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1、精选优质文档-倾情为你奉上John C Maxwellthe 21 iffefutable laws of leadership-And now, Americas expert on leadership, John C Maxwell, with “the 21 irrefutable laws of leadership”.The 21 irrefutable laws of leadership, follow them, and people will follow you.I have the privilege of teaching leadership across the
2、country and around the globe, and I often get the opportunity to talk with people who attending one of my conferences for a 2nd, 3rd, or even 4th time. At a recent conference here in the United States, a man in his late 50, assumed I had met him several years before, came up and spoke to me during t
3、he break. He grab my hand and shook it vigorously, he said: “learning leadership has changed my life, but I wish I had heard you 20 years ago.”“No, you dont” I answered with a chuckle.“What do you mean?” he said. “I would have achieved so much more, if I had known these leadership principles 20 year
4、s ago, I would be in a totally different place in life. Your leadership laws have fused my vision; theyve given me the desire to learn more about leadership and accomplish my goal. If I had learned these 20 years ago, I could have done some of the things that I had never even dreamed possible.”“Mayb
5、e you would have,” I answered. “But 20 years ago, I wouldnt have been able to teach them to you, it has taken me an entire life time to learn and apply the laws of leadership to my life.”As I talk to you, Im 51 years old. Ive spent more than 30 years in professional leadership position. Ive founded
6、4 companies. And I focus my time and energy on doing what makes a positive impact in the lives of people.As I travel and speak to organizations and individuals, people frequently ask me to define the essentials of leadership. They ask: “If you would take everything youve learned about leadership ove
7、r the years, and boil it down into a short list, what would it be?”This book on cassette is my answer to that often asked question. It has taken me a life-time to learn these 21 irrefutable laws of leadership. My desire is to communicate them to you as simple, and clearly as possible.And it sure won
8、t hurt; it would have some fun along the way. One of the most important truths Ive learned over the years is this: leadership is leadership, no matter where you go or what you do. Time has changed, technology marches forward. Cultures vary from place to place, but the true principles of leadership a
9、re constant. They are irrefutable and stand the test of time.As you listen to the following laws, Id like you to keep in mind 4 ideas:First, the laws can be learned. Some are easier to understand than apply the others, but every one of them can be acquired.Second, the laws can stand alone. Each law
10、compliments all the others, but you dont need one in order to learn another.Third, the laws carry consequences with them. Apply the laws and people will follow you. Violate or ignore them, and you will not be able to lead others.Fourth, these laws are the foundation of leadership. Once you learn the
11、 principles, you have to practice them and apply them to your life. Whether you are a follower, who is just beginning to discover the impact of leadership, or a natural leader who already has followers, you can become a better leader.Some laws you may already practice effectively, other laws will ex
12、pose weaknesses you didnt know you had. But the greater the number of laws you learned, the better leader you will become.Each law is like a tool, ready to be picked up and used to help you achieve your dreams and add value to other peoples life. Pick up even one, and you will become a better leader
13、. Learn them all, and people will gladly follow you. Now lets open the tool box together.1. Leadership law No. 1, the law of the lid. Leadership ability determines a persons level of effectiveness.I often open my leadership conferences by explaining the law of the lid, because it helps people unders
14、tand the value of leadership. If you can get a handle on this law, you will see the incredible impact of leadership on every aspect of life.So here it is, leadership ability is the lid that determines a persons level of effectiveness. The lower individuals ability to lead, the lower the lid on his p
15、otential. The higher the leadership, the greater the effectiveness. To give you an example, if your leadership rates an eight, then your effectiveness can never be greater than a seven. If your leadership is only a four, then your effectiveness will be no higher than a three. Your leadership ability
16、, for better or for worse, always determines your effectiveness and potential impact of your organization.Let me tell you a story that illustrates the law of the lid. In 1930, two young brothers name Dick and M. Rays, move from New Hampshire to California, in search of the American dream. They had j
17、ust gotten out of high school, and they saw few opportunities back home. They headed straight forward for Hollywood, where they eventually found jobs in a movie studio. After a while, they opened a theatre in Glendale, a town of about 5 miles northeast of Hollywood. But despite all their efforts, th
18、ey just couldnt make the business profitable. The brothers desire for success was strong, so they kept looking for better business opportunities.In 1937, they finally strike on something that worked. They opened a small drive-in restaurant in Pasadena, located just east in Glendale. People in Southe
