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©2012 The John Maxwell Company

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Table of ContentsTh e 15 In va lu a b l e

LAWS OF GROWTH

Table of Contents

How to Use this Resource ........................................................................................................3

Introduction to The 15 Invaluable Laws of Growth ...................................................................7

1 – The Law Of Intentionality – Growth doesn’t Just Happen .......................................................8

2 – The Law Of Awareness – You Must Know Yourself To Grow Yourself .................................. 10

3 – The Law Of The Mirror – You Must See Value In Yourself To Add Value To Yourself ................ 12

4 – The Law Of Reflection – Learning To Pause Allows Growth To Catch Up With You ............. 14

5 – The Law Of Consistency – Motivation Gets Your going – Discipline Keeps You Growing .... 16

6 – The Law Of Environment – Growth Thrives In Conducive Environments ........................... 18

7 – The Law Of Design – To Maximize Growth, Develop Strategies ..........................................20

8 – The Law Of Pain – Good Management of Bad Experiences Leads to Great Growth ................22

9 – The Law Of The Ladder – Character Growth Determines The Height Of Your Personal Growth ...................................................................................................................24

10 – The Law Of The Rubber Band – Growth Stops When You Lose The Tension Between Where You Are And Where You Could Be ...............................................................................26

11 – The Law Of Tradeoffs – You Have To Give Up To Grow Up ...............................................28

12 – The Law Of Curiosity – Growth Is Stimulated By Asking Why? .........................................30

13 – The Law Of Modeling – It’s Hard To Improve When You Have No One Else But Yourself To Follow ..........................................................................................................32

14 – The Law Of Expansion – Growth Always Increases Your Capacity .....................................34

15 – The Law Of Contribution – Growing Yourself Enables You To Grow Others .......................36

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❦How to Use

this ResourceTh e 15 In va lu a b l e

LAWS OF GROWTH

How to Use this ResourcePurposeThank you for your desire to guide people in their personal leadership growth. As a facilitator of a weekly Lunch & Learn group, you will find great satisfaction in walking with others as you grow together. John Maxwell asserts that “personal and organizational effectiveness is proportionate to the strength of leadership.” In order to become better leaders, each of us must personally grow as leaders and, as a result, we help others to follow suit.

This Facilitator Guide is designed to help you steer the process, encourage discussion, and model effective leadership to your group. Whether you are new to facilitation or have extensive experience, it is important that you take time to read through this guide before beginning your weekly Lunch & Learn group.

There are two benefits from reading through this facilitator guide. First, you will see that a lot of the preparation has been done for you, and it will challenge you to think of other creative ways to facilitate the group. Second, if you decide to let others facilitate, which is strongly recommended, they can read the guide themselves to prepare for upcoming Lunch & Learn sessions.

Ultimately, Lunch & Learn groups are a great method for encouraging personal development and getting to know people in a setting you would not normally experience together.

Creating an Environment with Values, Goals, and Expectations

When you start your Lunch & Learn group, it is important that you create an environment built with values, goals, and expectations. People need to know what they are committing to, and they want to feel like they can contribute to the formation of the group. This will create a sense of ownership. As you begin to meet, it’s your responsibility as facilitator to outline expectations and form some of the framework for the group. From there, allow other members to make their contributions as well. Here are some of the core values, goals, and expectations you can include in your initial meeting before diving into the content.

Values • Relationship – As the group meets, some great relationships will begin to be built. Challenge the

group to realize that this is an opportunity to build and invest in one another during the length of the group, an opportunity they may not have otherwise had.

• Respect – During the time together, there will be great conversations and different points of view. This is okay and part of what creates a healthy dialogue. Every member of the group should feel that their input is respected and valued.

• Value – There will be different personalities in the group. Every person should be allowed to express their opinions and know it is place where they can do so. They should trust that nothing shared within the confines of the group will be met with hostility or aggression.

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❦How to Use


LAWS OF GROWTH• Safegroup – What is said in the group should stay in the group. Most organizations are forbidden

by law to have employees promise confidentiality, but the group should commit to keeping its environment a safe place for discussion.

• Othervalues – Ask the group members if there any other values they would like to add to make the group their own.

Goals

• Exploreandintegratethecontent – Each person should make a commitment to preparing for the group each week in an effort to become a better leader.

• Readyforthediscussion – This is not a class, so it is vital that each person contribute, as the facilitator’s role is just to bring structure to the communication—not to teach. The facilitator will at times ask probing questions, but group members are encouraged to ask their own questions as well.

