The Maxwell Daily Reader: 365 Days of Insight to Develop the Leader Within You and Influence Those Around You

© 2007 by John C. Maxwell

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Library of Congress Cataloging-in-Publication Data

Maxwell, John C., 1947–

The Maxwell daily reader : 365 days of insight to develop the leader within you and influence those around you / John C. Maxwell.

p. cm.

Includes bibliographical references.

ISBN 978-1-4002-8016-2

1. Leadership. I. Title.

HD57.7.M394263 2008

658.4'092—dc22

2008032087

Printed in the United States of America

08 09 10 11 BVG 6 5 4 3 2 1

CONTENTS

Introduction

January

February

March

April

May

June

July

August

September

October

November

December

About the Author

Annotated Bibliography

Sources by Book

Sources by Day and Parallel Passages

INTRODUCTION

What is the key to being successful? What separates people who achieve much from those who merely get by? It’s what they do every day.

The secret to your success can be found in your daily agenda.

People who achieve their potential do so because they invest in themselves every day. They take the time to add value to themselves. Because they do, they are also able to add value to others.

The Maxwell Daily Reader has been designed to help you make that investment in yourself every day of the year. Each entry contains an excerpt from one of my books to encourage you, teach you, challenge you, or prompt you to grow. And each ends with a thought that captures the essence of the day’s reading and helps you to apply it as you approach your day.

You cannot grow unless you are willing to change. And you will not change unless you change something you do every day. My prayer is that this book will help you with that process in the coming year.

—John C. Maxwell

JANUARY

1. Take Care of the Little Things

2. The Instrument of Leadership

3. Discernment

4. You Are Your Lens

5. Put People in Their (Right) Place

6. Character Is Everything

7. The Law of Influence

8. Point Out People’s Strengths

9. The Power of Focusing

10. Charting the Course

11. The Law of Priorities

12. People Need to Know They Helped

13. Control What’s In You

14. Leaders See Within the Larger Context

15. Be Impressed, Not Impressive

16. Manage Your Attitude Daily

17. The Law of Connection

18. Take Time to Understand People

19. The 30-Second Rule

20. Develop Relationships Before Starting Out

21. The Value of Time

22. Enlarging Others

23. Overcoming Barriers to Empowerment

24. Leaders Cannot Rise above the Limitations of Their Character

25. Vision

26. Everyone Influences Someone

27. The Heart of Leadership

28. Act Yourself into Changing

29. Let People Know You Need Them

30. Steer a Course

31. Growing to Your Potential

JANUARY 1

TAKE CARE OF THE LITTLE THINGS

When I teach at a conference or go to a book signing, people sometimes confide in me that they desire to write books too. How do I get started? they ask.

How much writing do you do now? I ask in return.

Some tell me about articles and other pieces they are writing, and I simply encourage them; but most of the time they sheepishly respond, Well, I haven’t really written anything yet.

Then you need to start writing, I explain. You’ve got to start small and work up to it.

Leadership is the same. You’ve got to start small and work up to it. A person who has never led before needs to try to influence one other person. Someone who has some influence should try to build a team. Just start with what’s necessary.

St. Francis of Assisi said, Start doing what is necessary; then do what is possible; and suddenly you are doing the impossible. All good leadership begins where you are. It was Napoleon who said, The only conquests which are permanent and leave no regrets are our conquests over ourselves. The small responsibilities you have before you now comprise the first great leadership conquest you must make. Don’t try to conquer the world until you’ve taken care of things in your own backyard.

—The 360° Leader

WHAT ONE SMALL, SPECIFIC

LEADERSHIP STEP CAN YOU TAKE TODAY?

JANUARY 2

THE INSTRUMENT OF LEADERSHIP

John W. Gardner observed, If I had to name a single all-purpose instrument of leadership, it would be communication. Perhaps you are familiar with my books on leadership; then you know that I believe everything rises and falls on leadership. What I haven’t mentioned before is that leadership rises and falls on communication.

If you lead your team, give yourself these standards to live by as you communicate to your people:

1. Be consistent. Nothing frustrates team members more than leaders who can’t make up their minds. One of the things that won the team over to Gordon Bethune when he was at Continental was the consistency of his communication. His employees always knew they could depend on him and what he said.

2. Be clear. Your team cannot execute if the members don’t know what you want. Don’t try to dazzle anyone with your intelligence; impress people with your straightforwardness.

3. Be courteous. Everyone deserves to be shown respect, no matter what the position or what kind of history you might have with him. By being courteous to your people, you set the tone for the entire organization.

