If It's Lonely at the Top, You're Not Doing Something Right

John Maxwell

• Publisher: Thomas Nelson
• Year: 2012
• ISBN:
  9781400275359
• Topic: Betriebswirtschaft
• Subtopic: Leadership

Smart leaders learn from their own mistakes. Smarter ones learn from others' mistakes—and successes.  John C. Maxwell wants to help you become the smartest leader you can be by sharing Chapter 1, If It's Lonely At The Top, You're Not Doing Something Right, of Leadership Gold with you. After nearly forty years of leading, Maxwell has mined the gold so you don't have to. Each chapter contains detailed application exercises and a "Mentoring Moment" for leaders who desire to mentor others using the book. Gaining leadership insight is a lot like mining for gold. You don't set out to look for the dirt. You look for the nuggets. You'll find them here.

IF IT’S LONELY AT THE TOP, YOU’RE NOT DOING SOMETHING RIGHT

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.

THIS TIME IT’S PERSONAL

In my second position, for the first time in my leadership journey, I could employ staff to help me. One young man showed great promise, so I hired him and began pouring my life into him. I soon discovered that training and developing people was both a streng...