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JOHN C. MAXWELL CERTIFICATION PROGRAM

“Leadership Gold” Mastermind Guide

An In-depth Study

Based on the book Leadership Gold by John C. Maxwell

4/24/2012

©2011 Martinelli & AssociatesLeadership Gold Mastermind Guide

Table of Contents

Meeting #1 – Introduction, Chapter 1.........................................................................................................3

I. INTRODUCTION – The Mastermind Concept...............................................................................3

II. Preface - Searching for Gold........................................................................................................4

III. Ch. 1 – If It’s Lonely at the Top, You’re Not Doing Something Right............................................4

Meeting #2 –Chapters 2 and 3....................................................................................................................7

I. Ch. 2 - The Toughest Person to Lead is Always Yourself..............................................................7

II. Ch. 3 – Defining Moments Define Your Leadership.....................................................................8

Meeting #3 –Chapters 4 and 5...................................................................................................................10

I. Ch. 4 – When You Get Kicked in the Rear, You Know You’re Out in Front.................................10

II. Ch. 5 – Never Work a Day in Your Life.......................................................................................11

Meeting #4 –Chapters 6 and 7...................................................................................................................13

I. Ch. 6 - The Best Leaders Are Listeners.......................................................................................13

II. Ch. 7 – Get In the Zone and Stay There.....................................................................................14

Meeting #5 – Chapters 8 and 9..................................................................................................................16

I. Ch. 8 - A Leader’s First Responsibility Is to Define Reality.........................................................17

II. Ch. 9 - To See How the Leader Is Doing, Look at the People.....................................................18

Meeting #6 - Chapters 10 and 11..............................................................................................................20

I. Ch. 10 - Don’t Send Your Ducks to Eagle School........................................................................20

II. Ch. 11 - Keep Your Mind on the Main Thing..............................................................................20


I. Ch. 12 - Your Biggest Mistae Is Not Asking What mistake You’re Making.................................23

II. Ch. 13 - Don’t Manage Your Time – Manage Your Life..............................................................24


I. Ch. 14 – Keep Learning to Keep Leading....................................................................................25

II. Ch. 15 – Leaders Distinguish Themselves During Tough Times.................................................26


I. Ch. 16 – People Quit People, Not Companies............................................................................28

II. Ch. 17 – Experience Is Not the Best Teacher.............................................................................29

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Meeting #10 - Chapters 18 and 19............................................................................................................31

I. Ch. 18 – The Secret to a Good Meeting Is the Meeting Before the Meeting.............................31

II. Ch. 19 – Be a Connector, Not Just a Climber.............................................................................31


I. Ch. 20 – The Choices You Make, Make You...............................................................................34

II. Ch. 21 – Influence Should Be Loaned but Never Given..............................................................34


I. Ch. 22 – For Everything You Gain, You Give Up Something.......................................................37

II. Ch. 23 – Those Who Start the Journey With You Seldom Finish With You................................38


I. Ch. 24 – Few Leaders Are Successful Unless a Lot of People Want Them to Be........................40

II. CH. 25 – You Only Get Answers to the Questions You Ask........................................................40

Meeting #14 - Chapters 26 and Conclusion...............................................................................................43

I. Ch. 26 – People Will Summarize Your Life in One Sentence – Pick It Now................................43

II. Conclusion.................................................................................................................................44

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Leadership Gold Mastermind GuideBased on the Book, Leadership Gold by John C. Maxwell

Meeting #1 – Introduction, Chapter 1

I. INTRODUCTION – The Mastermind Concept

A. Concept of the Mastermind Group: a gathering of like-minded people who desire

to focus on and achieve their goals through the study of a specific set of

information and or material usually from one specific book or author.

B. This Mastermind Guide – The focus of this mastermind guide is the book,

“Leadership Gold” by John C. Maxwell. This group should have a strong to desire

to become more effective leaders and teachers of leadership skills as outlined in John

Maxwell’s material.

C. Rules of Participation:

1. Meetings will be held in a quiet space free from interruption.

2. Cell phones and all other electronic devices will be turned off for the duration of

the meetings.

3. Meetings will start and end promptly; however, late arrivals will be allowed to

enter the meeting.

4. Members should provide prior notification to the teacher/coach/leader if they are

unable to attend.

5. Members are expected to obtain and read the book and be ready for each MMG

meeting by having read the material prior to the MMG.

6. Meetings should last no less than one hour and should not exceed 90 minutes.

This timing has been tested and proven over many years and in many situations.

It can become very easy to feel like “they really wanted to talk longer” but this

can also leave others who have made the same time commitment feel as if their

time is not important.

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D. Facilitating a group rapport:

1. Encourage members to support each other throughout the week by keeping in

touch via email or a phone call. This “touching base” cannot be underestimated

as to importance.

2. Check in on each other to share successes or provide support if someone finds

themselves facing a challenge or problem.

3. Utilize the group discussion to generate ideas or suggestions. Remember, this is a

“Mastermind” where we are all learning from one another.

E. Showing appreciation:

1. When beginning each MMG session, be sure to let all in attendance know how

much you have been looking forward to this very moment in time, and how this

time is so important for us all.

2. Be sure to thank everyone for being their participation and adherence to the

rules.

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Conducting a Meeting

Lead the conversation in the teacher/student model.

Keep the discussion flowing, fast and forward. – It is more important to

keep moving than to cover every detail. Maintain the group’s attention.

Be certain not to allow any one person to dominate the discussion.

Allow a set amount of time for your group to review the points made.

Set aside time to go through any assignment for the next meeting.

Be appreciative.


II. Preface - Searching for Gold

A. Add value to your leadership … John Maxwell’s “golden” rules

1. Continual learning and growing is a part of the process.

2. Look to other leaders as examples – I have.

3. You don’t have to be an expert or even a leader to understand what I’m teaching.

4. There will be trials and errors. The key is not to make the same mistake twice.

5. Your ability to become a better leader depends on how you respond.

6. Effective leaders are always engaged in this paradigm of learning cycle:

i. Learn it

ii. Live it

iii. Lead it

B. …because leadership makes a difference!

1. Discuss – What would your leadership mean to your organization? What

differences do you want to make in your organization?

III. Ch. 1 – If It’s Lonely at the Top, You’re Not Doing Something Right

A. John uses several illustrations to come to some conclusions regarding the idea of

loneliness and leadership:

“Loneliness is not a positional issue, it is a personality issue.”

“A Taking person to the top is what good leaders do.”

“Lifting people to a new level is a requirement for effective leadership”

1. Discuss -

a. What would it look like if a leader left everyone behind?

b. Leaders can be emotionally distant, organizationally distant, or even

physically distant. When you are far from people you can no longer

sense their needs. What type of effect can this have on the organization,

or on individual relationships?

c. John Maxwell believes, “Everything rises and falls on leadership.” Here

is a truth to be committed to: if things aren’t getting better for people

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under your leadership then they need a different leader. Do you believe

this is universally true?

d. How do you measure successful leadership?

B. Truths About the Top

1. Teamwork Makes the Dream Work No one goes it alone.

a. What do you believe the primary goal of the leader should be?

b. Are you playing “King of the Hill” or asking your team to join you?

