Leadership Development
1. Read "The Law of E.F. Hutton" portion of "The 21 Irrefutable Laws of Leadership"
https://drive.google.com/file/d/1y2LfR57PeyAi7j6MzY_ixUbg77IKwVvc/view?ts=5e4ac657
2. Watch "The Law of E.F. Hutton" portion of "The 21 Irrefutable Laws of Leadership" video
Answer the following questions after reading the chapter.
1. Why was Claude the real leader?
2. How did the author react to not being the real leader?
3. What did the author do so that his ideas and suggestions would be heard and enacted in the board meetings?
4. From your profession or area of service, give an example of a leader who was not the real leader. How did he or she react to the situation? What was the outcome?
5. Who are the "Claudes" or "Claudines" in your organization?
Rate your own leadership by placing the number 1, 2, or 3 next to each of the following statements: 1=Never 2=Sometimes 3=Always
1. I have something of value and substance to say when I speak in a meeting.
2. I can easily get the attention of people in a meeting when I am trying to speak.
3. In a group discussion people will usually ask me what I think before the discussion is over.
4. When I speak in small or large groups, people seem very engaged with what I have to say.
5. After I speak, I have no regrets about what I said and how I said it.
6. When talking with others, people ask me questions and seem to want to know my opinion.
7. When my thoughts are different than the current direction of a discussion, people often migrate to my way of thinking.
8. I genuinely care about what others think and therefore intentionally practice good listening.
9. I speak with confidence and clarity because I know what I want and how to get there.
10. When I'm holding meetings over a number of weeks, people consistently show up.
11. In a one-on-one conversation when I confront someone of obvious wrongdoing, he or she generally responds positively to what I am saying.
12. Although there are other leaders in our organization, I am the person people seem to listen and respond to the most.
13. I know what I believe in my heart and mind, and I have the confidence to say it in a way that seems to impact others.
14. I am diligent and disciplined in my practice of preparation before I speak, regardless of how long or short I am to speak.
15. When I ask people to do something, they say they will and they follow through.
16. I know that I bring energy and hope into the lives of the people I talk to.
17. I focus more on others than myself when I speak.
18. I know my motives, and I can say with confidence that I lead my team for their benefit rather than my own.
19. I maintain a cheerful, upbeat, and positive attitude.
20. I live my life in such a way that people want to know what I have to say.
Total
50-60-This is an area of strength. Continue growing as a leader but also spend time helping others to develop in this area.
40-49-This area may not be hurting you as a leader, but it isn't helping you much either. To strengthen your leadership, develop yourself in this area.
20-39-This is an area of weakness in your leadership. Until you grow in this area, your leadership effectiveness will be negatively impacted.
Answer the following questions and discuss your answers when you meet with your mentoring group.
1. What are some of the ways you can determine who the real leader is in any situation?
2. What should you do if you find that although you have the leadership position, you are not the recognized (real) leader?
3. From the reading section, do you think the author approached the situation with Claude correctly? Explain.
4. Give an example of how the seven key areas of a leader's life determined who the real leader was for a group you participated in.
5. In your organization, who has strength in all seven key areas? How do you react to this person? How do others react to this person?
6. From the seven key areas of a leader's life, which is your strongest area? Why?
7. How can you work on the key areas that you don't feel confident in?