The 21 Indispensable Qualities of a Leader – Book Review

 

The Book Review Series

 

The 21 Indispensable Qualities of a Leader

Designed to be a companion to The 21 Irrefutable Laws of Leadership, The 21 Indispensable Qualities of a Leader is packed with personal characteristics leaders should possess. From the introduction: “Part of a leader’s development comes from learning the laws of leadership, for those are the tools that teach how leadership works. But understanding leadership and actually doing it are two different activities.” – Page X

This, then, should color our approach when we read the various chapters. Maxwell endeavors to go over specific traits leaders should have – and coupled with the actual laws, has tremendous potential.

Let’s take a look.

 

Character

People are always looking to see who you are

 

I don’t think it’s an accident Maxwell has character listed first. Indeed, you could seemingly achieve all the success you want, but without character, it’s often very destructive to your life. Character must be the bedrock, then, that you build on.

“How a leader deals with the circumstances of life tells you many things about his character. Crisis doesn’t necessarily make character, but it certainly does reveal it…The development of character is at the heart of our development not just as leaders, but as human beings.” – Pages 3, 4

You’ve probably run into your fair share of leaders without character – and I’ll bet they’ve shown you who they were, too. That’s the thing about character; people try to pretend they have it, masquerading around like everything is ok. When a crisis hits – or, critiques and success, which I believe are just as revealing – and you see the person for who they really are.

“Unaddressed cracks in character only get deeper and more destructive with time.” – Page 6

For my part, I’d prefer someone with character over success ANYDAY.

 

Charisma

Do people gravitate to you – do you possess charisma?

 

You may not know many leaders, but I suspect you KNOW someone who people gravitate to – and I don’t mean the class clown.

I’m talking about the person that inspires others. The one people take note of – and the one who influences others.

“Most people think of charisma as something mystical, almost undefinable…Charisma, plainly stated, is the ability to draw people to you.” – Page 10

Many of the leaders I’ve encountered had some measure of charisma – the absolute best ones, though, had it in abundance.

I’ve said it before, and I’ll say it again: Men do not follow rules – they follow other men. 

“Benjamin Disraeli understood and practiced this concept, and it was one of the secrets of his charisma. He once said, ‘The greatest good you can do for another is not just to share your riches but to reveal to him his own.’ If you appreciate others, encourage them, and help them reach their potential, they will love you for it.” – Page 11

Oh, and then there is hope. Maxwell writes that “like all leaders, he [Napoleon] knew that hope is the greatest of all human possessions.” – Page 11

Hope – what a treasure! Another great chapter.

 

Commitment

What is your commitment level?

 

Commitment is one of those qualities that some people seem to have, and not just leaders. Perfectionists seem to get boggled down by it to a degree that’s paralyzing.

Then there are those on the opposite end of the spectrum: the ones who do not possess – or at least demonstrate – commitment.

Leaders cannot thrive, much less lead, without commitment. Maxwell, writing about Michelangelo’s painting of the ceiling of the Sistine Chapel, wrote:

“That level of commitment could be seen in his attention to the fine details as well as the overarching vision. When asked why he was working so diligently on a dark corner of the Sistine Chapel that no one would ever see, Michelangelo’s simple reply was, ‘God will see.'” – Pages 17, 18

“True commitment inspires and attracts people. It shows them you have conviction. They will believe in you only if you believe in your cause.” – Pages 18, 19

Maxwell rightly notes that talk is cheap regarding commitment; the way to measure commitment is by action. This is true of every leader, too; you can tell a lot about a leader from this.

“One of the questions every leader must ask himself is, What am I willing to die for? If it came down to it, what in life would you not be able to stop doing, no matter what the consequences were?” – Page 21

Now, THAT is a good question and if you strive to be a good leader, it’s one you should ask yourself.

 

Communication

People need communication – they aren’t mindreaders

 

It’s remarkable to me the number of people who struggle to communicate. Even more ironic are those who get frustrated from a lack of communication – and they turn around and do not communicate themselves.