• Othergoals – Ask the group members if there are any other goals they would like to add to make the group their own.

Expectations

• Commitment – Each group member should make a commitment to the group and to themselves that they will actively participate in the group, be on time, come prepared, and engage in the discussion.

• Time – Decide on a consistent time and place to meet each week that will allow you to have a great discussion and eat within an hour.

• AmountofMaterialtoCover – Calculate how many weeks you will spend on this book and cover the appropriate number of chapters per week in order to finish the book. (Note: The Facilitator Guide builds out each chapter as a facilitation unit, but it is common that you will need to cover more than one chapter a week. Combine materials according to the number of weeks you have to cover the material.)

• Communication – Ask group members to e-mail you if they plan to be absent at any time so you can plan appropriately.

• Facilitation – We recommend that you give everyone a chance to facilitate, but you know the group best and can decide what might work well for your particular group.

• Otherexpectations – Ask the group if there any other expectations they would like to add to make the group their own.

Concluding ValueAs you wrap up your discussion about values, goals, and expectations, it is extremely important to emphasize that the Lunch & Learn group is not a session for complaining. Instead, the sessions are to objectively talk about the subjects and how one can apply the subjects into one’s life or team. By directing the discussion to be constructive and positive, it will help members focus on changing their immediate spheres of influence. The Lunch & Learn group is not a group to vent about people or problems. Yes, there will be discussions about the workplace and implementing the ideas into one’s life, but everyone must be mindful to keep these conversations at an objective level instead of an emotional one. True leadership

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❦How to Use


LAWS OF GROWTHconfronts issues and does not foster the growth of division and strife, so at times you will need to gently redirect the group to keep conversations from spiraling downward.

FacilitatorResponsibilitiesLunch & Learn groups need some administration work for them to be successful. The facilitator should be responsible in the following areas:

• Recruit people for the group if necessary.

• Define with group members the structure and formation of the group in terms of values, goals, and expectations.

• Be prepared to lead members through the agreed upon amount of material each week. Also, prepare your facilitation materials prior to the group meeting each week.

• Coordinate a consistent time and place to meet. You will also need to communicate with the group from time to time for administrative reasons.

• E-mailing the questions to group members prior to the Lunch & Learn session may help with group discussion.

• Motivate group members toward self-examination, reflection, and action planning with respect to the topics.

• If necessary, provide feedback on the Lunch & Learn group to other leaders within your organization.

FacilitationTipsHere are several practices that may help your Lunch & Learn group.

• Tips for good questions:

➢ Ask questions that evoke feelings, thoughts, and insights.

➢ Ask questions that require personal examples.

➢ Ask questions that stimulate people to apply what they are learning.

• Read all the assigned work prior to meeting. Make notes in the margins of the book and record questions as they arise. Feel free to use your own questions as you like, instead of the questions in the Facilitator Guide.

• Creative activities – Incorporate other ways to promote discussion and change things up from week to week. For example, if you find an article related to the topic, bring it for everyone to read at an appropriate time and use it as part of the discussion.

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❦How to Use


LAWS OF GROWTHTheStructureoftheFacilitatorGuideWeekly Lunch & Learn groups are facilitated group discussions. You will not be lecturing or teaching the group, but encouraging members to discuss what they have been learning. Within each chapter of the Guide are opening questions and some facilitated questions, but they are to be used as conversation starters or to bring the group back on track as necessary. Plan to share your own reflections, experiences, and questions, but limit your input. You should only be talking about 10 to 15 percent of the time. Stimulate others to share, listen attentively when they speak, and affirm discussions based on other group members’ questions and insights. The following structure is provided to help take some of the pressure off you as a facilitator, but we encourage you to build upon this structure. You know your group best, and you can create even more intentional and relevant questions based on your group members and work environment.

Main Point – The main point section of each chapter is to help you frame the chapter as you read and prepare for the Lunch & Learn group. It will aid you in refining your questions and activities each week.

Opening Question Options – Each of these questions are designed to begin discussion or to help people in your group get to know each other better.

FacilitationQuestionOptions – These questions are designed to probe the group with some of the major concepts from each chapter.

Wrap-up – The wrap-up section is left blank for you to jot down some of the topics that were discussed so you can summarize and positively reinforce the ideas at the end of the Lunch & Learn session.

The Weekly Challenge – Have group members’ share how they are going to apply the concept that week into their personal life somehow during the week. Take note of what every person says so you can encourage them in their personal growth throughout the week.

