. It's a distillation doesn't quiz them on their to-do list. [Laughs] That's why I say ... Okay, now let's move on. Why is leadership so important? Why is leadership

Well,hello,everyone.Mygoodness.Havewegotatreatinstoreforyou

today.Wereallyhave.JohnMaxwellhasspenthislifeinleadership,studying

leadership,andhe'stakendecadesofleadershipmaterial,allthebeststuff

fromhiscareer,hislifetimeleadershipcontent,andhe'sdistilledallofthat

greatwisdomintothiswonderfulprogram,LeadershipGold.It'sadistillation

ofallofthatwonderfulknowledge.Andtoday,overthenext60minutes,

we'regoingtobelookingatsomeoftheverybestbitsofLeadershipGold.

Nowwhenitcomestostudyingleadership,there'snoonebettertostudyof

coursethanJohnMaxwell,noonebetteratall.Andwe'reallinthe

leadershipbusinessifyouthinkaboutitbecausegoodleadershipistheway

togettheverybestoutofyourself.Goodleadershipisthewaytogetthe

verybestoutofyourteam.Andgoodleadershipisthewaytogetthevery

bestoutofyourorganization.So,ifyouwanttoimproveyourresultsinany

area,thenIcertainlyhopethatyou'regoingtofindthissessionenjoyable,

informative,butalsoit'sgoingtobeimmediatelypractical,sothingsthatyou

canputintopracticerightawayaswegothrough.

Nowbeforewedigin[laughs]andmakeastart,ifwehaven'tmetbefore,

mynameisRoddyGalbraith,andI'maJohnMaxwellTeamfacultymember.

I'vebeenworkingwithJohnforagoodnumberofyears.I'vebeenstudying

himforalotlongerthanthat.Johnmentorsmepersonallyone-on-one.And

forthefirstpartofmycareer,myleadershipcareer,Iworkedinthecityof

Londoninthefinancesectorforsomeofthebiggestorganizationsinthe

- 1 -

world.AndI'verunteams-littleteams,medium-sizedteams,andsome

prettybigteamswith$30millionto$40millionayearbudgets.

So,I'veseenfirsthandjusthowmuchyoucanmessthingsup[laughs]if

somebodygivesyoualeadershiproleandyouhavenoideawhatyou're

doing.ButI'vealsoseenfirsthandjustwhatadifferenceitcanmakeifyou

takegoodleadershipphilosophy,goodleadershipprinciples,sound

leadershippractices,andyouimplementtheminanorganization.I'veseen

thedifferencethatthatcanmake.Andmygoodness,I'veseenjusthow

pleasedyourteamareifyoufinallybegintoworkout[laughs]what

leadershipisandthedifferenceitcanmake.

So,I'vereallybeenlookingforwardtothis,reallylookingforwardtodigging

intothiswithyoutoday.Nowbeforewekickoff,tohelpyougetthebestout

ofthis,itwouldbegreatifyoucouldletmeknowwho'slisteningandwhere

you'retuninginfrom.I'mwatchingitonthescreenaswegothrough,andit

wouldbegreattoknowwhereyou'retuninginfrom,whereyourcityis,your

country,andalsowhereyou'relisteningfrom.Howisthesound.Ifyoucan

hearmeloudandclearthenhitthewowfaceforme,wouldyou?That

wouldbereallyuseful.

Andifyoucan–ifit'sreallyclear,hitthewowfacetwice.[Laughs]Andifit

couldn'tbeanyclearerthenhititthreetimes.That'sgoingtobehelpful.

[Laughs]Thankyouverymuch.Okay.So,thisisgoingtobegreatstuff.

- 2 -

Whenitcomestoleadership,there'snoonebettertostudythanJohn

Maxwell,andthat'swhyit'sgoingtobegoodstuff.JohnMaxwellisthe

world'snumber-oneleadershipguru.Ifyouhaven'theardthatbefore,heis–

he'snumber-one,undisputedchampionofleadership.NowI'dheardthis

before,butitwasn'tuntilwewenttoGuatemalain2013thatIreallygota

senseforwhatagiantofleadershipJohnreallyisbecauseJohnhadsaid,

"Thepresident'saskedustocomein.He'saskedmetobringanarmy,bring

150-pluscoachestotransformGuatemala."AndIthought,"Didthe

presidentreallyask?Hemustbeverybusy.[Laughs]Doeshereallyknow

what'sgoingon?Ordidsomeonejustkindofputamemounderhisnose

andhequicklysigneditandthat'sit,he'sreallyprettymuchinthedarkapart

fromthat?"

NowIwasn'tquitesureuntilwegottothepalaceinGuatemala.AndI'm

sittingtherewatchingJohnside-by-sidewiththenation'spresident.AndI'm

watchinghimaddressthenationonnationalTVtellingthemthat

transformationiscomingtoGuatemalathrougheverydifferentstreamof

influencewithinthecountry.AndI'mlookingattheTVcamerasandI'm

lookingatJohnandlookingatthepresident,andI'mthinking,"Thisisabig

deal.Itreallyis.Thisisabigdeal."Andthentwoyearslater,samethingin

Paraguay,evenbigger;250-plusJohnMaxwellTeamcoacheswentto

Paraguay.

- 3 -

Nextyear,2018,we'llbegoingtoCostaRica-samething.Country

transformation.It'shuge,isn'tit?Whoelsedoesthat?Well,justincaseI

neededanymoreconvincingthatJohnwasthegiantofleadership,justover

ayearago,SusanandIwenttoAntwerp,BelgiumtoseeJohnspeak.AJohn

MaxwellTeameventwasorganizedtherethatwewerehelpingoutwith.

Duringthelunchbreak,wewentbacktothegreenroom,hadlunchwith

John,andIsaidto,"Oh,John,tellusaboutyouraudiencewiththePopelast

week.Howwasthat?Howdidthatgo?"Andhesaid,"Itwasamazing.Itwas

amazing."

Isaid,"Well,whathappened?Howdiditwork?"Hesaid,"Well,therewasa

groupofuswhohadanaudiencewiththePope,butonlyacoupleofushave

beenselectedtospeaktohim,toaskhimquestions.AndIwasoneofthose

whogottoaskhimquestions."Isaid,"Whatdidyouaskhim?"Andhesaid,

"Well,Ididn'tgetachance.HesaidheknewaboutourworkinGuatemala

andhewantedtoknowallaboutGuatemalaandhewantedtotellmejust

howimportanttheworkwasandhowimportanttransformationinthat

countrywasandhowitneededtostayontrack."

AndIsaid,"John,"youknow,bearinginmindwhoJohnis,"John,howdoes

thatfeeltohaveyourlife'sworkrecognizedatthathighalevellikethat?"

Andhelookedatmeandhelookedatmywife,Susan,andhesaid,"Itfeels

amazing;amazing."Andyoucouldseejusthowimportant,howmuchthat

meanttohim.Whodoesthat?[Laughs]Ifyoulookatotherleadersthatyou

- 4 -

mightsayareJohn'scompetition,orotherleadersinhissameballpark,I

don'tthinkthereareany.Otherpeopledon'tgetinvitedintotransform

countries.Theydon'tgetanaudiencewiththePope,andiftheydo,the

Popedoesn'tquizthemontheirto-dolist.[Laughs]

That'swhyIsay,Johnstandsalonewhenitcomestoleadership.Hereally

does.So,thisisgoingtobegreatdiggingintohisstuffinthisprogram,

LeadershipGold.We'relookingat50yearsofJohnMaxwell'sleadership

experiencedistilledintothisgreatprogram,26goldennuggets,26golden

leadershipnuggets,andwehaven'tgottimetogothroughthemall,sowe're

goingtobelookingattheverybestbits[laughs]ofLeadershipGold,orat

leastthebitsthathavemeantthemosttomeandresonatewithmeonmy

journey,whichIthinkisthebestwaytoshareinformationoften,isn'tit?

Now,someofyouaregoingtowantmore.We'renotgoingtobeableto

coverallofthenuggets.Maybewe'llcomebackatanotherpointintime.

We'lltalkabitaboutthatattheendandsee.Butsomeofyouprobablyare

goingtobesittingtherewatchingaswegothroughandsomeofyouare

goingtobethinking,"Howdifficultcanthisbe?Imean,I'dquiteliketodo

whatRoddy'sdoing.Imean,he'sgotJohnMaxwellTeamscripts.He'sgot

JohnMaxwellteamPowerPoints.Howdifficultcanitbetolookgoodif

you'resharinggreatinformationfromJohnMaxwell?IbetIcoulddothat.I'd

liketobethepersontogoandtakethatinformationtomyorganizationor

mychurchormyteamormycustomers,"whateveritmaybe.

- 5 -

Andyou'dberight.Youcould.So,ifthat'ssomethingthatinterestsyou,then

IpromiseI'llsavejustaminuteattheendandtellyouhow.Wemakeitvery

easyforyoutodothat.Ifyouwant,Iwillshowyouhowyoucangetmore

informationaboutthatattheend.Okay.Allright.So,let'slook–oh,one

morethingbeforewedigintothemeat.Ifyouhaven'tgotyourworkbook

yet,youcangoto[insertlinkorlocationoffreeworkbookorgiveaway].

That’sto[insertlinkorlocationoffreeworkbookorgiveaway],to[insertlink

orlocationoffreeworkbookorgiveaway],andfollowalong.Ifyou're

catchingthestreamnow,andyoudidn'tgettheworkbookbefore,now's

yourchance.Sogoto[insertlinkorlocationoffreeworkbookor

giveaway]andyoucangetitthere.

