Learn from leadership experts and develop your own skills at Live2Lead Lima 2018.
The global rebroadcast will teach you the leadership skills you need to know and renew your passion.
Live2Lead is a half-day, leader development experience designed to equip attendees with new perspectives, practical tools, and key takeaways. They’ll learn from world-class leadership experts, be prepared to implement a new action plan, and start leading when they get back to the office with renewed passion and commitment.
October 26, 2018, at the Howard Johnson in Lima, Ohio.
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BEST IS THE ENEMY OF BETTER.
Live2Lead is a leader development experience designed to equip you with new perspectives, practical tools and key takeaways. You’ll breathe new life into your leadership during this information-packed full-day event.
By attending, you’ll master the art of the shift with John Maxwell so you can increase your agility and keep your leadership edge. You will learn how to apply Daniel Pink’s insights on the science of timing so you can make decisions faster for greater impact. You’ll understand the value of change with Carly Fiorina so you can prepare your organization for its next great leap. And, you’ll grasp the power of choice with Debra Searle so you can tap into the mindset of the most successful leaders in the world.
WHAT YOU’LL GAIN
Live2Lead is designed to deliver the very best leadership content that inspires and
motivates all who attend.
Grow your own leadership as you connect with other influencers in your local community. Expand your network with relationships that produce tangible results.
Live2Lead is a world-class leadership experience packed into a half-day format, full of rich content, key takeaways, and easy-to-implement action plans.
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Speakers include John C. Maxwell, leadership expert, bestselling author and coach; Carly Fiorina, 2016 presidential candidate, former CEO of Hewlett-Packard; Daniel Pink, best-selling author and top 10 most-watched Ted Talks of all time; and Debra Searle, motivational speaker and professional adventurer.
Live2Lead Lima is designed to deliver the very best leadership content to inspire and motivate you and your team. Plus connect with other influencers in your community and expand your business network with relationships that produce tangible results.
Live2Lead will be presented from 9 a.m. to 12:30 p.m. on October 26, at the Howard Johnson Conference Center in Lima, Ohio. Join your peers as we learn how to be better leaders. Doors open at 8 a.m. for registration. The rebroadcast is hosted by the LEAD Leaders Network, John Maxwell Team Certified Members.
Tickets are $99.00 per person; sign up for Early Bird pricing through 9/19 to receive a discounted rate of only $75! Group discount tickets are available if needed. Purchase tickets online at www.eventbrite.com
About the Speakers
JOHN C. MAXWELL
A #1 New York Times bestselling author, coach, and speaker, was
identified as the #1 leader in business by the AMA and the world’s
most influential leadership expert by Inc. in 2014. His organizations—
The John Maxwell Company, The John Maxwell Team, and EQUIP—
have trained over 6 million leaders worldwide.
Named the “Most Powerful Woman in Business” by FORTUNE
Magazine and was the first woman to lead a FORTUNE 20 company
as the CEO of Hewlett-Packard. Fiorina has also headed the External
Advisory Board for the CIA under President George W. Bush and was
a 2016 U.S. presidential candidate.
One of the best-selling nonfiction authors of the last decade. His
books on work, business, and behavior have been translated into 35
languages and have sold more than 2 million copies worldwide. He is
a New York Times bestselling author and his TED Talk on the science
of motivation is one of the 10 most-watched TED Talks of all time,
with more than 19 million views.
A professional adventurer, public speaker and founder of Shoal
Projects Limited and Mix Diversity Developers Limited. Debra is now
one of the most prolific female speakers on the European circuit and
has spoken worldwide to over 1000 companies, including clients such
as IBM and Microsoft, as well as speaking at events such as TEDx.
It’s go time! But what time is that exactly? Well, for everyone that time will vary. We all have a certain time of the day that we are more productive than other times in the day. For some, it maybe from 4 A.M. – 7 A.M. Others, it maybe 9 AM – 12 AM.
Not always, but most of us are able to be flexible on our ‘go times’. Be sure the important things are into the time you have the energy to do it.
Today, we kicked of a little series going over time management.
We all have had days where we have a list of things that we need to do that day. Then you receive a phone notification, getting your attention to check your Facebook news feed. Or, perhaps your phone rings, and through that conversation another task or distraction gets added to your day. The end of day comes a long and you feel like you did not get anything accomplished.
