Maxwell Leadership Quotes

Leadership is not about titles, positions or flowcharts. It is about one life influencing another.

Leaders must be close enough to relate to others, but far enough ahead to motivate them.

Relational skills are the most important abilities in leadership.

Real leadership is being the person others will gladly and confidently follow.

He that thinketh he leadeth and hath no one following him is only taking a walk.

It's said that a wise person learns from his mistakes. A wiser one learns from others' mistakes. But the wisest person of all learns from others's successes.

Tend to the people, and they will tend to the business.

You can't move people to action unless you first move them with emotion.... The heart comes before the head.

People dont care what you know until they know what you care

When you realize that people treat you according to how they see themselves rather than how you really are, you are less likely to be affected by their behavior.

The bottom line in managing your emotions is that you should put others – not yourself – first in how you handle and process them. Whether you delay or display your emotions should not be for your own gratification. You should ask yourself, What does the team need? Not, What will make me feel better?

Leaders Who Attract Followers . . . Need to Be Needed Leaders Who Develop Leaders . . . Want to Be Succeeded

Everyone is a leader because everyone influences someone.

Great leaders always seem to embody two seemingly disparate qualities. They are both highly visionary and highly practical.

To lead yourself, use your head; to lead others, use your heart.

Leadership is more disposition than position—influence others from wherever you are.

When people respect you as a person, they admire you. When they respect you as a friend, they love you. When they respect you as a leader, they follow you.

He knows that in leadership cleverness is not as important as content, that charisma and dash are not as vital as character and doctrine.

The goal of confrontation should be to help, not to humiliate.

President Abraham Lincoln said, “Nearly all men can stand adversity, but if you want to test a man’s character, give him power.

Good leaders ask great questions that inspire others to dream more, think more, learn more, do more, and become more.

If you are a leader, the true measure of your success is not getting people to work. It’s not getting people to work hard. It is getting people to work hard together. That takes commitment.

First, when we are busy, we naturally believe that we are achieving. But busyness does not equal productivity. Activity is not necessarily accomplishment. Second, prioritizing requires leaders to continually think ahead, to know what's important, to know what's next, to see how everything relates to the overall vision. That's hard work. Third, prioritizing causes us to do things that are at the least uncomfortable and sometimes downright painful.

Many people view leadership the same way they view success, hoping to go as far as they can, to climb the ladder, to achieve the highest position possible for their talent. But contrary to conventional thinking, I believe the bottom line in leadership isn't how far we advance ourselves but how far we advance others. That is achieved by serving others and adding value to their lives.

Leadership is influence—nothing more, nothing less. If you are being salt and light as Jesus commanded, then you have begun to obey God’s call to leadership.

Successful people do daily what unsuccessful people do occasionally. They practice daily disciplines. They implement systems for their personal growth. They make it a habit to maintain a positive attitude. At

Leadership is responsible. Losing is unacceptable. Passion is unquenchable. Creativity is essential. Quitting is unthinkable. Commitment is unquestionable. Victory is inevitable.

The bottom line in leadership isn't how far we advance ourselves but how far we advance others.

anyone can steer the ship, but it takes a leader to chart the course. Leaders who are good navigators are capable of taking their people just about anywhere.

Position is a poor substitute for influence.

Be more concerned about making others feel good about themselves than you are in making them feel good about you.

Nobody achieves anything great by giving the minimum. No teams win championships without making sacrifices and giving their best.

The challenge of leadership is to create change and facilitate growth.

As people gain more authority, they often develop a lack of patience in listening to those under them. A deaf ear is the first indication of a closed mind.

If you don't contradict yourself on a regular basis, then you're not thinking.

John Maxwell says a budget (for your money) is telling your money where to go instead of wondering where it went. Managing time is the same; you will either tell your day what to do or you will wonder where it went.

You don’t really understand people until you hear their life story. If you know their stories, you grasp their history, their hurts, their hopes and aspirations. You put yourself in their shoes. And just by virtue of listening and remembering what’s important to them, you communicate that you care and desire to add value.

Being in power is like being a lady. If you have to tell people you are, you aren't." If

The higher you want to climb, the more you need leadership. The greater the impact you want to make, the greater your influence needs to be.