[Lane,Idon'tknowifyou'relisteningactually.Couldyouputthelink,attach

ittothevideosomehoworputitinthecomments,sothataspeoplejoinas

wegothroughthenthey'vegotanopportunitytoquicklygrabtheworkbook

anddownloadit?Thatwouldbegreat.Andactually,Lane,whileIthinkofit,

justincasepeopleonlyhave30minutesforlunchoranhourforlunchifwe

goafewminutesover,couldyouaddthelinktofindoutmoreaboutthe

JohnMaxwellTeamandhowtheycanjoinandteachmateriallikethis–

then,ifanyoneneedstoduckoutearly,they'renotpanickingbecausethey

haven'tgotit.Thankyouverymuch.]

- 6 -

Okay,nowlet'smoveon.Whyisleadershipsoimportant?Whyisleadership

soimportant?Well,probablyJohn'sshortestspeech–I'mprettysureit'shis

shortestspeechever…hewaswaitingtostandupandspeak,andatthelast

minute,hedecided,"I'mgoingtothrowoutmypreparedmaterialandI'm

goingtousemyintuitionandgowithadifferentspeech."So,whenhewas

introduced,hestoodupandhesaid,"Everythingrisesandfallson

leadership.Everything."Andhesatdown.[Laughs]Andthen[cheering]

everyone'scheeringandthatwasgreat.Well,ifyoureallywanttoimpress

anaudience,finishearly.It'sgoodadvice.Well,thatisaboutasearlyasyou

canfinish,isn'tit,butstillmakesagreatpoint.

So,"Everythingrisesandfallsonleadership,"isaquotethatJohn'swellwell-

knownfor,isn'tit?"Everythingrisesandfallsonleadership."Youmightbe

thinking,"Everythingrisesandfalls–"doesit?Yes,everything.What?For

everyone?Yes,foreveryone?Well,allthetime?Yes,allthetime.[Laughs]

"Everythingrisesandfallsonleadership."It'sthatimportant.

Maybeyou'resittingthereandyou'rethinking,"Okay,well,Ididn'treally

knowthatleadershipwasathing,butifit'sathing,whatthingisit?Whatis

leadershipthen?"AndthisisclassicJohn.Realsimple,realapplicable,easy

toapply;leadershipisinfluence.Leadershipisinfluence.Ifyoudon'thave

influence,youcan'tlead.Letmegiveyouanexample.Thisisfromthis

Sunday…honestly.Itwasmyson,Leon's,birthday.I'vegotfourkids.Leonis

- 7 -

numberthree.Hewasnine.Andwe'dhadagreatday.Thehousewasa

pigsty,7:00atnight,sowe'rejustgettingreadyforbed.

Isaid,"Okay,stop,everyone.Stop.Tidyeverythingaway.We'vegottoleave

thisplacealittlebittidybecauseweneedtonowstartgettingreadyforbed,

okay."Andwhatdoyouthinktheyalldo?Lookatmom."Dowereallyhave

tostopnowandtidyup?"[Laughs]AndSusansays,"Don'tlookatme.Your

dadjusttoldyoutoclearup,sostartclearingup."Andthentheystart

clearingup.

So,theydon'tpayanyattentiontome;inmyownhometheydon'tpayany

attentiontome.So,ifIdon'thaveinfluence,Ican'tlead,canI?So,no

influence,youcan'tlead.Ifyoudohaveinfluencethenyoucan.Thenext

questionthenis,well,howdoyougaininfluence?Yougaininfluenceby

valuingpeople;byvaluingpeople.Canyouvaluepeople?Yes,ofcourseyou

can.CanI?Canyou?Caneveryoneontheline,everyonetuningininthe

future?Wecanallvaluepeople,can'twe?

Itdoesn'tmeanthatwedo.Itdoesn'tmeanthatwenecessarilyagreethat

weshould.Butwecan;wecanallvaluepeople.Andbecausewecanvalue

people,wecangaininfluencewithpeopleandwecanlead.Whyisthis

important?Well,again,classicJohn.Peopledon'tcarehowmuchyouknow

untiltheyknowhowmuchyoucare.Theydon'tcarehowmuchyouknow.

Weallknowpeoplelikethis,don'twe,whoareokay.They'revery

- 8 -

knowledgeableinacertainarea.Theymightbeexperts.Theymightbereally

goodatwhattheydo.Butmygoodness,aretheyeverboring,orthey're

arrogantorthey'reabrasive.Andtheytalktoyouandyou'rejustlike,"Nope.

Iamsonotopentobeinginfluencedbyyou."Andyoudon'tevenwanttobe

inthesameroomwiththem.Andmaybe–youdon'twanttoevenhear

whatthey'resaying.You'drathersufferthantakeanyoftheirknowledge

anddoanythingwithitbecauseyoudon'tcare.Youdon'tcarehowmuch

theyknow.

Someofyoumaybesittingnexttothatpersonrightnowwhereveryouare.

[Laughs]Thatwillteachyoutogettherelate,won'tit?Weallknowpeople

likethis.Weallknowpeoplelikethis.Itreallydoesn'tmatterhowmuchthey

know.Wehavethechoiceastowhetherwe'regoingtoallowthemto

influenceus.Wehavethatchoice.Nowwhyisthisimportant?Andthisis

wherewegetrighttotheheartofwhyleadershipissoimportantin

everything.Thinkaboutthisquestion.Howmuchofyourpotentialareyou

usingrightnow?Howmuchofyourpotentialareyouusingrightnow?Think

aboutit.Don'tover-thinkitbutthinkaboutitwithoutover-thinkingit.It's

probablybestjusttogowiththatfirstkindofthoughtthatpopsintoyour

mind.Howmuchofyourpotentialareyouusingrightnow?

Infact,writeitdown.Ifyouhavetheworkbook,there'saspaceintherefor

youtowriteitdown.Youcanjustwriteit.Don'tletanyonesee.Keepitto

yourself.Justwriteintherewhatpercentageoutof100percentofyour

- 9 -

potentialdoyouthinkyou'reusing?We'regoingtocomebacktothatlater.

Infact,we'regoingtokeepcomingbacktoitbecausethisisthekey,asI

said,towhyleadershipissoimportant.

About26yearsago,Istudiedmartialartsforalongtime.I'dbeentraining

foraboutayearortwo,andIjustgottogotothehigh-gradeclassfor

kickboxingandjujitsuandmastery,andtheMastersaid,"Doyouwantto

takethewarm-up,Roddy?"AndIsaid,"Yes,yes."ItwasthefirsttimeI'd

evertakenthewarm-up,butIwasreadyandIwasgoingtogivethese

peoplethebestwarm-upthey'deverhad.[Laughs]SoIdid.Fourminutes

later,I'msweating,I'mhoarse,outofbreath,andMasterIancomesover

withhisclipboardandhesays,"Welldone,butwe'renotinthearmy."

[Laughs]Hesays,"Letmegiveyouatip.Peopledon'tliketobeshoutedat.

You'llgetmuchmoreoutofpeopleifyoudon'tshoutatthem.Theonly

reasonpeopleshoutatpeopleisbecausetheylacktheteachingskilltoget

theirpointacrossinanyotherway."So,hesaid,"Justrelaxalittlebit.And

it'sawarm-upanyway,sochillout."[Laughs]

Andit'strue,isn'tit?Ithought,"Yeah.That'sagoodpoint.Peopledon'tlike

tobeshoutedat."Soalwaysrememberthat.Nowformyfirstleadership

rolewhenIstartedout,IwasahardwaretechnicianinthecityofLondon

workingforthisSwedishpensionsfundcompany.AndIwasprettykeenand

itwasahugecompany,aglobalcompany.AndIthrewmyselfatitandwas

workingquitehardanditwasn'tlongbeforetheysaid,"Goodnews,Roddy.

- 10 -

You'vegotyourownteam."Andtheygavemeayoungguytorunaround,

evenyoungerthanme.Iwasayoungguy,andhewasareally,reallyyoung

guytohelpout.Sonowwe'reateamoftwo.AndIthought,"Thisisgreat.

ThisisjustwhatIneed.Nowwecanprovideaworld-classIThardware

supportservicetoourcustomers."Anditwasgoingtobegreat.

Andforthefirstweekorso,itwasokay.Hewasn'taskeenasmebuthewas

okay.Andthengraduallyheseemedtobedecidedlylesskeen[laughs]and

hewasdroppingtheoddballandbecauseitwasimportanttome,I'drun

aroundandI'dbepickinguptheballsthathewasdropping,andthemore

ballsthatIpickedupthemoreheseemedtodropandtheharderIworked

thelesshardheseemedtowork.Anditwastiring.Butbecauseitwas

importantIdidn'tminddoingalittlebitmore…soitkindofworked.The

peoplethoughtthattheywereprovidingareasonableserviceactually.

Now,ifwelookatwhat'shappeningthere,there'stwopeopleandthe

productivityfromtheircapacityoughttobefairlystraightforward.Iwas

probablyinitiallydoingabout60percentofflat-outandhewasprobably

doing20percentormaybeevenlessthanthatofflat-out.Andsotogether,it

wasn'tenoughtodelivertheservicethatIwantedtodeliveranditwasn't

theservicethatthecustomersneeded.Andso,whathappened?Ididmore.I

didalotmore.Ididalot,lotmore,andthat'showwemanagedtoprovide

theservicethatpeoplethought,"Yeah,thisisgood.Thoseguysprovidea

- 11 -

goodservice."ItwasbecauseIwasdoingalotmorethanhim.Iwasdoingall

theheavy-liftingreally.

ButIdidn'tmindbecauseIwastheleader.Iwastheleader.Thentheysaid,

"Goodnews,Roddy.We'reexpanding.You'reexpanding.Andyou'vegot

morepeoplenow.Sonowyou'vegotateamoffive."SoIthought,"Great.

Nowmydreamofaworld-classIThardwaresupportservicecancometrue.I

canreallynowprovideagreatservice.We'vegotoneweaklinkbutthere's

enoughofustocompensateforthat.It'sgoingtobegood."

