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After more than thirty years of serving in leadership positions and speaking on leadership, author John C. Ma
After more than thirty years of serving in leadership positions and speaking on leadership, author John C. Maxwell is often asked, ''If you were to take everything you've learned about leadership over the years and boil it down into a short list, what would it be?'' This book is his answer. Simply and briefly, Maxwell outlines the essentials of leadership that transcend time, place, culture, and situation. These basic laws of success can be applied to business and private life, helping anyone reach their full potential.
Maxwell, John C. :
John C. Maxwell, known as America's expert on leadership, is the founder of INJOY, an organization dedicated to helping people maximize their personal and leadership potential. He is the author of twenty-three books, including, The 21 Irrefutable Laws of Leadership, Becoming a Person of Influence, The Success Journey, Developing the Leader Within You, and Developing the Leaders Around You.
CHAPTER 1 The Law of The Lid
Leadership Ability Determines a Person's Level of Effectiveness
I often open my leadership conferences by explaining the Law of the Lid because it helps people understand the value of leadership. If you can get a handle on this law, you will see the incredible impact of leadership on every aspect of life. So here it is: Leadership ability is the lid that determines a person's level of effectiveness. The lower an individual's ability to lead, the lower the lid on his potential. The higher the leadership, the greater the effectiveness. To give you an example, if your leadership rates an 8, then your effectiveness can never be greater than a 7. If your leadership is only a 4, then your effectiveness will be no higher than a 3. Your leadership ability--for better or for worse--always determines your effectiveness and the potential impact of your organization.
Let me tell you a story that illustrates the Law of the Lid. In 1930, two young brothers named Dick and Maurice moved from New Hampshire to California in search of the American Dream. They had just gotten out of high school, and they saw few opportunities back home. So they headed straight for Hollywood where they eventually found jobs on a movie studio set.
After a while, their entrepreneurial spirit and interest in the entertainment industry prompted them to open a theater in Glendale, a town about five miles northeast of Hollywood. But despite all their efforts, the brothers just couldn't make the business profitable. In the four years they ran the theater, they weren't able to consistently generate enough money to pay the one hundred dollars a month rent that their landlord required.
A New Opportunity
The brothers' desire for success was strong, so they kept looking for better business opportunities. In 1937, they finally struck on something that worked. They opened a small drive-in restaurant in Pasadena, located just east of Glendale. People in southern California had become very dependent on their cars, and the culture was changing to accommodate that, including its businesses.
Drive-in restaurants were a phenomenon that sprang up in the early thirties, and they were becoming very popular. Rather than being invited into a dining room to eat, customers would drive into a parking lot around a small restaurant, place their orders with carhops, and receive their food on trays right in their cars. The food was served on china plates complete with glassware and metal utensils. It was a timely idea in a society that was becoming faster paced and increasingly mobile.
Dick and Maurice's tiny drive-in restaurant was a great success, and in 1940, they decided to move the operation to San Bernardino, a working-class boomtown fifty miles east of Los Angeles. They built a larger facility and expanded their menu from hot dogs, fries, and shakes to include barbecued beef and pork sandwiches, hamburgers, and other items. Their business exploded. Annual sales reached $200,000, and the brothers found themselves splitting $50,000 in profits every year--a sum that put them in the town's financial elite.
In 1948, their intuition told them that times were changing, and they made modifications to their restaurant business. They eliminated the carhops and started serving only walk-up customers. And they also streamlined everything. They reduced their menu and focused on selling hamburgers. They eliminated plates, glassware, and metal utensils, switching to paper products instead. They reduced their costs and the prices they charged customers. They also created what they called the Speedy Service System. Their kitchen became like an assembly line, where each person focused on service with speed. Their goal was to fill each customer's order in thirty seconds or less. And they succeeded. By the mid-1950s, annual revenue hit $350,000, and by then, Dick and Maurice split net profits of about $100,000 each year.
Who were these brothers? Back in those days, you could have found out by driving to their small restaurant on the corner of Fourteenth and E Streets in San Bernardino. On the front of the small octagonal building hung a neon sign that said simply McDonald's Hamburgers. Dick and Maurice McDonald had hit the great American jackpot, and the rest, as they say, is history, right? Wrong. The McDonalds never went any farther because their weak leadership put a lid on their ability to succeed.
