Strong Leaders Thrive with Intuition as they Read People and Situations

Law of Intuition www.thestrongwork.com

Leaders evaluate everything with a leadership bias.

John Maxwell - 21 Irrefutable Laws of Leadership Tweet

Some people have a gift, a natural ability, to read people and situations and make insightful decisions based on a gut feeling. They can be convinced of the right action, and often be right, before they have the facts to back up their conviction. This is what John Maxwell calls “The Law of Intuition.”

Dictionary.com defines Intuition as: “direct perception of truth, fact, etc., independent of any reasoning process; immediate apprehension.” It is this special “perception” that drives natural leaders to make quick decisions while others lag-behind and perceive the leader as being brash & irresponsible, or as a brilliant risk-taker, or perhaps as a possessed fortune teller!

The Discernment of a Counselor

My wife is a Licensed Professional Counselor and has been seeing clients for almost ten years now. She has a special gift in her ability to discern the challenges or emotions people are experiencing. People naturally open up to her, even on their first conversation and even if they don’t know that she is a counselor. This intuition gives her the ability to ask the right questions that help the other person talk through their challenges to reach a conclusion or a new insight.

Just recently, she met a lady at the gym and within 30 minutes they had a very intentional conversation which ended with new insights, emboldened resolve, and even a moment of prayer. This lady later told my wife that their conversation gave her the courage to make a major life decision and that she was full of hope for the future. My wife’s natural intuition to read people provided an opportunity to touch a life in a significant way.

Seeing Through a Leadership Lens

Maxwell says that “good leaders see everything with a leadership bias, and as a result, they instinctively, almost automatically, know what to do when it comes to leading.” They don’t need all the facts and charts and speeches. They read people and situations and know “in their gut” what needs to happen to accomplish the goal or overcome the challenge.

Leaders, by intuition, see the end – the finish line, the end-zone – so they are able to encourage their “troops” and strive for excellence as they march toward that goal. Through intuition, leaders can also bring the best out of people and drive them to accomplish more than they thought possible. Strong, cohesive teams develop around strong leaders as each person is challenged to be their best to accomplish the common goal – which is revealed through the vision and intuition of the leader.

Leaders are Readers…

  • Of their situation – they evaluate on the fly, ask probing questions, and “smell” things quickly
  • Of trends – they take a broad view, perhaps years ahead, and sense trouble or opportunity
  • Of their resources – when faced with challenges they think, “Who is the best person to take this on? What resources do we possess that will help us? How can I encourage my team to success?
  • Of people – they sense what’s happening among people and know their hopes, fears, and concerns.
  • Of Themselves – they know their strengths and limitations and their current state of mind.

What if Intuition Doesn’t Come Naturally?

Maxwell explains that intuition does come naturally to some, but that the majority of people have the potential to develop it over time. With diligence and patience, the leadership ability of intuition can be nurtured so that we understand leadership and it becomes automatic. Personally, I fall into this category. I am on a journey to develop my leadership abilities. I am finding that it requires me to be teachable and disciplined to continue striving forward. Join me on that journey and let’s strive forward together!

Above all, you must care about the people you are leading and have a desire to accomplish the goal. You have to treat people as humans and listen to them in order to read and lead them.

Application Questions:

  1. Are you able to read a situation with a “gut feeling” of intuition?
  2. Do you trust that intuition? Does your initial instinct often come out to be true?
  3. What are you doing to develop your leadership ability so that this law will develop?

Reference:

Maxwell, John C., The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You, (HarperCollins Leadership; Revised & Updated edition, 2007).

To purchase the book – Click Here.

Suggested Reading:

About the Picture

I took this picture of my wife while we were on vacation in New York City in 2009. This captured her with an upward, forward thinking vision.

The Process of Leadership Development (Law 3)

Marathon training like the Leadership Process

Leadership develops daily, not in a day.

Law 3 of John Maxwell’s 21 Irrefutable Laws of Leadership is The Law of Process. Learn with me as I describe the law and reflect on its application with developing leaders.

