The document provides an overview of 21 laws of leadership organized across multiple pages. Some of the key laws discussed include: 1) The Law of the Lid - leadership ability determines a person's effectiveness. 2) The Law of Influence - leadership is about influence, not just management or position. 3) The Law of Process - leadership requires systematic work and learning over time. 4) The Law of Navigation - effective leaders chart the course and direction for their team. 5) The Law of Addition - leaders add value to others through training and mentoring. The document emphasizes that strong leadership relies on qualities like trustworthiness, communication skills, empowering others, and leading

1. Brief Overview
Page 1

2. 1.The Law of the Lid ( Capability Limitation )
 Leadership ability determines a person„s Level of Efffectiveness
 Personal and organisational effectiveness is proportional to the strength of the leadership
 Leadership Ability Check
• People„s Skill
• Planning and strategic thinking
• Vision
• Results
“The higher you want to climb, the more you need leadership.The greater the
impact you want to make, the greater your influence needs to be.“
“Personal and organisational effectiveness is proportional to the strength of
leadership“
Page 2

3. 2. The Law of Influence( Dynamic Personality )
Myths about Leadership
 Management is not Leadership
• Management focusses on maintianing systems and processed, Leadership is about
influence
• Managers maintain directions ,To change/move people in a new direction , you need
influence ( Leadership )
• „ Management is different from Leadership „
 Entrepreneurship is different from Leadership
“Enterpreneurship is about seeing opportunities , going after them and using them to make profits.“
 Knowledge ( Power and intelligence ) does not necessisarily make you a Leader
 Being first / being a trendsetter is not the same as being a leader“
 “It is not the position that makes the leader , it„s the leader that makes the position“
Factors you rely upon to influence
 Character - who you are
 Relationship- who you know
 Knowledge – what you know
 Intuition – what you feel
 Experience - where you„ve been
 Past Sucess – what you„ve done
 Ability – what you can do
Page 3

4. 3. The Law of Process ( Systematic hard work/Learning)
Difference between an Event and a Process
An Event A Process
 Encourages Decision  Encourages Development
 Motivates People  Matures People
 Is a calendar issue  Is a culture issue
 Challenges People  Changes People
 Is easy  Is difficult
The Phases of Leadership Growth
1. I don‟t know what I don‟t know
2. I know that I need to know
3. I know what I don‟t know
4. I know and grow and it starts to show
5. I simply go because of what I know
“The secret of success in life is for a man to be ready for his time when it comes”
“ To lead tomorrow , learn today “
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5. 4 . The law of navigation ( Direction )
“ Anyone can sheer the ship but it takes a leader to chart the course “
 Navigators see the trip ahead
 Navigators draws on the past experience
 Navigators examine the conditions before
 Navigators make sure their conclusions represent both faith and fact
 Predetermine a course of action
 Lay out your goals
 Adjust your priorities
 Notify key personal
 Allow time for acceptance
 Head into action
 Expect problems
 Always point to the successes
 Daily review your plan
“A Leader is one who sees more than others see, who sees farther than others see and who sees
before others do”
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6. 4. The law of Navigation
 Barriers to successful planning
 Fear of change
 Ignorance
 Uncertainty about the future
 Lack of imagination
“It is not the size of the project that determines its acceptance , support and success . It‟s the
size of the Leader “
“No matter how much you learn from the past , it will never tell you all you need to know for the
present”
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7. 5. The Law of Addition ( Training /Mentoring )
How to add Value
 Value others
 Make yourself more valuable to others
 Know and relate to what others value
 Do things that God values.
“It is improper for one person to take credit when it takes so many people to build a
successful organisation “- JIM SINEGAL ( COSTCO )
“The bottom line in leadership isn‟t how far we advance ourselves but how far we advance
others”
Page 7

8. 6. The Law of Solid Ground ( Trustworthy )
Trust is the foundation of Leadership
To build trust , a leader must exhibit
 Competence
 Connection
 Character
Character communicates
 Consistency
 Potential
 Respect
“Character makes trust possible, and trust makes leadership possible. That is the law of solid ground.”
How to earn respect
“ By making sound decisions, by admitting their mistakes and by putting what‟s best for their followers and
the organisation ahead of their personal agendas.”
Page 8

9. 7. The Law of Respect ( Human Values )
Gaining respect
 Natural leadership ability
 Respect for others
 Courage
 Success
 Loyalty
 Value added to others
“One measure of leadership is the caliber of people who choose to follow you”
“ The leader must know, must know he knows and must be able to make it clear to those about him that he
knows”
Page 9

