13 Quotes From “No Limits”

John Maxwell has a unique and gifted way of challenging his readers to move forward by giving them both the motivation and the practical steps to do so. No Limits is no exception. You can check out my full review of his book by clicking here. Below are the first set of quotes from this book that I would like to share with you.

“What stops people from reaching their capacity often isn’t lack of desire. It’s usually lack of awareness.”

“Sad is the day for any man when he is absolutely satisfied with the life that he is living, thoughts that he is thinking, deeds that he is doing, until there ceases to be forever knocking on the door of his soul, a desire to do something greater for God and his fellow-man.”

“Dysfunctional people want others to function on their level. Average people want others to be average. High achievers want others to achieve.”

“Emotionally strong people honor their relationships while at the same time guarding against letting others control them, especially in difficult relationships.”

“What’s the fastest way to make a relationship better? Make yourself better so that you have more to give. That requires an abundance mind-set.”

“How can we make things better? If you’re already successful, this is a fantastic question to ask yourself and your team. Anytime we’re successful, there is a temptation to be lulled into a feeling a false security, to believe that we have arrived. But the greatest detriment to continual success is relying on past success.”

“No one has ever had to work at limiting their capacity. That happens naturally. The world tries to talk us out of working hard. We convince ourselves that we can’t get ahead. We feel down, and we watch our lives go downhill. There are even people who will tell you that others have put you there, that the system is rigged, that successful people have pushed you down and have gotten to the top by stepping on you. Well, I have good news for you … Your production capacity is within your own control.” 

“No one has ever stayed the same, while at the same time rising to a higher level. Being willing to change is one of the prices we pay to grow.”

“Repeated choices to take responsibility give you mental and emotional momentum, which only makes you feel stronger and better about yourself.”

“Everyone sees people’s success without realizing that 90 percent of what leads to it is unseen, yet that 90 percent is what makes it possible.”

“The bottom line is that you cannot manage your life if you do not manage yourself. You cannot maximize your capacity if you cannot increase your discipline.”

“Resilient people don’t focus on the negative experience. They focus on what they can learn from the experience.”

“Winning is overrated. Growing is underrated.”

I will be sharing another batch of quotes from No Limits soon, so stay tuned. To check out other quotes I share daily, please follow me on Twitter and Tumblr.

No Limits (book review)

I always get excited when I get to read a John Maxwell book because I know right upfront that I’m going to be getting life-changing insights. As usual, No Limits lived up to my expectations!

The premise of this book is simple: Most of our limitations are self-imposed, but if we could see a way to blow the cap off those limitations there is no limit to the level of success we can achieve.

The book is built around John Maxwell’s capacity challenge, which says, “If you grow in your awareness, develop your abilities, and make the right choices, you can reach your capacity. In other words: Awareness + Ability + Choices = Capacity.”

No Limits is built around the three components in this capacity equation. First, you will learn how to become aware of what may be limiting you; then, you will learn how you have the ability to develop the capacities that you already have; and finally, you will learn how to make the daily choices that will maximize your capacity.

The book contains a link to a “Capacity Quiz,” which is a great help to identify the areas in which you especially need growth. It’s a good idea to take this quiz before diving into the material in the book so that you can pay special attention to the weakest areas as you are reading.

John Maxwell continues to stretch and mentor me in leadership growth like few other people have. I believe he will do the same thing for you, too, if you are willing to roll up your sleeves and go to work on blowing the cap off all your limits!

I am a Center Street book reviewer.

Notes From The Global Leadership Summit

I had an amazing time last week at the Willow Creek Global Leadership Summit. Every year I came away with some many thoughts, and a brand new passion for the various leadership roles in which I get to serve.

Below are just a few of my notes that I jotted down during an intense two days.

Hybels - everybody winsBill Hybels—The Lens Of Leadership

“Everybody wins when a leader gets better.”

“Armed with enough humility, leaders can learn from anyone.”

Hybels discussed four leadership lenses:

1.   Passionate leader (depicted by vibrant bright red frames)

  • They understand unbridled passion in leadership.
  • “Passion is like protein for the team.”
  • A motivated worked will outperform an unmotivated worker by 40%.
  • People are more motivated by working for a passion-filled leader than they are by compensation or perks.
  • Passion comes from a mountain-top dream, or a valley-deep frustration of current settings.

2.   People leader (cool frames, but cracked lenses)

  • An organization will only be as healthy as the top leader wants it to be.
  • This world needs more pastors of businesses, factories, medical offices, military units, etc.

