Respect

Sara Lawrence reaches deep into the human experience from the drama of birth to the solemn vigil before death to find the essence of respect. This book reveals the most powerful ingredient in any relationship both personal, professional or public life and also tries to dismantle hierarchies and other forms of denomination and replaces them with a sense of humanity, compassion, and equality.

 

Sara Lawrence was motivated by her interest in exploring the underlying nature of respect and some personal memories. She is also drawn to the concept because she understands the undying importance respect holds in both public and private life cycle. The traditional view of respect, though rarely expressed in its pure form, tends to be relatively static and impersonal. The remnants of this view survive today and shape our expectations, apprehensions, and disappointment. She discovered that respect is not the passive deference offered to a superior but the active force that creates symmetry even in unequal relationships.

Lawrence rejects what she terms the “traditional” notion of respect that accords esteem with rank and social status, often of an inherited sort. She desires to create a new view of respect that is egalitarian, that generates equality between people, mutual empathy and connections of solidarity. The author believes that respect has six qualities: 1) empowerment 2) healing 3) dialogue 4) curiosity 5) self-respect and 6) attention. Each chapter of the book focuses on a quality, interpreting it through concrete narratives.

She illumines empowerment by talking about Jennifer Dohrn, a nurse midwife; healing through the actions of pediatrician Johnye Ballenger; Dialogue through the work of Kay Cottle, curiosity in light of Dawoud Bey, artist, and photographer. Self-respect as expressed in the dignity of law professor David Wilkins who believes there is a proof that self-respect must come not from external measures but from within; only then can individual relate respectfully. And attention as exhibited in the pastoral care of Episcopal priest Bill Wallace. Bill Wallace move insight into the value of attention and silent presence as they relate to respect and the dying.  

Through striving for a type of simplicity of theory, the author never shows philosophically what respect itself means nor how its various qualities are coherently related to one another. She means to say that respect gives rise to attention which of course is true but so do a lot of other motivations that runs a spectrum from the desire to manipulate to the simple permission to contemplative awe.

 

The author works with the premise that respect is the primary virtue of moral life in our society such that it finds everything good- from curiosity to healing from dialogue to attention. There are essential components needed for a respectful relationship.

Usually, respect is seen as involving some debt owed because of their attained or original position, their age, gender, class, race, professional status or because of an accomplishment. This book focus on the way respect creates symmetry, empathy, and connection in all kinds of relationship.

THE BIG THREE – KEY POINTS

 

Key point #1: Respect generates respect, a modest loaf becomes many.

 

Key point #2: Respectful relationships have a way of sustaining and replicating themselves

 

Key point #3: Respect creates symmetry, empathy, and connection in all kinds of relationship.

One Last Thing

“I speak to everyone in the same way, whether he is the garbage man or the president of the university.”

― Albert Einstein

THE 21 IRREFUTABLE LAWS OF LEADERSHIP

The 21 Irrefutable Laws of Leadership was written out of many studies and observations John Maxwell has carried out on leaders in various sectors like business, politics, military, sport and most of all his personal leadership experience. He poured out his heart into this book by giving us 21 laws that can help you become the most powerful and effective leader. The principles of leadership do not change over time, only the application does. These principles or law brings consequences; people will either follow you or they will not. It will depend on your mode of application. These laws when applied in real life form the foundation of leadership.