Never forget that because you are the leader, your communication sets the tone for the interaction among your people. Teams always reflect their leaders. And never forget that good communication is never one-way. It should not be top-down or dictatorial. The best leaders listen, invite, and then encourage participation.

—The 17 Indisputable Laws of Teamwork

BE AWARE TODAY THAT YOUR COMMUNICATION

IS SETTING THE TONE WITH THE PEOPLE YOU LEAD.

JANUARY 3

DISCERNMENT

Discernment can be described as the ability to find the root of the matter, and it relies on intuition as well as rational thought. Discernment is an indispensable quality for any leader who desires to maximize effectiveness. It helps to do several important things:

1. Discover the Root Issues. Leaders of large organizations must cope with tremendous chaos and complexity every day. They are never able to gather enough information to get a complete picture. As a result, they have to rely on discernment to see a partial picture, fill in the missing pieces intuitively, and find the real heart of a matter.

2. Enhance Your Problem Solving. If you can see the root issue of a problem, you can solve it. The closer a leader is to his area of gifting, the stronger his intuition and ability to see root causes. If you want to tap into your discernment potential, work in your areas of strength.

3. Evaluate Your Options for Maximum Impact. Management consultant Robert Heller has this advice: Never ignore a gut feeling, but never believe that it’s enough. Discernment isn’t relying on intuition alone, nor is it relying only on intellect. Discernment enables you to use both your gut and your head to find the best option.

4. Multiply Your Opportunities. People who lack discernment are seldom in the right place at the right time. Although great leaders often appear to be lucky to some observers, I believe leaders create their own luck as the result of discernment, that willingness to use their experience and follow their instincts.

—The 21 Indispensable Qualities of a Leader

USE DISCERNMENT TODAY TO POSITION YOURSELF

AND YOUR TEAM SO THAT THEY CAN SUCCEED.

JANUARY 4

YOU ARE YOUR LENS

Who you are determines the way you see everything. You cannot separate your identity from your perspective. All that you are and every experience you’ve had color how you see things. It is your lens. Here’s what I mean:

A traveler nearing a great city asked an old man seated by the road, What are the people like in this city?

What were they like where you came from? the man asked.

Horrible, the traveler reported. Mean, untrustworthy, detestable in all respects.

Ah, said the old man, you will find them the same in the city ahead. Scarcely had the first traveler gone on his way when another stopped to inquire about the people in the city before him. Again the old man asked about the people in the place the traveler has just left.

They were fine people: honest, industrious, and generous to a fault, declared the second traveler. I was sorry to leave.

The old man responded, That’s exactly how you’ll find the people here.

The way people see others is a reflection of themselves: If I am a trusting person, I will see others as trustworthy. If I am a critical person, I will see others as critical. If I am a caring person, I will see others as compassionate.

If you change yourself and become the kind of person you desire to be, you will begin to view others in a whole new light. And that will change the way you interact in all of your relationships.

—Winning with People

BE AWARE OF YOUR LENS TODAY AS

YOU INTERACT WITH OTHERS.

JANUARY 5

PUT PEOPLE IN THEIR (RIGHT) PLACE

Moving someone from a job they hate to the right job can be life changing. One executive I interviewed said he moved a person on his staff to four different places in the organization, trying to find the right fit. Because he’d placed her wrong so many times, he was almost ready to give up on her. But he knew she had great potential, and she was right for the organization. Finally, after he found the right job for her, she was a star!

Because this executive knows how important it is to have every person working in the right job, he asks his staff once a year, If you could be doing anything, what would it be? From their answers, he gets clues about any people who may have been miscast in their roles.

Trying to get the right person in the right job can take a lot of time and energy. Let’s face it. Isn’t it easier for a leader to just put people where it is most convenient and get on with the work? Once again, this is an area where leaders’ desire for action works against them. Fight against your natural tendency to make a decision and move on. Don’t be afraid to move people around if they’re not shining the way you think they could.

—The 360° Leader

LOOK FOR CLUES THAT SOMEONE ON

YOUR TEAM COULD BE BETTER PLACED.

JANUARY 6

CHARACTER IS EVERYTHING

What makes people want to follow a leader? Why do people reluctantly comply with one leader while passionately following another to the ends of the earth? What separates leadership theorists from successful leaders who lead effectively in the real world? The answer lies in the character qualities of the individual person.

My friend, do you know whether you have what it takes to become a great leader, the kind who attracts people and makes things happen? I mean, if you took the time to really look at yourself deep down, would you find the qualities needed to live out your boldest dreams, the ones so big that you’ve never shared them with anybody? That’s a question each of us must have the courage to honestly ask—and answer—if we want to achieve our real potential.

