The 21 Irrefutable Laws Of Leadership The 21 Irrefutable .
APRIL2010The 21 Irrefutable Lawsof Leadershipby John C. MaxwellQuiCK oVERViEWThe 10th anniversary edition of The 21 Irrefutable Laws of Leadership offers updatedstories and several revisions, including the addition of two laws. How can irrefutablelaws be revised? author John C. Maxwell notes the edits extend from his own lifeexperience. Growth equals change.This classic book on leadership provides real-life examples from world-famous andinfamous leaders alike. Their stories illustrate how each of the 21 laws are appliedor misapplied. Maxwell narrates these stories, he explains how and why the lawswork. Each chapter ends with a series of exercises designed to help readers apply thelaw to their own lives and circumstances. This effective combination of meaningfulcontent with practical application makes it possible for almost anyone to improvetheir leadership skills. But as “The Law of Process” states, “Leadership develops daily,not in a day.”The premise of The 21 Irrefutable Laws of Leadership is that leadership is a skill thatcan be learned. Undoubtedly, there are character traits that make people seem like“natural leaders,” but by studying leadership, it is possible to increase one’s skills andeffectiveness, and thereby one’s success.by John C. MaxwellThomas Nelson 1998 and 2007, John C. MaxwellISBN 9780785288374336 pagessuCCEss PointsPageThe laws can be learned.The laws can stand alone.The laws carry consequences with them.These laws are the foundation of leadership.Leadership requires the ability to do more than one thing well.No one does all 21 laws well—look for team members tobalance you.1 Ethics can be taught, butthey must also be modeled Momentum is the mostpowerful change agent Winning requires personalresponsibility, a clearvision and a dedicationto victoryAPPlY AnD ACHiEVE1.2.3.4.5.6.From this book youwill learn: Giving your power awaycan make you a moreeffective leaderSUCCESS.comSUCCESS Book SUMMarIES
The 21 Irrefutable Laws of Leadershipawidespread misunderstanding is that leadingand managing are one and the same. Upuntil a few years ago, books that claimedto be on leadership were often really aboutmanagement. The main difference between the two isthat leadership is about influencing people to follow,while management focuses on maintaining systemsand processes.The best way to test whether a person can lead ratherthan just manage is to ask him to create positive change.managers can maintain direction, but often they can’tchange it. Systems and processes can do only so much.To move people in a new direction, you need influence.Let’s take a look leadership and influence, beginningwith the first law:1. The Law of the LidThe lower an individual’s ability to lead, the lower the lidon his potential. The higher the individual’s ability to lead,the higher the lid on his potential.To give you an example, if your leadership rates an 8,then your effectiveness can never be greater than a 7. if yourleadership is only a 4, then your effectiveness will be nohigher than a 3.Your leadership ability—for better or for worse—alwaysdetermines your effectiveness and the potential impact ofyour organization.2. The Law of InfluenceWhy do some people emerge as leaders while others can’tinfluence people no matter how hard they try? i believe thatseveral factors come into play:1. Character—Who They AreTrue leadership always begins with the inner person.2. Relationships—Who They Knowbuild enough of the right kinds of relationships withthe right people, and you can become the real leader inan organization.3. Intuition—What They FeelLeaders seek to recognize and influence intangibles suchas energy, morale, timing and momentum.4. Experience—Where They’ve BeenExperience doesn’t guarantee credibility, but itencourages people to give you a chance to prove that youare capable.Page25. Ability—What They Can DoThe bottom line for followers is what a leader is capableof. as soon as they no longer believe you can deliver, theywill stop listening and following.3. The Law of Processit’s not an event; it’s a process. becoming a leader is a lot likeinvesting successfully in the stock market. if your hope is tomake a fortune in a day, you’re not going to be successful.although it’s true that some people are born with greaternatural gifts than others, the ability to lead is really a collectionof skills, nearly all of which can be learned and improved. butthat process doesn’t happen overnight. Leadership has manyfacets: respect, experience, emotional strength, people skills,discipline, vision, momentum, timing—the list goes on.4. The Law of Navigationi should probably confess at this point that i’m not a strongnavigator. i don’t take joy getting into details, and i tendto go with my gut instinct—sometimes a little too quicklyfor my own good. However, i had to take responsibility forthe navigation process, and to help me do that, i developeda strategy i have used repeatedly. my blueprint follows theacrostic: Plan ahead.Predetermine a course of action.Lay out your goals.Adjust your priorities.Notify key personnel.Allow time for acceptance.Head into action.Expect problems.Always point to the successes.Daily review your plan.Leaders who navigate do even more than control thedirection in which they and their people travel. They see thewhole trip in their minds before they leave the dock. Theyhave vision for getting to their destination, they understandwhat it will take to get there, they know who they’ll need onthe team to be successful, and they recognize the obstacleslong before they appear on the horizon.5. The Law of Additionmany people view leadership the same way they view success,hoping to go as far as they can, to climb the ladder, to achievethe highest position possible for their talent. but, contrary toconventional thinking, i believe the bottom line in leadership isn’tSUCCESS.comSUCCESS book SUmmariES