Have you ever had a day where you feel like you accomplished a lot. However, when asked what you got done that day you can only think of one thing, maybe two. This may leave you wondering why you feel like you did not get anything accomplished.
In our lives, the things we have to do can be divided into four different categories.
Things that are not important and not urgent
Things that are urgent, but not important
Things that are urgent and important
Not urgent and important.
Studies show that majority of our time during the day is spent in the ‘not important, not urgent’ category. These are things that we really haven’t planned on doing, but have interrupted our day. They maybe fun and we enjoy doing them.
The next most popular category is the things that are urgent, but not important. These things may appear urgent, but in the course of your life, they really don’t matter.
Hopefully we spend some part of our time in the urgent and important category. The key word in this situation, and all others similar, is the word urgent. the things that actually make a difference will end up in the ‘ not urgent, but important’ category. For example, making a point to say something nice to your wife. Or reading personal development book. All things in which are definitely not urgent, but are very important. You will also find, when you do something in this category, it will make all your other tasks easier to get done.
Thanks for joining us for another Trailblazer Tuesday!
We’re going to introduce Trailblazer Tuesday and the Preferred Adventure Center. Now I know that takes some explanation for you guys and everybody out there in the Facebook world.
I’m sure we got millions of people watching us right now. We’re in a basement room at Preferred Insurance Center and if you want to think of it as the bat cave, that would be awesome, right?
But the reason I’m calling it – and I’m going to call the whole office the Preferred Adventure Center. It’s because I’ve been thinking about this for a while, and we do things a lot different. We have a lot more to offer than just insurance. I was thinking, “You know, life is never going to be a walk in the park. So don’t just go on a walk. Go on an adventure.” That’s what we intend to do and we intend to help you do the same thing.
Now what’s an adventure? It doesn’t matter if it’s you as an individual or your family or your business or your farm or whatever. We know where we’re at right now and hopefully, most of us have a dream about where we want to go. The distance between where you are and your dream, that’s your adventure.
Now most insurance agents, all they have to offer is insurance. So they’re going to come along, try to sell you as much insurance as you’re willing to buy, throw in your backpack and carry on that adventure. But that’s not us.
We want to help you buy the least amount of insurance you need to make sure your dreams don’t become a nightmare. Then we’re going to grab our backpack, which is probably going to be pink, fill it with all the stuff we do outside insurance and go on that adventure with you. So that’s why I’m calling it the Preferred Adventure Center.
What’s Trailblazer Tuesday? Well, we need to start getting together and talk about training for things and learn new techniques and stuff like that, which is what we’re going to do today. Then sometimes we’re going to talk about our failures because if you’re on an adventure, you’ve got plenty of failures, so that we can learn not to do them again.
Our successes, we’ve had a few. We want to repeat those and I thought about it and said, “How about every Tuesday at about 8:35am?” We invite anybody who’s interested to have a little peek at our adventures and come along a little bit with us. So that’s what we’re going to do.
Today we’re going to do a scene with the FBI. In real life, people do things. Whether they know it or not, they hurt somebody’s feelings or they don’t do their job right the way it should be or whatever it may be and we need to give them a little criticism. But most of us – and I included – have no idea how to deliver criticism in a way that inspires change.
Well, the problem with that is what happens is you have a criticism but you don’t deliver it. You decide, “You know what? I don’t know how to do this. I really don’t want to hurt the person’s feelings. So I sit on it,” and then you sit on it and you sit on it and either you tell somebody else. Now two of you are sitting on it or you have an eruption which is a really bad idea because you probably say things – everything wrong and if you keep the rumors going, you might even go complain to your boss and chances are your boss, he or she probably doesn’t know how to deliver criticism either because I was crappy at it and I probably will be for a while. But I’m going to try this. We’re going to do this and I think it’s going to work fantastic.
Now your boss is put in a position of either doing a crappy job of delivering criticism or looking like they don’t do anything and don’t care, both of which have really bad outcomes. OK? So to avoid all that, we’re introducing the F.B.I. (Feelings, Behavior and Impact.)
I read about this and every place I’ve heard of who have implemented it thinks it is a game-changer. It’s huge. Feelings, Behavior and Impact. So let’s say something happens and you decide you need to criticize somebody and I hate using that word because it sounds bad because you want them to improve. Let’s face it. That’s what teams do. It’s what you do with your kids, whatever. You want them to improve. You don’t want to just make them feel bad. For a while, maybe you do. But let’s be honest. We’re all human.
But generally, that’s the case. So if you can do these three things and tell them these three things in the right way, you will hopefully inspire change.
So the first thing is FEELINGS. Something happens. You have to be able to describe how they feel.
Maybe I felt let down. I felt frustrated. I prefer not “I felt angry” because I am a strong believer that anger is an emotion you have, but you don’t want anyone else to feel. So try to take some time to step back and figure out why you’re angry.
I felt you let down the team or whatever it may be. If what happened doesn’t make you feel anything, it’s probably not important enough what you say. OK?
BEHAVIOR. You got to talk about somebody’s behavior. It’s either what they did or what they said. You can’t say – criticize somebody because you think they feel a certain way. You can’t read people’s minds. So don’t try and behavior is probably the only thing we can all consistently change. This is why you need to deliver this as soon afterwards as possible.
We need to be able to say when the behavior happened and possibly can and describing really well for them. It gives them a chance to change. If you can’t name the behavior and you can’t figure out how to tell them, you probably better not deliver anything. OK? You need to put it on the back burner and forget about it.
The last one is IMPACT. Whatever happened made you feel a certain way, their behavior was in such a thing. And now, what was the impact? If the behavior had no impact, why tell them? Nothing happened or nothing made you – if you think something could happen that would be worthwhile. But it has to have an impact and you need to tell that because everybody sitting in this room, 99 percent of people out there, if they know they made you feel a certain way by doing a certain thing and the impact was bad, they’re going to try not to do it again.
You’ve inspired change. That works for compliments too. If they know you felt a certain way because they did something really good and the impact was positive, they’re probably going to repeat. So this works both ways, right?
Now how do you deliver this? Ideally, obviously if it’s a compliment, it would be great if you said it in front of people. That’s awesome. If it’s not a compliment, you’re going to have to do everything in your power to be private about it.
If it’s on your mind, don’t ask somebody else to bring it up. You bring it up. Go up to the person and say, “Dan, I’m giving you an FBI.” When you do that, that’s going to sound weird the first 20 times you say it. But if we say it enough around here, it will become common. If you do that, that person knows you thought this out. It’s important enough. They better put down their cell phone, stop taking their messages and listen to you and they’re going to know that this is something they probably have the ability to change a little bit.
If it’s a compliment in front of everybody, everybody standing around is going to pick up their ears and say – they’re going to listen, right? So just say it. I’m giving you an FBI and then you go through – and you do it.
Now, I want to do a criticism but obviously we’re in front of quite a few people. So the only person I feel like I can criticize is me. So I’m going to do the two-sided man. All right. Here we go. This is an example.
Dan, I’m giving you an FBI.
I guess I better listen, huh?
Yeah. You know, yesterday, you made me feel frustrated. You made me feel desperate and overwhelmed because you made changes to the system over the weekend. You didn’t ask us about it. You didn’t warn us about it. We showed up on a Monday morning and our day blew up and Monday is a bad day anyway. Then you set the tone for the whole week. OK?
So that’s my feeling, behavior and the impact. It was devastating.
Wow, you know, I got to admit I didn’t know that. So in the future, I will try to ask ahead of time if I can. Sometimes I have to do stuff over the weekend because that’s the only time I have the time. But I will try to warn you that I’m going to do it and I’m going to get your opinion ahead of time. If it’s going to be really terrible, maybe I can break it into smaller pieces. Does that sound fair?
That’s an FBI and don’t tell me that’s not going to make a difference. That’s going to work. It’s going to make somebody think. Now, I’m going to do a compliment.
Now this one, Andrea, you wrote something really nice about Gina on our weekly team commits, and she deserves to know that. So I’m going to play Andrea here.
“So Gina, I’m giving you an FBI. You know, it made me feel proud and inspired me and it showed me I trusted the right person because you were feeling rough for a few days. You missed some work. But when you showed up, you were game on. You tried to make up for lost time and you weren’t grumpy. You had a great attitude and the impact was I know that’s the way I’ve got to act the next time I’m feeling a little off my game. So thank you very much.”