FinalThoughtAs the facilitator of the Lunch & Learn group, remember that there is a need for structure, but don’t allow your structure to get in the way of personal growth. Lunch & Learn groups are for personal development, and getting through all the material should not be the goal of every group session.

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IntroductionTh e 15 In va lu a b l e

LAWS OF GROWTH

The 15 Invaluable Laws of Growth

by John C. Maxwell

IntroductionIn The 15 Invaluable Laws of Growth, John C. Maxwell makes the case that personal growth is the only vehicle by which individuals arrive at their full potential. Drawing from his own journey of self-development, John shares proven principles for upgrading your capacities to lead others and generate results. As he consistently makes plain, growth doesn’t happen automatically. To get where you want to go in life, personal development cannot be overlooked, postponed, or taken for granted. Whether you’re just starting your career or nearing its end, this book articulates truths you can apply immediately to make the most of your time, talents, and influence.

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❦Chapter 1

The Law of Intentionality

Th e 15 In va lu a b l e

LAWS OF GROWTH

CHAPTER 1

The Law of IntentionalityGrowth Doesn’t Just Happen…

Main PointAs schoolchildren, our learning was structured. As each grade level, we studied a pre-arranged curriculum and demonstrated our knowledge on exams. Yet eventually we finished our education, and the tests stopped. We no longer had reading assignments or homework problems. Instead of being part of our daily routine, personal growth became our responsibility.

The problem for many people is that they never take up the duty of developing themselves. Instead of working to get better, they merely get by. If you want to be the person you were created to be, then you must do more than just experience life and hope you’ll pick up some lessons along the way. You must go out and seize opportunities to grow as if your future depended upon it.

Opening Question Options: 1. At what age did you stop growing taller? Does a child/teenager get taller

automatically?

2. Describe a childhood experience of overcoming fear. What was the situation, and what motivated you to conquer your fear?

FacilitationQuestionOptions:1. In what ways have you proactively pursued personal growth since completing your

education?

2. In which skill or competency do you hope to grow professionally over the next year? What sort of action will be required on your part to make sure that the growth happens?

3. Have you learned more from your victories or your failures? Explain.

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❦Chapter 1

The Law of Intentionality


LAWS OF GROWTH

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❦Chapter 2

The Law of Awareness


LAWS OF GROWTH

CHAPTER 2

The Law of AwarenessYou Must Know Yourself to Grow Yourself

Main PointPersonal growth isn’t a one-size-fits-all strategy for self-improvement. For personal growth to be sustainable and not feel like a chore, it must be fueled by purpose. To reach your potential, you must know where you hope to go in life. Until you have a destination in mind, your attempts to grow will resemble a car spinning its tires in the mud. Without traction, action gets you nowhere.

Opening Question Options:

1. At what point did you decide to embark upon your current career path? What factors influenced your decision?

2. Have you ever taken a strengths assessment or personality test? If so, share what you learned about yourself. Regardless of whether you’ve taken any formal tests, what experiences have helped you to discover your interests and passions?

FacilitationQuestionOptions:

1. Is it wise to “follow your heart” professionally? Why or why not?

2. Does your organization’s mission influence its employees? On a scale of 1 to 10, with 1 being “no one has the faintest idea of the mission,” and 10 being “everyone knows the mission by heart,” rate the relevance/importance of your organization’s mission.

3. In what practical ways can a person develop accountability for his or her personal growth plans?

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❦Chapter 2

The Law of Awareness


LAWS OF GROWTH

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❦Chapter 3

The Law of the Mirror


LAWS OF GROWTH

CHAPTER 3

The Law of the MirrorYou Must See Value in Yourself to Add Value to Yourself

Main PointPeople rarely perform above the expectations they have of themselves. The key, then, is to set the bar high. The way we think and speak about ourselves shapes our self-perception, so we must vigilantly monitor our self-talk and beliefs about our identity. Negative self-conception snuffs out growth, while a positive, upbeat self-image inspires confidence and resilience.


1. In many competitions for kids, all of the participants get a trophy—regardless of whether they win or lose. Do you think this encourages healthy self-esteem, or does rewarding everyone give children a false view of the world? Explain your answer.

2. What personal or professional accomplishment are you the most proud of?


1. When benchmarking, companies compare themselves to industry leaders. Should individuals also benchmark themselves against others? Why or why not?

2. What advice would you give to a manager who notices that one of her teammates has low self-esteem? Should the manager address the issue? If so, how?