Introducing The Law of Process

This law reinforces the primary purpose of the Leaders Journey and is a process I’ve been (mostly) involved in since college – but has really picked up over the last couple years as I have seen value in personal growth. The general lesson is that we need to focus on the long-term process of developing ourselves through reading and being trained so that we will develop into leaders. Whether it is “general leadership” or technical/specific leadership – it takes intentional, disciplined effort through a process to gain a level of ability to provide leadership. 

Marathon Training as a Process

I grew up playing soccer – so I ran a good bit – but didn’t begin seriously running until I was challenged to run a 10K (6.2 miles) about seven years ago. Then I ran my first half-marathon and have run four more and several 15Ks and shorter runs.

 

I have learned that you cannot prepare to run a long distance in one day. It takes deliberate training and a strict diet over the course of a couple months to seriously prepare for a half-marathon – and much longer for a full marathon. Your body cannot handle the strain without intentionally building up toward the final distance of the race.

Daniel David Running a 15K

I realized this in my latest 15K this past March (right before COVID hit). My training was interrupted by a one week cold (I think) that weakened me and put me off my schedule and reduced my pace. I felt pretty good on race day so I decided to run with a group above my pace so I would be challenged. I hung with them until mile 6… then I got slower and slower and ended up with a slower time than the prior year. 

 

In much the same way, we have to engage in the long process of leadership development to gain the ability to be a strong leader. Start now with big goals so they can be realized in the future.

What Distinguishes a Leader?

John Maxwell shares the results of a leadership study – “It is the capacity to develop and improve their skills that distinguishes leaders from their followers.”

Successful leaders are learners. And the learning process is ongoing, a result of self-discipline and perseverance. The goal each day must be to get a little better, to build on the previous day’s progress ... If I want to improve, then I’ll engage in a process and stick with it.

John Maxwell - 21 Irrefutable Laws of Leadership Tweet

Phases of Leadership Growth

  1. I don’t know what I don’t know.  Many people fall into this category, thinking (or not thinking) that learning and developing as a leader is not important or that it is only for those people at the top. They never develop because they don’t know or don’t try and remain ignorant.
  2. I know that I need to know. Then, many people recognize that they need to know something to improve or grow as a leader. They at least recognize that there is a missing piece. 
  3. I know what I don’t know. Recognize what you need to know and develop a plan to get there – even if it takes years and financial investment.
  4. I know and grow, and it starts to show. Put your personal growth & leadership development plan into action over the long haul and leadership will come naturally and your influence will grow.
  5. I simply go because of what I know. This is when you reach the phase you worked toward in phase 4. “That’s when the payoff is incredible. But the only way to get there is to obey the Law of Process and pay the price.”

He closes the chapter with a story about President Theodore Roosevelt. He was a thin, sickly kid but through the challenge and example of his father and others he became strong, knowledgeable, and a great leader due to a determined effort as a life-long learner to improve and develop his leadership ability.

Application

  1. What is your personal plan for growth? What areas are you intentionally developing?
  2. Where do you see yourself in the five phases of leadership growth?

Book Reference:

Maxwell, John C., The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You, (HarperCollins Leadership; Revised & Updated edition, 2007).

Photo Credit: Link to the original photo and the license.

Recommended Reading:

Leadership is Influence :: Law 2 of John Maxwell’s 21 Laws

Leadership is Influence

Every person has a measure of influence over others. Our leadership ability is measured by how much (and what kind) of influence we have on those whom we lead. 

I found this Law to be impactful because he gets right to the heart of what leadership really is – and isn’t. It challenges me to think about areas where I am leading (or tried to lead) and had influence over the group (and when I clearly didn’t). A position doesn’t provide a measure of leadership ability – your influence does.

