
k i
♦ Easy to read.
♦ The concepts had a lot of depth but
g
insightful.
♦ I call it the “Foundational book on leadership”

4. LEADERSHIP
♦ Leadership is influence; without influence
one cannot lead.
♦ Influence =“The ability to get followers”
♦ Influence to self, others, group,
organization, bigger community
i i bi i
♦ “He who thinks he leads, but has no
followers, is only taking a walk.”

5. 5 LEVEL OF LEADERSHIP
Follow because
they ADORE you
PERSONHOOD
Follow because
they BELIEVE
in you PEOPLE
DEVELOPMENT
PRODUCTION
Follow because
PERMISSION they TRUST in
Follow because you
they LIKE you
POSITION
Follow because
21 Irrefutable
they HAVE TO Laws of Leadership

6. INTRODUCTION
Maxwell states Good & Bad News for all to hear:
1 The laws can be learned
1. learned.
– Some are easier to understand and apply than others, but every one
of them can be acquired.
2. Can stand alone.
– Each law compliments all the others, but you don’t need one in
order to learn another.
3. Carry consequences with them
them.
– Apply the laws, and people will follow you. Violate or ignore
them, and you will not be able to lead others.
4. Can waste your time
– Once you learn the principles, you have to practice them and apply
principles
them to your life otherwise it useless.

7. THE 21 IRREFUTABE LAWS OF
LEADERSHIP (2008 Revised)
♦ The Law of
Addition
♦ The Law of
Picture

8. TODAY SESSION
The Law of The Law of The Law of
the Lid Process Navigation
The Law of The Law of
Inner Circle Empower

9. 1 Law of the Lid
1.
Leadership ability determines
personal and organizational level of
l d ll l f
effectiveness

10. 1. Law of the Lid
Leadership ability determines personal and organizational level of
effectiveness
Point of the Principle on the Lid
p
♦ An organization will never surpass the capabilities of its
leaders.
♦ If the leadership is strong, the lid is high
♦ The lower an individual's ability to lead, the lower the lid
on his potential.
potential
– if your leadership were an 8, your effectiveness can never be
greater than a 7.
– Your organization will never grow more than the 7
– Because you are the lid.
♦ The Lid represents the limit of our leadership abilities.

11. EXAMPLE
♦ Ray Kroc Vs Dick & Maurice McDonald
y
bersaudara.
– 1952, Mcdonald failed to expand their product with
Franchise Model.
– From 15 investors only 10 opened the restaurant.
– Their genius was in kitchen operational excellence
– 1955 Kroc had global vision, decided to make an
1955, vision
agreement with them and setup McDonald’s System Inc
& Hamburger University
– He brought the Master Franchise License at 1961
– In 4 years Korc succeed to open 100 restaurant and 4
years later 500 outlet
– Today Mcdonald has 21 000 outlets in 100 countries.
21,000 countries

12. SUCCESS WITHOUT EFFECTIVE
LEADERSHIP
10
9
8 The Lid:
The Ability to Lead
7
15 investors
5
10 outlets
tl t
y
4
3
2
T
1 Effectivity
1 2 3 4 5 6 7 8 9 10
Dedication Toward Success

13. SUCCESS WITH EFFECTIVE
LEADERSHIP
The Lid :
10 100 21,000
10
outlets
9
8
The Ability to Lead
7
5
y
4
3
2
T
1 Effectivity
1 2 3 4 5 6 7 8 9 10
Dedication Toward Success

14. Application
♦ Plenty of smart, talented, successful people are limited by
y , , p p y
their leadership ability.
♦ If you want to reach new level of effectiveness in your job
or organization, raise your lid.
i ti i lid
– Paradigm
– Attitude
– Habits
– Capabilities (Knowledge & Skills)
– Resources (People/leaders Time & Money)
(People/leaders,
♦ If you want to grow your company, uplift your lid

15. Questions for Reflection . . .
♦ What are the leadership lids in my life?
♦ How will I lift those lids? What do I need
to do?
♦ Who are the potential leader in my
organization should I groom?
i i h ld ?
♦ How do I groom them into effective
leader?

16. 2. L
2 Law of Process
fP
Leadership develops daily,
daily
not in a day.

17. 2. Law of Process
Leadership develops daily, not in a day.
♦ Leadership is not a one day thing; it's an every day thing.
p y g; y y g
♦ It's the disciplined, consistent effort to improve a little bit
each day that reaps great harvests over a lifetime.
♦ Do not expect the “Microwave” Leadership
♦ Even when someone is gifted with natural abilities, one
still has to build one s collection of leadership skills.
one’s skills

18. Example
♦ Abraham Lincoln
– From poor family President
♦ Jimmy Carter is one of the leaders who developed
through time.
– Awarded Nobel Peace Prize 2002
– Worldwide respect as leader of the Habitat for
Humanity organization.
♦ Al Gore – d f
G defeated b B h in Presidency
d by Bush i P id
Election
– Awarded Nobel Peace Prize 2007– persistency in
2007
raising the Global Warming Issue

