Orð vikunnar

18. júlí 2010

john-maxwell„The first step to leadership is servanthood.“

– John C. Maxwell


Orð vikunnar

23. maí 2010

john-maxwell„Credibility is the most important possession of a leader.“

– John C. Maxwell


Orð vikunnar

17. janúar 2010

john-maxwell„People buy into the leader before they buy into the vision“

– John C. Maxwell


John C. Maxwell og leiðtoginn VI. hluti

2. janúar 2010

Hér að neðan má sjá sjötta hlutann af sjö þar sem að John C. Maxwell fjallar um nokkur af lögmálum sínum um leiðtoga. En Maxwell er m.a. höfundur bókarinnar The 21 Irrefutable laws of leadership.

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John C. Maxwell og leiðtoginn V. hluti

5. desember 2009

Hér að neðan má sjá fimmta hlutann af sjö þar sem að John C. Maxwell fjallar um nokkur af lögmálum sínum um leiðtoga. En Maxwell er m.a. höfundur bókarinnar The 21 Irrefutable laws of leadership.

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It’s about time!

27. nóvember 2009

Við birtum einstaka sinnum greinar á ensku, þessi er héðan – eftir John C. Maxwell

It seems that everyone’s busy these days. And life shows no sign of slowing down.

Here’s a harder question: Are your efforts effective?

Are they? Or do you sometimes feel like you’re spinning your wheels?

Now more than ever, we seem to have more work than time to do it. But time, according to Denis Waitley, “is an equal opportunity employer. Each human being has exactly the same number of hours and minutes every day.” So since we can’t increase the amount of time we have, we need to learn how to control our use of it. Here are some tips to help you grow in the area of time management.

Keep a detailed time log of your work. Break down every day for a week into 15-minute increments. Write in every single thing you do. This means what you actually spend time doing – not what you intended to do.

Identify your major time wasters and work to eliminate them. Everyone falls prey to certain time wasters, based on personality or work habits. Use your time log to discover yours. Then target and try to eliminate one each week.

Identify the activities you value. The greatest time management tool I ever learned came from the 19th century economist Vilfredo Pareto. The Pareto Principle (which I quote a LOT) states that if we devote our energy, time, and resources to the top 20% of our priorities, we’ll achieve 80% of the results we desire. Use your time log to clarify which activities are important to you. Then focus your schedule on the top 20%.

Use planning to gain time. Every minute spent in planning saves ten in execution. End each day with just five minutes spent planning and prioritizing for the next.

Create systems to simplify. Here’s a truth to live by: You can’t devote 80% of your time to your top priorities when you’ve just wasted 40% of your time trying to find your to-do list. I’ve created systems for nearly everything in my life. My best rule is to touch any piece of paper only once – then I either throw it away, act on it, or file it.

Become results-oriented. You already know that activity does not necessarily equal accomplishment. If your busyness is not yielding results, it’s time to adjust. Begin prioritizing, planning, and organizing. And use deadlines. They’ll point you toward results.

Heartsill Wilson said, “God has given me this day to use as I will. I can waste it – or use it for good, but what I do today is important, because I am exchanging a day of my life for it!”

When you open your eyes tomorrow morning, remind yourself that it holds incredible possibilities. You can allow that day to slip away from you, or you can use it to make things happen. The choice is yours.


Orð vikunnar

8. nóvember 2009

john-maxwell„Leaders manipulate others when they move them for the leader’s advantage. Leaders motivate others when they move them for everyone’s advantage.“

– John C. Maxwell


John C. Maxwell og leiðtoginn IV. hluti

7. nóvember 2009

Hér að neðan má sjá fjórða hlutann af sjö þar sem að John C. Maxwell fjallar um nokkur af lögmálum sínum um leiðtoga. En Maxwell er m.a. höfundur bókarinnar The 21 Irrefutable laws of leadership.

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Crisis call for critical choices

30. október 2009

Við birtum einstaka sinnum greinar á ensku, þessi er héðan – eftir John C. Maxwell

With the economy in its current state, it seems like every time we turn around, a new crisis appears. Bank failures, home foreclosures, business ventures reluctantly abandoned. In times like these, good leadership is especially critical.