2. If you show people the way they will want to follow you.

a. In the book, John states, “A leader’s credibility begins with personal

success . . . To gain credibility, you must consistently demonstrate three

things: initiative, sacrifice and maturity.”

i. Define “initiative.”

ii. Define “sacrifice.”

iii. Define “maturity.”

b. How will these traits look in your organization?

i. In your family?

ii. In your personal life?

2. The difference between a boss and a leader is the boss says ‘Go’ and the leader

says ‘Let’s Go’. What does this statement mean to you?

3. Good leaders understand that power is a seduction that can kill any

organization.

a.What can you do as a leader to change the culture in your business so that

you are more hands on and bringing people to the top with you?

4. “Good leaders, who remain connected with their people, stoop – that’s the only

way to reach down and pull others up.” Discuss: If the ‘leader’ is not

proactively taking anyone with them are they really leading?

5. What are some effective ways to bring others with you?

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C. How Not to Be Lonely at the Top - “You can’t be rivals when you are making music

together.” – Placido Domingo

1. Take a relational approach to leadership.

a. Are there built in distances in your organization? Positional?

Location? Limited access to the leadership? What are some ways to

reduce these physical and non-physical distances?

2. Avoid the extremes (Success and failure are only labels.). What labels create

positional distance?

a. Have you considered the effect of these “labels” when considering an

organizational action?

3. Learn to like people (or you will never add value to them).

a. Be honest with yourself. – Some leaders truly do not like people. If

this is you, you CAN change this trait.

b. Examine the reasons why you view those around you the way that you

do? Are these reasons based on experience, feelings or stereotype?

What are valid and invalid reasons to use for decision-making with

regard to the people around you?

c. Leadership is, at its core, a People Business endeavor. If you really do

not have a deep appreciation for people, recognize that they already

will know it. What are some ways to improve this situation?

4. Understand the “Law of Significance - One is too small a number to achieve

greatness.” What are some of the great relationships that built successful

enterprises? Has the greatness of your organization been limited by you being

“alone” too much? Remember “Loneliness is not a positional issue, it is a

personality issue.”

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Assignment for Meeting #2

Read Chapters 2 and 3. Complete exercises #2 on page 18. Complete exercises #1 and #2 on page 29.

Mentorship Role


Meeting #2 –Chapters 2 and 3

I. Ch. 2 - The Toughest Person to Lead is Always Yourself

A. Through illustration, several specific areas are identified where we may be misled about

our own leadership skills.

“Activity does not necessarily equal accomplishment.”

“Leaders who aren’t focused aren’t as effective as they could be.”

“Human nature seems to endow us with the ability to size up everybody in

the world except ourselves.”

1. Discuss –

a. How is balance or imbalance in our personal and professional life

reflected in our ability to lead?

b. How can we employ the “Mirror Principle” effectively in our life?

c. Why do we tend to judge others on mere actions and ourselves on

intentions? Is there a better criterion for making judgments about success

and failure in ourselves and others?

B. Keys to Leading Yourself

1. Learn followership. What does it truly mean to walk a mile in someone else’s

shoes? Name a specific lesson learned as follower that will benefit you as a

leader? Think of a time when you willingly followed a leader. Why was it so

easy to follow him/her?

2. Develop Self-Discipline. Why is it so difficult to be the ruler of our own actions

and decisions?

a.Consider your own discipline regarding these specific areas of your life:

1. Time usage

2. Money management

3. Thinking positive and character building thoughts

4. Developing your own purpose

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Read Chapters 2 and 3. Complete exercises #2 on page 18. Complete exercises #1 and #2 on page 29.

Mentorship Role


5. Leading your life or being lead through life

3. Practice Patience. In our book John states, “The point of leading is not to cross

the finish line first. It’s to take people across the finish line with you.” What is

the difference between being 1 step ahead versus 50 steps ahead?

a. Are you more or less willing to accept the accomplishment as a team

player? As a leader?

b. Leadership Gold suggestions for taking the team across the finish line:

1. Slow the pace.

2. Stay connected to the team.

3. Enlist others to help fulfill the vision and keep the team going.

4. Seek Accountability. Personal and professional accountability are imperative

because we all have a human nature that will lead us astray.

a. Discuss your willingness to seek and accept advice.

b. What measures of accountability currently exist in your personal and

professional life?

c. How do accountability measures impact leadership positively?

C. A Higher Standard – “Nothing so conclusively proves a man’s ability to lead others, as

what he does from day to day to lead himself.” - Thomas J. Watson, Chairman of IBM

1. We are responsible for others’ actions as well as our own. How does this fact

impact the way we look at accountability?

2. We must earn the right to lead anyone beyond ourselves.

a. How does the leader begin to earn “respect?”

b. It has been said, “Make your critics your coaches.” What does this mean

to you?

II. Ch. 3 – Defining Moments Define Your Leadership

A. Making Us Better Leaders – Can we rise to the occasion?

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1. Defining moments show us who we really are. Most defining moments are only

recognized in hindsight.

a. As a leader how can we better prepare ourselves and our followers for

whatever happens?

b. Discuss the role of effective strategic planning as a leadership tool.

2. Defining moments declare to others who we are. It is an opportunity to either

cement a bond between leader and follower or cost a leader his credibility and his

ability to lead. What will your people will see when the spotlight is on you?

3. Defining moments determine who we will become. They are an intersection in

our lives that present a choice. Standing still is not an option.

a. The good leader will be intentional about each encounter with each

person at each moment.

b. In what areas do you need to “get ready” for the next encounter to

better define your own future and that of the organization?

B. Defining the Defining Moment - Consider these “Breaking News” moments.

1. Ground breakers present a chance to start something new. It is time to dream

bigger!

2. Heart breakers are difficult moments that demand a change which, in itself, may

be difficult but necessary for growth – otherwise known as the “life lesson.”

3. Cloud breakers present an opportunity to take action and make a difference.

Closely related to Ground Breakers, these are times when you intentionally make

a difference in what is already going on.

4. Chart breakers allow a person or organization to rise to a much higher level.

Chart breakers are not accidents of accomplishment – they are times when

intentional decisions are made that bring exponential growth. The key is to make

intentional bold moves.

C. Preparing for the Defining Moment

1. Evaluate a previous defining moment. How did you choose to handle and would

you change your methods based on what you have learned about leadership?

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2. Make choices today that will matter tomorrow. We can’t control everything but

we can manage our life in a manner that will improve our ability to handle those

defining moments appropriately. What are some examples of those areas that we

can manage?

3. Recognize the opportunity. By seeing the moment we are better positioned to

seize the moment. How can we manage the level of risk and still gain the

advantage?

D. Remember, if we keep growing, seeking opportunities, and taking some risk, we will

continue to experience defining moments which will, in turn, help us redefine, grow and

improve our leadership.

1. A good leader will “fail forward fast.”

a. Are you willing to ‘risk’?

b. Does fear drive you more than the potential good outcome?

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Assignment for meeting #3

Read Chapters 4 and 5. Write down a specific critical remark that you remember and use it to complete exercises #3

on page 39. Complete exercises #1, #2 and # 3 on page 47.