What’s more, I don’t know a single person alive who is flawless in communication; everyone could improve. Concerning this very thing, Maxwell writes, “The success of your marriage, job, and personal relationships depend greatly on it. People will not follow you if they don’t know what you want or where you are going.” – Page 25

Every leader should strive to be a better communicator. Moreover, “Communication is not just what you say. It’s also how you say it. Contrary to what some educators teach, the key to effective communication is simplicity. Forget about impressing people with big words or complex sentences. If you want to connect with people, keep it simple.” – Page 26

For my part, I believe communication is an area where we suffer greatly. In an era of the short form – text, email, even emojis – there is so much missed in translation. Our communication is also tone-deaf with those methods, too. Leaders should really seek to improve not just why and how they communicate but also the ways in which they do it, also.

Rounding out this chapter review, Maxwell writes:

“Credibility precedes great communication. There are two ways to convey credibility to your audience. First, believe in what you say. Ordinary people become extraordinary communicators when they are fired up with conviction. Field marshall Ferdinand Foch observed, ‘The most powerful weapon on earth is the human soul on fire.’ Second, live what you say. There is no greater credibility than conviction in action.” – Page 27

Agreed.

 

Competence

“The society which scorns excellence in plumbing because plumbing is a humble activity and tolerates shoddiness in philosophy because it is an exalted activity will have neither good plumbing nor good philosophy. Neither its pipes nor its theories will hold water.”

– John Gardner

 

I really like the above quote, and not because it has a shout-out to a skilled trade. I like it because it’s a poetic way of speaking the truth.

In our society today, we not only have our priorities out of whack, but we also seem insulated from what it actually takes to get things done. We’ve effectively made modern life so comfortable our disconnect to competence is massive.

In a twist of irony, however, Maxwell notes, “We all admire people who display high competence, whether they are precise craftsmen, world-class athletes, or successful business leaders.” – Page 33

What’s more, people who are competent, “Like Benjamin Franklin, all highly competent people continually search for ways to keep learning, growing, and improving. They do that by asking why.” – Page 33

I resonate with that because I ask why ALL THE TIME.

Why do we do it this way? Why did they do that? I wonder why this was built like this?

And so on, and so on.

“Willa A. Foster remarked, ‘Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives.’ Performing at a high level of excellence is always a choice, an act of the will.” – Page 34

Another great chapter in this short book.

 

Courage

 

 

 

“‘Courage,’ he [Eddie RIckenbacker] said, ‘is doing what you’re afraid to do. There can be no courage unless you’re scared.'” – Page 39

Indeed. Maxwell’s chapter on courage is one you’ll want to read more than once – it has some really good nuggets of wisdom for aspiring leaders to glean.

For example, he writes, “A leadership position doesn’t give a person courage, but courage can give him a leadership position.” – Page 40

That is spot on. Martin Luther King Jr. said, “The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.”

Billy Graham said, “Courage is contagious. When a brave man takes a stand, the spines of others are stiffened.”

I agree – and it fits right in with the truth that men follow other men – especially courageous ones.

Courage – don’t leave home without it.

“Courage deals with principle, not perception…Your dedication to potential must remain stronger than your desire to appease others.” – Page 41

Leaders, and aspiring ones, need to know what Tacitus, the Roman historian knew: “The desire for safety stands against every great and noble enterprise.”

I’d like to add that I, too. wrestle with this – which is why this chapter is stellar. This is why I find the following intriguing:

“A courageous act often brings unexpected positive results.” – Page 43

No matter where you are in your leadership journey, you will benefit from this chapter.

Discernment

Do you have an eye for Discernment?

 

Maxwell defines discernment as “the ability to find the root of the matter, and it relies on intuition and rational thought…Discernment is an indispensable quality for any leader who desires to maximize effectiveness.” – Page 47

What strikes me as interesting is the number of people I’ve met over the years who either do not possess discernment or use it in abundance. For my part, discernment is one of the more overlooked qualities on Maxwell’s list. Consider the following:

“The closer a leader is to his area of gifting, the stronger his intuition and ability to see root causes…”Management consultant Robert Heller has this advice: ‘ Never ignore a gut feeling, but never believe that it’s enough.” – Page 48

Lastly – and perhaps finishing with the best – he writes, “One discernment-driven decision can change the entire course of your destiny.” – Page 50

I heartily concur.

