DOWNLOADS

Permanent URI for this communityhttps://repository.act.ac.rw/handle/123456789/7

Browse

Filters

2008 - 20102

Advanced Search

Filter by

Settings

Author: search.filters.author.JOHN C. MAXWELL

Search Results

Now showing 1 - 2 of 2
  • No Thumbnail Available
    Item
    Leadership Gold a Lifetime of Leading Learned From a lifetime of Leading
    (Thomas Nelson, 2008-06-28) JOHN C. MAXWELL
    My father’s generation believed that leaders should never get too close to the people they lead.“Keep a distance” was a phrase I often heard. Good leaders were supposed to be a little above and apart from those they led. As a result, when I began my leadership journey, I made sure to keep some distance between me and my people. I tried to be close enough to lead them, but far enough away to not be influenced by them. This balancing act immediately created a lot of inner conflict for me. Honestly, I liked being close to the people I led. Plus, I felt that one of my strengths was my ability to connect with people. Both of these factors caused me to fight the instruction I had received to keep a distance. And sure enough, within a few months of accepting my first leadership position, my wife,Margaret, and I began developing close friendships. We were enjoying our work and the people in the organization. Like many leaders early in their career, I knew that I would not stay in this first job forever. It was a good experience, but I was soon ready for bigger challenges. After three years, I resigned to accept a position in Lancaster, Ohio. I’ll never forget the response of most people when they realized we were leaving: “How could you do this after all we have done together?”Many people took my departure personally. I could see they felt hurt. That really bothered me. Instantly, the words of older leaders rang in my ears: “Don’t get too close to your people.” As I left that assignment to take my next leadership position, I promised myself to keep people from getting too close to me.
  • No Thumbnail Available
    Item
    EVERYONE COMMUNICATES, FEW CONNECT WHAT THE MOST EFFECTIVE PEOPLE DO DIFFERENTLY
    (Thomas Nelson, 2010-12-28) JOHN C. MAXWELL
    L ast month I received an overseas phone call from Sangeeth Varghese, author, columnist, and founder of LeadCap, an organization developing leaders in India. He was interviewing me for Forbes. I enjoyed talking to Sangeeth, but we had a problem. Our phone connection was bad. I bet we got disconnected nearly a dozen times. One minute we’d be enjoying our conversation on leadership, and the next minute the line would go dead. Everybody’s had that happen during a phone call. It’s the reason Verizon did their “Can you hear me now?” campaign. When your phone drops a call, you know it, don’t you? And what is your reaction? How does it make you feel? Annoyed? Frustrated? Angry? Have you ever thought about why you react the way you do when you get disconnected? Being disconnected wastes your time. It interrupts the flow of what you’re trying to accomplish, and it undermines your productivity. The bottom line is that connecting is everything when it comes to communication. You know when you don’t have a good connection on the phone, but how about when you’re communicating with people in person? Do you know when a connection has been made? Can you tell when the connection is starting to go bad? Can you identify when the “call” has been dropped? Most people have an easy time knowing when the connection is good on the phone. But they have no idea if they’re connecting with others in other everyday situations.