I loved this book so much that I bougth it and gave it to my 21 year old son to read! He is in the food industry and is now shift manager in his store, and he has only been there for 6 months! I now have read the book through twice and will probably read it again this coming summer! It is not a quick read!
This book helps you to identify your strenghts and capitalize on them, but this requires honest assesment! Excellent book for all stages of leadership. I highly recommend it.
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It's an easy and enjoyable read. You'll find yourself immediately benefitting from the wisdom and experiences of the author. I bought this book because our pastor is doing leadership meetings and this is the one he is using to teach out of. This is a great book, no matter what your position is in the church.
It teaches the qualities that you need to be a leader and also how you can become the leader that you want to be. Skip to main content. Maxwell , Hardcover 18 product ratings 4. About this product. Make an offer:. Stock photo. Brand new: lowest price The lowest-priced brand-new, unused, unopened, undamaged item in its original packaging where packaging is applicable.
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See details. See all 5 brand new listings. Buy It Now. Add to cart. Maxwell , Hardcover. Maxwell now provides a concise, accessible leadership book that helps readers become more effective leaders from the inside out. Daily readings highlight twenty-one essential leadership qualities and include "Reflecting On It" and "Bringing It Home" sections which help readers integrate and apply each day's material.
Additional Product Features Number of Volumes. Show More Show Less. Add to Cart. Any Condition Any Condition. Last one Free shipping. See all It was a dangerous process, but that's what he did. As he flew the jet, he nearly lost control and almost met the same fate as the other two pilots. But he did manage to make it through the tests, and he was able to verify the defect.
Lear developed a new part to correct the problem and fitted all fifty-five planes with it, eliminating the danger. Grounding the planes cost Lear a lot of money. And it planted seeds of doubt in the minds of potential customers. As a result, he needed two years to rebuild the business. But Lear never regretted his decision. He was willing to risk his success, his fortune, and even his life to solve the mystery of those crashes — but not his integrity. And that takes character.
How a leader deals with the circumstances of life tells you many things about his character. Crisis doesn't necessarily make character, but it certainly does reveal it. Adversity is a crossroads that makes a person choose one of two paths: character or compromise. Every time he chooses character, he becomes stronger, even if that choice brings negative consequences.
As Nobel prizewinning author Alexander Solzhenitsyn noted, "The meaning of earthly existing lies, not as we have grown used to thinking, in prospering, but in the development of the soul. Anyone can say that he has integrity, but action is the real indicator of character. Your character determines who you are.
- The 21 Indispensable Qualities of a Leader: Becoming the Person Others Will Want to Follow!
- The 21 Indispensable Qualities of a Leader.
- The 21 Indispensable Qualities of a Leader: Becoming the Person Others Will Want to Follow.
- Gotze Complex Dynamics of Glass-Forming Liquids-A Mode-Coupling Theory?
Who you are determines what you see. What you see determines what you do. That's why you can never separate a leader's character from his actions. If a leader's actions and intentions are continually working against each other, then look to his character to find out why. We have no control over a lot of things in life. We don't get to choose our parents. We don't select the location or circumstances of our birth and upbringing.
We don't get to pick our talents or IQ. But we do choose our character. In fact, we create it every time we make choices — to cop out or dig out of a hard situation, to bend the truth or stand under the weight of it, to take the easy money or pay the price.
The 21 Indispensable Qualities Of A Leader: Becoming The Person Others Will Want To Follow
As you live your life and make choices today, you are continuing to create your character. True leadership always involves other people. As the leadership proverb says, if you think you're leading and no one is following you, then you're only taking a walk. Followers do not trust leaders whose character they know to be flawed, and they will not continue following them. Have you ever seen highly talented people suddenly fall apart when they achieved a certain level of success? The key to that phenomenon is character. Steven Berglas, a psychologist at Harvard Medical School and author of The Success Syndrome, says that people who achieve great heights but lack the bedrock character to sustain them through the stress are headed for disaster.
He believes they are destined for one or more of the four A's: arrogance, painful feelings of aloneness, destructive adventure-seeking, or adultery. Each is a terrible price to pay for weak character. If you've found yourself being sucked in by one of the four A's that Berglas identifies, call a time-out.
Do what you must to step away from some of the stress of your success, and seek professional help. Don't think that the valley you're in will pass with time, more money, or increased prestige. Unaddressed cracks in character only get deeper and more destructive with time. If you're not struggling in any of these four areas, you should still examine the condition of your character.
Ask yourself whether your words and actions match — all the time. When you say you'll finish an assignment, do you always follow through? If you tell your children that you'll make it to their recital or ball game, are you there for it? Can people trust your handshake as they would a legal contract? As you lead others at home, at work, and in the community, recognize that your character is your most important asset.
Alan Bernard, president of Mid Park, Inc. A leader not only stays above the line between right and wrong, he stays well clear of the 'gray areas. Spend some time looking at the major areas of your life work, marriage, family, service, etc. Write down every instance you can recall from the past two months. Examine the responses that you just wrote down. Is there a particular area where you have a weakness, or do you have a type of problem that keeps surfacing? Detectable patterns will help you diagnose character issues. The beginning of character repair comes when you face your flaws, apologize, and deal with the consequences of your actions.
Create a list of people to whom you need to apologize for your actions, then follow through with sincere apologies. It's one thing to face up to your past actions. It's another to build a new future. Now that you've identified any areas of weakness, create a plan that will prevent you from making the same mistakes again. A man took his young daughter to a carnival, and she immediately ran over to a booth and asked for cotton candy.
As the attendant handed her a huge ball of it, the father asked, "Sweetheart, are you sure you can eat all that? How can you have charisma? Be more concerned about making others feel good about themselves than you are making them feel good about you. I have yet to find the man, however exalted his station, who did not do better work and put forth greater effort under a spirit of approval than under a spirit of criticism. During the second half of the nineteenth century, two strong men vied for leadership of Great Britain's government: William Gladstone and Benjamin Disraeli.
The two politicians were intense rivals. You can detect how they felt about each other based on a comment once made by Disraeli: "The difference between a misfortune and a calamity? If Gladstone fell into the Thames [River], it would be a misfortune. But if someone dragged him out again, it would be a calamity. Many people believe that Gladstone, leader of the Liberal Party for three decades, personified the best qualities of Victorian England. A career public servant, he was a great orator, a master of finance, and a staunchly moral man. He was made prime minister of the United Kingdom four different times, the only person in the nation's history to achieve that honor.
Under his leadership, Great Britain established a national education system, instituted parliamentary reform, and saw the vote given to a significant number of people in the working classes. Benjamin Disraeli, who served twice as prime minister, had a different kind of background. In his thirties, he entered politics and built a reputation as a diplomat and social reformer.
But his greatest accomplishment was masterminding Great Britain's purchase of shares in the Suez Canal. Though both men accomplished much for Britain, what really separated them as leaders was their approach to people. The difference can be best illustrated by a story told by a young woman who dined with the two rival statesmen on consecutive nights. When asked her impression of them, she said, "When I left the dining room after sitting next to Mr.
Gladstone, I thought he was the cleverest man in England. But after sitting next to Mr. Disraeli, I thought I was the cleverest woman in England. He had charisma. Most people think of charisma as something mystical, almost undefinable. They think it's a quality that comes at birth or not at all. But that's not true. Charisma, plainly stated, is the ability to draw people to you.