3. What are your top talents? Where do you excel the most at work?

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❦Chapter 3

The Law of the Mirror


LAWS OF GROWTH

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❦Chapter 4

The Law of Reflection


LAWS OF GROWTH

CHAPTER 4

The Law of ReflectionLearning to Pause Allows Growth to Catch Up with You

Main PointLife has been compared both to a marathon and a sprint. Whatever its pace, the only runners who succeed in the race are those headed in the right direction. Taking a brief break from the busyness of the day gives you a chance to evaluate whether you’re making the best use of your time and energy given your top priorities. Also, focused thinking brings to light those lessons of experience we often miss when we move too quickly through life. In addition, reflection expands and enriches our thinking; we’re able to see opportunities for growth that we otherwise may have overlooked.


1. During the typical workday, are you more likely to: 1) take a break for lunch, 2) eat on the go, or 3) skip lunch altogether?

2. On average, how much sleep do you get per night? Do you feel well rested?


1. Pausing to reflect often seems unproductive. At what point does a person devote too much time to thought and not enough to action?

2. Distractions derail thought. Where is the best place for you to engage in distraction-free thought? Which part of your workday is generally the busiest? Which is usually the calmest?

3. How does a lack of reflection negatively influence a leader?

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❦Chapter 4

The Law of Reflection


LAWS OF GROWTH

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❦Chapter 5

The Law of Consistency


LAWS OF GROWTH

CHAPTER 5

The Law of ConsistencyMotivation Gets You Going—Discipline Keeps You Growing

Main PointInspiration motivates us to act, but enthusiasm eventually wanes. Absent of a disciplined commitment to personal growth, ambition and aptitude end up as wasted potential. On the other hand, small disciplines practiced daily lead to huge achievements. Imagining the future fuels us with passion, but attending to today enables us to make progress.


1. What percentage of New Year’s resolutions do you think are still in place as of February 1?

2. Do you set written goals? Why or why not?


1. Name one healthy habit that has benefitted you during the course of your career.

2. Motivation without discipline gets you nowhere. However, discipline without motivation can lead to burnout. What motivates you to develop yourself as a person? What is at stake if you neglect personal growth?

3. In light of your goals for the future, what is one thing you need to begin doing regularly? Perhaps more importantly, what is something you need to stop doing?

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❦Chapter 5

The Law of Consistency


LAWS OF GROWTH

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❦Chapter 6

The Law of Environment


LAWS OF GROWTH

CHAPTER 6

The Law of EnvironmentGrowth Thrives in Conducive Surroundings

Main PointPersonal growth doesn’t happen in a vacuum. Both the place where we’re located and the people with whom we’re associated influence our attitude toward growth. At different stages of life, different surroundings are suitable to our development, and we must take responsibility for putting ourselves in position to thrive.


1. Did you grow up in the city, the suburbs, a small town, or the countryside? What did you like/dislike about the area where you spent your childhood?

2. Which do you find more enjoyable: 1) a lively party with lots of people, 2) good conversation with a couple of friends, or 3) a quiet evening all to yourself?


1. What sorts of “pollutants” are toxic to a work environment? What are the indicators of a healthy work environment?

2. What would you say are the best and worst features of your organization’s culture?

3. When has a change in your environment (residence, workplace, relationships) accelerated your personal growth?

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❦Chapter 6

The Law of Environment


LAWS OF GROWTH

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❦Chapter 7

The Law of Design


LAWS OF GROWTH

CHAPTER 7

The Law of DesignTo Maximize Growth, Develop Strategies

Main PointMost people live reactively; they simply allow life to happen to them. Only after a large portion of their life is gone do they realize that they should have been more strategic. The formula for personal growth doesn’t require a rocket scientist to figure out; it’s actually a quite simple strategy. Know your values, make decisions aligning with your values early in life, and then manage those decisions on a daily basis.


1. When going on vacation, do you prefer to plan out activities in advance or to leave the majority of your time unscheduled?

2. Are you more likely stick with a strategy for too long, even when it’s failing, or to scrap a strategy too quickly without allowing time for it to work? Why?


1. Measurement keeps you knowing whether or not you’re growing. What systems could you put in place to measure the progress of your personal development?

2. Good strategies take account of top priorities. As you look ahead at the next six months, what is the primary area in which you’d like to experience personal growth?

3. The important things in life usually take longer than we anticipate. Pull up your schedule for next week. What is your most important task or meeting of the week? Block off twice as much time to complete the task or prepare for the meeting as you had originally scheduled on your calendar.