 

Focus

 

 

Do you lack focus? Then you’re not alone. Scores of people have some idea but no real specific focus that would take them. Maxwell writes, “To be successful, focus on your strengths and develop them. That’s where you should pour your time, energy, and resources.” – Page 54

What’s more, in an attempt to help the reader increase their focus, Maxwell writes:

“What would it take for you to go to the next level in your main area of strength? What new tools do you need? Rethink how you do things, and be willing to make sacrifices. Time and money spent to take you to the next level are the best investments you can make.” – Page 56

To be a good leader, you MUST have focus. Maxwell’s chapter here not only helps you to see where you need to improve but also gives you tips to achieve it.

Yet another good chapter.

 

Generosity

Are you generous?

 

There is something to be said about the generous person – isn’t there? Even more so about the generous leader. From my experience, some leaders appear to be selfish and take rather than give, so when you have one who sets the world on fire with his generosity, it has a lasting impact.

“Nothing speaks to others more loudly or serves them better than generosity from a leader. True generosity isn’t an occasional event. It comes from the heart and permeates every aspect of a leader’s life, touching his time, money, talent, and possessions.” – Page 61

People who are content with what they have are often the most generous. “Millionaire John D. Rockefeller admitted, ‘I have made millions, but they have brought me no happiness.’ If you’re not content with little, you won’t be content with a lot. And if you’re not generous with little, you won’t suddenly change if you become wealthy.” – Page 61

This chapter has some terrific nuggets of wisdom, and we could glean A LOT from them – IF we are willing to. For example, in direct contrast with being generous, many are slaves – and slaves to very little, for that matter.  Consider the following:

“According to my friend Earle Wilson, people can be divided into three groups: ‘Haves, have-nots, and have not paid for what they have.’ More and more people are becoming enslaved to the desire to acquire.” – Page 62

According to Stanley Jones, “Money is a wonderful servant but a terrible master. If it gets on top and you get under it, you will become its slave.”

“If you are enslaved by greed, you cannot lead.” – Page 63

If more people understood the above, people would lead – and live – better lives overall.

Concluding this great chapter, we note, “All that is not given is lost.” – Page 65

Couldn’t have said it better, myself.

 

Initiative

Do you wait around or take the initiative to do something – even change?

 

Do you take the initiative – or do you wait for someone else? I had a co-worker once who said that if he stood around long enough, someone else would come up and begin to take care of what he knew needed to be done.

Unfortunately, that seems to be a growing thing in today’s workforce.

In stark contrast, however, are those who take the initiative, especially leaders. Check out the following:

“But no one can be both indecisive and effective. As Napoleon Hill says, ‘The starting point of all achievement is desire.’ If you are going to be an effective leader, you’ve got to know what you want. That’s the only way you’ll recognize opportunity when it comes.” – Page 69

“Proactive people always take risks. But one of the reasons good leaders are willing to take risks is that they recognize there is a price for not initiating, too.” – page 70

“Even though initiating leaders experience more failure, they don’t let it bother them. The greater the potential, the greater to chance for failure. Senator Robert Kennedy summed it up: ‘Only those who dare to fail greatly can ever achieve greatly.” – Pages 70, 71

AND – in line with what we say here about passion vs. opportunity, Maxwell writes, “Opportunity doesn’t come to the door knocking. You’ve got to go out and look for it. Take stock of your assets, talents, and resources…What unreached group of people is practically dying for what you have to offer? Opportunity is everywhere.” – Page 72

I heartily concur. Maxwell’s initiative chapter is a great resource.

 

Listening

How are your listening skills?

 

Listening – or Listening to understand rather than to respond – is one of The 4 Indispensable Qualities of a Leader we’ve highlighted here at The Wealthy Ironworker. I don’t know a single person that couldn’t improve this skill.