10. 8. The Law of Intuition ( Intelligence )
How Leaders think
 Leaders are readers of their Situation
 Leaders are readers of Trends
 Leaders are readers of their Resources
 Leaders are readers of People
 Leaders are readers of Themselves
Three levels of leadership Intuition
 Those who naturally understand leadership
 Those who can be nurtured to understand leadership
 Those who will never understand leadership
“Who you are dictates what you see“
“Natural ability and learned skills create an informed intuition that makes leadership issues
jump out at leaders“
“Improvement is impossible without change“
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11. 9. The Law of magnetism ( Attractive Personality )
People you attact is determined by the following characteristics
 Generation
 Attitude
 Background
 Values
 Energy
 Giftedness
 Leadership “
“Who you attract is not determined by what you want. It is determined by who you are.“
“If you think your people are negative, then you„d better check your attitude.“
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12. 10. The Law of Connection ( Communication skills )
How to connect with people ?
 Connect with yourself- Must know who you are ( Confidence )
 Communicate with Openness and Sincerity
 Know your audience
 Live your message
 Go to where they are – Break all the barriers
 Focus on them , not yourself
 Believe in them
 Offer direction and hope
“Its leaders job to initiate connection with the people“
“People don;t care how much you know until they know how much you “
“You can„t move people to action unless you first move them with emotion. The heart comes
before the head“
“To connect with the people in a group, relate to them as individuals“
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13. 11. The Law of Inner Circle( Core team )
Who should be drawn into your inner circle?
 Do they have high influence with others?
 Do they bring a complementary gift to the table?
 Do they hold a strategic position in the organisation?
 Do they add value to you and to the organisation?
 Do they positively impact other inner circle members?
Plus do they display
 Excellence
 Maturity
 Good Character
“A leader„s potential is determined by those closest to him“
“You can do what I cannot do. I can do what you cannot do.Together we can do great things “
“ Identify , Cultivate , Recruit “
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14. 12. The Law of Empowerment( Development/Mentoring )
Barriers to empowerment
 Desire of job security
 Resistence to change
 Lack of self worth
“Only secure leaders give power to others“
“Leading well is not about enriching yourself – its about empowering others“
“ To push down , you have to go down with them “
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15. 13. The Law of the Picture( Lead by example )
Who should be drawn into your inner circle?
 Mission provides purpose – answers the WHY question.
 Vision provides a picture – answers the WHAT question.
 Strategy provides the plan - answers the HOW question.
Modeling insights for Leaders
 Followers are always watching what you do.( Lead by action )
 Its easier to teach what„s right than do what„s right.
 We should work on changing ourselves before trying to improve others
 The most valuable gift a leader can give is being a good example.
“Great Leaders always seem to embody two seemingly disparate qualities . They are both
highly visionary and highly pratical.“
“Leaders tell but never teach until they practice what they preach “
“
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16. 14. The Law of buy-in
It„s not an either/or proposition
 When followers don„t like the leader or the vision they look for another leader.
 When followers don„t like the leader but they do like the vision , they look for another leader
 When followers like the leader but they don„t like the vision , they change the vision.
 When followers like the leader and the vision , they get behind both.
15. The Law victory
Leader find a way for the team to win. Components of victory
 Unity of vision.
 Diversity fo skills
 Leaders dedication to victory and raising the players to their potential.
“The leaders finds the dream and then the people. The people find the leader and then the
dream.“
“People don„t at first follow the worthy causes. They follow worthy leaders who promote
causes they can believe in.“
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17. 16. The Law of the big momentum ( Law of inertia )
The truth about momentum
 Momentum is the great exaggerator
 Momentum makes leaders look better than they are
 Momemtum helps followers perform better than they are
 Momentum is easier to steer tha to start ( Newton„s first law of motion )
 Momentum is the most powerful change agent
 Momentum is leader„s responsibility
 Momentum begins inside the leader.
“Leader always find a way to make things happen.
17. The Law of priorities
Leaders understand that activity is not necessarily accomplishment. ( 3 R„s )
 What is Required?
 What gives the greatest Returns?
 What brings the greatest Rewards ?
“Leaders get out of their comfort zones but stay in their strength zone.“
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18. 18. The Law of Sacrifice
Sacrefice is the heart of leadership
 There is no success without sacrifice
 Leaders are often asked to give up more than others
 You must keep giving up to stay up
 The higher the level of leadership , the greater the sacrifice.
19. The Law of Timing
Good leadership timing requires many things
 Understanding- firm grasp on the situation
 Maturity- if the motives aren„t right , timing will be off
 Confidence- People follow leaders who know what must me done
 Decisiveness- Clarity of thought ( no confusion at all )
 Experience – If leader don„t posses experience, then they need to gain wisdom from others who
do possess it
 Intuition- understand the morale and momentum
 Preparation- must create the right conditions if they are not right
“When the right leader and the right timing come together , incredible things happen.“
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19. 20. The Law of explosive growth
How to achieve explosive growth
 If you develop yourself, you can experience personal growth
 If you develop a team , your organisation can experience growth
 If you develop leaders , your organisation can achieve explosive growth
“To add growth , lead followers, to multiply , lead leaders.“
21. The Law of Legacy.
Leaders understand that activity is not necessarily accomplishment. ( 3 R„s )
 Know the legacy you want to leave
 Live the legacy you want to leave
 Choose who will carry on your legacy
 Make sure you pass the baton
 Achivement comes when you do big things yourself
 Success comets when you empower followers to do big things themselves
 Significance comes when you develop leaders to do great things with you
 Legacy comes when you put leaders in position so do great things without you.
“A life isn„t significant except for its impact on other lives.“
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20. Think it over
Leadership is a matter of
Trustworthiness
 Intelligence
 Trustworthiness Intelligence Humaneness
 Humaneness Leadership
 Courage
 Sternness Sternness Courage
Factors affecting the outcome of any war
 Moral Influence
 Leadership
 Accustomed to conditions
 Discipline
 Skill
 Training
 Fair Performance Appraisal – Reward and Punishment
5 P‟s – “ Prior preparation prevents poor performance”
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21. Think it over
Negative traits of a Manager
 Micromanaging employees
 Not trusting people
 Being Harsh
 Impatient
 Forceful
 Lack of acknowledgement/appreciation
 Unpunctual
Do not
 Speak Loudly
 Interrupt
 Be Harsh
 Be forceful
Answer what is being asked, Find why it is being asked
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