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Success 101: What Every Leader Needs to Know

Success 101: What Every Leader Needs to Know

Écrit par John C. Maxwell

Raconté par Sean Runnette


Success 101: What Every Leader Needs to Know

Écrit par John C. Maxwell

Raconté par Sean Runnette

évaluations:
4.5/5 (21 évaluations)
Longueur:
2 heures
Sortie:
Apr 14, 2015
ISBN:
9780718076436
Format:
Livre audio

Description

Most of us are eager to achieve success in life. But are we really sure what actions yield true, lasting success? Do you KNOW that you're taking steps in the right direction?

Success is different for every person. But the principles for the journey don't change. In Success 101, John Maxwell distills success down to its essential components. In this short and easy-to-read volume, he shows you exactly what success looks like. He also offers specific steps you can take and ways you can overcome obstacles that might otherwise keep you from achieving success.

Success breeds success—in you, in those closest to you, and in everyone you lead.
Sortie:
Apr 14, 2015
ISBN:
9780718076436
Format:
Livre audio


À propos de l'auteur

John C. Maxwell is a #1 New York Times bestselling author, coach, and speaker who has sold more than 33 million books in fifty languages. He has been identified as the #1 leader in business and the most influential leadership expert in the world. His organizations - the John Maxwell Company, The John Maxwell Team, EQUIP, and the John Maxwell Leadership Foundation - have translated his teachings into seventy languages and used them to  train millions of leaders from every country of the world. A recipient of the Horatio Alger Award, as well as the Mother Teresa Prize for Global Peace and Leadership from the Luminary Leadership Network, Dr. Maxwell influences Fortune 500 CEOs, the presidents of nations, and entrepreneurs worldwide. For more information about him visit JohnMaxwell.com.

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4.5
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Avis des lecteurs

  • (3/5)
    Leadership 101: What Every Leader Needs to Know is Maxwell's condensation of his major talking points in leadership. It's a short book filled with soundbites and a few anecdotes. But I gleaned a few things.

    Leadership is influence, and we all influence people throughout our day. Hence, we can all be leaders. Having more people in reach of your influence is a function of your development as a leader.

    Bill Hybels' book on leadership (he often partners with Maxwell) was influential in my life. Hybels requires everyone in leadership positions at Willow Creek to be actively reading about leadership. I have taken that to heart so that I include books on leadership (including biographies and memoirs) in my regular rotation. Maxwell espouses that continuous reading and learning as critical for leaders. In 1969, he sent letters to key leaders in whatever industry he was working in soliciting 30 minutes of their time for $100. He interviewed them and tried to learn what they knew.

    Maxwell endorses the Pareto principle: 20% of resources generate 80% of the results, so invest most of your time in the 20% of activities that generate the most revenue, the top 20% of your workforce, etc.

    Your influence will be measured by what happens after you leave, so not planning a succession means you are not succeeding. Maxwell learned that one the hard way, the first church he helped build fell apart after he left-- he hadn't prepared them to continue in his absence. I think this point falls under Covey's point to "begin with the end in mind."


    Volunteer organizations like churches are the most leader-centric organizations; the director/pastor cannot offer monetary incentives for productivity, so people have to be responding to the leadership-- there is some intrinsic reward here. Hence, the leader should work hard to develop people in his influence so that those people find it worthwhile to follow.

    I have to think: How does this apply to government (or a union situation), where workers may not face fear of firing and there are no monetary incentives or opportunities for advancement that can be offered? I think that's similar to the voluntary organization, the leader can motivate employees by investing in their own development as a reward. Perhaps that investment means they leave the organization for a better position, but that's just part of the cost of having employees' motives aligned with the goal of the organization.

    This book is short, hence I recommend it with 3.5 stars.
  • (5/5)
    This simple, but direct book, gives the foundation of what a leader should be, how he/she should act, and how to continue to develop one's self to become the best leader a person can be. I highly recommend that this book be read and re-read many times.
  • (5/5)
    Great. I learned from every sentence how to be a leader
  • (5/5)
    it was very great book the best exploration How to understand success in your own life