The Story Behind the Story
It's true that the McDonald brothers were financially secure. Theirs was one of the most profitable restaurant enterprises in the country, and they felt that they had a hard time spending all the money they made. Their genius was in customer service and kitchen organization. That talent led to the creation of a new system of food and beverage service. In fact, their talent was so widely known in food service circles that people started writing them and visiting from all over the country to learn more about their methods. At one point, they received as many as three hundred calls and letters every month.
That led them to the idea of marketing the McDonald's concept. The idea of franchising restaurants wasn't new. It had been around for several decades. To the McDonald brothers, it looked like a way to make money without having to open another restaurant themselves. In 1952, they got started, but their effort was a dismal failure. The reason was simple. They lacked the leadership necessary to make it effective. Dick and Maurice were good restaurant owners. They understood how to run a business, make their systems efficient, cut costs, and increase profits. They were efficient managers. But they were not leaders. Their thinking patterns clamped a lid down on what they could do and become. At the height of their success, Dick and Maurice found themselves smack-dab against the Law of the Lid.
The Brothers Partner with a Leader
In 1954, the brothers hooked up with a man named Ray Kroc who was a leader. Kroc had been running a small company he founded, which sold machines for making milk shakes. He knew about McDonald's. Their restaurant was one of his best customers. And as soon as he visited the store, he had a vision for its potential. In his mind he could see the restaurant going nationwide in hundreds of markets. He soon struck a deal with Dick and Maurice, and in 1955, he formed McDonald's System, Inc. (later called the McDonald's Corporation).
Kroc immediately bought the rights to a franchise so that he could use it as a model and prototype to sell other franchises. Then he began to assemble a team and build an organization to make McDonald's a nationwide entity. He recruited and hired the sharpest people he could find, and as his team grew in size and ability, his people developed additional recruits with leadership skill.
In the early years, Kroc sacrificed a lot. Though he was in his midfifties, he worked long hours just as he had when he first got started in business thirty years earlier. He eliminated many frills at home, including his country club membership, which he later said added ten strokes to his golf game. During his first eight years with McDonald's, he took no salary. Not only that, but he personally borrowed money from the bank and against his life insurance to help cover the salaries of a few key leaders he wanted on the team. His sacrifice and his leadership paid off. In 1961 for the sum of $2.7 million, Kroc bought the exclusive rights to McDonald's from the brothers, and he proceeded to turn it into an American institution and global entity. The ''lid'' in the life and leadership of Ray Kroc was obviously much higher than that of his predecessors.
In the years that Dick and Maurice McDonald had attempted to franchise their food service system, they managed to sell the concept to just fifteen buyers, only ten of whom actually opened restaurants. And even in that small enterprise, their limited leadership and vision were hindrances. For example, when their first franchisee, Neil Fox of Phoenix, told the brothers that he wanted to call his restaurant McDonald's, Dick's response was, ''What . . . for? McDonald's means nothing in Phoenix.''
On the other hand, the leadership lid in Ray Kroc's life was sky high. Between 1955 and 1959, Kroc succeeded in opening 100 restaurants. Four years after that, there were 500 McDonald's. Today the company has opened more than 21,000 restaurants in no fewer than 100 countries.1 Leadership ability--or more specifically the lack of leadership ability--was the lid on the McDonald brothers' effectiveness.
Success Without Leadership
I believe that success is within the reach of just about everyone. But I also believe that personal success without leadership ability brings only limited effectiveness. A person's impact is only a fraction of what it could be with good leadership. 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. Whatever you will accomplish is restricted by your ability to lead others.
Let me give you a picture of what I mean. Let's say that when it comes to success, you're an 8 (on a scale from 1 to 10). That's pretty good. I think it would be safe to say that the McDonald brothers were in that range. But let's also say that your leadership ability is only a 1. Your level of effectiveness would look like this:
To increase your level of effectiveness, you have a couple of choices. You could work very hard to increase your dedication to success and excellence--to work toward becoming a 10. It's possible that you could make it to that level, though the Law of Diminishing Returns says that the effort it would take to increase those last two points might take more energy than it did to achieve the first eight. If you really killed yourself, you might increase your success by that 25 percent.