The Law of Influence

The True Measure of Leadership Is Influence – Nothing More, Nothing Less

John Maxwell - The 21 Irrefutable Laws of Leadership Tweet

He closes the chapter with these sentences, which provides a good summary of this Law. “I love the leadership proverb that says, “He who thinks he leads, but has no followers, is only taking a walk.” If you can’t influence people, then they will not follow you. And if people won’t follow, you are not a leader.”

Mother Theresa as a Leader with Influence

John opens with a depiction of how Mother Theresa was such a great leader. She was small in stature but had incredible influence because she had faith, vision, and passion – and then worked tirelessly to further her cause. He explains how, after founding an organization and leading a team of over 4,000, she was invited to speak at the National Prayer Breakfast in D.C. in 1994. Her speech was pointed and stepped on many toes but, instead of boos, she received respect and applause. John commented – “When a real leader speaks, people listen.”

The Five Myths About Leadership

Leadership cannot be awarded, appointed, or assigned.

  1. The Management Myth – “leadership is about influencing people to follow, while management focuses on maintaining systems and processes.” “Managers can maintain direction, but often can’t change it.”
  2. The Entrepreneur Myth – They are not necessarily leaders. They go after opportunities.
  3. The Knowledge Myth – Sir Francis Bacon said, “Knowledge is power.” But… knowledge alone does not produce a leader. A scientist in a lab might be brilliant – but they aren’t leading anyone anywhere.
  4. The Pioneer Myth – “To be a leader, a person has to not only be out front, but also have people intentionally coming behind him, following his lead, and acting on his vison.”
  5. The Position Myth – A title or office doesn’t mean that people will follow you (at least not willingly).

Leaders Who Are Respected

To find a leader in an organization, look for who is respected and to whom people listen when he or she speaks. There are some helpful characteristics or factors that help a person gain influence and become a leader.

  • Character Who they are – begins with the inner person – the genuine person (like Billy Graham).
  • Relationships Who they know – building real relationships develops influence
  • Knowledge What they know – doesn’t make you a leader but information is vital to be able to lead.
  • IntuitionWhat they feel – “recognize and influence intangibles such as energy, morale, and momentum.
  • Experience Where they’ve been – gives people more reason to give you a chance.
  • Past SuccessWhat they’ve done – a good track record helps build respect and followers.
  • Ability What they can do - “the bottom line for followers is what a leader is capable of.” On to victory!

Abraham Lincoln as a Leader with Influence

He closes the chapter with a story about how Abraham Lincoln struggled in his early life as a leader without skills and knowledge. He blundered through multiple attempts to lead, only to be met with failure and disappointment. But he was persistent as a leader and his abilities grew so that he was able to influence the nation as the 16th President.

The featured image is a picture I took of a statue of Abraham Lincoln in London. He was so influential, that even the English chose to honor him “across the pond!” 

Application Challenge

Review the above list of leadership factors and rate yourself on a scale from 1 to 10 to see which one you usually rely on the most to persuade people to follow you. Which factors could you further develop to become a leader with greater influence?

Reference: Maxwell, John C., The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You, (HarperCollins Leadership; Revised & Updated edition, 2007).

To learn about the first law of leadership – The Law of the Lid.

To watch a video of John Maxwell teaching on the Law of Influence – https://www.youtube.com/watch?v=rrZkVgl6U2c&t

Hamilton :: 5 Leadership and Life Lessons from the Musical

Hamilton Theatre

What are the leadership and life lessons we can learn from Hamilton?

Hamilton has hit our country by storm since its arrival as a film on Disney+. The musical is phenomenal and original on its own, but the timing with current events makes it all the more compelling and relevant. As I reflected on the film, I recognized a number of leadership virtues and life lessons that can be learned.

My hope is that you gain value from my reflection on the musical. I would love to hear all the virtues (and vices) that you would contribute to this list!

Have a Definite Purpose – “Not Throwing Away My Shot”

Hamilton was driven through life with a definite purpose toward big goals. He had invested in his studies and personal development. He chose not to be a victim to circumstances which would lead many to a life of poverty and insignificance. He knew that he had a shot at living a significant life – and was “not throwing away [his] shot!”

