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A Leader's First Responsibility Is to Define Reality
John Maxwell
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eBook - ePub
A Leader's First Responsibility Is to Define Reality
John Maxwell
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Smart leaders learn from their own mistakes. Smarter ones learn from others' mistakesâand successes.  John C. Maxwell wants to help you become the smartest leader you can be by sharing Chapter 8, A Leader's First Responsibility is to Define Reality, 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.
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LeadershipA LEADERâS FIRST
RESPONSIBILITY IS TO
DEFINE REALITY
RESPONSIBILITY IS TO
DEFINE REALITY
The first time I heard that it is the leaderâs responsibility to define reality was from leadership expert and author Max DePree. His assertion made sense to me instantly, and I agreed with it. But that doesnât mean I was naturally good at it.
Of all the lessons Iâve learned about leadership, this one has been the most difficult. I could be the poster child for positive thinking. I am wired to give hope and encourage others. I just canât help myself. As a result, my philosophy has been a little like that of humorist Garrison Keillor, who said, âSometimes you have to look reality in the eye and deny it.â Truthfully, my aversion to being realistic and my occasional reluctance to embrace the fact that it is a leaderâs responsibility to define reality has cost me greatly. But at the age of fifty-four, I finally learned my lesson!
YOU CANâT DEFINE WHAT YOU DONâT SEE
I have often taught that people change only when they hurt enough that they have to, learn enough that they want to, or receive enough that they are able to. In my case, pain prompted me to learn. In 2001, I came face-to-face with a painful reality: one of my companies was steadily losing money and its efforts seemed to be going in too many directions. This problem did not appear suddenly. For five years there had been indicators that I should make changes, but I was unwilling to make them. I needed to change my leadership team, but I didnât want to do it. I loved my inner circle. And year after year, I was willing to absorb the small losses that the company experienced. But after five years, the losses be...