Mentorship Role

How is the group managing their decisions? Using the categories listed on page 29-30, have each member select a different category and write out their choice for handling in the future based on their values and priorities. Now give the group a defining moment and ask them how their choice would affect their reaction in the moment. Challenge them to complete the list and hold onto it. We will revisit in a month to see how they have done in the day to day moments.

Talk about a task that a group member or you volunteered to complete. Discuss how self-discipline, followership and patience played a role in completing the activity. Challenge the group to volunteer for a task or activity as an exercise to underscore the point of the lesson. When arriving at the task, help them dream bigger, dig deeper for courage, and ask how the potential outcome could affect them.



I. Ch. 4 – When You Get Kicked in the Rear, You Know You’re Out in Front

A. John recounts several stories of different ways to handle criticism. Silencing the critic

does not always mean we keep the critic from expressing him or herself.

1. List some ways to “silence” the critic.

2. How can we help turn the critic into the champion?

3. What does it mean to “Make your critics your coach?”

B. How to Hold Up Under Criticism – “Criticism is something you can avoid easily – by

saying nothing, doing nothing and being nothing.” – Aristotle

While Aristotle’s method is useful, it doesn’t hold up if you want to be a successful

leader.

In Leadership Gold a four-step process is suggested for holding up under criticism.

1. Know Yourself – The Reality Issue - Lay a solid foundation for handling criticism

by understanding yourself and accepting the context of criticism.

a.Some people simply do not work well with authority – remember, there is

no such thing as a “personal” criticism. The critic may have a hidden

motive.

b. If the critic attempts to make it only personal, that is, he or she is

pointing only at you directly, it is important to sift out the truth of the

criticism.

2. Change Yourself – The Responsibility Issue

a. Sort it out. Who is doing the criticizing, what was the method for

delivering the criticism, and why was it given? How can you tell when

the criticism is meant to harm and not to help?

b. Be open to improvement. YOUR attitude will determine the outcome of

the criticism. Criticism WILL come. How can you prepare for

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preserving the relationship, improving as a leader, and improving

yourself?

i. Lower your defenses. – Always assume noble intent.

ii. Look for the grain of truth.

iii. Make the necessary changes.

iv. Take the high road. Sometimes the high road will mean simply

saying, “I think I understand what you are saying, and I promise

I will search myself and find ways to avoid (fill in the blank)

being that kind of person.

3. Accept Yourself – The Maturity Issue

“The easiest thing to be in the world is you. The most difficult thing to be is

what other people want you to be.” – Leo Buscaglia – author and

professor

“The curious paradox is that when I accept myself just as I am, then I can

change.” – Carl Rodgers, psychologist

a. Real confidence comes from accepting your own strengths and

limitations rather than depending on the good opinion of others. Discuss

ways to better “know thyself.” And remember, “weaknesses” are usually

overused strengths.

b. NO ONE can determine who YOU should be. It is time to grow up!

4. Forget yourself – The Security Issue

a. Remember, leadership is not about YOU, it is about others. Keep the

focus in the right place.

b. Give yourself permission to have areas of less talent. You don’t always

have to fix your weaknesses, but you do have to know them and allow

others to accept a role that will make your strengths and their strengths

the complete team that you need!

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c. Think about what your organization will look like when YOU are not at

the hub?

II. Ch. 5 – Never Work a Day in Your Life

A. The Leadership Benefits of Being Passionate in What You Do – Discuss how being

passionate can motivate your organization.

1. It becomes contagious and influences others to follow. When your talent is

supported by your passion, others will want to follow you.

2. It pushes us through the tough times. Tough times will come, ready or not.

How your passion responds to these times will either inspire others, or depress

others.

3. It provides energy we do not often know that we possess. This energy brings

truth to the statement, “We attract who we are, not who we want.” When we

demonstrate passion that same energy surrounds us and becomes a power force

for inspiring the whole team. Suddenly we are driving others to reach their

potential also.

B. The whole is greater than the sum of its parts. Said differently, a team of five is not

1+1+1+1+1. A team that works together can accomplish 1+2+3+4+5!

1. Discuss examples of how talent, opportunity, knowledge and a great team – all

notable assets- are not enough by themselves to ensure success, financial or

otherwise.

C. How will your life improve when you have greater passion for what you do?

D. Identify five key areas of your life for which you want to find more passion.

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Read Chapters 6 and 7. Become an active listener. Seek out someone’s thoughts and opinions with which you have

not had recent personal contact. When talking with them, do more asking, than telling Perform a listening audit. In the next week, while in meetings, track the amount of time you

spend listening. Practice the discipline of NOT thinking about what you want to say next, but waiting for the other person to fully express them self.

Complete exercise #2 on page 64.


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Read Chapters 6 and 7. Become an active listener. Seek out someone’s thoughts and opinions with which you have

not had recent personal contact. When talking with them, do more asking, than telling Perform a listening audit. In the next week, while in meetings, track the amount of time you

spend listening. Practice the discipline of NOT thinking about what you want to say next, but waiting for the other person to fully express them self.

Complete exercise #2 on page 64.



I. Ch. 6 - The Best Leaders Are Listeners

A. Consider this quote: “When we hear without really listening, our leadership is bound

to suffer – and so will our followers”. Describe what happens over time to the leader,

to the follower and to the organization when there is a failure to listen.

B. Why Listeners Are More Effective Leaders

1. Understanding people precedes leading them. Consider the truth: “I can be

certain I know what you think when I am able to tell you what you think to

YOUR satisfaction.” How can you express your honest desire to want to know

what the other person believes or thinks?

2. Listening is the best way to learn. “…nothing I say this day will teach me

anything. So, if I’m going to learn, I must do it by listening.” – Larry King,

Recall the story John tells of his experience with Atlanta business leaders and

discuss the following:

a. What strategic relationships can you facilitate by doing more

listening?

b. What are the positive characteristics of the organization that you

foster when you listen more effectively?

3. Listening can keep problems from escalating. And, a deaf ear is the first

symptom of a closed mind.

a. The problem of the leadership ladder:

i. The higher people go on the ladder, the less they are forced to

listen to others.

ii. The farther a leader gets from the front lines the more they

depend on others for information.

iii. Without the habit of listening well, leaders will not have the

facts they need for efficient decision-making.

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iv. When a leader is in the dark, organizational problems will

only be exacerbated. Do you think it is possible that many

leaders would rather stay in the dark? Why would this be?

What will the ultimate outcome be?

b. What are some good listening skills that will stop the problem of the

leadership ladder?

i. Good leaders are attentive to small issues.

ii. Good leaders pay attention to their intuition.

iii. Good leaders pay close attention to what isn’t being said.

iv. Good leaders have a good understanding of people.

v. Good leaders are secure enough to ask for honest

communication from others and to handle criticism without

being defensive.

4. Listening establishes trust. It takes work to create mutual respect and

understanding. Trust motivates the follower to understand your point of view.

How do we demonstrate that we are listening? What happens to trust when

we fail to listen?

5. Listening can improve the organization. Listening is the investment in others

that never fails to pay dividends. You will never get the best out of people if

you don’t know who they are, where they want to go, why they care, how they

think, or what they have to contribute. With this knowledge a leader is fully

utilizing all the assets of the organization to fulfill its vision and attain its

goals. Listening is the best way to demonstrate the value of your people.

