Stan Toler - The Lasting Impact of Positive Leadership

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Stan Toler The Lasting Impact of Positive Leadership
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If you follow the simple yet profound wisdom in this book, then you, too, will take leadership to a level that youve never experienced. John C. Maxwell, New York Times bestselling author
Great Teams Start with Great Leaders
You know that nobody succeeds aloneyou need a great team. But when youre the leader and you arent sure how to nurture the best from your crew, where can you turn for help?
In The Lasting Impact of Positive Leadership, bestselling author Stan Toler serves as your coach and reveals what it takes to build a successful team. As you examine the proven strategies of great leaders, you will learn how to effectively connect and communicate, and how to motivate people and inspire them to give their best every day.
Creating a positive culture starts with learning how to harness the principles of positive leaderships Become a positive leader...and discover for yourself the remarkable results that are sure to follow!

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HARVEST HOUSE PUBLISHERS EUGENE OREGON Unless otherwise indicated all - photo 1

HARVEST HOUSE PUBLISHERS EUGENE OREGON Unless otherwise indicated all - photo 2

HARVEST HOUSE PUBLISHERS

EUGENE , OREGON

Unless otherwise indicated, all Scripture quotations are taken from the Holy Bible, New International Version, NIV. Copyright 1973, 1978, 1984, 2011 by Biblica, Inc. Used by permission. All rights reserved worldwide.

Verses marked KJV are taken from the King James Version of the Bible.

Verses marked NKJV are taken from the New King James Version. Copyright 1982 by Thomas Nelson, Inc. Used by permission. All rights reserved.

Verses marked MSG are taken from THE MESSAGE, copyright 1993, 2002, 2018 by Eugene H. Peterson. Used by permission of NavPress. All rights reserved. Represented by Tyndale House Publishers, Inc.

Italicized text in Scripture quotations indicate authors emphasis.

Cover design by Kyler Dougherty

The Lasting Impact of Positive Leadership

Copyright 2019 by Stan Toler

Published by Harvest House Publishers

Eugene, Oregon 97408

www.harvesthousepublishers.com

ISBN 978-0-7369-7498-1 (pbk)

ISBN 978-0-7369-7499-8 (eBook)

Library of Congress Cataloging-in-Publication Data is on file at the Library of Congress, Washington, DC

All rights reserved. No part of this electronic publication may be reproduced, stored in a retrieval system, distributed, or transmitted in any form or by any meanselectronic, mechanical, digital, photocopy, recording, or any otherwithout the prior written permission of the publisher. The authorized purchaser has been granted a nontransferable, nonexclusive, and noncommercial right to access and view this electronic publication, and purchaser agrees to do so only in accordance with the terms of use under which it was purchased or transmitted. Participation in or encouragement of piracy of copyrighted materials in violation of authors and publishers rights is strictly prohibited.

Contents

P ositive leadership that provides a lasting impactthat phrase describes what leaders strive to achieve. It raises the bar for leaders who want to pursue this level of excellence. And it defines a leader not based on a position, but the person.

When I think about positive leadership, Stan Toler is one of the few people that I place in this category. How do I know this? I have known Stan for nearly my entire life. We were boyhood friends. My dad, Dr. Melvin Maxwell, was his college president and encouraged him to follow his call to the ministry. Anyone mentored under my dads ministry was one of his boys for life.

Stan and I attended college together. When I started out in the ministry as pastor of a church in Ohio, the first staff member I hired was Stan. That began a fruitful professional association. Through the years we have had countless opportunities to work together. But theres another reason Im highly biased about the person who Stan is and how great this book is.

For years, Ive talked and written on leadership. Most people never get past the point of talking about it. I promise you, its much easier to talk the talk than to walk the talk. There are only a few who execute the role of being an exceptional leaderthe subject of another book that Stan has masterfully written. The premise that Stan writes of in The Lasting Impact of Positive Leadership is one that relates to and motivates leaders through practical principles.

Readers, once you start this book, dont expect to put it down until the end. While most leadership books are more business-related, The Lasting Impact of Positive Leadership focuses on the practical principles and embracing the essential qualities of being, first, a leader as a person who sets the foundation in his or her own life, then having a lasting impact on others.

If you follow the simple yet profound wisdom in this book, then you, too, will take leadership to a level that youve never experienced.

Enjoy!

John C. Maxwell

Founder and CEO of the John Maxwell Company a #1 New York Times bestselling author, speaker, and coach with more than 30 million units sold in 50 languages

If you believe you can, you probably can. If you believe you wont, you most assuredly wont. Belief is the ignition switch that gets you off the launching pad.

D ENIS W AITLEY

W hether youre in the ministry business, politics, education, or community service, people are talking not only about the need for more leaders but also the need for better leaders. The rapid rate of change at the dawn of the twenty-first century has created a need for those who will lead at a higher dimension. Mere mental or physical manipulation doesnt cut it anymore; organizations and societies have evolved beyond traditional modes of influence. People want more. Effective leaders today draw from creating a synergy for change and organizational vitality. Throughout history many great leaders have led this way with their heads, hearts, and souls. This kind of leading is not optional if the end goal is effective leadership.

Many are intimidated by the gleaming, breathing leadership icons. Yet the principles by which they lead are within the grasp of most of us.

Where are you as a leader? What defines you as a leader? Is it more about your performance versus your attitude? Is it more focused on self-leadership versus servant leadership? How do others perceive you? Are you modeling godly leadership or leadership dictated by the pressure of achieving successful results?

These questions (and many others) are not always simple to answer. In fact, the end result is far beyond defining just one answer. Rather its a process based on how a leader responds over time that reveals the leaders true identity. And often, the simple formula for a leaders success starts and ends with a positive outlook.

Great minds have purposes, others have wishes.

W ASHINGTON I RVING

F or centuries medical professionals have studied the human condition through the lens of disease. That means they have generally paid less attention to healthy people than to the sick, and they have focused their attention on whats wrong with the goal of making it better. Theyve focused on the symptoms and root causes of illness and tried to alleviate or eliminate them. That has been true also in the relatively new medical specialty of psychology. It has been driven largely by the attempt to identify and eliminate mental illness.

However, there is an emerging focus on wellness in the practice of medicine, and that exists within the practice of psychology as well. Positive psychology focuses on fostering positive attitudes toward ones experiences, individual traits, and life events with the goal of minimizing destructive thoughts and creating a sense of optimism toward life. Positive psychology examines how ordinary people can become happier and more fulfilled.

Barbara L. Fredrickson, a researcher at the University of Michigan, found that positive thinking is more than just a feel-good exercise; it actually changes the way your brain works. In her experiment, Fredrickson divided her subjects into five groups and showed each group different video clips, each intended to foster a different kind of emotional response. The first group saw clips intended to create feelings of joy, the second group feelings of hope, the fourth group feelings of fear, and the fifth group feelings of anger. The third group was the control group, so they watched videos that did not evoke any emotional response.

Afterward, Fredrickson asked each person to imagine themselves in a situation where they would experience similar emotions to what they had just seen and write down what they would do in response. Each person had a piece of paper with twenty blank lines that began with the words, I would like to

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