The Power of Positive Leadership PDF Summary

The Power of Positive Leadership PDF Summary

How and Why Positive Leaders Transform Teams and Organizations and Change the World

The key leitmotif throughout this book pivots around the idea of transforming organizations under the guidance of leadership.

It truly is a complex process, but if you are serious about getting the most out of your business circle, then you have to enforce it by all means necessary.

In this summary, you’ll be able to digest the accurate definition of Positive Leadership and understand why Jon puts the emphasis on it.

Let’s dive into it!

Who Should Read “The Power of Positive Leadership”? And Why?

Not all of us are leaders, not all of us aspire to absorb their role, but we all need some knowledge on how to interact with people and protect our common interests.

With that said, we can now get an aerial perspective and realize why excelling at leadership should not be construed as a privilege, deemed only for top managers or executives.

We all require those skills on a day-to-day basis.

Generally speaking, we believe that “The Power of Positive Leadership” could be of use to everyone, but we feel like leaders in-the-making should be given the priority.

About Jon Gordon

Jon Gordon

Jon Gordon is a well-known American author, speaker, consultant and leadership expert born in 1971. He came to prominence in 2007 with the best-selling book “The Energy Bus.”

Jon also wrote

  • One Word That Will Change Your Life
  • The Power of a Positive Team
  • The Carpenter
  • The Hard Hat

“The Power of Positive Leadership PDF Summary”

Jon starts on the right foot but also dazes the readers by sharing that innately he is not a positive person. He had to work his way through life in order to transform its mindset and seize the momentum.

He recalls that back in the days when psychology and self-help genre swept the Western World, he remained skeptical and started practicing the things he had been subjected to.

Jon came to the conclusion that being a better and cheerful person affects the whole world. The change he saw in his father evinced some excitement to continue down that path and make headway in the journey.

So, what’s the goal of being positive or what incentivizes a person to espouse similar principles?

The beauty and carelessness of life rarely prompt us to resort to positivity; in fact, it’s the other way around. The hardship in life and troublesome encounters act as an impetus for people to cast doubt on their mindset.

You might ruminate on the idea of building a world-class organization, but that will not get you anywhere. There will be times when you’d feel like the whole world is crashing down on your shoulders.

Such stalemate generates a destructive force that should be met with its own weapons. We presume that you already know that teams with positive synergy are much more likely to get the job done, and that same applies to marriages.

Talented and honest people are much willing to add to the functionality of the group system, rather than those who are overwhelmed by negative emotions.

It’s more than just common sense; it’s also an irrefutable fact!

Jon believes that culture, cannot be encompassed into just one aspect, and has to be embodied in the structure of society. It reflects how we feel, how we act, how we tend to respond, and whether our mindset is in tune with the environment we live in.

For the same reason, it’s crucial to discern pattern and expectations that drive the behavior of the community. The same principle applies to habits and the culture we nurture at an organizational level.

Case in point – Apple; founded by Steve Wozniak and Steve Jobs.

From the outset, these two geniuses were keenly aware of the culture they wish to promote and reward. In reality, their sole concern was to challenge the status quo and make “Culture” the primary propeller or engine of the company.

Culture beats strategy!

In that regard, one can clearly define what the company stands for, or from where it derives its strength! In other words, the company must be able to answer the following questions:

  • What do we stand for?
  • What do we want to be known for?

This leads to understanding the “Mission Statement” that is put on the pedestal by the business community. Remember, it doesn’t matter what you have written on the walls or the website if you don’t abide by those rules with each breath.

Creating a better future for the people working with you or under you is, in fact, the core of positive leadership. It encompasses innovation, management, strategic approach, relationship building, law regulation, transportation, finances, etc.

A proficient leader leans on acceptable norms, and then join forces with likely-thinkers. Its main job revolves around the idea of gathering as many goal-oriented people as possible under one common objective and mapping out an actionable plan to help the execution.

We are led to believe that optimism surmounts all other characteristics that exemplify excellent leadership, but what to do with the pessimists?

Should we lay them off?

It’s easy to push the button and act as the executioner, but that’s not what Jon is advocating for! First, find the nearest mirror and look into the eyes of that person and ask yourself: Am I the person I deem everyone else should strive to become?

If you recall some past events, you’ll see that at the time you perceived them as obstacles, but nowadays you regard them as challenges and opportunities.

The bottom line is, our reaction is often an ill-defined interpretation of how some situation is unfolding. The British conducted a study to learn more about qualities that predict success in life, and they found out that people who experienced some kind of trouble in their adulthood were more likely to endure potential twists down the road.