Every message that people receive is filtered through the messenger who delivers it.

If you want to be a leader, the good news is that you can do it. Everyone has the potential, but it isn't accomplished overnight. It requires perseverance.

How people treat you is their karma. How you react is yours.” —Wayne W. Dyer

The beauty of trust is that it erases worry and frees you to get on with other matters. Trust means confidence.” —Stephen M.R. Covey

When people follow a leader because they have to, they will do only what they have to. People don’t give their best to leaders they like least. They give reluctant compliance, not commitment. They may give their hands but certainly not their heads or hearts.

As Thomas Jefferson proclaimed, “In matters of fashion, swim with the current. In matters of conscience, stand like a rock.

القادة هم المسئولون عن الرؤية التابعين غالبا ً لا يستطيعون رؤية المستقبل كما يراه القائد .

It's not the position that makes the leader; it's the leader that makes the position.

You cannot kindle afire in any other heart until it is burning within your -ELEANOR DOAN

If you want to do a few small things right, do them yourself. If you want to do great things and make a big impact, learn to delegate.

Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.” —STEVE JOBS

We need to decide how we want to be treated. Then we need to begin treating others in that manner.

Eleanor Roosevelt commented, "Life is like a parachute jump; you've got to get it right the first time.

If you pair excellence with humility, people not only won’t run over you, they will respect you.

Never complain about what you allow.

You cannot always control what happens to you, but you can control what happens in you.

Dentists encourage us to use dental floss daily to promote the health of our teeth; we need to use mental floss to get rid of old thinking and promote the health of our leadership.

To lead any way other than by example, we send a fuzzy picture of leadership to others. If we work on improving ourselves first and make that our primary mission, then others are more likely to follow.

Good leaders motivate others by their listening skills. We are to: avoid prejudicial first impressions; become less self-centered; withhold initial criticism; stay calm; listen with empathy; be active listeners; clarify what we hear; and recognize the healing power of listening. Then we are to act on what we hear

The effectiveness of your work will never rise above your ability to lead and influence others. You cannot produce consistently on a level higher than your leadership. In other words, your leadership skills determine the level of your success-and the success of those who work around you.

Everything rises and falls on leadership.

People who do not believe in themselves have trouble believing in others.

Real leadership is not seeking the applause from followers; real leadership is applauding the followers who become leaders.

There are two types of people in the business community: those who produce results and those who give you reasons why they didn’t.

When values, thoughts, feelings, and actions are in alignment, a person becomes focused and his character is strengthened. That allows a leader to lead himself successfully.

If a man hasn’t discovered something he will die for, he isn’t fit to live.” —Martin Luther King Jr.

Asking and hearing people’s opinions has a greater effect on them than telling them, ‘Good job.’ ” —Sam Walton

believe leadership is servanthood. It’s my responsibility to make sure my people have what they need to succeed and get their work done.

People who wait for the one great opportunity often keep waiting.

When talented teams don’t win, examine the leadership.

Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.

Your values are the soul of your leadership, and they drive your behavior.

Don’t worry about making friends; don’t worry about making enemies. Worry about winning, because if you win, your enemies can’t hurt you, and if you lose, your friends can’t stand you.

The book you don’t read can’t help you; the seminar you won’t attend can’t change your life. The business gets better when you get better. Never wish it were easier, wish you were better.

Predetermine a course of action. Lay out your goals. Adjust your priorities. Notify key personnel. Allow time for acceptance. Head into action. Expect problems. Always point to the successes.

Leaders see everything with a leadership bias. Their focus is on mobilizing people and leveraging resources to achieve their goals rather than on using their own individual efforts. Leaders who want to succeed maximize every asset and resource they have for the benefit of their organization. For that reason, they are continually aware of what they have at their disposal.

As a leader, you don’t earn any points for failing in a noble cause. You don’t get credit for being “right” as you bring the organization to a halt. Your success is measured by your ability to actually take the people where they need to go. But you can do that only if the people first buy into you as a leader.

5. Each person’s leadership is best exercised in his or her area of giftedness (v. 31). When we discover our gifts, we will naturally lead in those areas where we are most productive, intuitive, comfortable, influential, and satisfied.

