Introduction

• Leadership is mostly learned. You can be born with some amount, but mostly it is learning through observation, training, and, and self-discipline.
• Four kinds of leaders:
• Leading leader: born with leadership qualities, has seen leadership modeled, learned through training, has the self-discipline required to become a great leader.
• Learned leader: seen leadership modeled, learned through training, has the required self-discipline.
• Latent leader: has see little leadership modeled, is learning through training, has the required self-discipline.
• Limited leader: little exposure to leaders or leadership training, but has the desire to be a leader.

Ch. 1: The Definition of Leadership: “Influence”

• The definition of leadership is “influence.” A similar definition is “the ability to obtain followers.”
• Influence can be increased. Communicating effectively leads to recognition, which leads to influence.
• Five levels of leading:
1. Position: you only get the authority that comes with your title. People follow because they have to.
• “Security is based on title, not talent.” (6) If you stay at level 1 too long, you start getting into org charts, tradition, politics, etc.
• “This level is often gained by appointment.” (6)
• “People will not follow a positional leader beyond his stated authority.” (6)
• “Positional leaders have more difficulty working with volunteers, white-collar workers, and younger people” (6) because volunteers are not working for money, white-collar workers expect to be part of the decision-making and resent dictatorial leadership, and young people are not impressed by symbols of authority.
• “The boss drives his workers; the leader coaches them.
  The boss depends on authority; the leader on goodwill.
  The boss says ‘I'; the leader, ‘we.’
  The boss fixes the blame for the breakdown; the leader fixes the breakdown.
  The boss knows how it is done; the leader shows how.
  The boss says, ‘Go!'; the leader says, ‘Let’s go!’” (6)
2. Permission: people follow you because they know you care about them.
• This is foundational. You cannot skip this step!
• You cannot lead people if you do not love them.
• At this level, people get together because they like getting together.
3. Production: things get accomplished, problems are solved, momentum is created. “People follow because of what you have done for the organization.” (13)
• At this level, people get together because they want to get stuff accomplished. (Presupposes #2)
4. People development: “people follow because of what you have done for them.” (13)
• “A leader is great, not because of his or her power, but because of his or her ability to empower others.” (10)  “... the true leader can be recognized because somehow his people consistently demonstrate superior performance.” (10)
• The leader develops key leaders around him. “Loyalty to the leader reaches its highest peak when the follower has personally grown through the mentorship of the leader. ... At level 2: follower loves the leader; at level 3, the follower admires the leader; at level 4, the follower is loyal to the leader. Why? You win people’s hearts by helping them grow personally.” (10)
• The danger is that you get used to the people around you following you out of loyalty while newer people see you as a positional leader, so you need to have some way of continuing a personal touch.  "Walk slowly through the crowd.” (11)
5. Personhood: people follow because of who you are and what you represent. Few make it here, but those who do are larger than life. (13)
• Every time you move to a new job or circle of friends you have to start over at level 1.

Ch. 2: The Key to Leadership: Priorities

• “Practical people know how to get what they want. Philosophers know what they ought to want. Leaders know how to get what they ought to want.” (19)
• 20 percent produces 80 of the results. So do the 20% of the things that give 80% of the results, invest in the 20% of the people that give 80% of the results, etc.
• How do you identify key people? If they withdrew their support, would you be able to accomplish your goals? If not, they are key.
• Leaders tend to initiate, followers tend to respond. Leaders choose who will fill their calendars, follows fill their calendars by those who request them.
• Make sure you know what your position requires of you; make sure it gets done.
• What gives me the best return?
• What is most rewarding about my job? Get your responsibilities to line up with what is most rewarding.
• Prioritize the highly important things.

