The 101 Series of book from John Maxwell is a great introduction to the many topics which he address in greater depth in other books. Here are some quotes from Dr. Maxwell which I especially enjoyed.
“I believe that insecurity, rather than poor judgment or lack of intelligence, most often causes leaders to surround themselves with weak people.”
“On good teams, trust is a nonnegotiable. On winning teams, players extend trust to one another. Initially that is a risk because their trust can be violated and they can be hurt. At the same time that they are giving trust freely, they conduct themselves in such a way to earn trust from others. They hold themselves to a high standard. When everyone gives freely and bonds of trust are developed and are tested over time, players began to have faith in one another. They believe that the person next to them will act with consistency, keep commitments, maintain confidences, and support others. The stronger the sense of community becomes, the greater their potential to work together. Developing a sense of community in a team does not mean there is never conflict. All teams experienced disagreements. All relationships have tension. But you can work them out.”
“Create an environment that unleashes new leaders.”
“Teams that don’t bond can’t build.”
“For a team to be successful, the teammates have to know they will look out for one another.”
“In a sport such as basketball, the players on the team recognize that scoring is what is important. When a team is more effective at scoring than the opponent, it wins. Because the team members know that, they spend their time in improving and perfecting their ability to score. That is their focus. In contrast, in many organizational settings, the team members don’t know what it means to ‘score.’ They may have a list of duties, but they don’t know how those duties go together to make a score. It would be the equivalent of a basketball player who knew how to set a pick, dribble, and pass, but who never knew all the skills were used together to score baskets. If just one player on a basketball team doesn’t know what is important to the team, it makes him ineffective. And when he is in the game, it is impossible for the team to succeed. The same is true in any organization. Anyone who doesn’t know what’s important to the team not only fails to contribute to the team, but actually prevents the team from achieving success. That is why it is so important for leaders of the team to identify what is important to the team and to communicate that information to her team members.”
“People on the team must be made to feel that they are in an environment where it is safe to offer suggestions or criticism without feeling threatened.”
“The key to being competitive is channeling it in a positive way. If you squash it, you lose an edge that motivates you to do some of your best work. If you let it run wild, you run over your teammates and alienate them. But if you control it and directed, competitiveness can help you succeed.”
“Don’t let the personality of someone you work with cause you to lose sight of the greater purpose, which is to add value to the team and advance the organization. If that means listening to the ideas of people with whom you have no chemistry, or worse, a difficult history, so be it. Set aside your pride and listen. And in cases where you must reject the ideas of others, make sure you reject only the idea and not the person.”
“Being an encouraging leader and leading across is not about getting your own way. It’s not about winning at all costs. It’s about winning respect and influence with your peers so that you can help the whole team win. Should you be passionate and determined, believing in yourself and your ability to contribute? Definitely. Should you hold on to your deeply held values and stand on principle when those are in jeopardy? Absolutely. But never forget that having a collaborative spirit helps the organization. When you think in terms of our idea instead of my idea or her idea, you’re probably on track to helping the team win.”
Craig T. Owens 