II. Ch. 7 – Get In the Zone and Stay There

A. John states, “Success is knowing your purpose in life, growing to your maximum

potential, and sowing seeds that benefit others.” How does finding and staying in your

strength zone improve your chances of success?

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1. What does it look like when “Leadership is intentional?”

2. Purpose in life is connected to one’s strengths. You are not called to do something

for which you have no talent. This is why it is said that one should not try to

strengthen their weaknesses, but should capitalize on their strengths.

3. Reaching maximum potential is always related to one’s natural ability.

4. Living a life that benefits others depends upon on us giving our best, not our

worst.

B. Finding Your Own Strength Zone – “Almost every man wastes part of his life in attempts

to display qualities which he does not possess.” – Samuel Johnson, British poet

1. What am I doing well? Discuss how this is a talent question and not a moral

question. Not only what are you doing well, but what CAN you do well?

Consider the possibility that you may not have yet found all of your own strengths

yet?

2. Get specific. It will put you in the center of your strength, not on the fringe.

Defining strengths is a specific activity, not broad. For example, “people like me”

is not a strength, but the result of a strength.

3. Listen for what others praise. Your strengths will capture the attention of others

and draw them to you.

4. Check out the competition. Don’t waste your time doing something that others

do better.

C. Finding the Strength Zone of Your People – “… organizations exist to make people’s

strengths effective and their weaknesses irrelevant.” – Frances Hesselbein paraphrasing

Peter Drucker, founder of the Leader to Leader Institute.

1. Know the people on your team – their strength, weaknesses, attitude, growth

potential, relationships, and feelings about their job.

a. There are many “Strength Finder” types of profiling systems on the

market. These are very useful in finding and supporting the strengths of

your own team.

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2. Communicate to individuals how they fit on the team. When individuals

understand how they fit into the team, their desire to maximize their contribution

escalates – because they know this is an attainable goal.

3. Communicate to all team members how each player fits on the team. When

each person’s role is defined, based on recognized strengths, then mutual trust and

respect on the team result.

4. Emphasize completing one another above competing with one another. How

do we strike a balance between pressing individuals to do their best and yet,

working together for the sake of the team?

i. The leader casts the vision for the organization, but the leader cannot

implement the vision of the organization alone. Discuss.

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Read Chapters 8 and 9. Complete exercise #2 on page 72. Complete exercise #2 and #3 on page 82.

Mentorship Role

What were the results of the active listening exercise?

What lessons did you learn from actively listening and name some specific changes you want to make to your own listening style?

Review the results of any listening audits that were conducted. If anyone was less than 80% they need to improve. How?

What were the results of the strength assessment? Answering “no” in any area signals a need to be more intentional about getting into their strength zone. How can they achieve this? The key word is “intentional.”


Meeting #5 – Chapters 8 and 9

I. Ch. 8 - A Leader’s First Responsibility Is to Define Reality

A. Reality is the foundation of positive change.

“A team can make adjustments when it knows where it stands.”

“Realistic leaders … understand that self-deception can cost them their vision.”

1. Discuss – What does it mean to be a visionary, and at the same time hold

realistic expectations?

2. What are the pitfalls of a vision that is simply not realistic?

3. What are the pitfalls of expectations that simply have no vision attached?

4. Several areas to examine realistically. Are there others that could be added to

this list?

a. The Situation (is often worse than you think)

b. The Process (usually takes longer than you think)

c. The Price (always costs more than you think)

d. The People (usually have unequal expectations)

B. The Leader’s Role - Discuss why these statements are true and the methods we might

employ to face reality as a leader – address John’s questions in Chapter 8, page 69.

1. The leader’s action or inaction always has consequences. “Everything rises

and falls on leadership.”

2. Leaders must be able to see the consequences of their actions further and with

greater clarity than those around them.

3. The leader’s role is important because other people depend on them.

C. Guarding Against Unrealistic Thinking

1. Admit weakness. Why is it difficult for leaders to accept and admit their own

weaknesses?

2. Embrace realistic people. Effective leaders need team members who

complement them.

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a. In what areas do you need your team members to complement

you?

b. How will you help your team members to fill in these areas of

complement?

3. Ask for honesty from others. How can we foster an environment where our

team feels at ease in expressing themselves honestly?

4. Invite “Fresh Eyes” to check me out. Describe the value of “fresh eyes.”

Give specific examples of non-insiders who could give leaders a fresh view of

their own organization and leadership.

D. In Leadership Gold, what does John’s strong emphasis on defining reality mean

when he says, “a whole lot is depending on it.”

II. Ch. 9 - To See How the Leader Is Doing, Look at the People

A. The Sign of Good Leadership

1. Identify various marks of a successful organization and evaluate how these

areas track back to the statement, “The signs of outstanding leadership appear

primarily among the followers.”

2. What does it mean, as a leader, to say “People may teach what they know, but

they reproduce what they are?”

a. How is this lived out in a healthy organization?

b. How is this lived out in a dysfunctional organization?

B. Revealing Questions to Ask About Followers – “Is it going to get any better, or is

this as good as it’s going to get?” – Earl Weaver, former manager of the Baltimore

Orioles

1. Are the people following? The operative words with your people should be

trust and loyalty.

a. Have you earned both of these? How have you accomplished this?

b. Do you have followers? Not employees, not subordinates, but real

followers of your leadership?

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c. Do you know where you are going and does your team know where

you are going?

i. How can you know if your team knows where you are going?

d. What have you done to strengthen the relationship with your

followers? To build trust and loyalty?

2. Are the people changing? While change opens the door to greater success,

change is unlikely to happen without an effective leader to facilitate the

process.

a. Are you an agent of change not only in your organization, but in

your followers’ lives?

b. What type of relational environment have you fostered? Does it

accept change readily?

c. What have you done to inspire followers to have confidence in

themselves?

3. Are the people growing? Once the leader finds and recruits good people, it is

important to develop them. This is the leader’s highest calling. People will

move to where they are being developed.

a. What can you do to help your followers become better people?

Growing people create growing organizations.

b. Do you believe in your people? Your belief in your people will

foster their belief in themselves and in turn, foster their growth

4. Are the people succeeding?

a. What can you do to foster and celebrate your followers’

achievement?

b. What is the difference between personal achievement and

leadership?

c. Can a leader really succeed without others succeeding alongside

them?

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Read Chapters 10 and 11. Review the qualities of a potential leader (exercise #3, pages 93-94). Document these

qualities as you observe them in action in the workplace during the next week. Complete exercise #3, page 103. Note several ways that you relied on others during the week.

Mentorship Role

Who speaks truth in your life? What role do your co-workers and family members play in your life when defining your reality? How will you affirm those who speak the truth to you? If you don’t have someone in your life to do this, what steps will you take to find that person or persons?

Help group members identify what they will need to do to foster a healthy honesty in their relationships.

From documenting their annual goals, weekly and monthly objectives, and daily to-do list, what percentage of time is focused on individual achievement versus team achievement? Will changes need to be made and how?