19、rn California had become very dependent on their cars. And culture was changing to accommodate that, including its businesses. Dick and M. Rays tiny drive-in restaurant was a great success. And in 1940, they decided to move their operation to San Bernardino, a working class boom town, fifty miles ea
20、st of Los Angeles, they built a large facility, and expanded their menu from hotdogs, fries, and shakes, to include barbeque beef and pork sandwiches, hamburgers and other items. Their business exploded. Annual sells reached 200,000. And the brothers found themselves splitting 50,000 in profits ever
21、y year, a song that put them in the towns financial elite.In 1948, their intuition told them that times were changing, and they made modifications in their restaurant business. They streamlined everything, they reduced their menu and focused on selling hamburgers, they reduced their cost in the pric
22、es they charge customers, and they also created what they called the speedy service system. Their kitchen became like an assembling line, where each person focused on service with speed. Their goal was to fill every customers order in 30 seconds or less. And they succeeded. By the mid 1950s, annual
23、revenue hit 350,000, and by the end, Dick and M. Rays spilt their profits of about 100,000 dollars each year.Who were these brothers? Their names were Dick and M. Rays McDonald. Thats right, the founders of McDonalds hamburgers. They had hit the American Jackpot. And the rest they say, is history, r
24、ight? Wrong! The McDonald brothers never went any farther, because their weak leadership put a lid on their ability to succeed. Its true the McDonald brothers were financially secure, they had one of the most profitable restaurant enterprises in the country. Their genius was in customer service and
25、kitchen organization. That talent led to a creation of a new system of food and beverage service. In fact, they were so widely known in food-service circles that people started writing them, and visiting from all over the country, to learn more about their methods. At one point, they received as man
26、y as 300 calls and letters every month. That led them to an idea of marketing: the McDonalds concept. It looked like a way to make money without having to open another restaurant themselves. In 1952 they got started, but their effort was a dismal failure. The reason was simple: they lacked the leade
27、rship necessary to make it effective. Dick and M. Rays were good restaurant owners, they understood how to run a business, make their systems efficient, cut cost, and increase profits. They were efficient managers, but they were not leaders.2. The Law of Influence - The true Measure of Leadership is
28、 Influence. Nothing More, and Nothing LessThe true measure of leadership is influence. He the things he leads but has no one following, is only taking a walk.If you cant influence others, they wont follow you. And if they dont follow you, you are not a leader. Thats the law of influence.No matter wh
29、at anybody else tells you, remember that, leadership is influence. Nothing more, nothing less.3. The Law of Process - Leadership Develops Daily, Not in a DayChampions dont become champions in the ring, they are merely recognized there.4. The Law of Navigation - Anyone Can Steer the Ship, but it Take
30、s a Leader to Chart the Course5. The Law of E.F.Hutton - When the Real Leader Speaks, People Listen6. The Law of Solid Ground - Trust is the Foundation of Leadership7. The Law of Respect - People Naturally Follow Leaders Stronger than Themselves8. The Law of Intuition - Leaders Evaluate Everything T
31、hrough a Leadership Bias9. The Law of Magnetism - Who you Are is Who You Attract10. The Law of Connection - Leaders Touch a Heart Before Ask for a Hand11. The Law of the Inner Circle - A Leaders Potential is Determined by Those Closest to Him12. The Law of Empowerment - Only Secure Leaders Give Powe
32、r to Others13. The Law of Reproduction - It Takes a Leader to Raise Up a Leader14. The Law of Buy-in - People Buy Into the Leader, Then the Vision15. The Law of Victory - Leaders Find a Way for the Team to Succeed16. The Law of the Big Mo - Momentum is a Leaders Best Friend17. The Law of Priorities
33、- Leaders Understand that Activity is Not Necessarily Accomplishment18. The Law of Sacrifice - A Leader Must Give Up to Go Up19. The Law of Timing - When to Lead is as Important as What to Do and Where to Go20. The Law of Explosive Growth - To Add Growth, Lead Followers to Multiply, Lead Leaders21.
34、The Law of Legacy - A Leaders Lasting Value is Measure by Succession领导力21法则是一本铿锵有力、不受时空限制的金科玉律。如果你想在家庭、工作领域、教会或任何你要担任领导的地方，成为最出色的领袖，就必须遵循这些法则。目录：第一章 盖子法则领导能力决定一个人办事的成效水平你想爬得越高，就越需要领导力；你想发挥更大的影响，就需要更大的影响力领导能力常常是一个人及团体办事成效的盖子。如果领导能力强，锅盖就高，反之，团体的发展潜力便会受到限制。第二章 影响力法则衡量一个人的领导力，全看他所发出的影响力第三章 过程法则领导来自日积累，而
35、非一日之功第四章 导航法则谁都可以掌舵，但惟有领袖才会设定航线第五章 哈顿法则真正的领袖一开口，人们就洗耳恭听第六章 根基法则信任乃是领导的根第七章 敬佩法则人们只想跟随比自己强的领袖第八章 直觉法则领袖善用领导的直觉来评估每一件事第九章 磁力法则物以类聚，你是怎样的人，就吸引怎样的人来跟随你第十章 亲和力法则领袖知道，得人之前必先得人心第十一章 核心圈法则核心圈的水平，足以决定你的成败第十二章 授权法则有安全感的领袖才肯授权与人第十三章 增殖法则名师出高徒，只有领袖才能带出领袖第十四章 接纳法则想要人们认同你的想法，必须先让他们接受你这个人第十五章 致胜法则领袖必须为他的团体找出一条致胜之路
36、第十六章 动能法则动能是领袖最好的朋友第十七章 优先次序法则领袖们必须明白，忙碌不见得就会有成就第十八章 “舍”“得”法则领袖必须懂得先“舍”，然后才能有“得”第十九章 时机法则掌握时机与善用策略同样重要第二十章 爆炸性倍增法则培养追随者，得到相加的效果第二十一章 传承法则一位领袖的历史地们有赖于顺利传承作者简介：美国着名的领导学专家，音久集团（INJOY GROUP）的创办人。该组织致力于帮助人们发挥自己最大的个人潜能和领导才能。同时，他也是非盈利组织“伊馈普”（EQUIP）的创办人。每年，马克斯韦尔都要对超过25万以上的人发表演说，并通过研讨会、书籍和录音带影响一百万人的生活。到目前炎止，他已经写了24本书，其中最着名的有：领导力21法则、领导人21品质、做一个有影响力的人、成功之旅、培养你内在的领导才能和栽培你身边的领导人才。专心-专注-专业