Just Continue That Thought...

A thought by John C. Maxwell from his book, Leadershift (p. 98). HarperCollins Leadership. Kindle Edition. (Click on the book title to go to Amazon.com to buy the book.) And that’s a very good thing to do. John says, “Some people accept the challenge and help the team to win. Others don’t. As a leader, you have to manage the process that people go through. You can use the 25-50-25 principle to help you. I learned about it years ago when I attended a leadership roundtable in Los Angeles. “Here’s how it goes: Whenever you cast vision and challenge people to become part of achieving an endeavor, they tend to fall into one of three groups. Typically, 25 percent of the people will support your efforts, 50 percent will be undecided, and 25 percent will resist change. Your job is to help the middle 50 percent join the first 25 percent. Here are tips for doing that and working with all three groups: ·       Understand that the resistant bottom 25 percent are not going t

A thought by John C. Maxwell from his book, Leadershift (p. 94). HarperCollins Leadership. Kindle Edition. (Click on the book title to go to Amazon.com to buy the book.) It isn’t an option, leadership demands it. John says, “That includes tough conversations. And their difficulty increases when the issue is not easy and it involves people on our team. But we should never delay tough conversations. The more you wait, the more difficult they become. Why? ·       Silence to most people means approval. ·       ​When people have to fill in the blanks themselves, they do so negatively. ·       ​Problems left unaddressed have a snowball effect: they become larger and gain momentum. ·       ​Problems left unaddressed cause inner erosion: we lose respect for ourselves internally. ·       The Law of Diminishing Intent is in effect: The longer you wait to do something you should do now, the greater the odds that you will never do it. One of these days becomes none of th

A thought by John C. Maxwell from his book, Leadershift (p. 91). HarperCollins Leadership. Kindle Edition. (Click on the book title to go to Amazon.com to buy the book.) So, what is your attitude toward change? John says, “The person who concedes that change is inevitable becomes resigned to it and is reactive, thinking, Change is going to happen, so what can I do? The individual who believes change is essential is proactive and thinks, I will make change happen so that our team can improve. If growth is expected, then change is essential. We cannot grow without changing. The very fact that I do something better today means that I learned and improved something yesterday. “There are a lot of things I freely give to everyone in my organizations: vision, belief, resources, support, and leadership. One thing that must always be earned is my time. That is the most limited of my personal resources, so it must be earned before I give it. How does someone do that? By being