Maxwell - Maxwell 2 in 1

DEVELOPING
the LEADER
WITHIN YOU

DEVELOPING
the LEADERS
AROUND YOU

JOHN C. MAXWELL

NEW YORK TIMES BEST-SELLING AUTHOR OF
THE 21 IRREFUTABLE LAWS OF LEADERSHIP

Developing the Leader Within You 1993 by Maxwell Motivation, Inc.
Developing the Leaders Around You 1995 by Maxwell Motivation, Inc.

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Scripture quotations are from THE NEW KING JAMES VERSION. 1982 by Thomas Nelson, Inc. Used by permission. All rights reserved.

ISBN 978-1-4002-8045-2 (hardcover)
ISBN 978-1-4002-8057-5 (IE)

Printed in the United States of America

08 09 10 11 12 RRD 7 6 5 4 3 2 1

DEVELOPING
the LEADER
WITHIN YOU

This book is dedicated to the man I most admire.
A friend whose touch warmed me;
A mentor whose wisdom guided me;
An encourager whose words lifted me;
A leader I love to follow...
My father,
Melvin Maxwell

CONTENTS

1. The Definition of Leadership:
INFLUENCE

2. The Key to Leadership:
PRIORITIES

3. The Most Important Ingredient of Leadership:
INTEGRITY

4. The Ultimate Test of Leadership:
CREATING POSITIVE CHANGE

5. The Quickest Way to Gain Leadership:
PROBLEM SOLVING

6. The Extra Plus in Leadership:
ATTITUDE

7. Developing Your Most Appreciable Asset:
PEOPLE

8. The Indispensable Quality of Leadership:
VISION

9. The Price Tag of Leadership:
SELF-DISCIPLINE

10. The Most Important Lesson of Leadership:
STAFF DEVELOPMENT

I t was a moment I will never forget. I was lecturing on the subject of leadership, and we had just taken a fifteen-minute break. A man named Bob rushed up to me and said, You have saved my career! Thank you so much. As he turned to walk away, I stopped him and asked, How have I saved your career? He replied, Im fifty-three years old and for the last seventeen years I have been in a position that demands leadership. Up until recently I have struggled, acutely aware of my lack of leadership skills and success. Last year I attended your leadership seminar and learned principles that I immediately began applying in my work situation. And it happened. People began to follow my directionslowly at first, but now quite readily. I had plenty of experience but no expertise. Thanks for making me a leader!

Testimonials like Bobs have encouraged me to devote much of my time to developing leaders. It is the reason why I hold leadership seminars in the United States and other countries about ten times a year. It is the reason for this book.

What you are about to read is a culmination of skills learned in twenty years of leading people. For more than twenty years I have taught these leadership principles and watched with great satisfaction as men and women have become more effective in leading others. Now I have the opportunity to share them with you.

THE KEY TO SUCCESS IN AN ENDEAVOR
IS THE ABILITY TO LEAD OTHERS SUCCESSFULLY

Everything rises and falls on leadership. Whenever I make that statement the listeners are tempted to change it to, Almost everything rises and falls on leadership. Most people have a desire to look for the exception instead of the desire to become exceptional.

Right now you lead at a certain skill level. For the sake of teaching this principle, lets say that on a scale of 1 to 10, your leadership skills reach the level of 6. This is what I know: The effectiveness of your work will never rise above your ability to lead and influence others. You cannot produce consistently on a level higher than your leadership. In other words, your leadership skills determine the level of your success and the success of those who work around you.

Recently I read these words in Newsweek magazine from the president of Hyatt Hotels: If there is anything I have learned in my 27 years in the service industry, it is this: 99 percent of all employees want to do a good job. How they perform is simply a reflection of the one for whom they work. This humorous story underscores the importance of effective leadership: During a sales meeting, the manager was berating the sales staff for their dismally low sales figures. Ive had just about enough of poor performance and excuses, he said. If you cant do the job, perhaps there are other salespeople out there who would jump at the chance to sell the worthy products that each of you has the privilege to represent. Then, pointing to a newly recruited, retired pro-football player, he said, If a football team isnt winning, what happens? The players are replaced. Right?

The question hung heavy for a few seconds; then the ex-football player answered, Actually, sir, if the whole team was having trouble, we usually got a new coach.

LEADERSHIP CAN BE TAUGHT

Leadership is not an exclusive club for those who were born with it. The traits that are the raw materials of leadership can be acquired. Link them up with desire and nothing can keep you from becoming a leader. This book will supply the leadership principles. You must supply the desire. Leonard Ravenhill in The Last Days Newsletter tells about a group of tourists who were visiting a picturesque village. As they walked by an old man sitting beside a fence, one tourist asked in a patronizing way, Were any great men born in this village?

The old man replied, Nope, only babies.

Leadership is developed, not discovered. The truly born leader will always emerge; but, to stay on top, natural leadership characteristics must be developed. In working with thousands of people desirous of becoming leaders, I have discovered they all fit in one of four categories or levels of leadership:

THE LEADING LEADER:

is born with leadership qualities.

has seen leadership modeled throughout life.

has learned added leadership through training.

has self-discipline to become a great leader.

Note: Three out of four of these qualities are acquired.

THE LEARNED LEADER:

has seen leadership modeled most of life.

has learned leadership through training.

has self-discipline to be a great leader.

Note: All three qualities are acquired.

THE LATENT LEADER:

has just recently seen leadership modeled.

is learning to be a leader through training.

has self-discipline to become a good leader.

Note: All three qualities are acquired.

THE LIMITED LEADER:

has little or no exposure to leaders.

has little or no exposure to leadership training.

has desire to become a leader.

Note: All three can be acquired.

THERE ARE VERY FEW LEADERSHIP BOOKS;
MOST DEAL WITH MANAGEMENT

There seems to be a great deal of confusion over the difference between leadership and management.

John W. Gardner, former Secretary of the U.S. Department of Health, Education, and Welfare, who directed a leadership study project in Washington, D.C., has pinpointed five characteristics that set leader managers apart from run-of-the-mill managers: