EDAL 664 School Leadership By Franklyn Baldeo, Ph.D November 13, - - PowerPoint PPT Presentation

University of the Southern Caribbean

School of Education & Humanities

Graduate Education Department

“The Controlling Influence of Leadership” (Module # 17) Professional Presentation for Course: EDAL 664 School Leadership

By

Franklyn Baldeo, Ph.D November 13, 2017

1

Learning Objectives / Outcomes

• 1. Be familiar, with all the twenty-one laws of leadership;
• 2. Be prepared to share with the group, which of the Laws

would have had the greatest impact on your philosophy

• f leadership;

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Introduction This presentation mainly comes from the Book: “21 Irrefutable Laws of Leadership” By John C. Maxwell. Maxwell has been, over the last 25 years, an expert and knowledgeable professional in the field of Leadership. This has been interspaced with the writings of other professionals, as well as the course facilitator.

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Qualifying Test to These Becoming Laws

• 1. Not based on culture, gender or age;
• 2. Relate and apply to all communities;
• 3. Recognized by other leaders as Leadership Laws;
• 4. Stand the test of time;

Observations:

• 1. These Laws can be learned;
• 2. These Laws stand alone;
• 3. These Laws carry consequences;

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LAW # 1 - The Law of the ‘Lid’. The organization cannot rise any higher that the level

• f your leadership.

1.

Everything rises or falls on leadership;

2.

If you are the leader, learn to lead;

3.

You are take responsibility as a leader for your

• rganization, people, success of your organization, not

blame someone else, “Going from failure to success is easier than going from excuses to success.” - F.N. Baldeo

• What is the lid number of your leadership?
• Would those around me agree with my assessment?
• What is your plan to increase your lid number?
• What are the lid numbers of those that work with me?
• What’s my plan to increase their lid numbers?

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LAW # 2 - The Law of Influence.

The true measure of leadership is influence – nothing more, nothing less. The five Levels of Influence

 Position level – (rights) People follow you because they have to;  Permission level – (relationships) people follow you because

they want to;

 Production level (results) people follow because of what you

have done for the organization;

 People development level – (reproduction/ loyalty) “people

become loyal to you because of what you have done for them” when you start developing people, they are yours for life; You build an organization one person at a time.

 Personhood level – (respect) you have done it so well, people

look up to you;



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LAW # 3 - The Law of Process Leadership develops daily, not in a day.

• If you can understand process, you will be an effective

leader;

• Leaders are born with certain propensities, they can have

a leaning to be leaders;

• Leaders sometimes over-estimate the event and under-

estimate the process

a.

Events lead to decisions, motivates people, is a calendar issue, challenges people, easy,

b.

Process encourages development; matures people, is a culture issue, changes people, difficult,

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LAW # 3 - The Law of Process (cont’d) Leadership develops daily, not in a day; Leadership has many facets: the ability to learn a great amount of things that make you a great leader;

• Influence
• Navigation
• Empowerment
• Relationships
• Timing
• Momentum
• Sacrifice
• Attitude

The secrete of the successes of leaders is that these facets have been an integral part of their daily agenda. Success is not a destination, it is a journey;

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LAW # 4 The Law of Navigation Anyone can steer the ship, but it takes a Leader to Chart the Course. You have to know where you are. “A good leader remains focused. Controlling your destination is better than being controlled by it.” - Jack Walters

• A leader is someone who sees more than what others

see;

• A leader is someone who sees farther than others see;
• A leader is someone who sees before others see;
• “Realistic leaders are objective enough to minimize

illusions, they understand that self deception can cost them their vision.” – Bill Easum

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LAW # 4 - The Law of Navigation (cont’d) PLAN AHEAD: P - Pre-determine your course of action L – Lay out your goals A – Adjust your priorities N – Notify key personnel A – Allow time for acceptance H – Head into action E - Expect problems A - Always point to your successes D – Daily review your progress.

• The secrete of Navigation is preparation

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LAW # 5 - The Law of E.F. Hutton When the Real Leader speaks, the People Listen;

• a. Positional leaders – have a title but not always a following;
• b. Real leaders – have a following but not always a title;
• c. Positional leaders influence positional people;
• d. Real leaders influence everyone;

Who are Real Leaders

• a. Real leaders become real leaders because of character

(who they are);

• b. Real leaders become real leaders because of

relationships (who they know);

• c. Real leaders become real leaders because of knowledge

(what they know);

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LAW # 5 - The Law of E.F. Hutton (cont’d)

• d. Real leaders become real leaders because of intuition

(what they feel);

• e. Real leaders become real leaders because of

experience (where they’ve been);

f.

Real leaders become real leaders because of past successes (what they’ve done);

• g. Real leaders become real leaders because of ability

(what they can do);

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LAW # 6 - The Law of Solid Ground Trust is the Foundation of Leadership

• “trust is the glue that holds an organization and its

leaders together.”

• To build trust you must demonstrate consistent

competence

• To build trust you must demonstrate consistent character;
• You lose your character much quicker that you can get it

back;

• You have to be a person with consistent integrity;
• You either have it or you don’t (ethics)
• You cannot make change in the organization unless you

are part of that change;

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• A leader cannot continually break trust with people, and

continue to influence them; The integrity Test

• With integrity, the longer you lead, the better it gets.
• Without integrity, the longer you lead, the worst it

becomes;

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LAW # 7 - The Law of Respect People naturally follow leaders stronger than themselves;

• You cannot grow an organization bigger than you are;
• It would not allow you to attract people better than you;
• As you improve yourself as a leader, as you grow, you

can grow your organization, and you will start to attract better leaders;

• “the more leadership ability a person has, the more

quickly that person recognizes good leadership, or its lack in others;

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LAW # 7 - The Law of Respect (cont’d)

• How do you, as a leader find potential leaders?
• You have to know what they look like;
• You can’t attract potential leaders if you are not a leader

yourself;

• As you grow as a leader, you are not only going to

increase the quantity (size) of leaders you attract, you will increase the quality of leaders;

• When people respect you as a person, they admire you;
• When people respect you as a friend, they love you;
• When people respect you as a leader, they follow you;
• Respect is not a given, its earned;

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LAW # 7 - The Law of Respect (cont’d) How to Gain Respect from Other People

• Have respect for other people
• (when you have power over people, and you violate that,

take advantage, manipulates or doesn’t respect them, it is a huge character flaw, you have violated your leadership.)

• Courage – people would respect you when you make a

courageous decision; decisions that benefits your

• rganization, your people, and not necessarily you;
• (A courageous decision is one that is right, not one that has

a probability of passing, or not that it benefits me)

• Success – people want to follow successful people;
• Consistency – the ability to keep on keeping on and day in,

day out, be the same; people want to follow someone who they can depend on.

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LAW # 7 - The Law of Respect (cont’d)

• Add value to others – to go along side people and take

them to where they would not go on their own;

• Pure leadership ability – the ability to lead people

effectively is absolutely important in gaining respect; How can you tell if you have the respect of your followers?

• The response of people when you as leader asks for

commitment;

• (they will only commit if they respect you)
• The response of people when you as the leader asks

them to change;

• (people would only make change if they respect you)

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LAW # 8 – The Law of Intuition. Leaders evaluate everything with a leadership bias.

• Intuitiveness and timing are very subjective, and only

people who have natural leadership inclines tend to pick them up;

• The law of intuition allows you to see and sense things

more quickly than anyone else; gives you a head-start; allows you to be first, not necessarily the fastest;

• You are intuitiveness is in the area of your giftedness;
• Leaders are readers, they read and respond;
• They read and sense people; who they are, where you’re

going, what you’re thinking;

• Leaders are readers of opportunities;

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LAW # 8 – The Law of Intuition (cont’d)

• Leaders are readers of the environment; (what’s around

them, what’s happening, feel things)

• Leaders read and sense timing; (ebb and flow, when to

seize the moment, when to let things go)

• Leaders are readers of motives; (not only see what a

person does, but why they do it)

• Leaders are readers of the future – (a sense of what’s

coming around the corner, what’s approaching in front)

• Leaders are readers of placement of people – (they know

where to put people, their giftedness,

• Leaders are readers of the process – know it takes time for

people to develop

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LAW # 9 - Law of Magnetism Who you are is who you attract.

• The culture of the organization would attract the same

kinds of people;

• Key areas of attraction of people to your organization:
• mission –(you attract certain people, and repels some people)
• priorities – (the priorities you have will be the same your people

will have)

• age – (people group together by age)
• values – (the kind of people you would attract are those with the

values you have; which would be people want to add value to

• thers)
• background –(same kind of background, education, place, etc)
• Attitude –(you will never find an organization with great attitude at

the top and poor attitude at the bottom)

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LAW # 10 – The Law of Connection Leaders touch a heart before they ask for a hand.

• You have to touch a person emotionally and relationally

before they ever will do physical things with and for you;

• Relationship is leadership;
• People won’t go along with you if they cannot get along

with you; (starts with appearance, dress,, face, etc.)

• You do not just have to meet people, there must be a

connection / coupling)

• How do you connect with people as a leader?
• Connect with yourself; (you must be what you expect from

people)

• Share with openness and sincerity;

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LAW # 10 – The Law of Connection (cont’d)

• Live your message; (do not ask people to do something

that you would not do yourself, be a tour guide, not a travel agent, behaviour and words must match);

• Know your people – you cannot lead people unless you

know them,

• Communicate with them on their level –
• Give yourself totally to the people and the message –
• Believe totally in the people and the message;
• Share how the message has touch you –
• Offer direction and hope

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LAW # 11 - Law of the Inner Circle

A Leader’s potential is determined by those closest to them.

• “The best executive is the one who has sense enough to pick

good men to do what he wants done, and self-restrain enough to keep from meddling while they do it.” - Teddy Roosevelt

• Your ability to choose and have the best inner circle team

around you and your ability to train and develop them is absolutely essential to your success as a leader.

• Some inner circle commitments you need to make:
• 1. Team leadership - they are there not to compete with

you but to complete you;

• 2. Evaluate –
• potential value – those who raise themselves up;
• positive value – those who raise up the morale of the organization.

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LAW # 11 - Law of the Inner Circle (cont’d)

• (lifters and leaners – people in your organization)
• Personal value – those who raise up the leader;
• Production value – those who raise up others;
• Proven value – those who raise up people who raise up

people;

• 3. Develop your leadership team – if you grow your inner

circle, you would grow your organization; (grow your people will lead to growth in your organization);

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LAW # 12 – Law of Empowerment Only secure leaders give power to others.

• Leaders tend to push down instead of building up.
• As leaders push down, they are going down also;
• Why do leaders tend not to empower others in their
• rganizations?
• 1. Insecurity
• 2. Job security- if you can work yourself out of a job, you

will get another one, if you can’t, you would loose your job;

• 3. Bad experience –
• 4. Ego – (want to get all the credit)
• 5. Co-dependency - (you can’t lead people if you need

people) [other people’s success brings me more success]

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LAW # 12 – Law of Empowerment (cont’d)

• a. You can only add value to people if you truly value

people; (if you do not value people, you will not be able to motivate them, you will just manipulate them)

• b. You can only add value to people when you know and

relate to what they value;

• c. You can only add value to people when you make

yourself more valuable;

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LAW # 13 – Law of Reproduction We teach what we know, but we reproduce what we are;

• It takes a leader to know a leader;
• It takes a leader to show (model) a leader;
• It takes a leader to grow a leader;
• Most leaders have followers and do not reproduced

leaders;

• Why does this happen?
• 1. They are insecure;
• 2. They spend too much time with followers;
• 3. Followers are easier to find and lead than leaders;
• 4. They do not recognizing the value of developing leaders;
• 5. Leadership has been viewed as a competitive effort, not

a cooperative one;

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LAW # 14 – The Law of Buy-In People buy into the Leader, then the vision; If people buy into you as the leader, they will buy into your vision;

• Every vision is filtered through the messenger;
• The leader finds the dream and then the people;
• The people find the leader and then the dream;

How do you take the vision from me to we?– the law of buy-in; There are some questions that must be asked by the leader:

• Do I love my people?
• Do I enjoy being around them?
• Do I have a good relationship with them?
• Do they love me? Do they enjoy being around me?
• Do we have a good time when we are together?

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LAW # 14 – The Law of Buy-In (cont’d)

• What is the process that helps people to buy into you as

a leader, and then buy into your vision?

• 1. the people see the problem;
• 2. the leader sees the problem and the potential;
• 3. the leader has a plan;
• 4. the leader believes in the people;
• 5. the leader believes in the future;
• 6. the leader shares this belief with the people;
• 7. the people believe in the leader’s beliefs;
• 8. the people buy into the leader.

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LAW # 15 – The Law of Victory Leaders find a way for the Team to Win.