Meeting #6 - Chapters 10 and 11

I. Ch. 10 - Don’t Send Your Ducks to Eagle School

A. You will frustrate the ducks. People are who they should be with their own set of

strengths and weaknesses. As a leader, how can you place people in the right place to be

successful?

1. Connect with them.

2. Let them work to their strengths. Determine where they can add the most value.

3. But, challenge them to move out of their comfort zone. (Grow them.) What is the

difference between the strength zone and the comfort zone?

B. You will frustrate the eagles. If you are maximizing potential you will not want to

frustrate your high-flyers. As a leader, you must support each team member in their

strength zone wherever that is. One of the leader’s jobs is to find and develop good

leaders. To find that in your own organization, you will want to look for the eagles and

encourage them in their strength zone.

C. You will frustrate yourself.

1. Expecting results from someone not gifted in that area of expertise will only make

the leader’s job harder.

2. A person can only grow if they are able to make their own choices.

a. For example: If my attitude is poor, I can choose to make it better, find

ways to make it better.

b. However, natural ability is a gift. If my natural ability is lacking, I

might be able to develop further in that area, but the change will not be

as dramatic.

3. How does confusing natural ability and life choice contribute to frustration and

non-productivity?

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II. Ch. 11 - Keep Your Mind on the Main Thing

A. Finding the Main Thing

1. Answering the questions below is just the start.

a. What provides the greatest return? This is difficult to accurately assess

without years of experience.

b. What is the most rewarding? Can change over time.

c. What is required of me? This is the job description

2. If the purpose of work is results, then keep it simple – Why is simplicity more

effective in achieving success?

B. How to Become A Leader of Few Things

1. Determine not to know everything. Consider the benefits of the following key

points.

a. Know the people who know the right answers.

b. Only 20 percent of all information will give you 80 percent of what you

need to make good decisions. This is the Pareto Principle

c. By taking yourself out of the middle of everything, you reduce your

personal importance to your organization but you allow yourself to do what

is personally important to you. Explain.

2. Determine not to know everything first

The rules of the game:

a. Problems should be solved at the lowest level possible. Why does a leader

who is immersed in the details begin to lose perspective in the organization?

b. Don’t take out your frustrations out on the people who bring the difficult

news. Celebrate them and count their views.

c. Protect the flow of communication.

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3. Determine to let someone represent you.

a. An investment of time and trust that can pay many dividends. Describe

how you can you know someone’s heart and mind and believe in their

competence well enough to enlist their trust?

4. Determine to stay with your strengths and not work on your weaknesses. Review

Ch. 7: Get In the Zone and Stay There.

5. Determine to take charge of what takes your time and attention. Choices are

tradeoffs but we can’t avoid them so how can we make the best of them and improve

our leadership?

a. Take control of your calendar. As the leader, ask yourself, what do you

desire from your agenda and what on your calendar accomplishes your goals

for yourself, your team, and the entire organization?

b. Describe the difference between “important” and “urgent”

c. Describe the difference between “giftedness” and “interests”

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Read Chapters 12 and 13. Complete exercise #3, pages 112. Complete exercise #1, #2 and #3, page 121.

Mentorship Role

Help the group to identify potential leaders in their workplace based on their observations.

List the attributes of what you want to see in leaders at your workplace.

Discuss, with the group, a plan of action for releasing less productive responsibilities to others and coach them through this process.



I. Ch. 12 - Your Biggest Mistake Is Not Asking What mistake You’re Making

A. What can go wrong will go wrong.

John’s leadership principles for handling mistakes

1. Think about what might go wrong.

2. Do not assume the right way is mistake free.

3. Acknowledge your mistakes to yourself and others.

4. Learn from your mistakes.

5. Teach others from your mistakes.

B. How can acknowledging mistakes in this manner help you to grow as a leader? How do

we fail forward with maximum profit?

1. Admit your own mistakes and weaknesses. What does this do for the people

around you? Remember, there is a fine line between “admitting” and “exposing.”

Be judicious about not going overboard or seeming as if you “need” more than

forgiveness.

2. Accept mistakes as the price of progress. In the Joe Montana example we see the

positive side of accepting mistakes. How can we hurt our organizations by not

embracing this attitude?

3. Insist on learning from your mistakes. “Avoiding failure at all costs, can cost us

everything.” How is this possible? Relate to the example of science.

4. Ask yourself and others, “What are we missing?” What role does asking

questions play in the dynamics of the team? What lessons have we learned from

Ch. 8 on defining reality?

5. Give people around you permission to push back. Philosopher-statesman,

Francis Bacon stated, “If a person will begin with certainties, he will end in

doubts; but if he will be content to begin with doubts, he will end in certainties.”

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How can the leader ensure that “push back” does not turn into a general negative

attitude?

II. Ch. 13 - Don’t Manage Your Time – Manage Your Life

A. A Leadership Perspective on Time - Discuss the “Suitcase” analogy from Ch. 13, page

114 and apply to the statements below.

1. Successful people realize that time is the most precious commodity on earth.

2. They know where their time goes.

3. They continually analyze how they are using time.

4. They continually question whether they are getting the best use of their time.

B. Problems in Time-Management

1. They undervalue the uniqueness doing what others want them to. Is your

position in the organization affected by others expectations on your time? Where

might you break out of the box? Can you help the leadership above you to

discover your own time squeeze?

2. They ruin their effectiveness by doing unimportant things. Discuss the

importance of prioritizing tasks? What are unimportant versus important things?

3. They reduce their potential by doing things without coaching or training. What

is the difference between life and time-management? How can you help your

followers to learn life-management based on the bullet points of page 118?

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Read Chapters 14 and 15 Complete exercises #1 and #2 on page 132. Complete exercises #1 and #2 on page 141.

Mentorship Role

What is the group doing individually to create a “space” for their followers to make mistakes?

Discuss, with the group, the responses to exercise #3. How is the group making use of the ideas and experiences of their teams? How are they going to improve upon their initial responses? What questions can they ask that will help draw out more and greater ideas toward their team members developing their own teams?



I. Ch. 14 – Keep Learning to Keep Leading

A. To grow you have to be intentional. What is a plan of personal growth? Does anyone in

the group have one as an example?

3 Steps to Approaching Personal Growth:

1. Invest in Yourself – And you will be investing in your organization. What are

some types of growth investment for yourself that might pay dividends to your

people based on John’s assessment that your people can only go as far as you go?

a. I what ways do you need to invest in yourself?

b. Describe the difference between “investing in yourself” and “being

selfish.”

2. Be a Continual Learner – How does continual learning feed your desire for ever

greater leadership roles? How does it increase your credibility with your

followers?

3. Create a Growth Environment for the People You Lead - How do we instill an

attitude of teachability in our followers?

A growth environment is where:

a. People are at various points on the growth ladder

b. They are continually challenged.

c. Their focus is forward.

d. The atmosphere is affirming.

e. They are often out of their comfort zone.

f. They wake up excited.

g. Failure is not the enemy

h. Others are growing.

i. People desire change.

j. Growth is modeled and expected (by the leader)

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B. Discuss the statement “Great people desire to bring out the greatness in others.”

Conversely, why would small people desire to put limits on others?