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❦Chapter 7

The Law of Design


LAWS OF GROWTH

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❦Chapter 8

The Law of Pain


LAWS OF GROWTH

CHAPTER 8

The Law of PainGood Management of Bad Experiences

Leads to Great Growth

Main PointPain prompts us to face who we are, and how we respond to disappointment defines who we become. In life, everyone makes mistakes. However, some people fear failure, and it prevents them from taking risks, while others embrace failure as an opportunity to learn and grow. Without struggle, there’s no progress, so embrace life’s painful challenges as the quickest means of personal growth, and view failures as stepping-stones to success.


1. What’s the most painful physical injury you’ve ever had?

2. Have you learned more about yourself from your greatest triumphs or your biggest failures?


1. What happens to an organization when its leaders avoid the pain of hard decisions?

2. How have you turned pain into gain over the past year?

3. It’s been said that we must either choose the “pain of discipline” or the “pain of regret.” How would you describe each of these types of pain?

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❦Chapter 8

The Law of Pain


LAWS OF GROWTH

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❦Chapter 9

The Law of The Ladder


LAWS OF GROWTH

CHAPTER 9

The Law of the LadderCharacter Growth Determines

the Height of Your Personal Growth

Main PointWhen pursuing personal growth, people are inclined to focus on gaining competencies rather than developing character. However, without integrity of character to stabilize them, even the most talented persons are likely to implode. Solid character, with honesty and integrity at its core, provides the surest foundation for personal development.


1. In your life, who has been the biggest role model of character and integrity? What aspects of his or her character did you find attractive?

2. When deciding whether or not someone can be trusted, what information do you consider about that person?


1. In your opinion, what does it mean to “be a person of character?”

2. What practical steps can a person take to strengthen or solidify his or her character?

3. In which of the following areas do you see the most room for improvement? How would your life be better if you grew in this area?

a. Being Humble

b. Being Teachable

c. Being Willing to Serve

d. Being Grateful

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❦Chapter 9

The Law of The Ladder


LAWS OF GROWTH

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❦Chapter 10

The Law of The Rubber Band


LAWS OF GROWTH

CHAPTER 10

The Law of the Rubber BandGrowth Stops When You Lose the Tension Between

Where You Are and Where You Could Be

Main PointGrowth begins at the end of our comfort zone. To develop yourself, you must stretch beyond what comes easily. When we try something new, there’s a learning curve during which we feel awkward and incapable. Yet by persevering beyond the initial discomfort, we open up new horizons of personal growth.


1. Relocating can be a hassle, but we endure the work of packing, transporting, and unpacking our possessions in the hopes of ending up in a better situation. How many times have you moved from one residence to another during your lifetime?

2. Some people are natural risk-takers while others prefer to stick with tried-and-true methods. Which temperament do you have? What are the advantages/disadvantages of your natural attitude to risk?


1. Settling for the status quo involves short-term comfort and long-term dissatisfaction. Choosing to grow means enduring short-term discomfort for long-term significance. What comforts will you have to abandon in order to realize your vision for the future?

2. Name two or three experiences that have been catalysts for personal growth in your life. Initially, were the experiences comfortable?

3. What areas of untapped potential do you see in your life? What possibilities would emerge if you developed to your full potential in those areas?

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❦Chapter 10

The Law of The Rubber Band


LAWS OF GROWTH

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❦Chapter 11

The Law of Tradeoffs


LAWS OF GROWTH

CHAPTER 11

The Law of Trade-OffsYou Have to Give Up to Grow Up

Main PointIf you want to grow to your potential, then you must be willing to give up some things you value. In reality, everyone makes trades throughout life. However, some people regret the exchanges they’ve made while others credit their trade-offs with allowing them to thrive. To make sure you’re trading up instead of down, unemotionally evaluate the pluses and minuses of each major trade-off. Looking solely at the facts of an exchange prevents fear or anxiety from clouding your judgment. Also, remember that although you don’t always get what you want in life, you always get what you choose.

Opening Question Options: 1. In some places, such as outdoor marketplaces or auto dealerships, prices are not

necessarily fixed. Do you enjoy the process of negotiating for a lower price in these settings? Why or why not?

2. Whenever we buy something, we exchange money for the thing bought. What’s the largest financial purchase you’ve ever made? Was what you bought worth the price?