The way you look at these obstacles determines the likelihood of a positive outcome, to say the least.

In addition, Jon gives a brief explanation of a phenomenon named: The Curse of Experience.

The paradox is best described as – The longing for the good old days, which in fact, influences your present and future. It’s a self-destructive mechanism that many leaders embrace, both consciously and unconsciously.

A huge and essential part of leadership is to understand that we are masters of our world. The world doesn’t create itself outside of us; we do it from the inside! Hence, you must accept liability for the risks your organization undertakes, and counter-measures to stifle down potential unrest.

You are as powerful as your team deems you to be, and that authority stems from good decision-making.

The objective sense of genuine leadership is often times put under scrutiny; a process that wields power to distract the organization and distort reality. However, bear in mind that leaders throughout history had the power to make their own objective perception in order to make the most out of the situation.  

For the sake of uniting people, they are forced to change the rules of the game. Walking on eggshells is not an attitude positive leaders embrace, nor promote. The ability to consolidate all the forces, put them under the same roof, and lead them into “battle” is truly the backbone of successful management.

In addition, let’s list a couple of ground rules for making a positive impact on the organization:

  • Connection Is the Difference
  • Team Beats Talent When Talent Isn’t a Team
  • Collaborate and Facilitate
  • Dictatorship Doesn’t Work, and It Isn’t Cost-Effective

A true leader doesn’t require a follower-base, but the people, in general, are willing to follow him/her. They tend to adopt his/her vision, and then do everything in their power to put it into practice.

Some say – leadership starts with love, while others believe that legitimate authority and respect play a key role.

Can we all come to terms, and agree that all of these facets matter equally?

Jon explains that genuine leaders strive for excellence, and are optimistic about the future. It’s not like they are trying to reach excellence, but they also don’t discard it as well.

The main contrast is best illustrated in the following quote:

Positive leaders are humble and hungry.

They are cognizant of their lack of knowingness and are more than willing to broaden their horizons. That’s what defines both humbleness and an unquenchable thirst for expanding their prowess in any matter.

If we take a critical look at some of the world’s top brands and their organization, we’ll see a pattern. All of them have a distinct culture that guides their efforts, both individual and organizational. Success is based solely on merit, and egregious misconduct is punishable.

If you are attempting to build a company, startup or any kind of organization, you’ll need a winning team which can abide by similar principles. You need contacts forged in the fire of struggle and common goals.

Only then you can bring your organization to the next level, and preserve the fire burning inside you!

According to Jon Gordon, grit is what makes all the difference. It represents the real bulwark for success and prosperity in every regard.

It’s also important to mention that many people are doing something they hate. Truthfully, that is the main cause for mediocrity or something that impairs one’s ability to flourish.

You have to be engrossed fully in what you do in order to surmount all obstacles and become a winner.

Take this situation for example – How can you become an NBA superstar if you don’t like basketball in the first place.

We all have heard tales about Michael Jordan and other Hall of Famers who gave up on everything to follow their dreams. It’s pretty simple – if you don’t put up the effort, energy, heart, and endurance, you are not going to make it.

The same applies to leadership.

Key Lessons from “The Power of Positive Leadership”

1.      There are no ends in leadership
2.      The magic of the 1% rule
3.      Find your purpose

There are no ends in leadership

While talking to top-notch leaders including the legendary George Raveling, Jon discovered that it’s impossible to cross the finish line regarding leadership.

It’s all about pushing and improving, with no end in sight. The bar can be raised innumerable times, and that’s something out of your control.  

Those who can carry the burden of continuous enhancement and struggle will be rewarded!

The magic of the 1% rule

As a general rule of thumb, Jon lays out the 1% principle which embodies combativeness and positive aggressiveness.

It manifests the leader’s ability to increase its efforts by 1% every single day.

It also pinpoints that becoming a better person the next day is what lies at the end of the battle.

Find your purpose

Even if you are worn out from life, and want to take a breather, you mustn’t forget that without an end-goal, you’ll get lost.

Having said that, there’ll be periods when sadness and deep dejection will get the better of you, but keep in mind that those are just temporary states.

Allow anxiety and aimlessness to recede, and you’ll find yourself once again on the right track.

Like this summary? We’d Like to invite you to download our free 12 min app, for more amazing summaries and audiobooks.