II. Ch. 15 – Leaders Distinguish Themselves During Tough Times

A. The Danger of Needing Approval

While the purpose of leadership is to inspire and equip people to go where they couldn’t

go on their own and do what they didn’t think they could do, there are other times when

a leader must move forward without the assurance that their followers will immediately

keep pace.

1. The tough call demands risk. Elaborate on whether progress always requires

risk. Have you been a risk taker? Discuss the difference between “taking a

risk” and just being risky.

2. A tough call brings with it an inward battle. You must settle the inward

battle before the outward battle can be successfully won. Have you ever

faltered or witnessed a leader that falters because they were not steady on the

right course of action. What were the consequences? What did this kind of

wavering leadership do to the team?

3. A tough call will distinguish you as a leader. What are the challenges of

getting out in front when the organization has lost momentum or is heading in

the wrong direction? Why would a leader not want to “rock the boat” when it

comes to risk?

B. Be Prepared.

1. Make the tough calls in the smaller minutes that precede the defining moment.

What is meant by this statement? What are the everyday tough calls that

prepare you for those big moments?

2. A real leader never, ever gives up. Forge ahead, continue to take on greater

responsibilities and the time will come.

3. How does continual learning prepare a leader for the defining moments?

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C. As leaders, what other concepts have we learned to assist in the ultimate decision-

making moment.

D. Are you ready to be the leader your organization needs for you to be?

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Read Chapters 16 and 17 Complete exercises #1, #2, and #3 on pages 151-152. Complete exercises #1 on page 162.

Mentorship Role

Review members personal growth plans, perhaps setting aside a separate time to go through them individually and provide additional suggestions. Discuss the need for a personal mission statement. Are their long term personal goals growth oriented?

Talk about some of the tough calls that members of the group have identified. Did they feel prepared to handle the moment? Did they feel overburdened or left out at this point in their lives? Discuss methods to stay on track or get back on track as a leader.



I. Ch. 16 – People Quit People, Not Companies

A. Personalities That Drive People away.

1. People quit people who devalue them. What does it look like when people are

valued and lifted up? What does it look like when people are treated like pawn

pieces on a chess board?

a. In what ways do you need to evaluate your own leadership regarding

your treatment of those who follow you?

2. People quit people who are untrustworthy. What actions have you taken to

establish credibility with your team?

a. Elaborate on John’s analogy of that shattered workplace to the shattered

mirror.

b. Have you employed any of the following methods to build trust?

i. Maintain integrity.

ii. Openly communicate your vision and values

iii. Show respect for fellow employees as equal partners

iv. Focus on shared goals rather than personal agendas

v. Do the right thing regardless of personal risk.

3. People quit people who are incompetent. Where does your ability to inspire

confidence rank?

a. Are you using your team’s energy effectively?

b. Is productivity high?

c. Is there a positive momentum?

4. People quit people who are insecure.

a. Insecurities will prevent these leaders from providing opportunities for

growth. Do you train your people to their potential and share

responsibilities with the team?

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b. Ask yourself: what if someone on your team is better at something you

do than you are? Are you willing to seek their advancement as well?

B. Recipe for Retention

1. Do you initiate action to make relationships better?

2. Have you been the reason for someone leaving?

3. Do you value the people who work for you?

4. Do you consider credibility to be imperative even more than competence?

5. Do you recognize that positive emotional health allows individuals to have a

sense of security?

6. Do you maintain a teachable spirit and nurture your own personal growth?

II. Ch. 17 – Experience Is Not the Best Teacher.

A. It has been said, “Experience is a hard teacher: it gives the test, then the lesson.”

B. In John’s notebook illustration there are ways to miss out on what experience can teach.

How is this possible?

C. How can we gain from it?

1. Make the most of our understanding. John suggests reflecting each day and

even reviewing once a year our relevant experiences. What other methods might

be used to gather more knowledge?

2. Handle the unpleasant or unplanned experience by learning from it. Describe

the role the leader can have in maintaining a positive attitude during unpleasant

experiences.

3. Minimize the cost of a lack of experience. How might we utilize our team better

to help to minimize this cost? Instead of ‘covering” for the less experienced, how

can the leader bring them into the whole experience?

4. Minimize the cost of experience. How do you, as the leader, manage the

experience, even a bad one, to provide learning without permanent damage to

individuals or the organization?

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5. Evaluate your experience. What is your personal habit and the organization’s

habit for examining past experiences? How will your team capitalize on each

experience and not simply ignore the problems?

6. Use the evaluated experience to lift you and the organization to the next level.

Consider how you retain, document, and implement the knowledge that is gained?

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Read Chapters 18 and 19 Complete exercises #1 and #2 on page 172. Complete exercises #1 and #2 or #3 on page 181.

Mentorship Role

Have their organizations lost employees recently? Discuss any patterns observed in the losses? Do they personally or does their organizations take ownership of loss? How?

Discuss the responses to any expressions of appreciation that were extended during the week?

Have each member relate an experience from the past week and their evaluation of it. Introduce several methods for evaluating experiences.



I. Ch. 18 – The Secret to a Good Meeting Is the Meeting Before the Meeting

A. To be a good leader you have to learn to make your meetings effective. Their purpose is

to get things done, not communicate to the masses.

B. Purpose of the Meeting Before the Meeting

1. Helps you to receive buy-in.

2. Helps followers to gain perspective.

3. Helps to increase your influence.

4. Helps you develop trust.

5. Helps you avoid being blindsided.

C. Agenda Structure

1. John suggests a specific agenda structure with categories for information items

(communication about what has happened), study items (topics for discussion)

and action items (requiring decisions, having been previously discussed).

2. Using the “Meeting before the Meeting” purposes above, explain how the agenda

structure supports these benefits.

D. What is the role of influence in the Meeting before the Meeting and in the Agenda

Structure?

1. How can influence and agenda be used to help build consensus?

2. How can a poorly planned meeting harm attitude, a sense of urgency, and the

general moral of an organization?

E. The more preparation for the meeting before the meeting, the less time you will spend in

damage-control after the meeting. Discuss John’s advice regarding when to hold or not

hold the meeting before the meeting. What is the best way to handle the adverse

circumstance, in addition to not holding the meeting?

F. Sometimes the best meeting you will ever have is the one you cancelled!

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II. Ch. 19 – Be a Connector, Not Just a Climber

A. Leadership is relational and positional. John states, “People do not care how much you

know until they know how much you care.”

1. What is the downfall of leadership that does not heed these statements?

2. What are the benefits of embracing an abundance mindset? Connecting with others

helped John to climb in reputation nationally and has benefitted countless churches

worldwide. Are there areas of your leadership where you need to “share the wealth”

in regards to who gets the credit? Who gets the raise? Who gets the advancement?

B. Which Kind of Leader Are You?

1. Do worry about who is ahead or behind you or are you more concerned about who

is on the journey alongside you.

2. Do you think more about the next position you want to attain or the next connection

you want to make?

3. Do you enjoy the competition and see winning as success or is your focus on

fostering relationships and view working cooperatively as success?

4. Do you enjoy and find the acquisition of personal power useful or do you find the

forming of partnership to be of the greatest benefit?