Leadership is often misunderstood. When people hear that someone has an impressive title or an assigned leadership position, they assume that individual to be a leader. Sometimes that’s true. But titles don’t have much value when it comes to leading.

True leadership cannot be awarded, appointed, or assigned. It comes only from influence, and that cannot be mandated. It must be earned. The only thing a title can buy is a little time—either to increase your level of influence with others or to undermine it.

Whom to Invite to Your Table As you bring people to your table to share ideas, be selective about whom you pick. Choose people who Understand the value of questions Desire the success of others Add value to others’ thoughts Are not threatened by others’ strengths Can emotionally handle quick changes in the conversation Understand their place of value at the table Bring out the best thinking in the people around them Have experienced success in the area under discussion Leave the table with a “we” attitude, not a “me” attitude

When special people touch our lives then suddenly we see how beautiful and wonderful our world can really be. They show us that our special hopes and dreams can take us far by helping us look inward and believe in who we are. They bless us with their love and joy through everything they give. When special people touch our lives they teach us how to live.

distinct vision, a precise plan, plenty of resources, and incredible leadership, but if you don’t have the right people, you’re not going to get anywhere.

Confidence equals contentment with self; contentment is knowing you have all you need for the present circumstances.

Everything rises and falls on leadership. —John Maxwell

What’s the key to relating to others? It’s putting yourself in someone else’s place instead of putting them in their place.

how we view a person is reflected by how we treat a person.

Uniformity is not the key to successful teamwork. The glue that holds a team together is unity of purpose.

What do the people closest to you value? Make a list of the most important people in your life-from home, work, church, hobbies, and so on. After making the list, write what each person values most. Then rate yourself on a scale of 1 (poorly) to 10 (excellently) on how well you relate to that person's values. If you can't articulate what someone values or you score lower than an 8 in relating to that person, spend more time with him or her to improve.

The only thing that walks back from the tomb with the mourners and refuses to be buried is the character of a man. This is true. What a man is survives him. It can never be buried. " -J. R. MILLER

God had to break Jacob to make him useful. In the breaking process, Jacob—the deceiving “heel-catcher”—became Israel, a “prince with God” who purposed to serve God rather than himself. Natural leaders often need to be broken. Consider your natural ability to lead a gift from God, but your character a gift to present back to God. Remember: Every time you stand up under the weight of adversity, you are being prepared, as Jacob was, to better serve God and lead people.

Walt Disney’s brother tells an amusing story about Walt’s budding genius as a fifth grader. The teacher assigned the students to color a flower garden. As she walked among the rows examining the student’s work she stopped by young Walt’s desk. Noting that his drawing was quite unusual, she remarked, “Walt, that’s not right. Flowers don’t have faces on them.” Confidently he replied, “Mine do!” and continued his work. And they still do; flowers at Disneyland and Disney World all have faces. An

When it comes to identifying a real leader, that task can be much easier. Don't listen to the claims of the person professing to be the leader. Don't examine his credentials. Don't check his title. Check his influence. The proof of leadership is found in the followers. I

People who lead for selfish reasons seek… Power: They love control and will continue to add value to themselves by reducing the value of others. Position: Titles are their ego food. They continually make sure that others feel their authority and know their rights as a leader. Money: They will use people and sell themselves for financial gain. Prestige: Their looking good is more important to them than their being and doing good.

Contentment is taking your present situation—whatever obstacles you are facing, whatever limitation you are living with, whatever chronic condition wears you down, whatever has smashed your dreams, whatever factors and circumstances in life tend to push you under—and admitting you don’t like it but never saying, “I can’t cope with it.

Leadership is often misunderstood. When people hear that someone has an impressive title or an assigned leadership position, they assume that individual to be a leader. Sometimes that’s true. But titles don’t have much value when it comes to leading. True leadership cannot be awarded, appointed, or assigned. It comes only from influence, and that cannot be mandated. It must be earned. The only thing a title can buy is a little time—either to increase your level of influence with others or to undermine it.

Some people want to put restrictions on themselves according to their talent, intelligence, or experience. Others worry about their age. But with God, one person can always make a difference, regardless of circumstances or situation. And age means nothing to Him. When Jesus fed the five thousand, a boy provided the loaves and fishes (John 6:1-13). And in the case of Noah, when it began to rain and he entered the ark, he was six hundred years old! You’re never too old—or too young—to make a difference for God.