3.   Performance leader (self-adjusting glasses)

  • Leaders ask: what progress should be made? how do we measure this? what doesn’t need to be measured?
  • Every worker wants to know how they are doing. For the leader, it’s cruel to hire someone and never let them know how they’re doing. Every staff member should get an update at least every six months.

4.   Legacy leader (sunglasses with a rearview mirror [cyclist])

  • Every once in awhile we need to look behind to see what legacy we’re leaving behind.
  • Leaders should reflect on this annually.
  • If my leadership assignment were to end today, what legacy would I leave?

Mulally - overcommunicateAlan Mulally—CEO Boeing and Ford Motor Company

An average commercial airline has 4 million parts!

  • People first
  • Include everyone
  • Create a compelling vision
  • Present a workable strategy
  • Set clear performance goals
  • Relentless implementation
  • Share lots of data
  • “Over-communicate the plan and the current status against the plan.”
  • Instill a positive can-do attitude
  • Keep your emotional resilience
  • Have fun

 

Melinda Gates - hear the criesMelinda Gates—Gates Foundation

Melinda says of herself, “I am an impatient optimist. We are changing the world, but we need to change it faster.”

 

“At the end of the day, you have to hear the cries of those in need, let your heart break and act in courage.”

Jossy Chacko—Empart

“All of us have been entrusted with something. What are we doing to leverage it?”

In thinking about the parable of the talents … “To Jesus, faithfulness is not just sitting with what you have been given, but multiplying what you have been given. God’s mission is not maintaining.”

“Playing it safe is not enough for a follower of Jesus Christ.”

Three principles for expanding our leadership reach:

Jossy Chacko - faithfulness1. Enlarge your vision

  • “When people hear my vision, they should know the size of my God.”
  • “An enlarged vision should keep us driven.”
  • “Do not be confused about what people say about your vision; trust what God has said to you.”

2. Empower your people

  • “Leadership is about taking wise chances and giving people opportunities.”
  • “Your leadership reach will be determined by your empowerment choices.”
  • Three things to keep in mind: (1) Focus on building their character before empowering them; (2) Empowerment has to be through relationship; and (3) Make sure we have agreed on the right outcomes, and have the right way to measure them.

3. Embrace risk

  • Faith = risk. Without faith it is impossible to please God = without taking risks it is impossible to please God.
  • Paradigms to be changed: (1) See risk as your friend to love, not as your enemy to be feared; (2) See comfort and safety as your enemies; and (3) Increase your pain threshold.
  • “Your leadership capacity is in direct relationship to your pain threshold.”
  • “Don’t allow the fear of losing what we have to lose what God has in store for you.”
  • “By me not taking risks, who is missing out?”

Bradberry - EQDr. Travis Bradberry—TalentSmart

All inputs into the brain travel through the limbic system first (emotional center) before the inputs travel to the frontal cortex. The EI (emotional intelligence) center is in the front of the brain, just above the left eye.

Only 36% of people are able to accurately identify their emotions as they happen.

EQ (the Emotional Quotient that measures emotional intelligence) is not IQ.

EQ can be improved all throughout life.

Four components of emotional intelligence:

 1. Self-awareness: knowing my emotions, and knowing my tendencies. I need to lean into my discomfort if I want to improve.

   2. Self-management: what I do with this increased self-awareness. This is not “stuffing” my feelings. The biggest mistake is only trying to manage negative emotions; positive emotions need to be managed too.

   3. Social awareness: focusing more on others than on myself.

   4. Relationship management: using the first three skills in concert. Seeing how my behavior is affecting the other person, and then adjusting accordingly.

 

How to increase my EQ:

  1. Control stress—stress under control is healthy; chronic stress is unhealthy. Gratitude reduces the stress hormone cortisol.
  2. Clean up my sleep hygiene—sleep cleans up toxic hormones in the brain. To get better sleep: (1) Don’t take any kind of sleeping pill; and (2) Reduce “blue lights” in the evening.
  3. Reduce my caffeine input—especially after noon.

Ideal team playerPatrick Lencioni—Author

Three qualities of an ideal team player:

1.   Humble

  • Lacking self-confidence is not humility.
  • “Denying skills and downplaying abilities is not humility.”

2.   Hungry

  • Strong work ethic
  • Driving hard

3.   Smart

  • Not intellectual smarts, but people smarts = EQ

“To develop people, we have to have the courage to humbly and constantly talk to people about their ‘stuff.’”

McChesney - execution disciplinesChris McChesney—Franklin Covey

Rahm Charan asked:

  • Q: Do leaders struggle more with strategy or execution? A: Execution.
  • Q: Are leaders more educated in strategy or execution? A. Strategy.

