T xpects it to change.
TL nough ahead to
mow much you care.constant fear that we will makeust do it.m on. And then, guess what. After you start doing the thing, that’s
doing it.in the present.diately to change your
behavior. Begin to act the part of the person you would like to become.
ehavior. Too many people want to feel, then take
action. This never works.- he pessimist complains about the wind. The optimist e
he leader adjusts the sails. - eaders must be close enough to relate to others but far e
otivate them. - Nobody cares how much you know until they know h
- The greatest mistake we make is living in
one. - The whole idea of motivation is a trap. Forget motivation. J
Exercise, lose weight, test your blood sugar, or whatever. Do it without
otivati
when the motivation comes and makes it easy for you to keep on - Where there is no hope in the future, there is no power
- As you begin changing your thinking, start imme
Take action on your bThe Best Way to Get Started with John C. Maxwell
John C. Maxwell is world renowned for his knowledge of leadership, and his book,
start with a simple question: Why
r lead? According to John. Maxwell, it is the “character qualities” they possess. In The 21 Indispensable
s of a Leader, he identifies these top traits and then defines them in ways
at readers can absorb and utilize.
Each character trait is covered in a separate chapter and contains relevant quotes
and n ons for further reflection, and
exe i
quality. So what are the 21 indispensable qualities? They are listed below:
. Be a Piece of the Rock
. : The First Impression Can Seal the Deal.
The 21 Indispensable Qualities of a Leader (published by Thomas Nelson, 1999),
is clearly the place to get started. But first, let’s
do some people consistently inspire others to follow thei
C
Qualitie
th
a ecdotes, details on its meaning, suggesti
rc ses for improvement. In essence, John provides a mini-course in each