5. Are you more focused on building an image or building consensus?

6. Do you make an effort to stand apart from the organizational structure or do you

seek common purpose with the team?

C. Climbing and connecting should not be viewed as an “either/or” choice. Don’t we all

have some of both qualities in us?

1. For Connecters

a. What are some ways to use your natural connecting to increase your energy

and intensify your sense of urgency and purpose?

2. For Climbers

a. Discuss ways to demonstrate more sensitivity, show appreciation, instill a

sense of consistency and security and finally, use humor as a bonding agent.

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D. What is the role of the leader in balancing these two approaches to management? John

often uses the statement, “No one ever achieved anything of significance alone.” Is this

truth universal and what does it mean for being a successful leader?

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Read Chapters 20 and 21 Complete exercises #1, #2 and #3 on page 191. Complete exercises #2 and #3 on page 201.

Mentorship Role

Does anyone have a meeting plan that works for them? Did anyone try John’s format this week? How did it go?

Discuss the meeting preparation process and provide an example of a specific decision that can be addressed successfully through this format.

What type of managers are the majority in your group, climbers or connectors? Did each group attempt their exercise? Discuss the results or plans for being a better connecter or climber.



I. Ch. 20 – The Choices You Make, Make You

A. “We don’t always get what we want, but we do always get what we choose.”

1. Our choice shows who we are. What choices have defined you?

2. Our choices have a high level of complexity. What types of decisions have you

made as a leader where you felt ill-equipped to deal with their complexity? How

did you react?

3. Our choice changes who we are. Consider one choice you have made and how it

impacted your professional and personal life. The consequences make us who we

will be in the future.

B. Choosing Your Choices

1. We choose our standards for behavior and performance. Where do our

standards come from and can we set our sights even higher?

2. We choose how we will interact with people. What are the considerations when

deciding what is important in our daily interactions?

3. We choose our focus. Where do your strengths lie in the present? What

opportunities in the present do you have to seize these opportunities?

II. Ch. 21 – Influence Should Be Loaned but Never Given

A. The Value of Influence

“Leadership is influence, nothing more, nothing less.” Discuss how influence allows us

to make an impact.

1. Influence exists to speak-up for those who don’t have influence. As a leader,

we are able to lift up the lives of our followers and even others beyond or

immediate scope.

2. Influence exists to speak-up to those who have influence. As a leader, we have

a unique access to other leaders.

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3. Influence exists to be passed on to others. As a leader we are in the unique

position of developing other leaders.

B. The Problem With Giving Away Influence

1. If leaders can’t eventually lead on their own, then they are of little value to the

organization. They fail to establish their own influence.

2. People expect you to carry their weight and solve their problems.

3. People don’t know how or can’t pass on the influence received to those who could

multiply it. They limit rather than grow the organization.

C. The Loaning of Influence As a Solution to the Problem

1. Be discerning about the recipient. Do you ask for a game plan, how will they

follow through and how will they pay back – with results?

2. Hold the recipient accountable. How do you do your due diligence to ensure the

investment is wise? Accountability means the followers will not only do better,

they will feel supported as well.

3. Expect a good return. What are your expectations of the recipient? Is the

recipient’s growth accelerating and most importantly are they elevating other

leaders with the influence they’ve received?

D. Are you a candidate for influence, earning it from your followers or receiving it from

another experienced leader? John provides a list of characteristics to cultivate on page

200. Use your involvement as a member of the John Maxwell Team to demonstrate the

principle of influence discussed.

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Read Chapters 22 and 23 Complete exercises #1, #2 and #3 on page 211. Complete exercises #2 on page 220.

Mentorship Role

Have a volunteer present one of their life-changing choices from exercise #1. Were they prepared, not prepared? How are they living with the consequences today? What are the key choices that can be made today that would help when confronted with that type of choice again?

Discuss the need to constantly increase the level of influence. Provide some constructive ideas to the group for working on the criteria that John has listed.

Ask the group to set plans and goals for lending more and more influence in every encounter with others.



I. Ch. 22 – For Everything You Gain, You Give Up Something

A. Debating the Next Level – “A successful life is a series of trade-offs.”

1. In leaving his San Diego church, John illustrates the consequences, good and bad,

of trading off when we have some significant achievement behind us. Have you

made a trade-off or let one slip by? Why? What lessons did either of those

decisions teach you?

B. Ten Trade-Offs Worth Making - Discuss the validity of these choices and assumptions.

1. Trade affirmation for accomplishment. As we grow in experience we realize

that getting something done provides that type of affirmation that is most

satisfactory and reflects on you, not just for a moment, but for a lifetime.

2. Trade security for significance. Even when, like John, we have careers that by

definition are designed to make a difference, we still must take a risk for ever

greater significance. Is there such a thing as a platform that is too big?

3. Trade financial gain for future potential. Opportunity, if it fulfills the leadership

goals will almost always lead to future financial gain also.

4. Trade immediate pleasure for personal growth. How does this statement reflect

on our study of the role of the leader?

5. Trade exploration for focus. Reflect on our study of Chapter 7: Get in the

Zone – and stay there.

6. Trade quantity of life for quality of life. Contemplate what might be missing if

you don’t have the time to hold a basic conversation with a co-worker or find

yourself behind a closed door most of the time at work or at home.

7. Trade acceptable for excellent. Why do we accept less than excellent? What

gets in the way of being excellent?

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8. Trade addition for multiplication. “Leaders who gather followers add to what

they can accomplish. Leaders who develop leaders multiply their ability.”

9. Trade the first half for the second half. Often we spend all our time paying for

success and never receiving the reward because it is easier to stay with the

familiar. As a leader, what does the “second half” mean to you?

10. Trade your work for God for a walk with God. This might be said as well, that

we must nurture our spirit before we can nurture others.

C. Do your trades align with your goals and more importantly with who you choose to be as

a person and a leader? Have the gains have been worth what you have given up? Do

they reflect positively on your desire to grow as a leader and to make an impact?

II. Ch. 23 – Those Who Start the Journey With You Seldom Finish With You

A. What is the leader’s responsibility to the team versus fulfilling the journey?

1. Not everyone will take the journey with you. Being on a team is a choice.

Passions are different, motivations are different, likes and dislikes make us unique

and give us a different calling. How can you use this information in your

recruitment process in order to save time and energy? Are you willing to go the

distance even if people close to you are not willing to go with you?

2. Not everyone should take the journey with you. Ignoring reality for the sake of a

relationship will almost always cause problems. As we have learned individuals

bring natural talents and specific strengths but those may not always be ideally,

what is needed on the team. Review Chapter 10: Don’t Send your Ducks to

Eagle School.

3. Not everyone can take the journey with you. The goal here is to retain those

individuals with high potential. How do we do facilitate this sorting process in

the healthiest way? If you are leading a team by providing an atmosphere of

growth or, as we learned, multiplication, it may be the right choice for the less

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committed to leave. Or, you may develop teammates to journey further. Are you

willing to help others move to other goals for the sake of the overall vision?

B. A Healthy Perspective

1. Have you waited for someone and in the process lost credibility? How long is

long enough?

2. Is it always the leader’s fault when a key player makes a different choice?

Leaders also gravitate to the known and sometimes that is not always the best

decision. What are the pitfalls for the organization when we try to hold on too

tight?