—The 21 Indispensable Qualities of a Leader

CULTIVATE THE CHARACTER QUALITIES NECESSARY

TO BE A SUCCESSFUL, PASSIONATE LEADER.

JANUARY 7

THE LAW OF INFLUENCE

The true measure of leadership is influence—nothing more, nothing less. True leadership cannot be awarded, appointed, or assigned. It comes only from influence, and that cannot be mandated. It must be earned.

The proof of leadership is found in the followers. So why do some people emerge as leaders while others can’t influence no matter how hard they try? I believe that several factors come into play:

1. Character—who they are

2. Relationships—who they know

3. Knowledge—what they know

4. Intuition—what they feel

5. Experience—where they’ve been

6. Past Success—what they’ve done

7. Ability—what they can do

I love the leadership proverb that says, He who thinks he leads, but has no followers, is only taking a walk. If you can’t influence people, then they will not follow you. And if people won’t follow, you are not a leader.

—The 21 Irrefutable Laws of Leadership

ARE PEOPLE FOLLOWING YOU, OR

ARE YOU ONLY TAKING A WALK?

JANUARY 8

POINT OUT PEOPLE’S STRENGTHS

People often make a mistake in their personal development when they focus too much on their weaknesses. As a result, they spend all their time trying to shore up those weaknesses instead of maximizing the strengths they possess. Similarly, it’s a mistake to focus on the weaknesses of others. The self-proclaimed experts who spend their time telling others what’s wrong with them never win with people. Most people simply avoid them.

Instead, we need to focus on finding people’s strengths and pointing them out. Most people have strengths that they rarely get to use. Those strengths may be job skills, knowledge, general abilities, personality characteristics, or other attributes. I once read an interesting fact based on research, saying that every person can do at least one thing better than ten thousand other people. Think about that! You possess an ability that can’t be matched by anyone in your town or neighborhood . . . or in your college or university . . . or in your company or maybe even in your industry.

Have you discovered that ability? If so, you are probably well on your way to pursuing your life’s purpose. If you haven’t, wouldn’t you love it if someone came alongside you and pointed it out? How would you feel about that person? I bet you’d be pretty grateful.

Why not try to become that kind of person in someone else’s life? When you do, you just might be helping others to discover the thing God created them to do.

—25 Ways to Win with People

POINT OUT A GREAT STRENGTH OF

SOMEONE IN YOUR LIFE TODAY.

JANUARY 9

THE POWER OF FOCUSING

What does it take to have the focus required to be a truly effective leader? The keys are priorities and concentration. A leader who knows his priorities but lacks concentration knows what to do but never gets it done. If he has concentration but no priorities, he has excellence without progress. But when he harnesses both, he has the potential to achieve great things.

I frequently meet people in leadership positions who seem to major in minor things. So the important question is, How should you focus your time and energy?

Effective leaders who reach their potential spend more time focusing on what they do well than on what they do wrong. To be successful, focus on your strengths and develop them. That’s where you should pour your time, energy, and resources.

Growth equals change. If you want to get better, you have to keep changing and improving. That means stepping out into new areas. If you dedicate time to new things related to areas of strength, then you’ll grow as a leader. Don’t forget: in leadership, if you’re through growing, you’re through.

Nobody can entirely avoid working in areas of weakness. The key is to minimize it as much as possible, and leaders can do it by delegating. For example, I delegate detail work to others. A team of people handles all the logistics of my conferences. That way when I’m there, I stick to the things I do best, such as the actual speaking.

—The 21 Indispensable Qualities of a Leader

SET YOUR PRIORITIES AND FOCUS

ON YOUR STRENGTHS TODAY.

JANUARY 10

CHARTING THE COURSE

Nearly anyone can steer the ship, but it takes a leader to chart the course. Before leaders take their people on a journey, they become navigators and go through a process in order to give the trip the best chance of being a success:

Navigators Draw on Past Experience: Most natural leaders are activists. They tend to look forward—not backward—make decisions, and move on. But for leaders to become good navigators, they need to take time to reflect and learn from their experiences.

Navigators Examine the Conditions Before Making Commitments: Good navigators count the cost before making commitments for themselves and others. They examine not only measurable factors such as finances, resources, and talent, but also intangibles such as timing, morale, momentum, culture, and so on.

Navigators Listen to What Others Have to Say: No matter how good a leader you are, you yourself will not have all the answers. That’s why top-notch navigators gather information from many sources.