He was resolved to do everything he could to secure independence from England and successfully establish the United States as a strong nation. He surrounded himself with men who were equally driven with the same desire and resolve toward their extravagant goals. They were proactive, relentless, optimistic, and ready to jump on opportunities and strive for progress.

Why do you write like you're running out of time? …Ev'ry day you fight, like you're running out of time.

- “Non-Stop” - by Lin-Manuel Miranda Tweet

I have been going through a journey to discover my own “definite purpose” in life so I can proactively strive toward big goals with excellence. A step in that journey is described in this post about developing a life plan.

Leave a Legacy – “Blow Us All Away”

The closing words of the musical are “Who tells your story?” This final song highlights that each of us leaves some form of a legacy and we cannot control how our story will be told and who chooses to tell it. Alexander Hamilton had a drive to protect his reputation and build a lasting legacy.

Hamilton and Burr share a split-stage song (“Dear Theodosia”) where they separately sing for their respective new-born children. Each of them dotes over his child and dreams of how he or she will carry on the legacy of the father. They exclaim that their respective children will “blow us all away.”

If we lay a strong enough foundation - We'll pass it on to you, we'll give the world to you - And you'll blow us all away

- “Dear Theodosia” - by Lin-Manuel Miranda Tweet

Contemplating your own legacy is a vital part of becoming the strong person you are created to be. If we begin our journey with the desired end in mind, then we know which steps to take in order to reach that end. Choose your legacy now so it isn’t left to others to “tell your story.” This is an important part of building your life plan.

Have Patience – “Smile More, Talk Less”

Aaron Burr provides a constant word of caution to Hamilton, which he mostly ignored and disrespected, that would have provided some wisdom for his overzealous pursuits. Alexander would have made less enemies and created more unity if he had heeded Burr’s advice to be patient and friendly.

All of us could learn to smile more, talk less, and begin to truly hear people as we recognize and validate their worth and potential. This does not mean that we should be idle and passive, especially in urgent times that call for action, but it is usually unwise to brashly march ahead into “battle” without counsel or unified support.

Sometimes we need a paradigm shift in how we perceive and relate with others. Recognizing the worth of others is a valuable virtue in any leadership role.

Invest in Your Inner Circle – “That Would Be Enough”

A repeated theme in the musical is the cry for Hamilton to be content with spending time with his family. His wife Eliza clearly yearned for her husband to be home with her more often, especially during her pregnancy and the birth of their son, Phillip. Alexander was away from home so much during the revolution and the early years of the country that he failed to invest time and love into his family. The evidence of this came in two of his major life failures – his adulterous affair and the death of his son. He did not take seriously his responsibility to be a steward over his wife and children, and he paid dearly for his mistakes.

One of my great passions and life purposes is to be responsible in my role as a husband and father. I will continue to invest in my “inner circle” – my family, friends, and church community. Through my career and academic pursuits, I have found it necessary to often tap the breaks on my desires so that I can be present and strong within my close relationships.

Choose Forgiveness over Revenge – “Forgiveness. Can you imagine?”

There are moments that the words don’t reach - There is a grace too powerful to name - We push away what we can never understand - We push away the unimaginable - They are standing in the garden - Alexander by Eliza’s side - She takes his hand - … Forgiveness. Can you imagine?

- “It’s Quiet Uptown” - by Lin-Manuel Miranda Tweet

The most moving part of the musical for us was when we experienced Alexander and Eliza grieving the death of their son. Hamilton had done so much to hurt his wife, but she chose to forgive him and reconcile their marriage through the journey of grieving together. They accomplish the unimaginable together because of her choice to forgive him. Her genuine forgiveness is evident in the final song as she describes all the work she did to further Alexander’s legacy after his death.

Aaron Burr and Phillip Alexander both chose revenge instead of forgiveness and that choice ruined and ended their lives, respectively.