The 21 Irrefutable Laws of Leadershiphow far we advance ourselves, but how far we advance others.That is achieved by serving others and adding value to their lives.The interaction between every leader and follower is arelationship, and all relationships either add to or subtract froma person’s life. if you are a leader, then trust me, you are havingeither a positive or a negative impact on the people you lead.How can you tell? There is one critical question: Are you makingthings better for the people who follow you?6. The Law of Solid GroundTrust is the foundation of leadership. it is the glue that holdsan organization together. Leaders cannot repeatedly break trustwith people and continue to influence them. it just doesn’thappen. Your people know when you make mistakes. The realquestion is whether you’re going to fess up. if you do, you canoften regain their trust.Trust is like change in a leader’s pocket. Each time you makegood leadership decisions, you earn more change. Each timeyou make poor decisions, you pay out some of your change tothe people.all leaders have a certain amount of change in their pocketwhen they start in a new leadership position. Whatever they doeither builds up their change or depletes it.7. The Law of RespectPeople don’t follow others by accident. They follow individualswhose leadership they respect. People who are an 8 in leadership(on a scale from 1 to 10, with 10 being the strongest) don’t go outand look for a 6 to follow—they naturally follow a 9 or 10. Theless skilled follow the more highly skilled and gifted.in general, followers are attracted to people who are betterleaders than themselves. That is the Law of respect. Leadersgain respect because of their natural leadership ability, bydemonstrating respect for others, and for courage, success,loyalty and adding value to others. Evaluate yourself in each ofthese areas. Then work for a month on each to make that traitor skill a regular part of your life.8. The Law of Intuitionintuition is so difficult to explain because it’s not concrete. itdoesn’t rely on just empirical evidence. but the following fivefacts are true and indicative of intuition.1. Leaders Are Readers of Their Situation—They arevery aware of both atmosphere and environment.2. Leaders Are Readers of Trends—Leaders have theability—and responsibility—to step back from what’sPage3happening at the moment and to discern not only where theorganization has been, but also where it is headed.3. Leaders Are Readers of Their Resources—Theirfocus is on mobilizing people and leveraging resourcesto achieve their goals rather than on using their ownindividual efforts.4. Leaders Are Readers of People—intuition helps leaderssense what’s happening among people and know theirhopes, fears and concerns.5. Leaders Are Readers of Themselves—Leaders mustknow not only their own strengths and blind spots, skillsand weaknesses, but also their current state of mind. Why?because leaders can hinder progress just as easily as they canhelp create it.9. The Law of MagnetismTake a look at the following characteristics. if you haverecruited and hired a staff, you will probably find that you andthe people who follow you share common ground in several ofthese key areas: generation, attitude, background, values, energy,giftedness and leadership ability.You may be saying to yourself, I’m not crazy about the people I’mattracting. Am I stuck with my situation? No. but you will have toidentify the undesirable traits you see in these people and workon improving these in yourself.on the other hand, you may be saying, I like who I am, and Ilike the kind of people I attract. That’s great! Now, take the nextstep in effective leadership. Work at recruiting people whoare different from you to staff your weaknesses. if you don’t,important organizational tasks are likely to be overlooked, andthe organization will suffer as a result.10. The Law of ConnectionWhen it comes to working with people, the heart comesbefore the head. That’s true whether you are communicatingto a stadium full of people, leading a team meeting or trying torelate to your spouse. Think about how you react to people. ifyou listen to a speaker or teacher, do you want to hear a bunch ofdry statistics or a load of facts? or would you rather the speakerengaged you on a human level—maybe with a story or joke? Youfirst have to touch people’s hearts before you ask them for a hand.11. The Law of the Inner CircleWhen we see any incredibly gifted person, it’s alwaystempting to believe that talent alone made him successful.To think that is to buy into a lie. Nobody does anythingSUCCESS.comSUCCESS book SUmmariES
great alone. Leaders do not succeed alone. a leader’s potentialis determined by those closest to him. What makes thedifference is the leader’s inner circle.Leaders have to deliver. There is no substitute forperformance. but without a good team, they often don’t getthe opportunity. Their potential is determined by those closestto them. That is the Law of the inner Circle.12. The Law of EmpowermentTo lead others well, we must help them to reach theirpotential. That means being on their side, encouraging them,giving them power and helping them to succeed.When i teach the Law of Empowerment in emergingcountries, i usually ask a volunteer to come up so that i canshow visually what happens when a leader tries to keep othersdown instead of raising them up. i ask the volunteer to standin front of me, and i put my hands on his shoulders.Then i begin pushing him down. The lower i want to pushhim, the more i have to bend down to do it. as i push himlower, i go lower.That’s the same way it is in leadership: To keep othersdown, you have to go down with them. and when you dothat, you lose any power to lift others up.13. The Law of the PictureGood leaders are always conscious of the fact that they aresetting the example and others are going to do what they do,for better or worse. in general, the better your actions: Understanding: Do you have a firm grasp onthe situation? Maturity: Are your motives right? Confidence: Do you believe in what you are doing? Decisiveness: Can you initiate action withconfidence and win people’s trust? Experience: Have you drawn upon wisdom fromothers to inform your strategy? Intuition: Have you taken into account intangiblessuch as momentum and morale? Preparation: Have you done everything you mustto set up your team for success?20. The Law of Explosive GrowthThere is a common misperception among people who aren’tleaders that leadership is all about the position, perks and powerthat come from rising in an organization. But the reality is thatleadership requires sacrifice. a leader must give up to go up.If you desire to become the best leader you can be, then youneed to be willing to make sacrifices in order to lead well. Ifthat is your desire, then here are some things you need to knowabout the Law of Sacrifice:1. There is no success without sacrifice.2. Leaders are often asked to give up morethan others.3. You must keep giving to stay up.4. The higher the level of leadership, the greaterthe sacrifice.In short, the Law of Explosive Growth says: If you develop yourself, you can experiencepersonal success. If you develop a team, your organization canexperience growth. If you develop leaders, your organization canachieve explosive growth.Leaders who develop leaders develop the top 20 percent oftheir team. They focus on strengths rather than weaknesses.Leaders who develop leaders do so by giving rewards, resourcesand responsibility based on results. They invest time in othersto help increase their ability and influence. Every time youdevelop leaders and help them increase their leadership ability,you make them capable of influencing an even greater numberof people. By helping one person, you can reach many others.19. The Law of Timing21. The Law of LegacyTiming is often the difference between success and failure inan endeavor.Every time a leader makes a move, there are really onlyfour outcomes:If you desire to make an impact as a leader on a futuregeneration, then I suggest you become highly intentional aboutyour legacy. I believe that every person leaves some kind oflegacy. For some, it’s positive. For others, it’s negative.Page5SUCCESS.comSUCCESS Book SUMMarIES
The 21 Irrefutable Laws of LeadershipBut here’s what I know: We have a choice about what legacywe will leave, and we must work and be intentional to leave thelegacy we want. Here’s how:1. Know the legacy you want to leave.2. Live the legacy you want to leave.3. Choose who will carry on your legacy.4. Make sure you pass the baton.ConClusionas you work to build your organization, remember this: Personnel determine the potential of theorganization. Relationships determine the morale of theorganization. Structure determines the size of the organization. Vision determines the direction of theorganization. Leadership determines the success of theorganization.Now that you know the laws and understand them, share themwith your team. and take time to evaluate yourself regardingeach of the laws using the evaluation tool on the following pages.as I mentioned at the beginning of this book, nobody does all thelaws well. That’s why you need to build a team.I wish you great leadership success.About the AuthorJohn C. Maxwell didn’t get anallowance growing up; instead, his fatherpaid him for each personal-developmentbook he read. By applying the knowledgehe acquired through self-discipline, Maxwellhas become one of the most prominentleadership experts of the 20th and 21st centuries.Maxwell is a frequent speaker to Fortune 500 companies aswell as international government leaders. His books have soldmore than 12 million copies. The book that is the basis for thissummary has sold more than a million copies. His organizationshave trained more than a million leaders, and he continues toRecommended ReadingIf you enjoyed this summary of The 21 IrrefutableLaws of Leadership, check out:Developing the Leader Within by John C. MaxwellTalent Is Never Enough by John C. MaxwellLife Is a Series of Presentations by Tony JearyPage6make an impact throughout the world with his sound, insightfulleadership principles.Summarized by permission of the publisher, Thomas Nelson Inc., P.O. Box 141000, Nashville, TN37214. The 21 Irrefutable Laws of Leadership by John C. Maxwell. 1998 and 2007 by 2002 byJohn C. Maxwell. 2010 SUCCESS Media. All rights reserved. Materials may not be reproduced in whole or in partin any form without prior written permission. Published by SUCCESS Media, 200 Swisher Rd.,Lake Dallas, TX 75065, USA. SUCCESS.comSUCCESS.comSUCCESS Book SUMMarIES
The 21 Irrefutable Laws of Leadership The 21 Irrefutable Laws of Leadership Recommended Reading If you enjoyed this summary of The 21 Irrefutable Laws of Leadership, check out: Developing the Leader Within by John C. Maxwell Talent Is Never Enough by John C
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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21 Irrefutable Laws of Leadership . About the Laws The laws can be learned The laws can stand alone The laws carry some consequences The laws are the foundation of leadership . 21 Irrefutable Laws of Leadership . The Law of
John Maxwell has written the “21 Irrefutable Laws of Leadership,” and I can’t and won’t try to refute them. They really are irrefutable and I highly recommend his book. I, however, have come up with the “31 refutably irrefutable laws of lame leadership.” They are “refutably irre
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American Revolution American colonies broke away from Great Britain Followed the ideas of John Locke –they believed Britain wasn’t protecting the citizen’s rights 1st time in modern history ended a monarchy’s control and created a republic Became a model for others French Revolution Peasants tired of King Louis XVI taxing them and not the rich nobles Revolted and .