19. THE FOUR PHASES OF
LEADERSHIP GROWTH:
♦ Phase 1 – Unconscious - Incompetence
♦ Phase 2 - Conscious - Incompetence
♦ Phase 3 - C
h Conscious- C
i Competence
♦ Phase 4 - Unconscious- Competence

20. GROWTH MOVEMENT
onscious
Unconsciou Co
us s
Comfort Zone
Incompetence Competence
♦To lead tomorrow, learn Today ;
Yesterday success not equal with tomorrow success

21. Application
♦ It is easy to see the end result, but is hard to
experience the process.
♦ We are all must willing take small baby steps day
g y p y
after day, to reach our ultimate goal.
♦ Successful leaders should be learners--
continuously improving and building up on
previously developed skills

22. ♦ “If we now can lift the burden we once were
If
not able to, it doesn’t mean the burden is
lighten but rather because our muscle has
lighten,
grown and developed”.
-Theodore Roosevelt
Theodore

23. Questions for Reflection . . .
♦ In my growth as a leader, what lessons does
leader
God continue to remind me about, and drill
into me?
♦ What have I had to un-learn and re-learn?
♦ Whi h phase am I experiencing now, as a
Which h i i
leader?
♦ What could I do to achieve the better phase?

24. 3. Law of Navigation
Anyone can steer the ship, but it
takes a leader to chart the course.

25. Concept
♦ The Law of Navigation is
– about seeing the trip ahead,
– charting a plan to get to the destination,
– and remaining focused on the vision.
d i i f d h ii
♦ A navigator starts with a vision,
♦ and then knows what it takes to reach that vision,
d th k h t t k t h th t i i
♦ who they will need on the team, and
♦ what obstacles to anticipate and overcome.
h b l i i d
♦ Navigators balance optimism with realism
♦ Preparation is the key to good navigation

26. Example
♦ Robert F. Scott VS. Roald Amundsen (1912)
♦ Norwegian explorer aiming to be the first group
to reach the South Pole.
– Amundsen succeed
– Scott failed & faced fatal consequences, he & his team
died in the way back to the home base.

28. Scott Amundsen
♦ Logistic- his team to carry ♦ Logistic – all need
them along, depots not supplies put in the depots
id d ith
provided with required
i d l
along his planned route
hi l d t
supplies, no clear sign. with clear sign
♦ Transporter- motor
a spo te oto ♦ Transporter- Special
a spo te Spec a
machines and horses trained dogs
♦ Journey- miserable ; did ♦ Journey – make sure his
not h i ld
have appropriate cold team not b i too much
bring h
clothes , bring 60 kg burden and too tired- 6
g
geologist specimen
g p hours or 15-20 mil/dayy

29. Application
♦ The leader is the one who sees more detail
and farthest into the future ,
♦ He is the best person to guide his followers
followers.
♦ The size of the project does not matter.
♦ The size of the leaders and the ability to
navigate determine the accomplishment of a
mission.
♦ Visioning, detail p
g, planning, measuring,
g, g,
deploying. & adjusting is the leader’s job

30. G dl d
Good leaders
♦ Know the way
♦Show the way
♦Go the way
y
(Measure & Adjust)

31. Questions for Reflection . . .
♦ What challenges will my department face in the
nearest future?
♦ What new capabilities and resources we need to
acquire in order to deal with the challenges
effectively?
♦ What is the detail strategy and plan in building the
required capabilities and resources?
♦ What project or assignment in my unit should be
planned better in advanced?
♦ How do we know we are in the right track and
g
improve it accordingly?

32. 4 THE LAW OF INNER
4.
CIRCLE :
A L d ’ P t ti l is Determined
Leader’s Potential i D t i d
by Those Closest to Him

33. THE LAW OF INNER CIRCLE :
A Leader’s Potential is Determined by Those
Leader s
Closest to Him
♦ The strength of the people around a leader
determines that leader’s potential.
♦ No matter how good a leader is, that person
has limits.
♦ His Inner Circle expands his abilities.
p

34. Example
♦ Q : Have you ever wonder why a lot of
world records were broken in the Olympic
competition?
♦ A : When the “Best” was challenged by the
“Best”, the potential was unleashed and
Best
pushing them forward to achieve the higher
level performance.
performance

35. Roger Bannister & 1 Mile Challenge

36. THE LAW OF INNER CIRCLE
♦ Before 1954, no one can run 1 mile > 4 min.
1954 min
♦ May 16, 1954 Bannister broke the 4 min.
record (3:59:4)
♦ 46 days later a different runner broke his
record.
record
♦ 1957 (3 year later), 16 runners broke the 4
min. record
min record.
♦ 2008, 955 runners can break the record more
than 4700 times

37. Example ♦4E+P
♦ Energy
♦ Jack Welch =
♦ Energize
i
– Cathcart
♦ Edge
– Dennis Dammerman
– Peter F. Drucker, ♦ Execute
– Jeff Imlett ♦ Passion
– Bob Nardeli,
– Jim McNerney,
– S
Suzy W l h
Welch
♦ GE – 1980 = $ 13 Billion
2001 = $ 400 Billi
Billion