But you have another option. Let's say that instead you work hard to increase your level of leadership. Over the course of time, you develop yourself as a leader, and eventually, your leadership ability becomes, say, a 6. Visually, the results would look like this:
By raising your leadership ability--without increasing your success dedication at all--you can increase your original effectiveness by 500 percent! If you were to raise your leadership to 8, where it matched your success dedication, you would increase your effectiveness by 700 percent! Leadership has a multiplying effect. I've seen its impact over and over again in all kinds of businesses and nonprofit organizations. And that's why I've taught leadership for more than twenty years.
To Change the Direction of the Organization, Change the Leader
Leadership ability is always the lid on personal and organizational effectiveness. If the leadership is strong, the lid is high. But if it's not, then the organization is limited. That's why in times of trouble, organizations naturally look for new leadership. When the country is experiencing hard times, it elects a new president. When a company is losing money, it hires a new CEO. When a church is floundering, it searches for a new senior pastor. When a sports team keeps losing, it looks for a new head coach.
The relationship between leadership and effectiveness is evident in sports. For example, if you look at professional sports organizations, the talent on the team is rarely the issue. Just about every team has highly talented players. The leadership provided by the coach--and several key players--makes the difference. To change the effectiveness of the team, lift up the leadership of the coach. That's the Law of the Lid.
A sports team with a long history of leadership and effectiveness is Notre Dame. The school's football teams have won more national championships than any other team in the country. Over the years, the Fighting Irish have won more than three-fourths of all their games (an incredible .759 winning percentage). In fact, two of their former head coaches, Knute Rockne and Frank Leahy, have the highest winning percentages in NCAA history.
Back in the early 1980s, Notre Dame hired Gerry Faust as its head football coach. He was following two great coaches: Ara Parseghian and Dan Devine, both of whom had won national championships during their tenure and both of whom were eventually inducted into the National Football Foundation Hall of Fame. Prior to coming to Notre Dame, Faust had compiled an incredible record of 174-17-2 during his eighteen years as the head coach at Moeller High School. His teams experienced seven undefeated seasons and won six Ohio state titles. Four teams he coached were considered the best in the nation.
But when he arrived at Notre Dame, it didn't take long for people to discover that he was in over his head. As a coach and strategist, he was effective, but he didn't have the leadership ability necessary to make it at the college level. During his five seasons at the university, he compiled a 30-26-1 record and winning percentage of .535, third worst in Notre Dame's one-hundred-plus-year history of college football. Faust coached only one other college team after that, the University of Akron, where he finished with an overall losing record of 43-53-3. He was another casualty of the Law of the Lid.
Wherever you look, you can find smart, talented, successful people who are able to go only so far because of the limitations of their leadership. For example, when Apple got started in the late 1970s, Steve Wozniak was the brains behind the Apple computer. His leadership lid was low, but that was not the case for his partner, Steve Jobs. His lid was so high that he built a world-class organization and gave it a nine-digit value. That's the impact of the Law of the Lid.
A few years ago, I met Don Stephenson, the chairman of Global Hospitality Resources, Inc., of San Diego, California, an international hospitality advisory and consulting firm. Over lunch, I asked him about his organization. Today he primarily does consulting, but back then his company took over the management of hotels and resorts that weren't doing well financially. They oversaw many excellent facilities such as La Costa in southern California.
Don said that whenever they came into an organization to take it over, they always started by doing two things: First, they trained all the staff to improve their level of service to the customers; and second, they fired the leader. When he told me that, I was at first surprised.
''You always fire him?'' I asked. ''Every time?''
''That's right. Every time,'' he said.
''Don't you talk to the person first--to check him out to see if he's a good leader?'' I said.
''No,'' he answered. ''If he'd been a good leader, the organization wouldn't be in the mess it's in.''
And I thought to myself, Of course. It's the Law of the Lid. To reach the highest level of effectiveness, you have to raise the lid--one way or another.
The good news is that getting rid of the leader isn't the only way. Just as I teach in conferences that there is a lid, I also teach that you can raise it--but that's the subject of another law of leadership.
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