Ch. 3: The Most Ingredient of Leadership: Integrity

• People expect leaders to have honesty, competence vision, and inspiration.
• People follow integrity. Leaders who have no integrity cannot win the trust of their followers.
• The higher up you climb in an organization, fewer rights and more responsibilities you have. John D. Rockefeller, Jr.: “I believe that every right implies a responsibility, every opportunity, an obligation, every possession, a duty.” (41)

Ch. 4: The Ultimate Test of Leadership: Creating Positive Change

• Twelve troublespots of a leader (five are related to unwillingness to change):
1.  Has a poor understanding of people
2. Lacks imagination
3. Has personal problems
4. Passes the buck
5. Feels secure and satisfied  (i.e. complacent)
6. Is not organized
7. Flies into rages
8. Will not take a risk
9. Is insecure and defensive
10. Stays inflexible
11. Has no team spirit
12. Fights change (49 - 50)
• The leader must be changed first; only then can the followers change.
• The change could make sense logically, but make you feel insecure psychologically (or vice-versa). It is important to distinguish between the two.
• People (in general) are always resistant to change. Especially:
• when they don’t have ownership of the idea.
• when the purpose is unclear (often because it gets handed down from above, instead of coming from their level)
• when the rewards don’t make the effort required
• when people are too satisfied with the status quo
• when people are always focusing on the negatives
• because it disrupts their routine (making things harder than before, like changing your golf swing takes a lot of effort, even though it will benefit you)
• because it creates fear of the unknown
• because it creates fear of failure
• Some people will be negatively impacted by the change; make sure to talk to those people individually, and help them work out a solution (for instance, help finding a new job)
• Cycle of change:
  

  		Stage 1: Create
  	↗		↘
  Stage 4: Change				Stage 2: Conserve
  	↖		↙
  		Stage 3: Criticize

• Checklist to go through before attempting change. The more “no” answers mean change will be more difficult.
• Will this change benefit the followers?
• Is this change compatible with the purpose of the organization?
• Is this change specific and clear?
• Are the top 20 percent (the influencers) in favor of this change?
• Is it possible to test this change before making a total commitment to it?
• Are physical, financial, and human resources available to make this change?
• Is this change reversible?
• Does this change have both short- and long-range benefits?
• Is the leadership capable of bringing about this change?
• Is the timing right? (63)
• It takes people repeated exposures to an idea to own it.
• The leader must have the trust of his followers to effect change.
• Make sure to get the influencers on board before announcing the change.
• Give people ownership of the change: announce it well in advance, show how it will benefit them, be open to feedback, let them know you are confident in them to implement it, celebrate as people implement the change.
• Change tends to be bad when it is a bad idea, the influencers don’t accept it, is presented ineffectively, is self-serving for the leaders, based only on the past, part of too many changes (or too fast)

Ch. 5: The Quickest Way to Gain Leadership: Problem Solving

• The four most common reasons for poor performance of people are: they don’t know what they should do, how to do it, why they are doing it, or things outside their control (e.g. work, home, life in general). The first three are training problems. The last is where problem solving comes in.
• Problems and success are related: water resistance is the main problem for boats, but is also the reason why boats can move; the boll weevil destroyed the cotton monoculture in the South, but forced a diversification that made the South wealthier.
• Many people’s problems caused their success: Valley Forge (Washington), poverty (Lincoln), poverty and discrimination (Booker T. Washington), etc.
• Not everyone wants to be problem-free; sometimes when you solve someone’s problem they find a new one.
• “If I can’t do something about a problem, it’s not my problem; it’s a fact of life.” (81)
• Many seemingly unsolvable problems have lots of solutions if you relax some assumptions. (e.g. the nine dot problem has many solutions, if you relax the assumptions of: you can’t go outside the grid, you have to go through the center of the points, the paper needs to be flat, you can’t cut up the paper into little pieces, stack them up and stick the pen through.
• Develop problem solvers:
• Invest time into people before they have a problem.
• Don’t solve their problem for them, walk them through solving their problem.
• Some approaches:
• “Never allow others to think you always have the best answers. This will only make them dependent on you.” (95)
• “Become a coach, not a king. A coach brings out the best in others, helping them to reach deep down inside and discover their potential. A king only gives commands.” (95)
• “List their solutions on paper. Integrate your ideas with theirs until they have ownership of them.” (95)
• “Ask them to decide on the best solution to their problem.” (95)
• “Policies change when their use is no longer essential. Principles do not change. ... Policies work well for lower management and operational matters. A policy’s intent is to give clear direction and allow a better flow in the organization. Many organizational problems will stay solved with the implementation of solid policy. ... A principle is for everyone in the organization at all times [e.g. ‘Always take the high road.']” (94)