“Peter Drucker, the father of American management, believes that 60 percent of all management problems are the result of faulty communications. I would say that the overwhelming majority of communication problems come from poor listening.” – Page 77

I’m inclined to agree. I’d only add that often poor listening can be attributable to pride.

No matter the reason, however, listening has a tremendous ability to increase your leadership potential and connect with people.

Then there is this nugget:

“Philip Stanhope, the earl of Chesterfield, believed, ‘many a man would rather you heard his story than granted his request.'” – Page 77

I ABSOLUTELY agree. That guy was wise – and you would be too – if you take this chapter seriously.

 

Passion

What gives you passion? Do you have it?

 

“Experts spend a lot of time trying to figure out what makes people successful. They often look at people’s credentials, intelligence, education, and other factors. But more than anything else, passion makes the difference.” – Page 83

SPOT ON.

What is it that gets your blood flowing? That gets you out of bed? What keeps you moving forward when the gas tank is empty, success seems far off, and you are still grinding away?

What’s more, I can ask myself the same questions: What keeps the articles coming despite no significant success? It’s been 6 years! Why have I started the podcast? What stokes the fires, if you will?

It’s passion, simply put.

“There is no substitute for passion. It is fuel for the will. If you want anything badly enough, you can find the willpower to achieve it. The only way to have that kind of desire is to develop passion…In the end, your passion will have more influence than your personality.” – Page 85

“A fire in the heart lifts everything in your life. That’s why passionate leaders are so effective. A leader with great passion and few skills always outperforms a leader with great skills and no passion.” – Page 85

Lastly, Maxwell writes, “If passion is not a quality in your life, you’re in trouble as a leader. The truth is that you can never lead something you don’t care personally about. You can’t start a fire in your organization unless one is first burning inside you.” – Page 86

Maxwell is right, here. Remember, Men do not follow rules – they follow other men. Keep that in mind when aspiring to be a leader, and tab this chapter – it’s a good one.

 

Positive Attitude

 

 

After 22 years in the trades, I have met some real misers; people with poor attitudes are like rotten apples – they infect others easily. There is a lot packed in this little chapter that makes it worth the read. For example:

“The average person wants to wait for someone else to motivate him. He perceives that his circumstances are responsible for the way he thinks. But which comes first – the attitude or the circumstances? That’s really a chicken-or-the-egg kind of question. The truth is that it doesn’t matter which came first. No matter what happened to you yesterday, your attitude is your choice today.

Psychologist Victor Frankl believed, ‘The last of our human freedoms is to choose our attitude in any given circumstances.'” – Page 91

“Family life expert Denis Waitley addresses this issue: ‘The winner’s edge is not in a gifted birth, a high IQ, or in talent. The winner’s edge is all in the attitude, not aptitude. Attitude is the criterion for success.'” – Page 91

Thomas Edison once said, “If the only thing we leave our kids is the quality of enthusiasm, we will have given them an estate of incalculable value.”

Here in my house, we call it the love of learning.

Take the time, therefore, to learn how to develop a positive attitude. It will make a significant difference in your life. Another quality chapter in this book.

 

Problem Solving

 

 

Problem-solving isn’t something many think of where men are concerned. Men, in many ways, think in a linear fashion – the shortest distance between a problem and its solution is a straight line.

Yet, in leadership, it’s worth noting that problems can be complex, difficult, and outside of many people’s comfort zones. Maxwell writes:

“A mission organization wanted to send helpers to Dr. Livingstone, so its leader wrote, ‘Have you found a good road to where you are? If so, we want to send other men to join you.’

Livingston replied, ‘If you have men who will come only if they know there is a good road, I don’t want them. I want men who will come even if there is no road at all.'” – Pages 98, 99

“Author George Matthew Adams stated, ‘What you think means more than anything else in your life. More than what you earn, more than where you live, more than your social position, and more than what anyone else may think about you.” – Page 100

Whoever said, “Whether you think you can, or can’t, you’re right,” was spot on. Another great chapter and should not be glossed over.