Eachofthemkindofhadtheareasthattheyreallyenjoyedandtheywere

verygoodatthoseandtheyspenttimeinthose,buttheydidn'treallydo

anythingelse.[Laughs]Andsotherewerethesebiggapsopeningup

betweeneveryone,andmoreandmoreballswerefallingbetweenthegaps

andfallingdown,andIwastryingtorunaroundafterallofthemnowtrying

topickupalloftheseballs.Anditwasexhausting.Itreallywas.Iwas

workingvery,veryhardandweweregoingbackwards,notforwards.Iwas

tearingmyhairout.Itwasallrightupuntilthispoint[laughs]butnowitwas

anightmare.

Solet'slookthenatwhathappenedthere.Itwasn'tworkingformeandit

wasn'tworkingfortheorganization.Nowinthissituationwhereyou'vegot

twopeople,youcancompensateforaweakteammember.Ifthere'sjust

twoofyou,youcanworkharder.Youcanthrowyourselfatitinordertodo

- 12 -

that.Butasyourteamgrows,youcan'tjustworkharder.Youcan'tjustdo

thesameoldthings.Youneeddifferentskills.Youcan'tjustthrowyourselfat

it,andworkhardertocompensateforaweakteam,whenit’sanythingover

justoneortwopeoplereally.

So,Iwasstruggling.Itwasn'tworking.ButifIhaddifferentskills,ifIcould

justgetalittlebitmoreoutofeachofthem,thenthataddsuptosomuch

morethanIcandoonmyown.That'swhatIneededtodo,butIdidn'thave

theskillstodoit.

Nowifit'sevidentatthislevelwhenyouhaveasmallteam,andIdidn'tget

tothispointforanothercoupleofyearsinthenextorganizationImoved

onto,thenbythetimeyourteamgrows,you'vegotdirectreportsandthen

indirectreportsunderthem,soyou'vegotpeoplewhoreporttoyouand

thenpeoplethatreporttothem,andyou'retryingtogetresultsthrough

othersbutyou'retryingtogetresultsthroughotherswhoaretryingtogetit

throughotherswhoaregoingthroughothersandthroughothers.Ifit's

difficultwithdirectreports,it'smuchmoredifficultwithindirectreports.

ThereweredifferentskillstolearnthatIdidn'thave.Andthat'swhyitwas

suchastruggle.Sowhenwearetryingtogetthebestoutofateam,

differentskillsareneeded.Now,JohnsaysinLeadershipGold–[laughs]I

lovethis-ifallyouhaveinyourtoolboxisahammer,everythinglookslikea

nail.Doesn'tit?Becausewhereveryoulookyou'vegotyourhammerand

- 13 -

you'rejustgoingtosmashthesenails,andwhatevertheyare,they'renails

toyou.Theyjustneedsmashinginbecause,ifthat'stheonlytoolyou'vegot,

everythingneedssmashingwithyourhammer.

Inourbusiness,it’smywife,Susan,andI,andatthemomentshe'sreadinga

bookonbrandingthatsheloves,andtoher,that'sherhammer.Everything

wediscussneedsbranding,[laughs]branding.Weusethebrandingsystem

onthis.Weusethebrandingonthat.Everythingisbranding.Butforme,my

newbabyisFacebookLive,sowhateverwetalkaboutinthebusiness,Isay,

"Youknowwhatwecoulddo?IcoulddoaFacebookLiveforthat."[Laughs]

TomeitisdefinitelyFacebookLivethatweneedbecausethat'smytool.So,

whateveritis–ifyouonlyhaveahammer,everythinglookslikeanail.

Well,goingbacktomystory,atthispointinmycareer,theonlytoolIhadin

mytoolboxwasenthusiasm.So,allIcoulddowasthrowmyselfintoitand

workreallyhard.Anditwasn'tenough.Icouldn'tdoit.Theteamwastoo

big.Icouldn'tworkhardenoughtocompensateforateamofpeoplewho

wereunderperforming.

NowbeforeIgotthatpromotion,thatposition,mybossatthetimewholeft

shortlyafterthatandwasamentorofmineforyears,agreat,greatguy,and

reallygoodmentor,hesaid,"Idon'tthinkyou'rereadyforthis,Roddy."And

Isaid,"Iam.Icandoit."Hesaid,"Youcan't."Isaid,"Ican."Hesaid,"You're

strugglingwithoneperson,letalonemore.You'rejustnowbeginningto

- 14 -

realizethatthere'ssomethingelseotherthantechnicalskills.You'rejust

scratchingthesurfaceofleadership.Ithinkyouneedanotheryearbefore

yougetthisopportunityandweshouldfindsomeoneelse."Andhetoldthe

organization,theexecandtheCEOthatIwasn'tready.

Butbecausehewasleaving,theydidn'tpaytoomuchattentiontohim.

Instead,theCEOwentandspoketoaverygoodfriendofminewhoisalsoa

verygoodfriendofhis,andhewenttoherandsaid,"Doyouthinkwe

shouldgiveRoddythisopportunity?"Andshesaid,"Yeah,Ido."Andhesaid,

"Areyoujustsayingthatbecauseyou'refriends?"Andshesaid,"No."He

said,"Well,whydoyouthinkweshouldgivehimtheopportunitythen?"And

shesaid,"Becausehewillcampheredayandnight,allweekend.He'llbe

hereallthetimeifheneedstobecausehewon'tallowittofail.He'lldo

whateverittakestomakeitwork."Andshewasright.Iwould'vedone

whateverittooktomakeitwork.

ButIdidn'thavetheskillstodoit.AllIcoulddowasthrowmyenthusiasmat

it,toworkharder,andthatwasn'tenoughbecauseIdidn'thavetheskills

neededtogettheresultsoutoftheteam,whichiswhatittooktoprovide

theservice.That'swhatleadershipisallabout,isn'tit?Nowluckily,before

hemovedon,hesaid,"Ifyou'regoingtogivethisroletoRoddy,youneedto

sendhimonsometraining."Andhegavethema10-dayresidential

leadershiptrainingprogram.Hesaid,"You'vegottosendhimonthisasa

minimumforhimtoevenhaveachance."

- 15 -

AndI'llneverforgetthefirstday.Itwasagreat,greatprogram.Thefirstday

wegotthereandtherewastheguysittingatthefront,andthere's22

peopleinacrescentallsittingaround,andtheguywhoisleadingit,hesays,

"HowmanyofyouareinIT?"Twenty-twohands[laughs]upintheair.He's

like,"HowmanyofyouareintechnicalroleswithinIT?"And21handsgoup.

Andhesaid,"Ijust–Ijustdon'tgetyourguys'fascinationwithtechnology."

Hesaid,"Yougoontechnicaltrainingandsomebodyshowsyouhowtodo

something,andthenyoudoit,andtheysay,'That'sit.'Andthentheyshow

youthenextbitandyoudoit,andtheysay,'That'sit.Welldone.'Andthen

thenextbit."Hesaid,"It'smonkeysee,monkeydo.Monkeysee,monkey

do."[Laughs]

Hesaid,"What'sthefuninthat?Allittakesisattentionandanyonecando

it.Idon’tgetwhat'sfuninthat?"Hesaid,"Butleadership,leadershipis

resultsthroughotherpeople,andotherpeoplearen'tlogicallikecomputers

[laughs],likesoftware.Otherpeopleareemotionalbeings.They're

irrational.They'remotivatedfortheirownreasonsandyouneedtotryand

getresultsoutofotherpeople.There'samagictothatbecauseit'snot

simpleandeveryone'sdifferent.Youneedtounderstandpeopleandlike

peopletogetthebestoutofthem."Andit'ssorewardingandit'sbetterpay

thanjustaboutanythingelse.

- 16 -

Nowthatgotmyattention.[Laughs]SoIthought,"Right,that'sit.I'mdone

withtechnology.Maybemyoldbosswasright.Leadership,that'sit."And

thenIwaslikeareformedsmoker.Youknowhowyougivesomethingup

andyou'relike,"Ugh,you'renotstilldoingthat,areyou?"Iwasthatwith

technology."Leadershipisthewayforward,”Isaid,“Leadership."AndI'mso

glad,actually,thatitwentthatway,becauseitdoesmakeabigdifference.It

reallydoes.Anditisveryrewarding.

Sojustbeforehewenton,mybosssaidtome,"Whatyou'vegottorealize,

Roddy,andwhyI'mworriedaboutyouinthisrole,isthatyou'vegotto

realizethatleadershipisaskillsetofitsown.It'sadifferentskillset.It's

technicalskillsandyou'recomfortablebeinganexpertinyourareaand

you'revery,verygoodatwhatyoudo.Butyouneedtoletgoofthatif

you'regoingtomoveintoleadership.You'regoingtoneedtoembracea

newsetofskillsandyou'regoingtoneedtomoveintoanareawhereyou

knownothing,whateveryoumaythinkyouknowaboutleadingother

people.Andyouneedtoembraceanewskillset.Andmostpeopledon't

makethattransitionbecausetheyfeelsecurebeingtheexpertandtheyfeel

nakedlettinggoofeverythingthatgivesthemtheirsecurityandembarking

onanewskillset."

Andhesaid,"Ifyoudoit,you'llgoonandonandon,andlife'saboutthat,

isn'tit,lettinggoandembracingnewthings?Butmyworryisthatyou'retoo

attachedtotechnologyandyou'renotgoingtobepreparedtoletgoofthat

- 17 -

tomoveon."So,itwasvery,veryinteresting.AndthatwaswhyIstuckwith

him,wenttohavedinnerwithhimregularlyforyearsafterthatbecausehe

wastheonethatgotmetoseethatleadershipisaskillsetofitsownandI

wouldneedtoletgoofwhatIwascomfortablewith.Iwasreluctant.