3. Is there such a thing as being irreplaceable? We have learned that good people

want to be on good teams.

4. As a leader, what are the keys to having an effective team and attracting good

people?

5. How might we prepare for losing good staff? Learn to make the best use of those

who are only available on the journey for a brief time. These people are the

influencers whose connections may prove valuable to you and your team later,

who don’t just add to the team but multiply its effectiveness by helping to develop

new leaders. Who are these individuals and how do we preserve their relationship

with us when they are no longer part of the team?

C. What does it mean to be a steward and how does that define the relationship with your

team on the journey?

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Read Chapters 24 and 25 Complete exercises #1 and #3 on page 229-230. Complete exercises #1, #2 and #3 on page 241.

Mentorship Role

Having now evaluated past trade-offs, have the group discuss what they are hoping to trade up to specifically in the next phase of their journey. What do they possess worth trading and what might they have to give up? Help them understand that these decisions may take more than this week or even this month. This part of the journey will take more time and energy than what go them to this point.

In addition, explore further the idea of trading for the betterment of their people? What would they trade and to attain what goal for their team?

Mentor the group in helping identify people who may be holding their team back and what could be done in those situations. Talk about difficult relationships such as the boss, friend or the family member that becomes the lid on the team’s potential. There are many “necessary endings” that the leader will have to make the call on.



I. Ch. 24 – Few Leaders Are Successful Unless a Lot of People Want Them

to Be

A. Discuss the idea of the “Solo” leader and look to the historical record for evidence of

those leaders who, over a lifetime, received the help and support of many others.

B. Types of Help Along the Way

1. The Mentor – teaches guides and takes you under their wing. Name some of

your mentors who would never know you, others that knew you but do not

know the help you received from them, and finally, that knew you and helped

because of their relationship with you.

2. The Supporter – are often on your team or in your circle of family and friends.

They know you (some less and some more) and love you for all that you are.

They provide your day to day support system so that you can be the leader

that you want to be. They are a strong source of motivation and energy to

propel you forward when you become too comfortable. What are the

negatives to this group versus the Mentor?

C. “Followers make leaders possible. Great followers make it possible for there to be

great leaders.” – John C. Maxwell

1. John spends much time on learning to expressing gratitude with the

understanding that success is compounded when others join our cause.

Review the list on page 226-227, and identify and discuss the role these

different types of people have played in your life.

II. CH. 25 – You Only Get Answers to the Questions You Ask

A. Why is it that asking questions is what often separates successful people from those

who are unsuccessful? Who are you seeking out? What questions are you asking?

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Are they thoughtful? Are the precise? “Successful people ask better questions and

as a result, they get better answers.” – Anthony Robbins

B. Make the most of the questions you ask. But also be sure you are on track to be able

to employ the responses most effectively.

Below are a series of John’s questions to keep us on track as leaders and growing as

individuals. Take the time to read through each section from pp. 235-240. Your

responses will guide you in the areas that are your strengths and those that you will

always need to work at. Working diligently to keep a steady course will pay greater

dividends when you begin to accumulate the knowledge of other leaders.

1. On Personal Growth – Am I investing in myself?

2. On Motivation – Am I genuinely interested in others?

3. On Passion – Am I doing what I love and loving what I do?

4. On Relationships – Am I investing my time with the right people?

5. On Effectiveness – Am I staying in my strength zone?

6. On Mission – Am I taking others to a higher level?

7. On Success – Am I taking care of today?

8. On Strategic Leadership – Am I taking time to think?

9. On legacy – Am I developing other leaders?

10. On Faith – Am I pleasing God?

C. Are you engaged, curious, desire to improve – then, hopefully, you are asking

questions. Now ask yourself, are you listening to the responses? If you are

advancing and your team is growing then it is a safe bet that you are also listening.

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Read Chapters 26 and Conclusion Complete exercises #1, #2 and #3 on page 251.

Mentorship Role

We’ve learned that there are many types of mentors and supporters in our lives. Have the group identify who they are missing from the categories. Strategize about where to find the individuals to fill these shoes in your life.

Talk about various mentors you have had and what they have meant to you and how you have expressed gratitude to them.

Express your gratitude to everyone for their participation and contributions in the MMG. Be Specific.

Explore the doubts and insecurities that arise when we ask questions. Talk about the sense of exposure but be realistic about what the questioner and the one being questioned is experiencing. Also review the substantial rewards from listening to thoughtful responses.


Meeting #14 - Chapters 26 and Conclusion

I. Ch. 26 – People Will Summarize Your Life in One Sentence – Pick It Now

A. What is a Legacy?

1. In its simplest definition a legacy is what we leave behind to the next

generation.

2. It can be possessions. It can be in the form of a set of principles by which

we’ve lived our lives

3. It can be the individuals we leave behind who have been influenced by us and

are better off for it.

4. They can be intentional or unintentional.

5. Discuss the concept of legacy in your group; perhaps review the legacy of

some of your local community members to better acquaint everyone with the

idea.

B. Where to begin.

1. Determine to be intentional about creating a legacy. (Hopefully from the

assignment the group has begun to write their life sentences.) Emphasize that

it doesn’t have to be long and it will change over time. It can be defined by

your work, a personal characteristic, or all three. Elaborate on what it should

and should not be.

2. Live today the legacy you want to leave. It is the sum of how you live each

day. Talk about what it means to live a legacy. Having studied the qualities of

leadership for the last 14 weeks, discuss how the demands of leadership will

help us begin to form an individual legacy.

3. Appreciate today the value of a good legacy. How is it ultimately dependent

on a person’s attitude toward life? Below are John’s reasons. Are there

others?

a. You must care about people.

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b. You must appreciate the great impact a good legacy can make.

c. You must have the right perspective. As with leadership, the goal is

not to be indispensable to the people you lead. Rather, what are you

going to leave your people that will be indispensable to them?

C. John poses the question, “What kind of a bridge are you building for those who

follow behind you?” Answer the question with regard to your legacy and also to

your daily leadership.

II. Conclusion

A. Review: What does it mean to be an intentional leader?

B. Review: “Your greatest potential value is in your ability to take people with

leadership potential and help them become successful leaders.” - John C. Maxwell

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Mentorship Role

Have the group talk about the meaningful actions which they have implemented during these 14 weeks to ensure that the lessons in this study have been taken to heart.

Discuss the importance of meaningful action.

Celebrate the accomplishments - the victories that have occurred by rising to the challenge of the exercises during each day.

Allow the opportunity for each group member to express their gratitude and rejoice in their accomplishment.

Think about your legacy as mentor to this group. Talk about what it means to be a mentor in the context of John’s teaching. Offer your legacy statement and your thought process in developing it.

Wrap Up

Ask those in your MMG if they would like to be a part of your next MMG which starts (insert date) and will cover the book (title of book)

Invite the “leaders” of your MMG to join you for a training MMG of how to lead a MMG. Expand your TEAM and expand your business. NOW is the time for you to continue to lead!

Thank everyone for their dedication to improving their leadership skills and for their faithfulness to the program. Above all, let them know that you appreciate their willingness to be open and participate and therefore make the class a great success.

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