Here are some of the principles of John Maxwell , an American writer and speaker, for building true leadership.
- The law of the cap:
Leadership ability determines the l í MITE growth of a person.
Dedication is decisive, so is talent and intelligence, but without leadership skills, you will never get far. That is why it is important that if you want to be successful in life, you focus on developing yourself as a leader.
- The law of influence:
The true measure of your leadership is influence. Nothing more to s and no less.
True leadership cannot be passed on, it needs to be earned. You will have achieved excellence as a leader when people follow you everywhere, if only out of curiosity.
- The law of process:
Develops leadership d ed Di a, not a s or blow it .
You have to be consistent. Leadership develops on a daily basis, it doesn’t come overnight.
- The law of navigation :
Anyone can steer a ship, but you need a leader to determine the course.
Preparation and foresight are essential.
- EF Hutton’s law:
When the real leader speaks, people listen.
The leader has and knows how to handle information. Knowledge alone does not make the leader; but without it, it can never be.
- The law of firm ground:
Trust is the foundation of leadership.
The trust of your followers is your most valuable asset. People want to believe in your character. If you make mistakes and don’t admit them, you will start to undermine confidence.
- The law of respect:
People are naturally the í deres m to s stronger than themselves.
Strong people seek even stronger leaders, always based on respect and depth of character.
- The law of intuition :
The l í deres eval u an all with a bias towards leadership.
A true leader is capable of interpreting the context to make decisive decisions.
- The law of magnetism:
You are what you attract.
The best attract the best. The mediocre to their fellow men. Simple as that.
- The law of connection :
The l í deres touch the heart or n before asking for help.
In order to effectively communicate your message, it is imperative to connect with people on an emotional level.
- The law of the c í inner circle:
People close to the leader determine his potential.
Don’t spend all your effort convincing or inspiring negative people. Invest your energy in the people who share your vision.
- The law of the handover of power:
Só what the l í insurance leaders of s í same empower the dem ore.
We must not stop promoting the talent of others for fear of losing power.
- The law of reproduction :
It is required to be a l í der to develop another l Ider.
The vast majority of leaders are mentored by another leader. The best mentors are experienced leaders. You can only give to others what you have.
- The law of conviction:
People are convinced of the leader and then of the vision .
Build your credibility as a leader first and then people will follow your vision.
- The law of victory:
The l í leaders find ways to help the team win.
For leaders, anything other than winning is totally unacceptable; so they find out what they must do to achieve victory, and they go after it with everything in their power.
- The law of the moment of inertia:
Momentum is a leader’s best friend .
Push is a leader’s best friend. You have to inspire, motivate and create enthusiasm, but to convey something you have to truly feel it.
- The law of priorities:
The l í leaders understand that activity does not necessarily mean achievement.
A leader is able to define what are the activities that really bring him closer to the goal and makes sure to do them first.
- The law of sacrifice:
A leader must sacrifice to progress.
Many times the leader needs to be willing to lose something and then gain something better.
- The law of opportunity:
When driving is as important as what é and do where to go.
Timing is of the essence: the same decision, action or speech at different times can be the difference between a great success or a resounding failure.
- The law of explosive growth:
To add to growth, you have to lead followers. To multiply, drive l í leaders.
- The law of the legacy:
The enduring value of a l í der measured by its successive ng.
A legacy is created only when one person puts the organization in a position to do great things without him.