38. Application
♦ When leader surrounded himself with
followers, the growth rate is one person at a
time.
time
♦ But when leaders surrounded himself with
leaders who will develop leaders, growth is
leaders
multiplied, and the highest possible level of
success is achieved.
achieved

39. Application
♦ A leader’s role, then, is to surround himself with
leader s
right people.
♦ Get connected with better leaders from yourself
y
and learn from them
♦ Hires the right people.
g p p
– Develops them.
– Listens to them
♦ Get coached or mentored by the right
p
person
♦ Read the right book

40. When choosing your INNER CIRCLE,
look for the following qualities:
INFLUENCIAL CHARACTER
NURTURING INTUITIVE
NETWORKER RESPONSIVE
EMPOWERING COMPETENT
RESOURCEFUL LOYAL
ENERGETIC

41. Questions for Reflection . . .
♦ Who makes up my inner circle?
♦ What quality they are representing of?
♦ How am I stronger because of them?
♦ Who else needs to be in my inner circle for
it to be complete?

42. 5.
5 Law of Empowerment
Only secure leaders give power to
others.

43. CONCEPT
♦ The people s capacity to achieve is determined by
people’s
their leader’s ability to empower
♦ Good leader :
– Finds other leaders;
– Builds them up;
– Gives them resources, authority, and responsibility;
– And then lets them go off to achieve.
♦ The opposite situation :
– When a leader undermines his team members
– Creates b i that people in his team cannot
barriers h l i hi
overcome, are violations of the Law of Empowerment.

44. Dis-empower Leader
♦ Henry Ford : the antithesis of the empowering leader.
♦ Built the Model “T“ but not want to change or improve it.
T it
♦ Even with all its success, Ford consistently undermined his
executives and nearly killed the company.
♦ Ford’s grandson, Henry Ford II, a Navy man, returned to
the company
– Became president of Ford Motor Company
Company.
– Loss in fifteen years (- $ 1 Million day).
– Hired a group of men and turned the company around.
– But like his grandfather, Henry Ford II undermined the
leadership of the company executives.
– Tex Thornton, Ernie Breech, Lewis Crusoe (GM) were
encouraged to attack and humiliate each other

45. ♦ Ford to Iacocca (President of Ford Co.):
Co ):
♦ “ If someone work for you , don’t let him
become secure Do what they expect you to
secure.
do but let them always worry and
unbalanced.
unbalanced ”

46. Example
♦ Market: (1) General Motor (2) Ford (3) Chryslers
♦ Fi d f
Fired from F d hi d b Ch l as CEO
Ford, hired by Chryslers
♦ Chryslers was bleeding
♦ Priority he made :
– Cost Cutting (Incl. 25 % of his salary)
– Empower the R&D $ 300 Million (no cost cutting)
♦ Result : Produce “K-Car” saved gasoline
♦ 1974- Gasoline Price Increased
♦ “K C ” was booming
“K-Car” b i
♦ Chryslers got turnaround

47. ♦ Ford
– Reactive : to beat Chryslers produced “Ford
Pinto
Pinto”
– Gasoline tank was covered with thin platform
– Accident happened to Ford Pinto, they
Pinto
frequently exploded.
– Cynical saying: “If you are bored with your life
If
take then take the Pinto.”
– Ford Pinto was a big problem to Ford
– Spoiled its great brand

48. Application
♦ If a leader does not empower others, he has
become the lid in the organization/unit.
♦ If the lid did not being lifted, people will either
give up (passive) or
♦ move to where they can maximize their potential
and worse you produce irrelevant solution to your
customer.
♦ Empowering people also empowers the leader.
♦ The leader will achieve much more, and becomes
a better leader in the process.

49. Questions for Reflection . . .
Q
♦ How well do I empower others? How do I
do it?
♦ When I fail to empower others, how much
does it have to do with my own insecurities
d h t d ith i iti
as a leader?
♦ What have been empowering experiences in
my life?
♦ How can I better empower those who work
beside me?

50. SUCCESS WITH EFFECTIVE
LEADERSHIP
The Lid :
10 100 21,000
10
outlets
9
8
The Ability to Lead
7
5
y
4
3
2
T
1 Effectivity
1 2 3 4 5 6 7 8 9 10
Dedication Toward Success

51. CONCLUSION
The Law of The Law of The Law of
the Lid Process Navigation
The Law of The Law of
Inner Circle Empower

52. CONCLUSION
♦ Bad News -Lid: Everyone has a lid that limit her/his
y
leadership effectiveness.
♦ Good News - Process: Everyone could grow and lift up
their lid (limitation).
h i (li i i )
♦ Navigation Challenge: To uplift your lid do the
planning, measuring and adjusting.
measu ing
♦ Inner Circle Challenge: The person you always listen to
they could be the lid of your effectiveness.
♦ Empowerment Challenge : To optimize your lid learn to
develop leaders not just followers in your team; work
smarter not just harder.

53. NOW
IT S
IT’S THE TIME
TO LEAD
SUCIPTO ASAN
sucipto.asan@gmail.com
Leadership &
Talent Management
Consultant
C lt t