[laughs]Ihavetosay,Iwasreluctant.Ittookalittletime.

Thethingis,mostcompaniesdon'tseeleadershipasaseparateskill.I've

seenthisoverandover,andI'msuremanyofyouhaveaswell.Most

companiesdon'tseeleadershipasaseparateskillset.Let'susethisteamas

anexample.Hereisthebighat–she'sthemanageroftheteam.She'savery

goodmanager.She'saverygoodleader.Andtheteamarehappy.Let'ssay

they'reaccountants.So,thisteamofaccountantsarehappy.Thetroubleis,

shegetsanotherjob.She'sgood.She'spoached.Offshegoes.

Nowtheteamofaccountantssay,"Oh,no,what'sgoingtohappen?What's

goingtohappen?Whatarewegoingtodo?"Bigbossmancomesalongand

says,"Don'tworry.We'regoingtopromotefromwithin.That’swhatwe’ll

do.Wewillpromotefromwithin."Andwhodoyouthinktheypromote

withintheteam?Thebestaccountant.[Laughs]Isn'tthattrue?Inmost

organizations,whensomebodyneedstobepromoted,whatdotheylook

for?Thebest.Who'sthebest?Who'sgotthemostskillinthisorganization?

What'sthetroublewiththis?Thebesttechnicians,thebestaccountants,the

bestexpertsoftenmaketerribleleadersbecausethey'reattachedtothe

technology,aren'tthey?

- 18 -

So,thesepeoplenow,thisteamofaccountants,haveanewpersonthat's

theirmanager,theirleader.Theyarethebestaccountant.Andthisperson

doesexactlythesamethingthattheydidbeforewhentheywereonthe

teamexceptnowthey'repaidmoreandtheydoitinanoffice.[Laughs]It's

true,isn'tit?Iknowsomeofyouhaveseenexactlythesamething.I'veseen

itoverandoveragain.

Sonowtheteamareunhappy.Andwhentheteamareunhappy,what

happens?Peopleleave.Whenthey'reunhappy,peopleleave,don'tthey?

Andwholeavesfirst?Thebestpeople,the10's,outthedoor,andthe9'sout

thedoor.Thebestpeopleleave,andthenthe8's.Andwhatdoesthatleave

youwith?Veryoften–notalways,ofcourse-butveryoften,thepeoplethat

areleftarethepeoplewhocan'tleaveorwon'tleave.Nowtheteamis

significantlydiminishedinstrength.Theleader'snothappy.It'snotlong

beforebigbossmancomesalong,"Youidiot.Itrustedyou.Givemethathat.

You'renotaleaderanymore.Getbackintheranks.There'sgoingtobesome

changesaroundhere.I'mgoingtotakecontrol.It'stimeforsomenew

blood.Let'sgetsomestrongteammembersin.I'vegottofindanewteam

leader."

"There.ThankgoodnessIwashere.Savedtheday."Whathappened?

[Laughs]Whathappened?Threeoftheteam'stoptalentleftthe

organization.Allthatskills,knowledge,andexperienceoutthedoor.Two

- 19 -

newpeoplecomein,probablyoverpaidforwhattheydobecausewe

neededtogetthemininahurry,andsimilarly,anewleaderfortheteam,

probablyanoverinflatedsalarybecauseweneededasafepairofhandsto

comeinandtakecontrolofthings.Andweusedupsomeofthebossman's

importanttimeorthebosslady'simportanttime.Andontopofallofthat,

thebestaccountantintheteamnowhasabadattitudebecauseoftheway

they'vebeentreated.

Coulditbeanyworse?[Laughs]It'strue,isn'tit?Allbecauseleadership

wasn'trecognizedasaskillandtechnicalexcellencewasconsideredtobe

thesamethingasleadershipwhenit'snot.Nowthisgreatbook,Leadership

Gold,coverswhatisleadershipdistilleddowntowhatyouneedtoknowto

reallymakeadifferenceasaleader.Twenty-sixgoldennuggets,twenty-six

chaptersonwhatittakes.So,we'regoingtolookatsomeoftheseandsee

howyoucanusethemeitherinyourorganizationasateammemberor

teamleaderorjustinyourlife.

Firstthingtoconsider:InChapter16,Johngivesawholechaptersayingthat

peoplequitpeople,notcompanies.Peoplequitpeople,notcompanies.Ifwe

lookatthisorganizationchart,thispersonhere,let'ssaythey'renothappy,

andifthey'renothappy,whataretheynothappywith?Thecompany.I've

workedincompanieslikethis,andI’msuremanyofyouhave,withlike

60,000,70,000employeesaroundtheworld,andyouhearpeoplesay,"This

company'srubbish."[Laughs]60,000employeesaroundtheworldand

- 20 -

they'resaying,"Thiscompanyisrubbish.Thewholethingisrubbish.This

companyisrubbish.Thiscompanydoesn'ttreatpeopleproperly.This

companydoesn'ttrainitspeople.Thiscompanydoesn'tlookafteritspeople.

Thiscompanydoesn'tcare."

Whenpeoplesaythingslikethat,whatdotheymean?Whatarethey

saying?Well,Johnsayspeopledon'tquitcompanies,theyquitpeople.Very

often,it'sbecausetheyhaveaproblemwithapersonintheorganization

that'stakenoutofallproportion.Andveryoften,whoisthatperson?This

personistheirlinemanager,theirleader,andtothem,thatperson

representsthecompany.Theremaybeabigcompanybehindthem,but

theycan'tseeit.It'sintheirblindspotbecausethey'rejustfocusingonthat

relationship.They'rejustfocusingonthatparticularleader,thatperson.So,

tothem,thatisthecompany.

Toyourinternalcustomers,toyourstaff,ifyouhaveanorganization,your

managersormiddlemanagement,dependingonhowbigitis,they

representthecompanytoyourpeople,toyourtalent.It'sinteresting,isn't

it?So,tothatperson,tothatlittlehatisthecompany,thebighatisthe

company–itgoesallthewayup,doesn'tit?Peoplerepresentthe

organization.So,whentheysaythiscompanyisrubbish,it'sareflectionof

theirrelationshipwiththeirlinemanagervery,very,veryoften.

- 21 -

Johnsays,"Peoplequitpeoplewhodevaluethem.Peoplequitpeoplewho

devaluethem."Nowtoturnthisaround,it'smorethanjustdevaluingthem.

Wewanttoactuallyvaluepeople,don'twe?Howsimplecanthatbeto

valuepeople?Rememberwesaidatthebeginningitisimportanttovalue

people.

Well,JohngivesagreatexampleinLeadershipGoldwherehetalksabout

thiscouplewhohavealong,happymarriage.Andsomebodysaystotheguy,

"What'sthesecrettoyourhappymarriage?"Hesays,"Oh,mywatch."

They'relike,"What?"Hesays,"Yeah,mywatch.Icarryitwithme

everywhere."Andhetakesthewatchoutofhispocket.Hesays,"Myfather-

in-lawgavemethiswatchwhenmywifeandIfirstgottogether."Andthen

heupandshowsit.Theresittingonthefrontitsays,"Saysomethingniceto

MaryLou."[Laughs]Isn'tthatgreat?

So,everytimehetakeshiswatchoutofhispocket,it’slikethis:"Oh,you

looknicetoday,dear.Oh,Ilikeyourhair.Newdress?Suitsyou!"Now,of

coursewewantittobegenuine,butveryoften,that'snottheproblem.It's

notthatwedon'thavegenuinecomplimentstogivetovaluepeopleandlet

themknowhowimportanttheyare,howwellthey'redoing.It'snotthatwe

can'tdothatwithintegrityandauthenticity.It'sthatwejustforget.We're

toobusydoingotherstufftoremembertobenice,toremembertobekind,

toremembertobuildpeopleup.

- 22 -

It'snotthatwe'redoingit–what'stheword–insincerely.It'snotthatifwe

doit,it'sinsincere.It'sthatwejustdon'tdoitatallbecausewedon'tthink

aboutit.So,it'simportant.I'llgiveyouanotherexample.We'vejustfinished

upGlobalYouthInitiative,wheretheJohnMaxwellTeammemberstake

JohnandNick’smaterialsandaregoingout.They'retakinggreatmaterial

likebullyingawarenessandhowtodealwithbullyingandstrongself-image,

thosetypesoftopics,greattopicsforkids…theyaregoingoutandholding

eventstoreachyouth.AndIthinkoverthelast13monthsfromthe2events

thatwe'vedone,we'vereachednearlyhalfamillionchildrenwiththose

fantasticcoremessages.

It'sgreat,isn'tit?So,duringthemonthwhenweweredoingthis,Iwas

encouragingpeoplethatIwasonthephonewith,"Goout.Doanevent."

AndIsharedsomethingthatIheardanotherspeakersaybecauseitwas

good.Hesaid,"Doyourealize,whenyou'retalkingtosomeone,whenyou

seesomeonenew,mostpeoplehaveneverbeentoldthey'respecial;never

beentoldthey'respecial.Isn'tthatsad?Mostpeoplehaveneverbeentold

thattheyarespecial.Andiftheyhavebeentoldthey'respecial,thenitwasa

longtimeago."

So,ifyouhaven'tbeentoldyou'respecial,you'respecial,andImeanthat.

[Laughs]Youandme,everyone,we'reallspecial.It'snotthatwe'renot

special.Weare.It'sjustthatweforget,andit'snicewhenpeopleremindus

thattheyseethatinus,thattheyseethatwe'respecial.So,Isaidtothe

- 23 -

coachesgoingoutanddoingtheseevents,youcouldbethatpersontotake

thatcoremessagetotheyouth.Youcouldgooutandyoucouldreach

maybejustonechildwhoreallyneedstohearthatmessage,thatthey're

specialandsomeoneseesmoreinthemthantheyseeinthemselves,

someonebelievesinthemandbelievesinthemmorethantheybelievein

themselvesWow,whatadifferenceyoucouldmake!Whataprivileged

positiontobeintobeabletodothat.