Now that’s an FBI. That’s a compliment. All right? Now we can do this and I really want this to be the standard and there’s – if you have something to say to somebody, it’s not like you should say it. You have an obligation to say it. If you don’t deliver that FBI and that person does it again, you harmed everybody here. All right?
If somebody comes to you and they tell you about something somebody else did, you have an obligation to look at that person and say, “You need to deliver an FBI,” and one more thing. If you’re in a little bit of a leadership or a management role, the first time at least, if it’s at all possible, somebody comes to you and tells you something, say, “If at all possible, you need to give that FBI.” All right?
Thanks for joining us for Trailblazer Tuesday and remember, life here on earth is not going to be a walk in the park. So don’t just go for a walk. Go on an adventure.
We have a lot to cover in the past few sessions! In this summary, we will be going through the four chapters we went over in weeks seven and eight. They actually flow into each other pretty smooth which makes implementing them a little easier to practice. We will be going over laws 13-16, the laws of Picture, Buy-In, Victory and Big Mo.
The Law of the Picture, started by taking a look at the HBO series A Band of Brothers. In the real life version, a company in the army was preparing for the invasion of Normandy and had a terrible leader who would berate the troops to the point of them taking bets on who would be the first person to shoot him in the battle. He was luckily replaced but it wasn’t until Dick Winters stepped up as lead in command that the company was successful. He was a true leader and embodied The Law of the Picture because he led by example and was always out front encouraging his men. He was able to get a following because his men respected him and would do as he told them out of that respect. The amazing thing about Dick Winters was how selfishly he went about it. The Law of the Picture is all getting people to follow you but they have to trust the motivation and respect the leader in order for that to happen.
The Law of Buy-In shows what happens when a leader is able to get the people to follow, or buy-in, to what they are trying to get across. The example we read about was Gandhi and followed his story of how he was able to get a large amount of the Indian population to buy-in to getting their independence from the British. He led by example and by getting the people to buy-in, they were able to be more effective because they were all “fighting” the same way. He was a huge believer in using non-violence against the oppression they were seeing and that idea has lasted generations. The quote that stood out to me in this chapter that really explained The Law of Buy-In was: “The leader finds the dream and then the people. The people find the leader and then the dream. A leader is going to follow their dream no matter what, but a great leader will be able to get people to help them achieve that dream.”
The Law of Victory began with the quote “leaders find a way for the team to win” but what they failed to mention was NO MATTER WHAT! I first thought that the chapter would be about great coaches of sports teams that have gained a lot of success. I was mistaken. We were taken back to Great Britain in the 1930s and 40s and introduced to their leader, Winston Churchill. We have all learned about WWII and all the leaders that were involved, but I was never given the pleasure to actually hear Winston Churchill speak until Dave was kind enough to play us a sample of one of his powerful speeches. The words from that speech that really rang true were, “What is our aim? I can answer in one word: Victory – victory at all costs, victory in spite of all terror, victory, however long and hard the road may be; for without victory, there is no survival.” We have all felt victory and defeat at some point or another but I don’t remember the last time I was inspired by a victory that Winston Churchill portrayed. Living The Law of Victory means doing whatever it takes to bring your team the success they deserve and are going to help achieve.
The Law of Big Mo, or Momentum, has really come alive for us here at Preferred lately. We have laid out ourplans as a team and in starting to reach for them have found that momentum is really starting to take over. “Momentum is like a magnifying glass; it makes things look larger than they really are,” which can sound a little alarming but momentum is actually easier to steer than to start. We are really lucky here to have partners that are willing to listen to all of our hopes and dreams and allow us the opportunity to reach for them. We were also given the example of Pixar films and the person who made the first film was with Disney previously but was not given any chances. After a tough 20 years, and the success of Toy Story, momentum started to take over and the rest, as they say, is history. Understanding momentum and how it works has enabled us to start using it to our advantage and steer towards the success that we are all striving for together!
In the next review, we will be looking at the next two laws, The Law of Priorities, and The Law of Sacrifice.
John Maxwell Week 5 : The Law of Connection and The Law of Magnetism
In this session of the John Maxwell training, we went over laws nine and ten, The Law of Connection and The Law of Magnetism. This class was probably my favorite so far. We dove right in this week to the discussion of why magnetism and connection were important in the role of leadership along with discussing those in power who exhibit these traits.