Ch. 6: The Extra Plus in Leadership: Attitude

• When the author asks people to describe a characteristic of a friend they admire, 95% of the words are attitudes, not skills or looks.
• Your attitude influences how you see others: if you are suspicious of them, you will see them act suspiciously.
• Three random teachers were given a set of random students, but were told that the students were the smartest students. The students performed 20 - 30 percent better, and the students and teachers enjoyed the classes. The only difference was expectation.
• People with emotional problems are 144% more likely to get into an accident.
• Attitude is the most important factor in success, much more than technical skill.
• We can always choose our attitude. We may not be able to control our situation, be we can always choose how to respond to it.
• “Many times people who have suffered adverse situations in their lives become bitter and angry. Over time, their lives will be negative and hardened towards others. The tendency for them is to point back to a difficult time and say, ‘That incident ruined my life.’ What they do not realize is that the incident called for an attitude decision—a response. Their wrong attitude choice, not the condition, ruined their lives.” (105)
• Your followers catch your attitude.
• How to change your attitude:
• Identify problematic feelings
• Identify behavior that results in problematic feelings
• Identify the problematic thinking
• Identify the right thinking
• Commit publicly to the right thinking and develop a plan for thinking rightly.
• Changing your behavior will change your attitude.
• If you tell your kids “change your attitude,” it is too general. But if you have them do a concrete behavior (give a compliment to every member of the family every day) then their attitude (lack of thankfulness) changes.

Ch. 7: Developing Your Most Appreciable Asset: People

• Guy Ferguson:
• “To know how to do a job is the accomplishment of labor;
    To be available to tell others is the accomplishment of the teacher;
    To be able to tell others how to do better work is the accomplishment of management;
    To be able to do all three is the accomplishment of true leaders.” (115)
• Three levels of people/work skills:
1. “The person who works better with people is a follower.” (116)
2. “The person who helps people work better is a manager.” (116)
3. “The person who develops better people to work is a leader.” (116)
• Assumptions I make about people that are key to my success:
• “Everyone wants to feel worthwhile” (118)  So learn how to make people feel important. Napoleon knew every officer in his army, and would chat with them about battles they were in, and asked about their hometown and family.
• “Everyone needs and responds to encouragement” (119)  A study had people do ten puzzles, and were randomly told they did well (7/10 right) or poorly (7/10 wrong). Then they were given more puzzles, and the ones who were told they did well did better and the ones who were told they did poorly did worse.
• Henry Ford: “My best friend is the one who brings out the best in me.” (120)
• “People ‘buy into’ the leader before they ‘buy into’ his or her leadership” (120)
• “Most people do not know how to be successful” (122)
• Most people think success is a point in time. Actually, it is a process of growth.
• Most people think success is learning to not fail. Actually, success is learning from failure.
• If people learn that you can make them successful, they will follow you.
• “Most people are naturally motivated.” Most kids are really excited to go to school for the first time, but after a few years, school manages to demotivate some of them.
• What motivates people?
• People want to be part of something significant.
• People want to be part creating the goal.
• Positive dissatisfaction. “Dissatisfaction can inspire change or it can lead to a critical spirit.” (124)
• Clear expectations.
• What demotivates people? Belittling, manipulation, insensitivity, not caring about personal growth.
• “Am I building people, or am I building my dream and using people to do it?” (125)
• Make sure people feel like they are getting a equally good deal. If they feel like they are getting the better deal, they can become complacent. If they feel that the other person is getting a better deal they become resentful. But if they feel like both are getting an equal deal, then it tends to produce mutual respect and motivation.