“The hardest thing a leader will ever do is drive a strategy that changes someone’s behavior.”

There are four disciplines for making changes in human behavior:

1.  Focus

  • “Focus on the wildly important.”
  • If a team focuses on 2-3 goals, they are likely to get them done. But if there are 4-10 goals, momentum is killed. At 11+ goals, the team is going backward.
  • We narrow the focus by coming up with a WIG: wildly important goal (this lives at the intersection of ‘really important’ and ‘not going to happen’).

2.  Leverage

  • “What are the fewest number of battles necessary to win the war?”
  • “When you want to go big, don’t think big, think narrow.”
  • One WIG per team at the same time. Everything else is in sustainment mode.
  • Make goals like this—“From x to y by when.”

3.  Engagement

  • “The biggest driver of engagement is when people feel like they’re winning.”
  • “Do the people who work for me feel like they’re playing a winnable game?”

4.  Accountability

  • Everyone needs to answer: “What are the things I do that have the biggest impact on the WIG?”
  • After sharing the scoreboard, allow people to determine what they need to do next. The people need to determine their own next moves, not the leader. The leader pulls this out of people.

Erin Meyer - contextErin Meyer—INSEAD

On The Culture Map communication is divided into Low vs. High Context:

  • Low = feel we don’t have the same context or relationship. We feel we need to explain things very simply and explicitly.
  • High = we assume we have a larger body of shared reference points. We feel communication is more implicit or nuanced.

Anglo-Saxon countries are typically low context.

Latin American are mid-low.

Asian countries are usually high context.

In low context we tend to nail things down in writing, where in high context we leave things more open to later interpretation.

“Context impacts communication. … We need to read both the messages ‘in the air’ as well as the explicitly stately messages.”

“In a high context culture, repeat things less, ask more questions, learn to ‘read the air.’”

 

Maxwell - 3 questionsJohn Maxwell—Author 

“Good leaders lift.”

“You have to find the people before you lead the people.”

“The one thing leaders have to get right—they must intentionally add value to people every day.”

 

Five things that intentionally adds value to people:

  1. Value people—“God values people I don’t know; He even value people I don’t like.” “Are we going to spend our lives connecting with people, or correcting them?”
  2. Think of ways to add value to people—“Intentional living is thinking upfront on how to help people.”
  3. Look for ways to add value to people.
  4. Do things that add value to people.
  5. Encourage others to add value to people.

If you attended the GLS, please share in the comments below something amazing / challenging / paradigm-busting that you learned. Let’s all keep on learning!

4 Quotes About Emotional Health In “Stand Strong”

Stand StrongIn Stand Strong, Nick Vujicic shares the hard-won strategies he learned to overcome bullies. You can read my full review of Stand Strong by clicking here.

I already shared some of Nick’s quotes from this book, but I wanted a separate post to highlighted a key issue in bullying. One of the biggest tolls on a person being bullied is in their emotional health. One of the chapters I highlighted the most had to do with this important area, so below are a few good reminders.

“I encourage you to keep this phrase in your mind when faced with bullying: You can say terrible things to me, but you can’t touch who I am inside. You can’t make me feel badly about myself. I know who I am, and I stand on my own.”

“We have emotions for a reason. They don’t just come over us by chance, even though it sometimes may seem that way. Asking where your emotions come from and assessing why you feel the way you feel are critical parts of creating self-awareness and asserting self-control over your actions. It’s important to know what triggers your emotions so you can better control your responses in ways that benefit you over the long term. Managing negative emotions is an important part of your bully defense system, and it is also a key to living a more successful life. People who let their negative emotions control their actions tend to feel out of control, insecure, and unhappy. Those who act based on a thoughtful process for monitoring and managing such emotions tend to be more successful, more confident, and happier.”

“Emotions are natural and you feel what you feel. But the quality of your life is greatly affected by the choices you make in responding to your feelings. You see, a space, a time interval, and an opportunity between the point at which you feel something and the point at which you act on that feeling. This space is a gift. … Psychologists say people who learn to use this space wisely are generally much more successful in life than those who either ignore it or don’t use it well. This is the space where you can take control, make smart decisions, and put yourself in a position to determine your own destiny. … When you use the space to think about your response and to decide what is best for you over the long term, you are practicing self-awareness and self-control. This is called ‘response flexibility,’ and it is a sign of emotional intelligence.”

“Here’s something to consider: your negative emotions can be like bullies inside you. They try to provoke a response from you that may not be in your best interest. So if you simply do what those bad feelings stir you to do, you are just giving in to another bully in your life.”

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