• Victorious leaders fin the alternative to winning

unacceptable;

• What does the Law of Victory look like?
• Leadership is responsible;
• Loosing is unacceptable;
• Passion is unquenchable;
• Creativity is essential;
• Quitting is unthinkable;
• Commitment is unquestionable;
• Victory is inevitable;
• Your leader is not to get across the line first; it is to get

all on your team across the line;

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LAW # 16 - The Law of the Big MO Momentum is a leader best friend;

• Many times, the only difference between winning and

losing is momentum;

• The Law of Momentum sustains the victory longer;
• allows you to be successful for a longer period of time;
• Momentum is the great exaggerator;
• Momentum makes leaders look better than they are, and

makes followers perform better than they are;

• No momentum makes leaders look worst than they are,

and make followers perform worst than they are;

• With momentum it takes less energy to solve problems;
• Managers work on problems, leaders work on momentum;

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LAW # 16 - The Law of the Big MO (cont’d)

• If you keep dealing with problems, you would not have

momentum, and the problems will then increase;

• There are two kinds of people:
• Leaders are like thermostat, they control the temperature;
• Followers are like thermometers, they record the

temperature;

• How as a leader do you create momentum for your
• rganization?
• 1. Understand it value;
• 2. Figure out what the motivating factors are in your organization;
• 3. Remove the de-motivating factors in your organization;
• 4. Schedule time for direction and celebration;
• 5. Recognize and honour people who move the ball forward
• 6. Practice character leadership;

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LAW # 17 – The law of Priorities Leaders understand that activity is not necessarily accomplishment; The 20-80 principle. If you prioritize the top 20% you will get an 80% reward; If you put priority in the bottom 20%, you will get 80% frustration;

• Three questions ask
• 1. Requirement – what is required of me?
• 2. Return – what gives me the greatest return?
• 3. Reward – what gives me the greatest reward?
• People do not pay for average. You need to find out

what you are gifted with and focus on it.

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LAW # 17 – The law of Priorities (cont’d)

• It is not how hard you work, it is how smart you work;
• It is not how much time you put in the job, how you

prioritize the job to be effective in it;

• Organize or agonize; (get our act together and get
• rganize)
• Choose or loose;

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LAW # 18 – Law of Sacrifice. A Leader must give up to go up;

• Get up to go up;
• Grow up to go up;
• Give up to go up;
• Gather up to go up

“For everything you gain, you must loose something.” – Emmerson

• There is no success without sacrifice;
• The higher the level of leadership, the greater the

sacrifice;

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LAW # 18 – Law of Sacrifice (cont’d)

• You have to give up to stay up;

Some of the things you may have to give up

• Affirmation for accomplishment;
• Financial gain for future potential;
• Immediate pleasure for personal growth;
• Quantity of life for the quality of life;
• Security for significance;
• Acceptance for excellence;
• Addition for multiplication;
• The higher you go the price gets higher;

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LAW # 19 - The Law of Timing

When to lead is as important as what to do and where to go;

• How does this law of timing works?
• The wrong action at the wrong time – disaster;
• The wrong action at the right time = mistake;
• The right action at the wrong time = resistance;
• The right time at the right time = success;
• Timing requires the following:
• 1. understanding;
• 2. maturity;
• 3. confidence;
• 4. decisiveness;
• 5. experience;
• 6. intuitiveness;
• 7. preparation.

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LAW # 19 - The Law of Timing (cont’d)

• When is the appropriate timing to make the right decision?:
• After you have define reality, you lay it on the line;
• Have you identified the issues?
• Have you met with the influencers?
• Have you received buying from them?
• Have you communicated the vision?
• Have you modelled the behaviour?
• Have you overcome all the issues?
• After those timings then you lay it on the line.
• The timing of the decision is as important as the decision

itself;

• Knowing how to maximize your profits, and when to cut your

losses;

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LAW # 20 - The Law of Explosive Growth Leaders who develop leaders multiply;

• To add growth – followers; to multiply growth – leaders;
• The distinction between leaders who develop followers, and

leaders who develop leaders:

• 1. Desire (need to be needed / want to be succeeded)
• 2. Focus (weakness of people / strengths of people)
• 3. Priorities (devote attention bottom 20% / top 20%)
• 4. Abilities (good leaders / great leaders)
• 5. Attitude (lift up themselves / lift others)
• 6. Time (spend time with people / invest time with people)
• 7. Expectations (ask for little commitment / much commitment)
• 8. Leadership (lead everyone same / based on who they are)
• 9. Impact (impact this generation / impact next generation)

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LAW # 21 - The Law of Legacy A leader lasting value is measured by succession;

• “Succession is one of the key responsibilities of

leadership.” - Max Dupree

• Achievement comes when someone is able to do great

things for himself / herself.

• Success comes when s/he empowers followers to do

great things with them.

• Significance comes when s/he develops leaders to do

great things for them.

• Legacy comes when s/he raises his/her organization to

do great things without them.

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