It'sepic,isn'tit?Well,it'sexactlythesameforalinemanager,forateam

leader.That'swhyleadershipissuchagreatresponsibilitybecauseyoucould

bethatpersonforpeopleonyourteam.Youcantellthem,"You'respecial

andIseeinyoumaybemorethanyouseeforyourselves.Iseeabrighter

future.YoIcanseethatyou'regoingtogrowandthengrowandyou'regoing

togobeyondyourcurrentroleandbeyondthatintoanotheroneandthen

beyondthatorganizationandkeepgrowingwithabetterandbetterlife

unfoldingforyou.”Youcanbethatvoiceofhopeforpeople.Whata

privilegetobeabletodothat!

Buttoooften,it'ssquandered,isn'tit,becausewedon'tthinkofit.Wedon't

realize.Somorethanjustnotdevaluingpeoplesopeopledon'tquit,valuing

peopleissoimportant.Wehaven'tgottimetogothroughalltheother

pointsunfortunately.Butjustthinkaboutthisforyourself.Whenwasthe

lasttimesomeonetoldyouyouwerespecial,andthenyourealizedhow

importantthisis?

- 24 -

Let'slookatthenextchapter,Chapter5,NeverWorkaDayinYourLife.This

isallaboutpassion.Johngivesawholechapteronpassion.Hequotes

ThomasEdison;"Ineverdidaday'sworkinmylifebecauseitwasallfun.

Enjoyedeveryminuteofit.Itwasn'tworkatall."Now,itdoesn'tmeanhe

didn'tworkhard,ofcourse,doesit?Heworkedhard.Butbecauseitwasfun

becausehewasworkinginsomethinghe'spassionateaboutheenjoyeditso

itdidn'tseeitaswork.Johnsaysfollowingyourpassionisthekeytofinding

yourpotential.

Followingyourpassionisthekeytofindingyourpotential.Now,[laughs]this

alwaysmakesmelaugh.HowardHendrickssaid:“Don'tputliveeggsunder

deadchickens.”Yourteam,yourteammembersandyourtalent,whenthey

areyoungandthey'rehungryandthey'vegotfireintheirbellyandthey're

goingtogoanddogreatthings,thelastthingyouwanttodoishavealeader

who'slifeless,dull,aloserasaleader[laughs]forthatteam.Thelastthing

youwantistoputthattalentunderdeadchickens.Don'tputliveeggsunder

deadchickensbecauseapassionlessleaderiscertainlygoingtoextinguish

anypassionthereisintheteam,aren'tthey?

No,wedon'twantthat.Wedon'twantdeadchickens.Whatdowewant?

Johnsays,"Well,theworldbelongstopassionate,drivenleaders,people

whonotonlyhaveenormousamountsofenergy,butwhocanenergize

thosewhotheylead."Isn'tthatgreat?Theycanenergizethosewhothey

- 25 -

lead.Theycandrawtheenergyoutofthepeoplethattheyleadtogetthem

tobealltheycanbe.LookatthisquotebyMartinLutherKingJr.Itisso

applicablehereandinsomanyways,somanyplaces."Ifyoucan'tflythen

run.Ifyoucan'trunthenwalk.Ifyoucan'twalkthencrawl.Butwhatever

youdo,youhavetokeepmovingforward."It'strue,isn'tit?

Nowweseepeople,allofus,andothers,theyseepeoplewhoareflyingand

theythink,"Ican'tfly."So,whatdotheydo?Nothing.[Laughs]Theycan'tfly

sotheydon'tdoanything.Theydon'tdothelittletheycando.Whatis

MartinLutherKingJrsayinghere?Ifyoucan'tfly,okay,run.Ifyoucan'trun

thenwalk.Ifyoucan'twalk,crawl.Butforgoodnesssake,dosomething.

You'vegottodowhateveryoucan.“Nomanmadegreatermistakethanto

donothingbecausehecouldonlydoalittlebit."Idon'tknowwhoitwas

thatsaidit,butitit'sgood,isn'tit?

Nomanmadeagreatermistakethantodonothing.Just'causeyoucan'tfly

doesn'tmeanthatyoucan'tdosomething.You'vegottodowhatyoucan,

andyou'vegottodoitwhereyouarerightnow.Itdoesn'tmatterifyou'rea

leader.Itdoesn'tmatterifyou'reateammember.Itdoesn'tmatterifyou're

onyourowndoingwhateveryouaredoing,bethebestyoucanbe.Dowhat

youcando.It'sallaboutpersonalgrowthandthrowingyourselfintothat.

Justbecauseyoucan'tdoabsolutelyanythingyouwant,itdoesn'tmeanthat

youcan'tdosignificantlymorethanyou'redoing.That'strue,isn'tit?We

- 26 -

canalldosignificantlymorethanwe'redoing.Andit'seasytolookat

somethingthatwe'dliketobeabletodo,butwecan'tdoorwecan'tdoyet,

andthink,"Oh,well,Ican'tdothat.What'sthepoint?”[Laughs]What'sthe

point?“Mightaswellnotbother.”What'sthepoint?Justbecauseyoucan't

doanythingdoesn'tmeanyoucan'tdosignificantlymore.

Johnsaysthekeytoreleasingyourpotentialisfollowingyourpassion;

followingyourpassion.Okay.So,thenextchapterthen,Chapter7,HowDo

YouFindYourPassion?Johnsaystogetinthezoneandstaythere.Thisisall

aboutyourstrengths-findingyourstrengths,workinginyourstrengths.

Getinthezoneandstaythere.Oh,thisissogood.[Laughs]It'sallgoodstuff,

butthat'sthethingwithJohn,isn'tit?It'sdifficulttodifferentiatebetween

onethingandthenextbecausethey'reallsogood.Butthisoneis

particularlyclever.Ireallylikethis.

Organizationsexisttomakepeoples'strengthseffectiveandtheir

weaknessesirrelevant.Welldone,FrancesHesselbein.Greatstuff.Make

theirweaknessesirrelevant.Isn'tthatclever?Becauseitdoesn'tsay,

"Organizationsexisttoeradicateweaknessesofpeople."No,itdoesn'tsay

that.It'snotthatyoucan'thaveweaknesses.It'slike,"Soyou'vegot

weaknesses,sowhat?Itdoesn'tmatter.That'sirrelevant."Isn'tthatnice?

[Laughs]Thatwedon'tneedtofixallofthethingsthatarewrongwithus?

Wecanstillmakeadifference.That'shuge.

- 27 -

Lookatthissimplegraphicalexample.It'sanotherdiagram.[Laughs]Iused

toworkforthishugeFrenchbankandtheycalledme,"DiagramsGalbraith,"

becauseIalwayshadadiagramforwhateverweweretalkingabout.That

wasmyhammeratthetime.[Laughs]Adiagram.Thatneedsadiagram,

anotherdiagram.Here'sanotherdiagram.

Sohere'stheirbighatwiththeirteamandthisteamisdoingstuff.Andinthe

book,JohntalksabouttheParetoPrinciple.NowI'mnotgoingtogointothis

indetail.Wehaven'tgot–ohmygoodness.Timeisflyingby,isn'tit?We've

got15moreminutes.I'mnotgoingtogointothistoomuch–wedon'thave

time.Butit'sbasically20percentofyouractivitiesproduce80percentof

yourresults.Youwear20percentofyourclothes80percentofthetime.You

probablysee20percentofyourfriends80percentofthetime.So,it'sthat

80/20rule,okay?

Googleitifyou'veneverheardofitorwe'llcomebacktoitanothertime

maybe.So,here'stheteam.Nowifyouworkinyourstrengthsbecause20

percentofyouractivitiesproduce80percentofyourresults,ifyouworkin

yourstrengths,thatmeansyou're16timesmoreproductive.Johnsaysthat

inthebook,andIthought,"Isthatright?"So,Ispentagestryingtoworkit

out.[Laughs]AndIdounderstandthis,Ipromise.Butwehaven'tgottimeto

gothroughit.

- 28 -

Somaybesomebodythatunderstandsthiscanjustexplainhowthatworks

inthecommentsifyou'reoneofthosepeoplethatunderstandsthat.Putit

inthecommentssothatpeoplecansee.Andtheniftheydo,everyonego

andlikeit,letthemknow,"Goodwork.Goodwork."[Laughs]

So,20percentofyouractivitiesproduce80percentofyourresults.These

peopleallhavedifferentstrengthsjustlikeinlife.So,Mr.Redisverygoodat

redactivities.That'swhyhe'scalledMr.Red.Mrs.Blue,youguessedit,is

verygoodatblueactivities.AndMs.Green,verygoodatgreenactivities.But

bighathasgotthemdoingabitofamixofeverything,andthat'sprobably

typicalformostorganizations,isn'tit?Butthat'snogoodbecauselikewe

justsaid,20percentofouractivitiesproduce80percentofourresults.

Wewanteveryoneworkingintheirstrengthzones.Nowifwelookata

breakdownofMr.Redandifwelookatthosedifferentstrengths,different

activities,Mr.Redisvery,verygoodatredactivities.Verygood.Won'tbe

longbeforehe'sworld-classatredactivities.Buthe'snotverygoodatgreen

andhe'shopelessatblue.[Laughs]Hopelessatblue.Whatifwetakethe

viewthat,“Comeon,you'vegottogrow.Bluetasks,that’sit,you'vegotto

getbetteratbluetasks.Thisisthelimitingstepforyou.You'relettingthe

sidedown.Wecan'thavethat.You'vegottogetbetteratbluethings.You're

adisgracetoyourunit.Getbetteratbluethings.You'vegottogetbetterat

bluethings.”