Choose to Forgive

We have the choice on a regular basis to hold grudges and take revenge on others who have wronged us – OR to extend grace and forgive them. Revenge produces destruction. Forgiveness opens the door to healing and reconciliation. Holding a grudge hurts yourself more than the other person. Choose forgiveness and free yourself of the burden of anger and revenge.

If this is a topic you would like to further explore – please email me at thestrongwork@gmail.com

Your Opportunity to Contribute

I realize that the life of Alexander Hamilton provides many more lessons of virtues and vices. Reflecting on the lives of significant men and women enables us to learn from their success and mistakes. Please provide your own examples of lessons from the musical through the comments section below this post. Two ideas to start with are – 1) Have a Character of Loyalty and not Deception and 2) Take Responsibility for your Mistakes.

Reflective Questions:

  • Which of these virtues is most valuable to you?
  • Did you see yourself in one of Hamilton’s vices? Is that a potential area of growth for you?

Links to Images Used:

The Law of the Lid :: Law 1 of John Maxwell’s 21 Laws of Leadership

Law of the Lid

I have heard it said that if you think you are leading but nobody is following you – then you’re really just out on a long walk. Have you encountered a moment when you realize that nobody (or very few) are following you? Or that you don’t quite have the leadership ability or authority that you need to influence others? John Maxwell’s book – The 21 Irrefutable Laws of Leadership – starts off with the concept of the “Law of the Lid,” where he explains that each of us have a ceiling on our leadership ability. Recognizing your lid is the first step to raising your leadership ability and becoming a stronger influence in others.

The Law of the Lid

Leadership Ability is the lid that Determines a Person’s Level of Effectiveness 

John Maxwell

Maxwell introduces the concept by telling the story of Dick and Maurice McDonald – who founded McDonald’s. They had the foresight, ingenuity and drive to open the first restaurant in 1937 and expand to a bigger one in 1948 and develop their “fast food” model. However, when they started trying to open new restaurants or sell franchises – they floundered or failed due to the limitations in their leadership ability. They hired a businessman named Ray Kroc who had a much higher “lid” and was able to make McDonald’s the massive chain restaurant it has become.  

“I believe that success is within the reach of just about everyone. But I also believe that personal success without leadership ability brings only limited effectiveness. Without leadership ability, a person’s impact is only a fraction of what it could be with good leadership. The higher you want to climb, the more you need leadership. The greater the impact you want to make, the greater your influence needs to be. Whatever you will accomplish is restricted by your ability to lead others.” 

John Maxwell – The 21 Irrefutable Laws of Leadership

The Logic of the Law:

If you have a low leadership ability (say a 2 out of 10), then you could work really hard and increase your effectiveness some. Or you could raise your Lid by learning to increase your leadership ability – and then exponentially increase your effectiveness in your work and leadership positions.  

He concludes the chapter discussing how sometimes the leadership must change – or improve – in order to propel the organization toward expansion or growth. “When talented teams don’t win, examine the leadership.”  

Short Video: https://www.youtube.com/watch?v=vmXbrxcnAhM 

Applying the Law of the Lid to your life:  

1) List some of your major goals – and identify which ones will require the participation or cooperation of other people. For these activities, your leadership ability will greatly impact your effectiveness.  

2) Assess your leadership ability – and ask others to rate your leadership.
>> there are tools available in the book for this exercise.    

Read this!! – Strong Leaders Stand for Progress

Reference: Maxwell, John C., The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You, (HarperCollins Leadership; Revised & Updated edition, 2007).

Strength through Encouragement

Encouragement

Many may think that they don’t need encouragement in order to perform at their best. “I got this! I can buckle down and get it done without encouragement!” But then we always appreciate when people recognize and affirm our hard work, personal growth, or other achievements. It does not show weakness to give or receive encouragement – but it does take some courage! 

It takes a strong leader to be a good encourager. We receive strength through encouragement to excel in our journey in work and personal life and perform at our best.  