Navigators Make Sure Their Conclusions Represent Both Faith and Fact: Being able to navigate for others requires a leader to possess a positive attitude. You’ve got to have faith that you can take your people all the way. On the other hand, you also have to be able to see the facts realistically. If you don’t go in with your eyes wide open, you’re going to get blindsided.

—The 21 Irrefutable Laws of Leadership

HAVE YOU TAKEN THE TIME TO CHART THE

COURSE FOR THE PEOPLE YOU’RE LEADING?

JANUARY 11

THE LAW OF PRIORITIES

When we are busy, we naturally believe that we are achieving. But busyness does not equal productivity. Activity is not necessarily accomplishment. Prioritizing requires leaders to continually think ahead, to know what’s important, to know what’s next, to see how everything relates to the overall vision.

•What Is Required? What must I do that nobody can or should do for me?

• What Gives the Greatest Return? Work in your areas of greatest strength. Is there something you’re doing that can be done 80 percent as well by someone else? If so, delegate it.

• What Brings the Greatest Reward? Life is too short not to do some things you love. What energizes you and keeps you passionate?

—The 21 Irrefutable Laws of Leadership

TODAY GIVE YOUR TIME ONLY TO THINGS THAT PASS

THE REQUIREMENT, RETURN, REWARD TEST.

JANUARY 12

PEOPLE NEED TO KNOW THEY HELPED

Whenever someone tells me how valuable the people on my team are to them, I encourage him to tell the individuals who were so helpful. Why? Because people need to know that they helped someone.

Good leaders make people feel that they’re at the very heart of things, not at the periphery, says author and leadership expert Warren Bennis. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning. Walter Shipley of Citibank says, We have 68,000 employees. With a company this size, I’m not ‘running the business.’ . . . My job is to create the environment that enables people to leverage each other beyond their own individual capabilities. . . . I get credit for providing the leadership that got us there. But our people did it. Shipley understands what successful leaders know: people need to know that they made an important contribution to reaching the goal.

It’s not a sign of weakness to let others know you value them. It’s a sign of security and strength. When you’re honest about your need for help, specific with others about the value they add, and inclusive of others as you build a team to do something bigger than you are, everybody wins.

—25 Ways to Win with People

TELL THE MEMBERS OF YOUR TEAM

WHY THEY ARE VALUABLE TO YOU.

JANUARY 13

CONTROL WHAT’S IN YOU

Former UCLA basketball coach John Wooden, one of the greatest coaches who ever lived, said, Do not let what you cannot do interfere with what you can do. Wooden was known for stressing excellence to his players and encouraging them to work toward their potential. He never made winning a championship his goal. He focused on the journey, not the destination. Yet his work ethic and focus on the things within his control earned his UCLA teams four undefeated seasons, an eighty-eight-game winning streak, and an incredible ten national championships. No one had ever done that before him, and no one has done it since.

As you move forward on the success journey, you need to remember that what happens in you is more important than what happens to you. You can control your attitudes as you travel on the journey, but you have no control over the actions of others. You can choose what to put on your calendar, but you can’t control today’s circumstances. Unfortunately, the majority of the fear and stress that people experience in life is from things they can do nothing about. Don’t let that happen to you.

—Your Road Map for Success

FOCUS ON THE THINGS YOU CAN

DO SOMETHING ABOUT TODAY.

JANUARY 14

LEADERS SEE WITHIN

THE LARGER CONTEXT

Most people evaluate events in their lives according to how they will be personally affected. Leaders think within a broader context. They start by asking themselves, How will this impact my people? But then they also look at how something will impact those above and beside them. They try to see everything in terms of the entire organization and beyond.

Effective leaders know the answers to the following questions:

• How do I fit in my area or department?

• How do all the departments fit into the organization?

• Where does our organization fit in the market?

• How is our market related to other industries and the economy?

And as industries in our economy become more global, many good leaders are thinking even more broadly!

You don’t have to become a global economist to lead effectively from the middle of your organization. The point is that 360-Degree Leaders see their area as part of the larger process and understand how the pieces of the larger puzzle fit together. If you desire to be a better leader, then broaden your thinking and work at seeing things from a larger perspective.

—The 360° Leader

WHAT POSITIVE IMPROVEMENTS CAN YOU MAKE TODAY

BASED ON YOUR UNDERSTANDING OF HOW YOU FIT WITHIN

YOUR AREA, ORGANIZATION, MARKET, AND INDUSTRY?

JANUARY 15