- 29 -

IfweforceMr.Redtoworkonblueactivities,howdoesthatmakehimfeel?

Itmakeshimfeelsad,doesn'tit?Aw.Andevengreenthinkshe'salittlebit

thenbutthatmakeshimsadaswell.SurelywewantMr.Redworkingonred

activities.Wewanthimworkinginhisstrengths,don'twe,becausehe'sso

muchmoreeffectivethere.So,wewantMr.Redworkingonredactivities.

NowthereasonIlikethatquotesomuchisbecauseshesays,"Wewantto

maketheweaknessesirrelevant,noteradicatethem.Wewanttomake

themirrelevant."HowdowemakeMr.Red'sactivitiesirrelevant?Wegive

themtosomebodywho'sgoodatthosethings.Givethemtosomebodywho

enjoysdoingthosethings.Doyouknow,mydadwastheaccountantforour

businessforyears,andwhenhediedaboutsixyearsago,sevenyearsago,

doyouknowwhatIthought?Biggestmistakeinmylife–well,maybeit'sa

bitofanexaggerationbutnotmuch.Ithought,"I'lldotheaccounts.I'lldo

theaccounts."

AndIstruggleddoingtheaccountsforthreeyears.Anditwasanightmare.

ButIthinkprobablythemostviciousargumentsthatSusanandIhaveever

hadwerearoundthetimeeveryyearwhenIwasdoingtheaccounts.Itwas

anightmare.Itwasreallyunpleasant.Itwasreallystressful.Andthebest

thingweeverdidwasgetaprofessionalaccountanttodothatareathatwas

obviouslyaweaknessforus.Andonceyou'vedoneit,youcan'tbelievethat

youdidn'tdoitalongtimeagobecauseit'ssucharelief.So,thethingsthat

youdon'tlikedoing,there'ssomeonewhoenjoysdoingthoseandthere's

- 30 -

someonewho'sverygoodatthose.Wecanmakeourteam'sweaknesses

irrelevantbygivingthemtopeoplewhoaregoodatthem,peoplewhoenjoy

doingthem.

Nowallofthesepeopleare16timesmoreproductiveandthey'realldoing

whattheyenjoy,andthat'sgoodforthemandit'sgoodfortheorganization,

ofcourse,isn'tit?Workingintheirstrengthzones,thatis.

So,Johnsaysfollowingyourpassionisthekeytofindingyourpotential,and

yourpurposeinlifeisalwaysconnectedtoyourgiftedness;yourgiftedness.

Followingyourstrengths,workinginyourstrengthzone.Nowwehaven'tgot

timetogothroughallofthese,butIfoundthisinabookacoupleofdays

ago,andIthoughtI'dhastilyputaslidein.AGalluppollof55,000workers,

andtheyfoundthat4attitudesarestronglycorrelatedwithhigherprofits,

whichisgoodobviously,isn'tit?Stronglycorrelatedwithhigherprofits.Look

atnumberone.Thepeoplefeelthattheyaregiventheopportunitytodo

whattheydobesteveryday.Everydaythey'reworkingintheirstrength

zones.Theyfeelliketheyhavetheopportunitytodotheirbestworkingin

theirstrengthzones.

NowiftheParetoPrincipleappliestotheindividual,anditdoes,thenit

appliestotheteamaswell.So,lookatthis.Thesearetheweakest

performersontheteam.Thesearethekindofmiddleperformers.Andthese

arethetopperformers.So,Pareto'sPrinciplesaysthat20percentofyour

- 31 -

peopleproduce80percentoftheresults;20percentofthepeopleproduce

80percentoftheresults.Also,20percentofyourpeopletakeup80percent

ofyourtime.[Laughs]Sowhenyoulookatitlikethat–who'sproducingthe

results?Thetoppeople,sothat'sobviouslyuphere.Butwho'staking80

percentofourtime?Hmm.

Who'shighmaintenance?Hmm.Whatdoyouthink?[Laughs]It'sthese

people,isn'tit?Theydemandalloftheattention.They'rehighmaintenance

andthey'repoorperformers.It'sahugemistake,althoughit'surgentand

they'recallingonyourattention,it'sahugemistaketoallowtheweakest

performerstotakeallofyourtimeandthenforyoutoignoreyourhighest

performerswhoarenotneedyandnothighmaintenanceandmoreself-

sufficient.It'samisallocationofyourresourcesbecauseyoucangetsomuch

morebangforyourbuckwithyourtopperformers.So,weneedtonotallow

ourselvestobedrawnintospendingallourtimewiththeweakestlinksin

theteam,thelowestperformersbecausewe'llonlygetatinyreturnforour

effortsthere,whereasthehighestperformers,ifwespendtimewiththem,

cangiveusenormousreturnsforoureffort.

Realquick–abitmoreresearch.Again,Ifoundthisacoupleofdaysagoand

Ithinkit'sworththrowinginhere.Thisisastudyofthedifferencemotivated

employeesmakesinlow,medium,andhigh-complexityroles.Andit

comparesamotivatedperson,sokindofthetop,totheaverage.Andinlow-

complexitytasks,themotivatedpersonproduces52percentmore;does52

- 32 -

percentmore;they're52percentmoreproductive.Okay.Forhighly-complex

tasks,it'sjustoverdouble;127percent.That'shuge,isn'tit?[Laughs]

So,amotivatedemployeeis127percentmoreeffectivethantheaverage.

Butifyoucomparedthemostmotivatedpeopleinthesamestudy,themost

motivatedpeopletotheleastmotivated,tothebottomperformers,thenfor

low-complexitytasksit's300percent,andformedium,1,200percent,and

forhigh-complexitytasks,itwastoolargetobeabletobemeasured.That's

huge,isn'tit?

There'snothingmorecompellingtosay,"Don'tspendallofyourtimewith

yourlowestperformers.Theymightbehighmaintenance,butyou'vegotto

findawaytostillspendtimewithyourhighperformers."

Okay.Let'scomebacktothiskeyquestion.Howmuchofyourpotentialare

youusingrightnow?Howmuchofyourpotentialareyouusingrightnow?

Let'slookatwhatitisformostpeople.Sohere,you'reusing–let'ssaythisis

you-you'reusingsomeofyourpotential,andthatisreflectedinyour

productivity.Okay.Whetherit'syouonyourownjustdoingyourthingor

whetheryouworkforanorganizationandyou'redoingitforthe

organization,thedegreethatyou'reusingyourpotentialisreflectedinyour

productivity.

- 33 -

Nowifyouworkforanorganization,thentheyprobablygaveyouacontract

ofsomekind,andinthatcontract,itprobablysaid,"Well,theseareallthe

thingsthatyouneedtodo."So,yourcontractualobligationsareall

documented.Yourjobdescription,ifyoulike,yourjobspecs.And,your

contractualobligationsarealsoreflectedinyourproductivity,aren'tthey?

Becauseyouneedtodothosethings.[laughs]Becauseifyoudon'tdothose

thingsthenthey'relikelytokickyouout,aren'tthey?So,youneedtodo

thosethings.They'reyourcontractualobligations.

Probablythere'sahighcorrelationbetweenyourcontractualobligations

andtheamountofyourpotentialthatyou'reusingandthereforeyour

productivity.So,youhavetomeetyourcontractualobligations,butthatmay

beallyou’redoing–mostpeoplearenotdoingtoomuchmorethanthat.

Theblueisalittlehigherbecauseyou'redoingalittlemorehereandthere.

Insomeareasyou'regoingalittleover,becauseyoudon'twanttogounder

toomuch.Ifyougounderthenthat'swheretheycankickyououtbecause

thatredlineisthelineoffire,isn'tit?Ifyoudon'tdeliveronwhatyou're

supposedtodeliverthenthey'regoingtogetridofyou.Andtheyshould,of

course.You'vegottodeliver.

So,yougooverthelinealittlebitbutnottoomuch.Now,thedownsideof

thisisthatitmeansyou'redoingthesethings.You'redoingthesethings.So

you'redoingjustenoughnottogetfired.Thinkaboutthat.You'redoingjust

enoughnottogetfired.Butthislineoffireisalsothelineofreward.So,

- 34 -

they'repayingyoujustenoughsoyoudon'tquitbecauseiftheydon'tpay

youwhattheysaidthey'regoingtopayyou,you'regoingtoquit.Sothey're

payingyoujustenough[laughs]tokeepyoufromleavingandyou're

workingjusthardenoughtostopthemfromkickingyouout.

Thatdoesn'tsoundlikeaveryhealthyarrangement,doesit?Andwhenyou

lookatthisthebar'snotveryhigh,isit?It'snotsetveryhigh.There'sallthis

bitabovethat.What'sthat?Well,we'recallingthisdiscretionarygoodwill.

Youcanchoosetodothisifyouwant.Youcanchoosetobringmoreof

yourselftotheparty.That'stheyellowbitontopthere.

Youcanchoosetoadditornot.Andifyoudo,itmakesanenormous

differencetoyouroutput,yourproduct,yourproductivity.Ifyoudon't,then

youprobablystillwon'tgetfiredbecauseyou'restillmeetingyour

contractualobligations,butyou'renotdoinganythinglikewhatyoucould

deliverifyoureallythrewyourselfatit.So,you'vegotallthisdiscretionary

goodwillthatyou'reprobablywithholdingfromyourcurrentemployeror

you'rewithholdingfromyourself.