Motivating through Affirmation

Dr. Gary Chapman wrote a book called The 5 Love Languages in which he explains that each of us give and receive love in different ways. I find that my primary love language is affirmation – as it is for many others – so I thrive off hearing encouraging words from my wife, family, colleagues and friends.  

Dr. Chapman (with Paul White) also wrote a book called The 5 Languages of Appreciation in the Workplace in which he takes the Love Languages concept and applies it to the workplace. As I read that book, I found that I am motivated by the cause/mission of the organization and through affirmation for my work.  

“We believe that people in the workplace need to feel appreciated in order for them to enjoy their job, do their best work, and continue working over the long haul.” (27)

“Appreciation, when expressed in the primary appreciation language of the individual, tends to motivate each team member to reach his or her potential. When we feel appreciated, we are motivated to “climb higher.” Conversely, without appreciation, we often settle into mediocre performance, often far below our level of capability.” (117-118)

Many of us could learn a lesson from these wise words and consider how we can motivate others around us through encouraging words of affirmation. Figure out what somebody does well or how they are growing as a person and affirm them through a specific word of encouragement. Look for the positive in others and build them up so they can reach their potential and become stronger versions of themselves. 

Barnabas :: A Classic Example of Encouragement

There is a story in the Bible where a man named Saul was the primary antagonist against the early Christian movement. He was committed to bringing them down through intimidation, persecution, and imprisonment. Then, he had an encounter with Jesus and made a drastic 180-degree switch to becoming a committed Christian and promoter of their message.

As you can imagine, some of the leaders in the Christian movement were skeptical of his heart change and resisted his involvement in their community and ministry. However, a brave, generous man nicknamed Barnabas (which means “son of encouragement”) was willing to put his reputation on the line to trust Saul (renamed as Paul), vouch for him, and encourage the other leaders to accept him as a genuine follower.  

Building up a "Failure"

Later in the story, Barnabas gave another Christian (named Mark) a second chance after he had abandoned them on a journey. Barnabas obviously encouraged Mark and helped him mature because some years later he became the author of the Gospel According to Mark. The unique encouragement of Barnabus to build up a young man who had made a major blunder led to the writing of (arguably) one of the more important pieces of literature ever written.  

Barnabas was not a leading, central character – but he built a great legacy by giving strength through encouragement.

Application Questions:

  • When you get encouragement, does it help you perform at a higher level?
  • If you are a leader (and we all are), are you looking for ways to encourage and build up those whom you lead?
  • Think of ways that you can be brave (like Barnabas) to encourage someone who is recovering from something wrong they have done or from a failure in life?

Reference:

Chapman, Gary and Paul White. The 5 Languages of Appreciation in the Workplace. Northfield Publishing, IL. 2011.

About the Photo

My wife and I went to New Zealand in 2013. It was a phenomenal trip! This photo was taken on the South Island near Mount Cook at the south end of Lake Tekapo at the Church of the Good Shepherd

If you enjoyed this post, you may enjoy this one about recognizing other individuals for who they truly are: Shift to See the Other.

Moving from Me to We

Moore, OK Tornado

Success or conflict hang in the balance with every relationship due to perspective and attitude. The concept of “Moving from Me to We” was developed by my friend (and pseudo-mentor) Thomas Bookhamer (more on him below) in order to address our approach to relationships, especially in leadership and the workplace.  

The first step to becoming a truly effective leader and having greater influence is learning to be others-focused; this is what I call moving from me to we.

Thomas Bookhamer – The Leaders Factor

Why We Have Conflict 

I truly believe that a person’s perspective of another person, and the communication that occurs due to that perspective, is the core issue that determines the success or failure of relationships. If we have a preconception or bias against a person or a whole group of people (such as in racism, etc.) then your perspective is set against being favorable toward that person.  

It may be subconscious, but you are going to look for ways to support your bias in your interactions with that person. They cannot win! You are rooting for them to fail to support your bias! You aren’t really trying to help or understand them – and indifference or conflict is bound to happen in the relationship.  