The Law of Magnetism started with the phrase: “who you are is who you attract,” meaning that the people who are drawn to you are most likely similar to you in some way or another. The immediate thought is how different we are from one another but when you pull everything away, we are more alike than we think. We attract people with similar attitudes, values, background and even generation. If you look at the core group of people who surround you after hearing these, there are probably quite a few similarities and we actually seek them out in others without even knowing it.
To me, I did find this to be a little alarming. I really do enjoy the differences in people and have always had a really hard time connecting to people because of background but did definitely notice that the people I choose to surround myself with have very similar values, energy, and attitudes. I always like to surround myself with people who are positive and have high energy. We at Preferred see this applied pretty regularly because we are reminded that we are not Eeyores, we are Tiggers! So even though we all might come from different generations and backgrounds, we do all relate on energy, values and attitude. Try and apply it to your life today and check how many qualities you and your core group share, you’ll likely be surprised!
In the tenth law, The Law of Connection, we discussed what makes a person able to connect and it is simply being able to relate to many people. The quote of the chapter was “leaders touch a heart before they ask for a hand.” I found this very appropriate as we discussed world leaders who show connection with their constituents, we are able to feel what they are conveying and feel the connection they are trying to make. One example was Ronald Reagan, I am a little too young to remember his presidency but in watching some videos of his speeches, you are unable to tell whether he was talking to one person or 500 people which is truly remarkable. Connecting is a trait that can be hard to teach, but once you realize it is just empathy, it is easy to show to others.
As I said, this session was likely my favorite so far because it really got to the core of who we are as people. These traits translate into personal life seamlessly just by being a “good person.” Whatever that means to you, it is likely because you realize that connecting with people you admire and surrounding yourself with people who will help you better yourself is important in the eyes of interpersonal-communications. It truly is very easily put into practice which would increase the value you could add to other people’s lives as well! Next week, we will be discussing The Law of the Inner Circle and The Law of Empowerment.
In the most recent class of our John Maxwell training, we went over laws seven and eight, The Law of Respect and The Law of Intuition.Our homework from the previous week was to make a list of our five people closest to us and five professional relationships and list three ways we show them caring everyday. I was not prepared for the difficulty of that challenge. It did prepare us for this weeks lesson as well.
The first thing we learned about this week was respect. The list of the people closest to me were easy to come up with and I found myself listing the people I respect the most in our professional life. Turns out that we all have a tendency to follow the people that we determine to be stronger than ourselves, allowing us to learn from them. An example from our reading of a highly respected person was Harriet Tubman. From her outward appearance, she was an unlikely candidate of someone who would have been respected in the late 1800s but her actions are what people admired and followed. We are naturally drawn to those people that lead by way of example, like Harriet.
We search for qualities such as how these leaders respect others, their courage, success and loyalty. Loyalty. That is definitely something that stood out to me. The flood of thoughts that comes from hearing how important loyalty is in how much we respect someone. We experience it from a young age through our relationship with family and continue to learn it through our school and in the workplace. We are taught that loyalty can separate us from a group because when asked to create that “list” we are going to think of those we find loyal first. It’s easy to easy to spot in a person and become an admirable quality.
The Law of Intuition started with a statement that, again, caught me off guard: “Not everyone is intuitive in the area of leadership, but everyone possesses intuition.” Between both the natural ability and learned skills, we all have some sort of intuition. I think as a female, we learn about it a little sooner than our male counterparts but never have thought about applying it to leadership. We learned what to look for in regards to having intuition assist in our leadership ability by looking at how we read situations, trends, people and ourselves. In that reflection, we discussed how some people have what we have always called “natural leadership ability,” and what traits they possess that make us think that.
Between the lessons and our discussions, my takeaways from this session were really starting to pay attention to those around me. What did I do for them to make them better people and how were they returning the favor? In discussion, something stood out to me: “If you are on fire [passionate] about something, people will come from miles to watch you burn.” Leadership would be pointless if nobody follows, so what am I doing to make people want to follow me? As I said previously, this class has a tendency to stick with you for a while! Next week, we are discussing laws nine and ten, The Law of Magnetism and The Law of Connection.