Andthat'swhatwewanttogetout,isn'tit?Becauseifyoucanminethis,if

youcangetpeopletovoluntarilybringmoreofthemselvestotheparty,to

givemoreoftheirtalent,theirknowledge,theirskillsandexperience,ifthey

canvolunteermuchmore,theneveryonewins.Whoneedstogofirstinthis

scenario?Howdowegetthis?Howdowegetmoreofthis?Becauseinsome

- 35 -

organizationspeoplearesaying,"Well,iftheorganizationwantsmetodo

morethenthey'vegottopaymeforit.Iwanttoseethatfirst.Iftheywant

more,they'vegotplentyofmoney.Theyshouldpaymeforit."Andsothe

personwon'tdoanything,doesn'tdoanything.

Theycuttheirheadofftospitetheirface.Butthey'retheonesthatsuffer.If

you'renotdoingallyoucando,you'retheonethat'smissingout.Ithink

everyoneshouldbealltheycanbeallthetimeineverythingtheydo.We

shouldallthrowourselvesintowhateverwe'redoingbecausethebestway

togetthebestjoborthejobyouwantistomaketheverybestjobyoucan

ofthejobthatyouhave.Throwyourselfintowhatyou'redoing.Doittothe

verybestofyourability.Nevermindwhetheryou'regoingtogetimmediate

returnonit.Youwilleventually.

So,ifyou'retheindividual,yougofirst.Throwyourselfatyourjob.It'sall

aboutpersonalgrowth.Noonecantakethatawayfromyouand,ifyou

grow,it'sonlyamatteroftimebeforeeverythingchangesforyou.So,if

you'retheemployee,yougofirst.Giveityourallandmassivelyincrease

yourproductivity.You'rethemainbenefactor.

Nowifyou'retheorganization,yougofirst.[Laughs]Makeiteasyforpeople.

Helpthem.Talktothemaboutit.Drawitout.Whatdotheyneed?Get

peopleworkingintheirstrengthzones.Getpeopleworkingintheirgift

zones.Encouragethemtobringmorewillinglyandyou'llgetmuchmoreout

- 36 -

ofthemandthey'llenjoyitmuchmore.Everyoneenjoysitmore.It'sgood

foreveryone.

So,thisdiscretionarygoodwillisso,sokeyandit'slargelyun-minedinmany

organizations.Nowlookatthisstudy:25,000employees,39percentofthe

variabilityofcorporateperformanceisattributedtothepersonalsatisfaction

oftheemployees.Thatishuge,isn'tit?39percent?Iwasdealingwith

budgetsoftensofmillionsandwewouldworkreally,reallyhardforatenth

ofapercentbecauseitaddeduptomoney,halfapercent,Imeanone

percentwasgreatifwecouldsaveonepercentitwasanenormouswin.And

actually,thenitwouldbekindoflostintheroundingsitwouldn'tevenshow

up.Onepercentwasalottoaskbut[laughs]insignificantreallywhenyou're

talkingabout39percent.

That'showmuchdifferencethiscouldmake.Personalsatisfactionofthe

employees,39percentvariabilityofcorporateperformance.Nowlookatthe

nextbit.69percentofthevariabilityofthatpersonalsatisfactionwas

attributedtowhat?Thequalityoftheemployee'srelationshipwiththeir

manager.Ohmygoodness.[Laughs]Thatisnuts,isn'tit?Therelationshipof

anemployeewiththeirmanagerisresponsibleforthelarge,largeshareof

thatvariabilityofcorporateperformance.

NowIdon'tknowifsomeonecancheckthemathhereagain,putapostupif

youcan,but69percent,let'scallit70percentand40percent;47'sis28.Is

- 37 -

thatabout28percent,27percentmaybe,27percentofthevariabilityof

corporateperformancecomesdowntothequalityoftheemployee's

relationshipwiththeirmanager.Mostpeoplehavenevereventhought

aboutthis,havethey?Thequalityoftherelationshipbetweenanemployee

andamanager.[Laughs]I'mjustbaffledbytheimplicationsofthis.

So,whenyoulookatanorgchartlikethis,asimplebighat,smallhat,anda

numberofpeople;it'snotbighat;it'snotsmallhat;it'snotthepeople;it's

notbighat'sboss;it'snottheCEO.Noneofthosepeopleiswheretheun-

minedgoldexists.It'sinthespacesbetween.That'swheretheopportunity

exists,thegoldisintherelationshipsbetweenthesepeopleandtheirline

manager,theirleader.That'swhyleadershipissoimportantbecause

leadershipisthegatewaytothetalentoftheorganizationwhenyoulookat

itlikethat,anditmakesabigdifferencetothebottomline.

Andmanyorganizationsaswe'vesaiddon'tevenseeitasathing.Theydon't

evenseeit.Theyexpecttechnicalskillsinaparticulararea,thingsthatare

perhapseasiertomeasure.Butit'sthespacesbetween.Peoplearecapable

ofmorethantheirorganizationalpositionsevergivethemthetoolsorthe

timeortheopportunitytodemonstrate.Wecandomore.Wecanalldo

more.Asleaders,we'vegottohelpourteamsdomorebecausewe're

capableofmoreandwe'renotgivingthemthetoolsandthetimeandthe

opportunitytodoit.

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That'sourresponsibilityasleaders.Greatestuntappedresourceinmost

organizationsisthediscretionarygoodwillofitspeople.Oh,bytheway,on

theteaserthing,IknowbecauseI'mEnglish,Ispellthingsweirdcomparedto

someofyou.IputanSin,didn'tI,fororganization.Sorryaboutthat.

[Laughs]I'msurethatprobablyannoyedsomeofyou,Englishspelling.Or

maybeyoudidn'tknowitwasEnglish.YoujustthoughtIwasnotverygood

atspelling,whichactuallyI'mnot,butwe'llsavethatforanotherday.

So,discretionarygoodwill.Lookatthis.Veryelegant.Thisisanelegantway

ofputtingitbyClarenceFrancis."Youcanbuyaman'stime.Youcanbuyhis

physicalpresenceatagivenplace.Wecandothat,can'twe?Youcaneven

buyameasurednumberofhisskilledmuscularmotionsperhour.Allof

thosethingsyoucando.Youcanlegislateforit.Youcaninsistthatthey're

done,andthey'llbedone.Soyoucanmeasurethat.Butyoucan'tbuy

enthusiasm.Youcannotbuyloyalty.Andyoucannotbuythedevotionof

hearts,minds,orsouls.Theseyoumustearn.Theseyoumustearn.”

Letmeaskyouaquestion.Whomustearnthem?It'stheleaders,isn'tit,

becausetotheorganization,tothetalentoftheorganization,theirleaderis

thatgateway.Theleadersarethecompanytothatperson.It'stheleaders

thatmustearnthosethings.Theleadershiprolesinanyorganizationareso,

soimportant.Howarewedoingfortime?Ohmygoodness.Itlookslike

we'regoingtogojustafewminutesover.Isthatokay?

- 39 -

CanI–amIallrighttokeepgoingforanotherfiveminutes,say?Iknow

someofyouprobablyneedtoduckout.You'llbeabletocarryon.Butifyou

canmaybehitsomethingorpostsomething,ifthat'sokay.I'llkeeponeeye

onthefeed.Oh,okay,thankyou.Justacouplemorepointsandthenwe'll

wrapup.

Numbersix,thebestleadersarelisteners.Thisisimportant.You'vegotto

listentoyourselfifyouwanttoleadyourself.You'vegottolistentoyour

team.

Oneofthegreatestgiftsthatyoucangiveanyoneisthegiftofattention.

OneofthebestquestionsI'vefoundtoreallytapintopeopleandfindout

aboutthemis:“Whatdoyoudoinyoursparetime?”I'vehiredandfired

hundredsofpeopleovertheyears,loadsandloadsofinterviews,somebits

veryformal,butIfoundthemostinterestinginformation,themostuseful

information,cameevenbeforeitstartedorattheendinakindofchitchat,

sayingsomethinglike,"Well,whatareyoudoingtonight?Whatareyou

doingontheweekend?Whatdoyoudoinyoursparetime?Whatdoyou

enjoydoing?"Findoutaboutpeople'sinterestsbecausethat'showyouget

toknowwheretheirstrengthslieandthen,obviously,howyoucan

capitalizeonthem.

Thesadthingisthatbecausealotofpeopledon'tfindoutreallywhat

people'sstrengthsare,manypeoplereleasethemajorityoftheirpassion

- 40 -

outsideoftheirwork;outsideoftheirwork.Andreally,that'satragedy,isn't

it?Wewantitreleasedinsideofwork.

Thischapteronleadingisallaboutthefollowers.Ifyoudon'thavefollowers,

you'renotreallyaleader,areyou?MaxDupreesays,"Thesignsof

outstandingleadershipappearprimarilyinthefollowers."Lookattheother

peoplefollowing.Greatleadersareabletopersuadeotherstogowiththem.

Otherpeoplechanging.Greatleadersinspirefollowerstohaveconfidencein

themselvesandtheybuildthatintheindividual.Arethepeoplegrowing?

Growthanddevelopmentofpeopleisthehighestcallingofaleader.

ThisiswhyIthinkleadershipisaresponsibility,andpeopleshouldn'tjump

intoaleadershiproleifyoudon'tvaluepeople.Youshouldn’tjumpinifyou

don'tlikepeople,ifyoudon'twanttogrowpeople,ifyoutakealeadership

rolejustbecauseit'stheonlywayyoucangetapayriseandthenbeadead

chickenabovethattalent.Youneedtobepassionate.Youneedtobe

interestedinpeople.Youneedtocareifyou'regoingtodothat.

So,leadersmustgetexcited,mustgetpeopleexcitedaboutsomething

they'veneverseenbeforeandsomethingthatdoesn'tyetexist.Another

diagram.[Laughs]Sohere'stheleader.Sheneedstogethercompanyunited

behindthisvision.Here'sthestrategythatwe'regoingtousetomove

peopletowardsthisvision.Here'sthepeople.We'regoingtogetthem

workingintheirstrengthzoneschargingforward,individualgoalsaligned

- 41 -

withcompanygoalstoachievethisvision.Wewantthemlivingtheir

passion.Butwedon'twanttosaytothem,"Followyourpassion."Andthey

say,"Great,Iwanttobeaflorist.Iwanttobeacandlestickmaker."[Laughs]

No,no,no.That'sgoingtobringoutMr.Angryagain.Whatareyoudoing?