  1. LAW OF THE LID:  The law of the lid states that leadership ability is a determinant of a person’s level of effectiveness. This means that your effectiveness is determined by your level of leadership. When your level of leadership increases, you become more effective. An increase in effectiveness directly affects the level of success.
  2. LAW OF INFLUENCE:  Leadership is different from every other subject matter such as management or entrepreneurship. The true definition of a leader is determined by the level of people he has influenced. Your followers are the proof that you are a leader, nothing more or less.
  3. LAW OF PROCESS: Maxwell explains five different phases of leadership growth. He also explains that what sets a leader apart from their followers is their ability to learn, develop and improve their skill.
  4. LAW OF NAVIGATION:  A true leader is a leader with foresight. Leaders chart the course for their team because they have full vision of where they are going, understand the challenges and risk and also understand the right set of people needed to achieve the vision.
  5. LAW OF ADDITION: This law defines the ability of a leader to add value by serving others and making things better for them.
  6. LAW OF SOLID GROUND: The foundation of leadership is trust. Trust is built when a leader is consistently competent and displays remarkable character. Character conveys potential and builds respect.
  7. LAW OF RESPECT: In this book, Maxwell explains six ways leaders gain respect and how to access and improve your level of leadership. Leaders tend to stand out while others follow because they are perceived to be stronger.
  8. LAW OF INTUITION: We relate and see people based on who we are so leaders also see things with leadership bias. Maxwell explains in detail various ways a leader can apply their leadership bias and how to improve their leadership intuition.
  9. LAW OF MAGNETISM: You attract who you are. It’s as simple as that. People are drawn to others with similar characteristics like attitude, ability, leadership ability, energy level, etc.
  10. LAW OF CONNECTION: The key to connecting with people is by relating to them as an individual even if they are in a group. There is a need to connect with people emotionally as a leader before you can move them to action. Maxwell shares a bigger picture of how you can connect with yourself and others.
  11. LAW OF THE INNER CIRCLE: Your inner circle is the group of people you turn to for advice, support and assistance. These people must be chosen intentionally. They must be people who display excellence, maturity and good character in everything they do.
  12. LAW OF EMPOWERMENT:  The important thing in empowerment is believing in people. Most leaders refuse to empower others due to three key reasons: resistance to change, desire for job security and lack of self-worth. In this book, John Maxwell sheds more light on how to improve your self-worth and empower others.
  13. THE LAW OF THE PICTURE: Exceptional leaders understand the irreplaceable role of vision. A vision shows the picture of what is to be achieved. Therefore, for a leader to communicate it effectively, he/she has to model the vision by setting the right example and showing the way. This act of modeling gives the followers credibility, passion and motivation to carry on with the vision.
  14. THE LAW OF BUY IN: The secret is people buy into the leader first before buying into the vision. They listen to people who they trust, believe in and feel they are credible and worth going along with.  When followers buy into the leader and the vision, then they are ready and willing to follow such leader through any challenge and success.
  15.  THE LAW OF VICTORY:  A Good leader must take responsibility for all actions, be creative and transfer his success and passion to his followers. Failure or quitting is not an option on a leader’s list.  Maxwell wrote ”one thing victorious leaders have in common is that they share an unwillingness to accept defeat.” As a result, they take responsibility for the success of the team and do what it takes to lead the team to victory.
  16. THE LAW OF BIG MO: Momentum is a leader’s best friend. An organization or team with momentum can successfully pass through any obstacle, and momentum is a determining factor between winning and losing. It makes you unstoppable. In this book, Maxwell shares several characteristics of the Big MO and how to access where we are.
  17. THE LAW OF PRIORITIES:  Don’t just get busy, get productive. The heart of the law of priority states that leaders understand that activity is not about accomplishment. This means prioritizing requires leaders always to think ahead, to know what is more important and how it all relates to the vision. Maxwell discusses the Pareto principle and other key factors that help in setting a priority list which are Requirement, Reward, and Returns.
  18. THE LAW OF SACRIFICE: This law gives a glimpse of what leadership life is.  A leader might be looking glamorous on the outside, but the secret behind his true leadership is that he has sacrificed and still sacrificing. The hidden secret behind success is the sacrifice. And a true leader does not only sacrifice but also put others ahead of him.
  19.   THE LAW OF TIMING: Leadership is not only about how to lead but discerning the right time to take action. Maxwell summarizes his statement by saying “taking the wrong action at the wrong time leads to disaster and the right action at the wrong time leads to resistance while the wrong action at the right time leads to a mistake”. This shows that leadership ability goes beyond leading.

 

  1.   THE LAW OF EXPLOSIVE GROWTH: You can attain explosive growth when you choose to lead leaders and not followers. To lead leaders, you have to focus on the strength and not weaknesses, treat everyone differently and invest quality time into others rather than spending time together. Maxwell summarizes this law by saying leaders who develop other leaders experience incredible multiplication effect in their organization that can be achieved in no other way.

  1. LAW OF LEGACY:  This is the final law in this book. The law of legacy states that a leader’s lasting value is measured by succession. What do you want to be remembered for? Maxwell summarizes the life of a leader by saying that “achievement comes when they do big things by themselves. Success comes when they empower followers to do big things for them. Significance comes when they develop leaders to do great things with them. Legacy comes when they put leaders in the position to do great things without them.” He ends the chapter with the thought, “our abilities as leaders will not be measured by the buildings we built, the institutions we established, or what our team accomplished during our tenure. You and I will be judged by how well the people we invested in carried on after we are gone.” This is the greatest challenge of  a lifelong pursuit of leadership, but it is also the only thing that will matter in the end.

Undoubtedly, you are eager to know other laws of leadership. The 21 Irrefutable Laws of Leadership not only explains the laws but include several tips on how to apply the laws. Do not hesitate to feed on the richness of this innovation.

KEY POINTS

Key point #1: Leadership is built on trust and compounds over time

Key point #2: Leaders attract who they are.

Key point #3: Leaders must learn, grow and develop.

One Last Thing

“Leaders Who Attract Followers . . . Need to Be Needed

Leaders Who Develop Leaders . . . Want to Be Succeeded”

John C. Maxwell, The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You

The Innovation Code

The hidden elements behind innovation are disharmony, disruption, disagreement and contrasting. That is what innovation is made of. Innovation is about constructive, creative, positive tension. A clash makes innovation possible in a team; agreement dissolves it. 

The Innovation code by Jeff DeGraff and Staney DeGraff introduces a framework that shows and explains how different kinds of leaders and thinkers can stir up constructive conflict in the organization. This positive, creative tension produces inventive solutions from both resources. DeGraff discovered the hidden inspiration in harnessing the creative energy that arises from opposing perspectives. The discovered force to sharpen creative innovations is through contrasting ideas.

DeGraff identified four contrasting styles of innovators:

  1. The Artist who loves radical innovation)
  2. The Sage who innovate through collaboration)
  3. The Engineer who continually improves on everything)
  4. The Athlete who competes to develop the best innovation). 

In addition, he included assessments and what to do to build, manage and embrace dynamic disagreement in a team that contains all four. You can discover which style best defines you and each of your team member as well.  Your dominant worldview makes you know how you sort and manage challenges. Your quality makes you outstand the crowd, and that is where the need to discover your biggest weakness comes in. 

Outside the interview room, take time to realize that secret about yourself without clouding your judgment with your world perspective. When the dominant worldview overpowers all other point of views, you tend to have a blind spot and become a prisoner of your ideology. Worldview is how we interpret and experience the world based on our belief and mindset. A worldview is more than a style; it is a collection of different opinions. We all have our dominant worldview, a particular conception of the world from a specific standpoint. This standpoint can be generated from personal experience, culture, and society at large.  DeGraff concluded that the most significant obstacle we face on the path of innovation is YOU, while the greatest solution is combining different perspectives and hybrids of ideas. So it is essential we learn to let go of our preconceptions and biases.

When you can identify your greatest weakness and strength, you get enough insight to select your team of superheroes, a band that can give you a significant push to create things you cannot work on your own. People who are unlike you are the kind of people you need to surround yourself with. But first, get to know the worst part of yourself and the right part of yourself. 

Innovation code shows how to play to win the innovation game irrespective of your organization, team and associates. No one ever says innovation is easy; innovation code does not gloss over innovation like its simple and easy either, instead it tackles the hardest element which is how to create a constructive conflict and use it to innovate.  In this book, DeGraff shares his insight from his experience with many organizations to create a practical print for all innovators. 

The Big Three: Key Points

Key Point #1

You must know how to stir up constructive conflict in an organization and how to manage different innovation styles within an organization or team.

Key Point #2

There are four contrasting styles of innovators: The Artist, the Sage, the Engineer and the Athlete.

Key Point #3

People who are unlike you are the kind of people you need to surround yourself with. But first, get to know the worst part of yourself and the right part of yourself.

One Last Thing 

“The best teams are like a band of superheroes” – Jeff DeGraff