FacilitationQuestionOptions:1. Review the following list of commonly made trade-offs. Which one would you like to

become more intentional about making? Why?

a. Financial stability today for potential tomorrow

b. Immediate gratification for personal growth

c. The fast life for the good life

d. Security for significance

e. Personal achievement for partnership with others

2. What items are non-negotiable in your life? That is, what things would you never trade?

3. What major trade-offs have you made in order to get where you are today?

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❦Chapter 11

The Law of Tradeoffs


LAWS OF GROWTH

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❦Chapter 12

The Law of Curiosity


LAWS OF GROWTH

CHAPTER 12

The Law of CuriosityGrowth Is Stimulated By Asking WHY?

Main PointCurious people have insatiable inquisitiveness. They’re constantly asking questions and challenging conventional wisdom. Curiosity inspires the imagination to move past the usual assumptions and limitations to seek answers, and thus sparks creativity. Fortunately, curiosity isn’t a natural talent only available to a few lucky people. Anyone can learn to ask better questions and can enjoy the fruits of knowledge that come through an active investigation of the world.


1. What was your favorite subject in school? Why did you enjoy learning about it?

2. If you had the time and money to take a vacation somewhere that you had never been before, where would you choose to go? Why?


1. What roadblocks hinder people from exercising curiosity?

2. What questions is your organization asking about its future? Why?

3. What is one new skill you would like to learn for your job? What steps would you need to take in order to learn it?

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❦Chapter 12

The Law of Curiosity


LAWS OF GROWTH

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❦Chapter 13

The Law of Modeling


LAWS OF GROWTH

CHAPTER 13

The Law of ModelingIt’s Hard to Improve When You Have

No One but Yourself to Follow

Main PointA self-taught student doesn’t learn nearly as much as an apprentice who has the luxury of watching a master at work. Models inspire personal growth by setting an example worth following, sharing the wisdom of experience, and providing encouragement and support. Without outside input, personal development stagnates, whereas the exhortation of a coach continually challenges a student to grow.


1. When you were a student, who was your favorite teacher or coach? Why?

2. Which book or film has taught you the most about life? What did you learn from it?


1. Who currently mentors you? If you don’t have a mentor, list possible candidates whom you could ask to coach you.

2. Do you think it’s a better strategy to have a deep relationship with one mentor, or more casual relationships with a variety of mentors? Explain.

3. What areas of expertise do you have which could be of benefit others? To whom could you make yourself available as a coach or mentor?

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❦Chapter 13

The Law of Modeling


LAWS OF GROWTH

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❦Chapter 14

The Law of Expansion


LAWS OF GROWTH

CHAPTER 14

The Law of ExpansionGrowth Always Increases Your Capacity

Main PointPersonal growth sharpens your ability think and boosts your productive capacities. Mentally, personal growth gives you confidence to take on projects you never would have even considered earlier in life. Also, growth nourishes creative thinking by expanding your conception of what’s possible. Productively, personal growth aids efficiency as you discard bad habits and develop more efficient systems for getting things done. The compounding effect of self-improvement also gives rise to new skills that enable you to take on progressively more difficult assignments.


1. What skills do you have now that you didn’t possess five years ago?

2. What sorts of training opportunities does your organization offer to its employees? Have you taken part in any of them? If so, assess whether or not they expanded your capacity.


1. In what ways might you be able to work smarter to reduce the amount of time it takes to carry out your job responsibilities?

2. Growth compounds when we discipline ourselves to manage important decisions daily. What activities should you devote attention to each day in order to develop into the sort of leader you aspire to be?

3. What do your managers and teammates expect of you as an employee? What would it take to exceed their expectations?

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❦Chapter 14

The Law of Expansion


LAWS OF GROWTH

Wrap-up:

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❦Chapter 15

The Law of Contribution


LAWS OF GROWTH

CHAPTER 15

The Law of ContributionGrowing Yourself Enables You to Grow Others

Main PointInitially, personal growth is self-focused; we have our own success in mind. However, as we mature, we find that life’s greatest source of joy comes from investing ourselves in the development of others. Yet while our focus shifts outward, the need for personal growth remains as strong as ever, since we cannot give what we do not have. Adding value to ourselves precedes adding value to others.


1. To which charitable organization(s) do you contribute your resources or volunteer your time? Why?

2. What percentage of your workweek involves face-to-face communication with others? What are practical ways in which you can intentionally add value to the people you with whom you interact at work?


1. How does your organization show appreciation to its people? What are the ways in which you express gratitude to the people who help you in life?

2. Relationships should be reciprocal; with roughly equal amounts of giving and taking on both sides. Do you feel as if you generally give more than you receive, get more than you give, or give and take about the same amount in your relationships?

3. How does significance differ from success?

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❦Chapter 15

The Law of Contribution


LAWS OF GROWTH

Wrap-up:

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