We'vegottohavethemalignedwiththeorganization'sgoals.So,wewant

peopleworkingintheirstrengthzonesandwewantpersonalgoalsaligned

withthecompany'sgoalsofcourse,don'twe?

Nowatrulymeaningfullifeisgoingtoneedyouatyourverybest;youat

yourverybest.It'sgoingtotakeeverythingifyouwantameaningfullife,and

I'mguessingthat'swhatyouwant.That'sgoingtomeanreleasingand

realizingmuchmoreofyourpotential.So,let'slookatthatrealquick.

Whetheryou'reanindividualorateamleaderinanorganization,aleaderin

anorganization,itdoesn'tmatter.It'sthesamething.Youneedtobring

moreofyourselftotheparty.Thewaytogetwhereveryouwanttogois

fromwhereyouarerightnow.Youneedtobringmoretothetableright

nowdoingwhateveryou'redoing.Youdon'tneedtowaituntilyougeta

teamoruntilsomethingelse.Justthrowyourselfin.Findawaytobe

passionatenowbecauseyouneedtobringmoreofyourpotentialto

whateveritisyou'redoing.

I'mtalkingtome[laughs]aswellasyou,allofus.Weallneedtodomore

rightnowwhereweare.Weneedtoreachmoreofourpotential.Theway

- 42 -

toreleasemorepotentialistofollowourpurpose,tobeonpurpose,to

believethatwe'redoingsomethingthatmatters.Thewaytofindthatisto

followourpassion,tobepassionateaboutwhatwe'redoingtoreleasemore

passion.Andthewaytofindourpassionsistolooktoourstrengths.What

arewegoodat?Digintoourareasofgiftedness.Howdowefindourareas

ofgiftedness?Whatareweinterestedin?

Inourorganizations,weneedtolooktoourinterestsbecauseourinterests

willleadustoourstrengths.Ourstrengthswillleadustoourpassion.Our

passionwillleadustoourpurpose,andallofthatwillleadustoreleasing

moreofourpotentialsothatwecanbecomeallthatwecanbe.Andit'sthe

samefortheindividual.Youneedtolistentothatsmallvoicewithininorder

todothis,andfortheorganization,youneedtolistentothatsmallvoice

withininordertodoityourself,butthenyoualsoneedtolistentoyour

teamtofindoutwhattheirstrengthsandinterestsandpassionsareaswell.

Sohowmuchofyourpotentialareyouusing?Notenough.Youneedto

bringmoretotheparty.There'splentymoregasinthetankforallofus.You

needtobringmore–usemoreofthepotentialinyourself.Youneedto

capitalizemoreonyourcurrentposition,whateverthatis,becausethere's

lotsmoreyoucandowiththatifyoubringmoreofthatdiscretionary

goodwill.

- 43 -

Okay.So,tobringinthisinforlanding,I'msorrywe'vegonealittlebitover.

ButIneedtogettothislastbit.We’llbedoneinjusttwominutes.Iwantto

knowhowmuchofyourpotentialthatyou'reusingdidyouwritedown.How

muchofyourpotentialareyouusingrightnow?Now,IknowIsaiddon't

showanyone.Noneofusaredoinganythinglike–we'renotevenscratching

thesurfaceofthepotentialwehave.Sothere'snowronganswer.There'sno

badanswer.There'snoanswerthat'sgoingtogetyoufiredbecausewe've

allgotwaymorethanwe'reevergoingtousewhenitcomestopotential.So

howmuchofyourpotentialareyougoingtouserightnow?

I'mgoingtoaskyoutopostonthethreadonFacebookthenumberandthe

percentagethatyouwrotedown.Buttomakeitinteresting,justwait,we're

goingtogettheboystogofirstbecauseIwanttoseehowengagedyouare,

howseriouslyyou'retakingthis,howengagedareyou.Iwantyoutoputthe

percentagein.We'lldotheboysfirstonthree.Don'tbeshy.We'replaying

full-out,remember,soonthree.Typethepercentageofyourpotentialthat

you'reusingnow.One,two,three.Go.

Howmuchpotential?[laughs]it'stooexciting.Ican'tspeak.Howmuchof

yourpotentialareyouusingrightnow,guys?Okay,soputitinthere.Ifyou

seesomeoneandyousee,ooh,youcangoandlikesomebodyelse'sifyou

thinkthey'redoingwell.Putacommenton.Givethemsomelove.Send

themsupport.Letthemknowthey'respecial.

- 44 -

Nownormallythegirlsaremuchbetteratthesetypesofthings.So,it'llbe

interestingtoseenow.Girls,it'syourturn.Whatpercentageofyour

potentialdidyouwritedownthatyou'reusing.Ready?One,two,three.Go.

Didyoudoit?[Laughs]It'ssoimportanttodosomeresearch.Andwe're

goingtogettheglobalaverageofpotential.You'llbeabletocompare

yourselftotheglobalaverage.Thankyouverymuchfortakingpart.[Laughs]

Okay.So,we'regoingtowrapup.Butremember,atthebeginningIsaid,if

youwantedto–ifyouseeyourselfteachingthis-ifyoulookatmeand

think,"Icoulddothat.Hedoesn'tseemlikehe'sgotanyspecialtalentsor

abilities.I'msureifsomebodygavemethescriptandthePowerPointsand

taughtmehowtodoit,IbetIcoulddothat."Ibetyoucould,too.So,if

you'reinterestedinthat,thencheckoutwww.jmtinfo.com.Youcanfindout

whatitmeanstojoinaround18,000JohnMaxwellTeammembersaround

theworld,peoplejustlikeyou,lifegivingpeoplewhowanttomakea

difference.

You’llfeelrightathomeifthat'syou.Youcouldbethatpersoninyour

organizationbringingthisgreatleadershipmaterialtoyourpeopleortoyour

customersorwhatever.AndIhavetosay,sharingJohn'sgreatstuffisabout

themostfunyoucanhavewhilebeingatwork!Idon'tknowthere'stoo

manythingsbetterthanthat.I'veenjoyedthisimmensely,immensely.I

reallyhave.

- 45 -

Nowafterthis-thisisthelastthingandI'llletyougo.Afterthis,I'mgoingto

gotoJohnandMarkColeandI'mgoingtosay,"Itwentreallywell.Andwe

reallyenjoyeditandcanIdoanotherone?"Andthey'regoingtosay,"Well,I

knowyouenjoyedit,Roddy,butdidanyoneelseenjoyit?"AndI'mgoingto

say,"Yeah,Ithinkso."AndI'mgoingtoneedproof.So,ifyou'veenjoyed

this,putacommentupandhitthewowface.Hitthethumbsup.Puta

commentuptosaythatit'sbeenhelpfultoyou.Thisisthefirstonethat

we'vedonelikethis.Hopefullywe'lldosomemoreinthefuture,notjust

withme.There'slotsofpeopleintheJohnMaxwellteamwhocouldbring

yousomegoodstuff.AndintheJohnMaxwellCompanyaswell,thewhole

JohnMaxwellEnterprise,loadsofgreatpeople,lotsoftalentandlotsof

greatstuff.So,whatdoyouneed?

Ifthere'satopicthatyouwouldparticularlylike,Ican'tpromisethatwe're

goingtobeabletodeliverit,ofcourse,butitwouldbehandytoknow.So,

letusknow.WhatdoyouneedfromtheJohnMaxwellteam?Whatdoyou

needifwearegoingtogiveyouanotheroneofthese?Ifthisformatis

helpful,whichIhopeitis,thenletusknow.Okay?

Sothat'sallwe'vegottimefor.Ican'tbelievethishappenedsoquickly.

Thankyou.Thanksforjoining.Ineedtojustsayacoupleofquickthankyou’s

becauseputtingtogethersomethinglikethis,wellitdoesn'tjusthappen.It's

notjustmeinfrontofacameraobviously.Youlookatthebeautifulgraphics.

- 46 -

AndIdon'tdothose.Idon'tknowhowtodothose.Lanedoesthoseandshe

doesafantasticjob.Thankyou,Lane.

Andyou'rehere.Youdon'tjustcometoseeme.[Laughs]You'rehere

becauseScottandhisteamletyouknowthatwe'regoingtoprovidesome

information,sothanks,Scott,toyouandalltheteambecausethat'swhy

everyoneishere.AndyoulookatthetechnologyofhowI'mabletotalkto

youandreachyouwhereveryouarearoundtheworld-that'snotme.I

don'tunderstandthesethings.That'sLarryandhisgreatteam.So,thanks,

Larry,forallyoudo.

AndmewithmypenstraightandmyhairbrushedandSusanputtingon

somemakeupsoIdon'tlooktooshiny;that'smywife,Susan,soSusan,

thankyouforallyou'vedoneaswell,howpatientyou'vebeentobringthis

together.Butmostimportantlyofall,thankyoutoyouforfindingthetime

toinvestinyourselfwithsomeleadershiptraining.Ifyourbossletyouhave

thetimetowatchthisthenthankyoutoyou,Mrs.Boss,Ms.Boss,Mr.Boss.

Thankyouforfindingspaceforleadership.Thankyouforinvestinginyour

people.

That'sit.That'sallwe'vegottimeforsothankyousomuchforjoiningus.

I'mgoingtoreallyenjoygoingthroughthethreadnow.CheckouttheJohn

Maxwellteam,JMTinfo,ifthat'swhatyou'dliketodo.AndI’lllookforward

toworkingwithyousoon.Takecare,everyone.

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