John C. Maxwell - Go for Gold: Inspiration to Increase Your Leadership Impact
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If youve read any of John C. Maxwells books on leadership, you know that leadership is developed daily, not in a day. Thats why hes created Go for Gold,a daily companion to Leadership Gold. Its designed to help supercharge your growth as a leader.
Go for Gold offers daily bite-sized leadership lessons taken from Dr. Maxwells catalog of leadership and personal development books.
Organized into twenty-six weekly lessons with space for notes from your own leadership journey, Go for Gold will help you jump-start your leadership growth with wisdom and best practices from John C. Maxwell.
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G O FOR
G OLD
2008 by John C. Maxwell
All rights reserved. No portion of this book may be reproduced, stored in a
retrieval system, or transmitted in any form or by any meanselectronic, mechanical,
photocopy, recording, scanning, or otherexcept for brief quotations in critical reviews
or articles, without the prior written permission of the publisher.
Published in Nashville, Tennessee, by Thomas Nelson.
Thomas Nelson is a trademark of Thomas Nelson, Inc.
Published in association with Yates & Yates, LLP, www.yates2.com.
Thomas Nelson, Inc., titles may be purchased in bulk for educational, business,
fund-raising, or sales promotional use. For information, please e-mail
SpecialMarkets@ThomasNelson.com.
Adapted from The Maxwell Daily Reader
Library of Congress Cataloging-in-Publication Data
Maxwell, John C., 1947
Go for gold : inspiration to increase your leadership impact / John C. Maxwell.
p. cm.
ISBN 978-1-4002-0225-6 (hardcover)
ISBN 978-1-4002-8037-7 (IE)
1. Leadership. I. Title.
HD57.7.M39425 2008
658.4'092dc22 2008003381
Printed in the United States of America
08 09 10 11 QW 6 5 4 3 2
Information about External Hyperlinks in this ebook
Please note that footnotes in this ebook may contain hyperlinks to external websites as part of bibliographic citations. These hyperlinks have not been activated by the publisher, who cannot verify the accuracy of these links beyond the date of publication.
Dear Friend,
We live in a time of instant gratification. If we want to read a book or listen to music, we download it in a matter of minutes. If were hungry, we order food and it arrives at our door. If we want to see a movie, we get it on demand for our home theater, and we microwave popcorn to eat while we watch it. Unfortunately, we expect the same kind of speed when it comes to personal growth. We want it to be just as quick and easy. It will never happen.
If you want to become a better leader, you need to give up a microwave mentality. Forget speed and become like a Crock-Pot. Personal growth takes time. It takes seasoning. And it requires heat. Its slow, but like something cooked in a Crock-Pot, its worth waiting for!
Weve developed Go for Gold as a companion to LeadershipGold to help you with the long, slow process of leadership development. Think of it as the seasoning that will help you develop depth as you marinate in leadership.
Divided into twenty-six weeks, this volume contains leadership instruction that complements Leadership Gold as you read and work through its application exercises. It will provide you with a bit of extra mentoring and encouragement, drawn from the best of my other books.
If youre a highly motivated (or impatient) person whose desire is to advance quickly, twenty-six weeks may seem like a long time. But remember, whats worth having is worth working for.
You cannot become a great leader overnight, but you can become a better leader day by day. I trust this resource will help you with the process.
Your friend,
John
IF ITS LONELY AT THE TOP,
YOURE NOT DOING
SOMETHING RIGHT
KEY GROWTH QUESTIONS FOR THE WEEK
Are you better at the science or art of leadership?
Why do you want to be at the top?
How big is your dream?
TO LEADERSHIP, ADD FRIENDSHIP
W hy do I recommend that you work to develop friendships on the job?
Friendship Is the Foundation of Influence: President Abraham Lincoln said, If you would win a man to your cause, first convince him that you are his sincere friend. Good relationships make influence possible, and friendship is the most positive relationship you can develop on the job with your coworkers.
Friendship Is the Framework for Success: I believe long-term success is unachievable without good people skills. Theodore Roosevelt said, The most important single ingredient in the formula of success is knowing how to get along with people. Without it, most achievements are not possible, and even what we do achieve can feel hollow.
Friendship Is the Shelter Against Sudden Storms: If youre having a bad day, who can make you feel better? A friend. When you have to face your fears, who would you rather do it with? A friend. When you fall on your face, who can help pick you up? A friend. Aristotle was right when he said, True friends are a sure refuge.
The 360 Leader
Dont just be a teammatebe a friend
to those you work with.
DO THINGS TOGETHER AS A TEAM
I once read the statement,Even when youve played the game of your life, its the feeling of teamwork that youll remember.Youll forget the plays, the shots, and the scores, but youll never forget your teammates. That is describing the community that develops among teammates who spend time doing things together.
The only way to develop community and cohesiveness among your teammates is to get them together, not just in a professional setting but in personal ones as well. There are lots of ways to get yourself connected with your teammates, and to connect them with one another. Many families who want to bond find that camping does the trick. Business colleagues can socialize outside work (in an appropriate way). The where and when are not as important as the fact that team members share common experiences.
The 17 Indisputable Laws of Teamwork
Spend some time with your team and share an
enjoyable common experience.
THOSE CLOSEST TO THE LEADER
I n more than thirty years of leadership, I have learned that those closest to the leader will determine the success level of that leader. A negative reading of this statement is also true: Those closest to the leader will determine the level of failure for that leader. The positive or negative outcome in my leadership depends upon my ability to develop those closest to me.
Stop for a moment and think of the five or six people closest to you in your organization. Are you developing them? Do you have a game plan for them? Are they growing? Have they been able to lift your load?
In their first training session, I give new leaders this principle: As a potential leader you are either an asset or a liability tothe organization. I illustrate this truth by saying, When theres a problem, a fire in the organization, you as a leader are often the first to arrive at the scene.You have in your hands two buckets. One contains water and the other contains gasoline. The spark before you will either become a greater problem because you pour the gasoline on it, or it will be extinguished because you use the bucket of water.
The question a leader needs to ask is, Am I training them to use the gasoline or the water?
Developing the Leaders Around You
Have you trained the people closest to you in your
organization to be water carriers?
DEVELOP A PERSONAL RELATIONSHIP
WITH THE PEOPLE YOU EQUIP
A ll good mentoring relationships begin with a personal relationship. As your people get to know and like you, their desire to follow your direction and learn from you will increase. If they dont like you, they will not want to learn from you, and the equipping process slows down or even stops.
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