In their books, the Arbinger Institute calls this “being in the box” and having a “heart at war” toward that person or group. I wrote about this topic in a previous post – here.

How to Move from Me to We 

However, if we see the other person as an individual who has value and vast potential – and we earnestly desire good for them – then we have the capability to move from Me to We. A relationship has the potential to flourish IF we approach it with the rich, fertile soil of mutual respect, love for humanity, and optimism for success.  

At first, you may have to be intentional about helping others reach their potential. Effective leadership is not about how far we advance ourselves, but how far we advance others. 

Thomas Bookhamer – The Leaders Factor

In his book, Thomas challenges leaders (and all of us lead to some capacity) to have the mindset of desiring to add value to others. If you are focused on yourself – “What’s in it for me” – then you are using people as objects and you are bound to create conflict. However, if you are others-focused, then you can focus on a “We” centered approach and develop valuable collaboration within a team atmosphere.  

The tough step for a leader is to decide to develop and empower others for success. Hear your team’s input. Truly connect with them as individuals. Develop their strengths. Encourage them through challenges, support their limitations, and celebrate their victories. Then you will have moved from Me to We. 

Application Questions:  

  1. Do you know the personality type and the strengths and limitations of your team (or family, group, etc.)? 

  1. When you communicate with them, do they feel that you truly value them and their input? 

  1. What can you change to ensure that you are rooting for the success of others? 

Thomas Bookhamer information: 

Website: https://journey.leadersfactor.com 

Book: The Leaders Factor

Email: thomas@leadersfactor.com 

Story behind the feature image:

In 2013, a massive tornado hit Moore, Oklahoma and left incredible destruction in it’s wake. Organizations and countless volunteers went in to help them clean up and begin to recover. I included this because it is an example of many people moving from Me to We in the relief effort. We can identify with these relief efforts as large groups become “others-focused” and serve those who were affected. 

Below are more photos from our short volunteer effort. The cars in the below images were picked up by the tornado and dropped in the middle of a guy’s pasture.

Thinking Leaders – Stand for Progress!

Non-progress in India

Previously, I wrote on the first two leadership principles in the last chapter of The Magic of Thinking Big by David Schwartz. They were to “trade minds with the people you want to influence” and to ask yourself “What is the human way to handle this?” This week I want to discuss the third principle on “how to think like a leader.” 

Principle 3:  Think Progress, Believe in Progress, Push for Progress. 

Experience with non-progress:

I have had the privilege of traveling in India on three occasions over the past decade. On each of those trips, I was able to experience the life of Indian people in a very rural context (small villages, back woods, dirt roads). One of the aspects of these people and towns that struck me over and over was the fact that so many of them were using tools and methods that their ancestors would have used over a century ago. They were content to keep using short, homemade brooms that caused their backs and knees to hurt. Some used wooden, ox-driven carts to carry hay for their water buffaloes while the younger generation zips around on small motorcycles or plays games on their iPhones. Everywhere I looked, I saw examples of people who were not progress minded – and just continued doing what they had always been doing.  

Turning this personal:

But then I think about myself. Am I always progress-minded? Do I believe that I can and should improve? That there is opportunity for progress in our company or my family? I am recognizing that I need to “think progress” – or I might drift on the status-quo and be stagnant like all those people I encountered in India.  

Guidance from Dr. Schwartz:

David Schwartz provides helpful guidance as he said, “there are two special things you can do to develop your progressive outlook:  

  1. Think improvement in everything you do. 
  1. Think high standards in everything you do.” 

He tells a story of a teacher he had one year that did not believe in progress. She didn’t seem to care about the students or really believe that they could improve. She was not respected and the students ran over her all year long. Not much progress because there wasn’t a belief in progress. The teacher he had the next year (with the exact same set of students) set the tone from day one that she loved the students, believed in progress, and expected excellence from each of them. She received respect all year long – and progress was made. She “thought” improvement and had high standards.  