 

Relationships

 

 

Maxwell opens by talking about a well-known doctor – William Osler – and how his philosophy and approach influenced untold numbers. I now have a biography on my list of books to get and read as a result. Osler, in dealing with people, wrote, “Dealing as we do with poor suffering humanity, we see the man unmasked, exposed to all the frailties and weaknesses, and you have to keep your heart soft and tender lest you have too great a contempt for your fellow creatures.” – Page 105

This same approach can (and should) be used in any particular economic industry – business included. People are not commodities to be exploited, used up, and thrown away: they were created in the image of God and are the most valuable resource on this planet. As such, I have always appreciated this quality Maxwell touts, here.

“Never underestimate the power of relationships on people’s lives.” – Page 110

Don’t underestimate this chapter, either. You’ll be surprised at where it can take you.

 

Responsibility

 

 

How many people do you know who automatically take responsibility? I’m willing to bet it’s few, for sure. Maxwell writes, “People focus more on their rights than on their responsibilities. Reflecting on current attitudes, my friend Haddon Robinson observes, ‘If you want to get rich, invest in victimization. It is America’s fastest growing industry.'” – Pages 113, 114

I couldn’t have said it better, myself. I’d only add that the light shines brighter in the dark – and when people do not take responsibility, the ones who do can excel AT ALMOST EVERYTHING THEY DO. If you’ve ever seen someone baffled at another for taking responsibility, then you know what I mean; that’s the power of taking responsibility.

“How do people maintain a get-it-done attitude? They think of themselves as self-employed. If you want to achieve more and build your credibility with followers, adopt that mind-set. It can take you far…Excellence is a great motivator. People who desire excellence – and work hard to achieve it – are almost always responsible.” – Pages 114, 115

 

Security

 

 

Those of us in the trades intuitively know this already, but there have been “leaders” (and I use that term very loosely) who have poor security; they are job-scared, feel inadequate, and tear others down around them to elevate themselves.

Maxwell knows there are leaders like this, also. He writes, “Insecure leaders are dangerous – to themselves, their followers, and the organizations they lead – because a leadership position amplifies personal flaws. Whatever negative baggage you have in life only gets more difficult to bear when you’re trying to lead others…An old saying states, ‘You cannot give what you do not have.’ Just as people without skill cannot impart skill to others, people without security cannot make others feel secure.” – Page 121

If you need security – increase it or even treasure yourself (who couldn’t use a little reassurance every now and then) be sure to read, mull over, and meditate on this chapter. You and those you seek to lead will be glad you did.

 

Self-Discipline

Self-discipline takes time to build up – but it is worth every step

 

 

“A man without decision of character can never be said to belong to himself…He belongs to whatever can make him captive of him.”

– John Foster

 

When you read the above quote, what comes to mind? In a world FULL of people who are enslaved to one thing or another, I suspect examples come to mind. I bet EVERYONE knows someone who is not their own; they are held captive by something outside themself.

This alone makes this chapter worth the read. For my money, self-discipline is in the top 5 where qualities are concerned.

“Anyone who does what he must only when he is in the mood or when it’s convenient isn’t going to be successful…If you can determine what’s really a priority and release yourself from everything else, it’s a lot easier to follow through on what’s important.” – Page 128

That’s why we advocate goal setting and evaluating here at The Wealthy Ironworker; you need to know where you want to go, what you want to do, and how well you are doing at pursuing it.

“Learning about any highly disciplined person, such as Jerry Rice, should make you realize that to be successful, self-discipline can’t be a one-time event. It has to become a lifestyle.” – Page 128

Don’t make excuses – or exceptions; read this chapter and make self-discipline a trait you embody.

 

Servanthood

Servant leaders approach leadership in a different way

 

I’ve known a lot of “leaders” who viewed their position as one to take from others. I’m sure you do, too. Servanthood, then, is the quintessential quality that elevates people in leadership. Maxwell defines servanthood:

“Servanthood is not about position or skill. It’s about attitude.” – Page 136

Do you seek to elevate others? Are you adding value to those you lead? Can you see how leadership – in this model – strives to pour into others and not take from them?