I recently addressed this in a session for the Maximum Impact program, which will be available in October. One of the things I talked about was decision-making during a crisis. Here are the top five types of tough choices good leaders make during tough times:

1.  Courageous decisions. What must be done?

Crises usually prompt an organization to narrow its focus. Leaders have to make those calls. That requires courage when others have a lot invested in what will be eliminated. A leader has to be willing to stand up to all competing agendas and do what must be done.

2.  Priority decisions. What must be done first?

The Italian economist Vilfredo Pareto once said, “If you’re Noah, and your ark is about to sink, look for the elephants first, because you can throw over a bunch of cats and dogs and squirrels and everything else that is just a small animal – and your ark will keep sinking. But if you can find one elephant to get overboard, you’re in much better shape.”

If you’re a leader, identify your elephants.

3.  Change decisions. What must be done differently?

Even ideas that would have worked well a month earlier may be useless in an emergency. Leaders know when it’s time to make a change. I’ve said it before and I’ll say it again: When the horse is dead, DISMOUNT.

4.  Creative decisions. What are my options?

You probably know how this saying ends:

“If I always do what I’ve always done….” That’s right: “. . . I always get what I’ve always gotten.”

When the old methods aren’t working to solve the crisis, they need to be questioned. Think outside of the box. Get every option out on the table. A good leader will be open-minded and explore all options on the spectrum between “change nothing” and “change everything.” The right choice usually lies somewhere in the middle.

5.  Support decisions. Who can help me?

Leaders are responsible for having the right people on the team and making sure they are in the right places. In their book, The Wisdom of Teams, Jon R. Katzenbach and Douglas K. Smith write,

Team leaders genuinely believe that they do not have all the answers-so they do not insist on providing them. They believe they do not need to make all key decisions-so they do not do so. They believe they cannot succeed without the combined contributions of all the other members of the team to a common end-so they avoid any action that might constrain inputs or intimidate anyone on the team. Ego is not their predominant concern.

Leaders are not MADE in a crisis. Leaders are REVEALED in a crisis. It’s easy to steer a ship in calm waters. Only the turbulence of a storm shows a captain’s true skill.

If your organization is facing a storm, take the wheel and make the decisions that only a leader can make.


Is there a right way to lay someone off?

23. október 2009

Við birtum einstaka sinnum greinar á ensku, þessi er héðan – eftir John C. Maxwell

At the Maximum Impact Simulcast on May 8, I fielded a very timely question.

During lunch, a young man asked,

“How does a good leader handle layoffs? Especially when they need to lay off a good and valued employee?”

Here’s what I believe:

First, I don’t think a leader should ask others to make sacrifices until he’s made some himself. So I’d examine other company expenses to see what could be sacrificed instead. So many executives, when faced with the need to cut costs, will sacrifice employees ahead of their own corporate perks. Instead of looking at the big picture, they see only their OWN picture.

But if an organization is only as strong as its weakest link, then leaders should do everything they can to avoid removing a STRONG link. A good employee is simply too valuable to let go without exhausting other options.

I do the same when hiring. I’ve always believed that if you find a good potential employee, you do whatever you can to get them on the team – even if it means creating a position or changing the budget. I once even gave up my own budgeted salary for a year in order to hire the leader I wanted to run one of my companies.

You may not be able to sacrifice your salary to keep an employee, but if they’re truly valuable, you certainly should be willing to give up the box seats at the baseball stadium, or use of the corporate jet, or your company-paid gym membership.

And after all the budget-busting, if you still need to lay good people off, then make it your goal to help them find a new position. Tell them you will be their #1 advocate. Offer to be a reference in their job hunt. Network on their behalf. Write the recommendation letter and/or make the phone call to the potential employer. Do whatever you can to ease their transition.

Finally, ask if you can remain friends even if they can no longer be on your staff. Who knows what the future may bring? Besides, as a leader, your goal should be to add value to the people you lead. When good employees leave and take a new position, it might offer them better opportunities than what you could have provided.