Ch. 8: The Indispensable Quality of Leadership: Vision

• Four levels of vision:
1. “Some people never see it. (They are wanderers)” (141)
2. “Some people see it but never pursue it on their own. (They are followers)” (141)
3. “Some people see it and pursue it. (They are achievers)” (141)
4. “Some people see it and pursue it and help others see it. (They are leaders)” (141)
• Leaders can see the dream accomplished; others see only the normal.
• How to dream: answer the following: if I had _____, I would _____.
• Personal ownership of the dream:
• Look behind: what have you learned? “Experience has taught me these principles about vision: the credibility of a vision is determined by the leader; the acceptance of a vision is determined by the timing of its presentation; the value of a vision is determined by the energy and direction it gives; the evaluation of a vision is determined by the commitment level of people; the success of a vision is determined by its ownership by both the leader and the people.” (146-7)
• Look around you: what is happening to others? You can’t be too far ahead of other people with your vision or it won’t be accepted.
• Look ahead of you: what is the big picture?
• Look above you: what does God expect of you? Richard Day: “Every golden era in human history proceeds from the devotion and righteous passion of some single individual. There are no bona fide mass movements; it just looks that way. There is always one man who knows his God and knows where he is going.” (148)
• Look beside you: what resources are available?
• Corporate ownership
• Levels of seeing:
1. Perception: seeing the now through the lens of reality.
2. Probability: seeing what will be by discernment.
3. Possibility: seeing what can be.
• “A futurist lives only on Level 3. A forecaster lives only on Level 2. A follower lives only on Level 1. A leader lives on Level 3, leads on Level 2, and listens on Level 1.” (150)
• Vision-casting starts on level 1.
• Level 1: hindrances to a vision a usually a people problem: limited leaders, concrete thinkers, dogmatic talkers, continual losers, comfortable people, tradition lovers, people who only feel safe in a group, people who only see problems, self-seekers, failure forecasters.
• Level 2: create the environment
• Let them see that you care about them. Find a bridge between their goals and the organization’s.
• Paint a picture. Include hope, challenge, freedom, a way to begin. Put yourself in the picture. Put what the people love in the picture.
• Level 3: find the right people and invest into them. These people have a great attitude, do not get discouraged easily, think creative, and get stuff done.

Ch. 9: The Price Tag of Leadership: Self-Discipline

• Many great leaders say that their biggest enemy is themselves. Self-discipline is essential.
• We must learn to do what needs to be done now, even if we don’t want to do it.
• “It is not enough that we do our best; sometimes we have to do what is required.” Winston Churchill (171)
• We can’t handle having power; we need to have accountability or we start trying to keep the power.
• Focus on the results, not the activity. Work where you are best 80% of the time, where you are learning 15%, and where you are weak 5%.

Ch. 10: The Most Important Lesson of Leadership: Staff Development

• At some point, you are doing all that you can, and the only way to improve your productivity is to work through other people.
• You need to surround yourself with a team of excellent people. A little increase from everyone translates into a huge increase.
• Basic human needs that your environment must meet:
• People know what is expected of them.
• They know each of them will have an opportunity to perform.
• They know how they are doing.
• They know that they will get guidance when needed.
• They know that each will be rewarded according to his contribution.
• As a leader, you must have control of three areas: finance (the ultimate means of control), personnel (people determine the organization), planning (plans are the future of the organization).
• Seven deadly leadership sins:
• “Trying to be liked rather than respected.” (184)
• “Not asking team members for advice and help.” (184)
• “Thwarting personal talent by emphasizing rules rather than skills.” (184)
• “Not keeping criticism constructive.” (184)
• “Not developing a sense of responsibility in team members.” (184)
• “Treating everyone the same way.” (184)
• “Failing to keep people informed.” (184)
• Bobb Biehl says that 60-80% of an organization’s success is due to having a clear direction, the right team, and sound finances.
• When you hire someone, don’t hire them unless they “feel right” (assuming they have all the other qualifications). Make sure they and their spouse feel good about it, too.
• Winning teams don’t tend to have more skilled players than losing teams, but they are more committed.
• Fire people who aren’t doing their job satisfactorily. Keeping them frustrates everyone else. Firing them lets them go on to something they are more suited for.