For my part, I think a lot of people approach leadership in a positional view; and what comes with that is the mistaken belief that just because I have the position, I am now a leader. This flies in the face of so much that’s true of leadership – including who is serving who.

“Just about anyone will serve if compelled to do so. And some will serve in a crisis. But you can really see the heart of someone who initiates service to others. Great leaders see the need, seize the opportunity, and serve without expecting anything in return.” – Page 137

 

Teachability

How well do you learn? Are you teachable? If so, how much?

 

 

Value your listening and reading time at roughly ten times your talking time. This will assure you that you are on a course of continuous learning and self-improvement.”

– Gerald McGinnis

 

 

How many arrogant people do you know? Arrogance originates from pride, and I know A LOT of people like that.

You can’t teach them anything – they already know it all.

It’s also one of the reasons why they don’t ask questions, either; that would be akin to admitting they don’t know something.

Contrast that with a good leader, however, and you will see someone who is teachable. They want to learn, admit they do not know everything, and are open about it. That level of authenticity is awe-inspiring.

“Leaders face the danger of contentment with the status quo. After all, if a leader already possesses influence and has achieved a level of respect, why should he keep growing?” – Page 144

“But as writer and expert craftsman Elbert Hubbard said, ‘The greatest mistake one can make in life is to be continually fearing you will make one.'” – Page 145

Lastly, Maxwell encourages us to always continue learning – always stretching, always growing, always seeking something different:

“Read six to twelve books a year on leadership or your field of specialization.” – Page 147

The Book Review Series here at The Wealthy Ironworker aims to do just that.

 

Vision

How much vision do you have?

 

 

“The future belongs to those who see possibilities before they become obvious.”

– John Sculley

 

 

I LOVE that quote.

The reason? Because I think it describes me.

I see possibilities, opportunities, what things could be – ALL THE TIME.

This was one of my favorite chapters, and there is a lot to internalize for the reader.

“Vision is everything for a leader. It is utterly indispensable. Why? Because vision leads the leader. It paints the target. It sparks and fuels the fire within, and draws him forward. It is also the fire lighter for others who follow that leader…You can’t buy, beg, or borrow vision. It has to come from the inside.” – Page 150

“Vision isn’t some mystical quality that comes out of a vacuum, as some people seem to believe. It grows from a leader’s past and the history of the people around him…True vision is far-reaching. It goes beyond what one individual can accomplish…One of the most valuable benefits of vision is that it acts like a magnet – attracting, challenging, and uniting people.” – Page 151

“As I have already said, vision starts within. Do you know your life’s mission? What stirs your heart? What do you dream about? If what you’re pursuing in life doesn’t come from a desire within – from the very depths of who you are and what you believe – you will not be able to accomplish it…Discontent with the status quo is a great catalyst for vision.” – Page 152

Vision – for what it’s worth – is an extremely valuable trait. What’s more, I have been around numerous people during my time in the workforce, and the majority of them lacked vision. Maybe it’s just my experience, or it’s my own bias; it could be I am overtly critical or even an outside-the-box person – but it’s what I’ve seen.

Maxwell understands you must have vision – and to get biblical for a second, “Where there is no vision, the people perish.” – Proverbs 29:18 KJV

Do not pass this chapter or read it quickly; meditate and internalize it.

 

Wrapping This All Up

 

 

This small book packs a big punch and is well worth purchasing. It has rightly earned its place in any library. Moreover – and this may be a bit controversial – I think this book is more important than The 21 Irrefutable Laws of Leadership. The laws are more effective when leaders possess these traits. And, personal growth is ALWAYS more important, too.

Nonetheless, the two books are a dynamic duo for anyone seeking to increase their leadership understanding skills.

Finally, I leave you with these parting words – that actually came from the introduction of the book: “Everything rises and falls on leadership. And leadership truly develops from the inside out. If you can become the leader you ought to be on the inside, you will be able to become the leader you want to be on the outside. People will want to follow you. And when that happens, you’ll be able to tackle anything in this world.” – Page XI