We are challenged to remember that the team, group, or family you lead will “adjust themselves to the standards you set” (and example you provide). They want to know if you think progress and what level of progress you expect of them.  

Helpful quotes to remember:

“Check the example you set. Use this old but ever-accurate quatrain as a guide: 

What kind of world (company/group/family) 
would this world be, 
If everyone in it
were just like me?”  

“The simplest way to get high-level performance is to be sure the master copy is worth duplicating.” 

Wow! That quote is good. I just wrote that down in the back of my planner!  

Application Questions:

Are you a progressive thinker? Or do you drift in the status-quo?  

  •  I know that it is a mix for your spheres in life – so think about progress opportunity in each life domain.  

Reference: Schwartz, David. “How to Think Like a Leader.” The Magic of Thinking Big. Touchstone, pp. 275-302.

Purchase: https://www.amazon.com/Magic-Thinking-Big-David-Schwartz/dp/1897384424/

Thinking Leaders – Trade Minds and Be Human

Skiers following a leader

I just finished The Magic of Thinking Big by David Schwartz. Great book for you to put on your reading list. Yes… it is a “self-help” book – but it was written in 1959 and has sold millions of copies – so it is time tested and still standing! I found it to be very relevant and had many topics that were personally encouraging or challenging. I really liked the final chapter so I decided that I will discuss it with you through three messages (so I don’t write one that is way too long!)  

The closing chapter is titled “How to Think Like a Leader” and provides four leadership principles to consider as you engage in any form of leadership. We’ll dissect and discuss the first two today and attack the other two in the following weeks.  

Principle 1 – Trade minds with the people you want to influence 

This principle is really about seeing other people as significant individuals who have their own hopes, fears, interests, values, etc. They are not an object and they are not exactly like you or me. We cannot put people in cookie-cutter boxes and expect to be a driving influencer for them. We have to “keep this question in mind: ‘What would I think of this if I exchanged places with the other person?’” We will have more success in leading others, selling something, or gaining approval if we first “think of the interests of the people we want to influence.”  

He tells a story of a young lady who failed in retail procurement because she always purchased clothes that she liked for the store. Turns out, her taste in clothes and expectation of price was not even close to that of the store’s typical customer – so the clothes didn’t sell and she lost her job.  

Schwartz also provides some helpful situational questions to ask yourself. Here are a couple: 

  • The way I give orders – “Would I like to carry out orders if they were given to me the way I give them to others?” 
  • Preparing a speech – “Considering the background and interests of the audience, what would I think of this remark?” 

Application Question: What area of your life would benefit from implementing this principle? How would you do it? 

Principle 2 – Think: What Is the Human Way to Handle This? 

He starts off saying that there are three approaches to leadership situation – as the Dictator (who never involves subordinates in decisions), as the mechanical “rule-book-operator” (who is a manager by the book, no questions necessary), or as what he calls “Being Human.”  

The leader who takes the “be human” approach makes his actions say, “You are a human being. I respect you. I’m here to help you in every way I can.” Your approach in all circumstances shows that “you put people first” – because you’re all human and can address situations as humans would.  

Schwartz tells an impactful story about a business leader who saw every one of his employees as being “under his protection” and would go out of his way to serve his staff. When he needed to let an employee go who was not well suited for the position, instead of just kicking them out, he made connections and assisted the person in finding another job so they were able to transition directly without unemployment. Now that’s a high standard worth emulating! 

“Practice praising people. Rub people the right way. Be human.”  Or I like the way C.S. Lewis puts it – “be a good infection” in your relationship with others.  

Both of these principles have a striking similarity to the Golden Rule spoken by Jesus – “Do unto others what you would have them do unto you.” (or “treat others the way you want to be treated.)  

Application Question:  With whom can you “be human” today? What would change in your relationship? 

 

Reference: Schwartz, David. “How to Think Like a Leader.” The Magic of Thinking Big. Touchstone, pp. 275-302.

Purchase: https://www.amazon.com/Magic-Thinking-Big-David-Schwartz/dp/1897384424/