I will choose and display the right attitudes. I will determine and act upon important priorities. I will know and follow healthy guidelines. I will communicate with and care for my family. I will practice and develop good thinking. I will make and keep proper commitments. I will earn and properly manage finances. I will deepen and live out my faith. I will accept and show responsibility. I will initiate and invest in solid relationships. I will plan for and model generosity. I will embrace and practice good values. I will seek and experience improvements.

There are, essentially, two compelling reasons why I believe the reading public should care about Fred and his work: First, he recognized the critical importance of learning during the earliest years. No one better understood how essential it is for proper social, emotional, cognitive, and language development to take place in the first few years of life. And no one did more to convince a mass audience in America of the value of early education. Second, he provided, and continues to provide, exemplary moral leadership. Fred Rogers advanced humanistic values because of his belief in Christianity, but his spirituality was completely eclectic; he found merit in all faiths and philosophies. His signature value was human kindness; he lived it and he preached it, to children, to their parents, to their teachers, to all of us everywhere who could take the time to listen.

When you realize that people treat you according to how they see themselves rather than how you really are, you are less likely to be affected by their behavior. Your self-image will reflect who you are, not how you’re treated by others. You will not be riding an emotional roller roaster. This type of stability will have a tremendous effect on how you feel toward and deal with others. The key to successful relationships really gets down to responsibility. I am responsible for how I treat others. I may not be responsible for how they treat me, but I am responsible for my reaction to those who are difficult. I can’t choose how you’ll treat me, but I can choose how I will respond to you.

We had better want the consequences of what we believe or disbelieve, because the consequences will come! . . . But how can a society set priorities if there are no basic standards? Are we to make our calculations using only the arithmetic of appetite? . . . The basic strands which have bound us together socially have begun to fray, and some of them have snapped. Even more pressure is then placed upon the remaining strands. The fact that the giving way is gradual will not prevent it from becoming total. . . . Given the tremendous asset that the family is, we must do all we can within constitutional constraints to protect it from predatory things like homosexuality and pornography. . . . Our whole republic rests upon the notion of “obedience to the unenforceable,” upon a tremendous emphasis on inner controls through self-discipline. . . . Different beliefs do make for different behaviors; what we think does affect our actions; concepts do have consequences. . . . Once society loses its capacity to declare that some things are wrong per se, then it finds itself forever building temporary defenses, revising rationales, drawing new lines—but forever falling back and losing its nerve. A society which permits anything will eventually lose everything! Take away a consciousness of eternity and see how differently time is spent. Take away an acknowledgement of divine design in the structure of life and then watch the mindless scurrying to redesign human systems to make life pain-free and pleasure-filled. Take away regard for the divinity in one’s neighbor, and watch the drop in our regard for his property. Take away basic moral standards and observe how quickly tolerance changes into permissiveness. Take away the sacred sense of belonging to a family or community, and observe how quickly citizens cease to care for big cities. Those of us who are business-oriented are quick to look for the bottom line in our endeavors. In the case of a value-free society, the bottom line is clear—the costs are prohibitive! A value-free society eventually imprisons its inhabitants. It also ends up doing indirectly what most of its inhabitants would never have agreed to do directly—at least initially. Can we turn such trends around? There is still a wealth of wisdom in the people of this good land, even though such wisdom is often mute and in search of leadership. People can often feel in their bones the wrongness of things, long before pollsters pick up such attitudes or before such attitudes are expressed in the ballot box. But it will take leadership and articulate assertion of basic values in all places and in personal behavior to back up such assertions. Even then, time and the tides are against us, so that courage will be a key ingredient. It will take the same kind of spunk the Spartans displayed at Thermopylae when they tenaciously held a small mountain pass against overwhelming numbers of Persians. The Persians could not dislodge the Spartans and sent emissaries forward to threaten what would happen if the Spartans did not surrender. The Spartans were told that if they did not give up, the Persians had so many archers in their army that they would darken the skies with their arrows. The Spartans said simply: “So much the better, we will fight in the shade!