“The Power of Positive Leadership Quotes”

If you don't love it, you'll never be great at it. If you don't love it, you won't work to overcome all the challenges to keep doing it. Click To Tweet The vision is where you are going. The purpose is why you are going there. Click To Tweet People think you have to choose between positivity and winning. You don't have to choose. Positivity leads to winning. Click To Tweet We don't get burned out because of what we do. We get burned out because we forget why we do it. Click To Tweet A team feels a leader's commitment when the leader takes the time to serve them. Click To Tweet

Our Critical Review

We covered a lot of ground today with a single intention in mind – to have the makings of a great leader.

Jon helped us understand what it takes to rise from the crowd and to resist the temptation to make quick judgments.

Let this be a lesson of positive leadership and how to excel at it.

Keep learning!

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Managing Oneself PDF Summary

Managing Oneself PDF Summary

Even the title as it is, holds a specific meaning that you might get it wrong. If you want to start your day on the right foot, you ought to question your inclinations and habits.

It’s a simple process that has to begin anew in order to understand better what your priorities are in life.

The magnitude of the problem should be met with its own force, and that’s what we are trying to explain through this summary.

Who Should Read “Managing Oneself”? And Why?

How you manage your life is strictly your business, but that mustn’t be an excuse not to look for better solutions.

With regards to professional improvement, and personal enlightenment a person needs to understand the real deal about managing itself.

In “Managing Oneself” Peter Drucker explains the process you need to go through in order to come out as a winner. As such, we find it highly inspirational for everyone willing to dive deep into its patterns.

Nurturing a positive mindset should also be among the first things on the priority list!

About Peter F. Drucker

Peter F. Drucker

Peter F. Drucker (1909 – 2005) was an Austrian-born American educator, who revolutionized the learning process which embodies management, leadership, etc.

His fundamental principles revolved around:

  • The creation of a knowledgeable worker
  • Decentralization and simplification
  • A customer-oriented companies
  • Do what you do best and outsource the rest

He is the author of The Effective Executive, Innovation and Entrepreneurship, The Daily Drucker…

“Managing Oneself PDF Summary”

History greatest have always been under close observation and gazed at with an eagle eye to prove their worthiness. When the time and the circumstances were right, they would call upon their mental toughness and held themselves as a beacon of hope in a dead-end world.

In the past, people had a minimal choice, and they were impelled to follow in the footsteps of their parents or community.

Nowadays, we have the means to discover our strengths and define our goals.

With that said, society fails in identifying a standard which could help us in the process. According to Peter Drucker, we need to lean on feedback analysis, above all else.

If practiced consistently, feedback analysis yields excellent fruits in the shortest time-frame possible. It’s even estimated that in the first three years, you’ll get a good understanding of what your strongest attributes are, and how to make headway in the process.

What should you expect from it?

  • It will show you how to identify your strengths and concentrate on them
  • Second, you’ll get the idea on how to improve yourself and enhance your skills
  • Third, it will help you to understand what your weakest links are and how to overcome that ignorance

Indeed, not all “sports” are for the faint of heart, and rectifying a troublesome situation hinges on effectiveness and world-class display. The bad habits are just icing on the cake for those who can’t seem to move an inch from their original position.

In addition, Peter implies that lack of manners is also a problem that ensues within a dysfunctional organization. The turmoil or the friction between two conflicting forces is well defined and applies to both humans and objects.

A greasy substrate is what it takes to proceed.

Another mistake that people tend to do is comparing or putting their expectations and results under the same limelight. It’s not an efficient metric, and what’s worse it doesn’t add up to the solution. In doing so, you’ll remain stuck in the mediocre circle without any surge of adrenaline to propel you forward.

A skilled person should, by all means, resist the temptation to spend resources on areas of low competence. Instead, he/she must make strides towards excellence, and simply refrain from enrolling in a numbers game.  

And yet, the system allocates resources in creating these mediocre figures, despite the lack of logic in doing so.

Your only concern should be in the realm of spearheading an internal campaign for becoming a star-performer.

How Should I Perform? And What’s my Status?

It is shocking to realize that there’s a very small percentage of people who know how they get their things done. If you think about, you’ll come to the conclusion that people behave and think differently and as a result, that will generate performance discrepancy.

From a managerial perspective, that is a disastrous scenario with regards to the nonlinear display of expertise. It is also in conflict with the person’s abilities to get something efficiently done.

You can rephrase it in a way that you deem appropriate, like – What are my strengths?

Some would claim that personality traits are merely a genetic reflection while others believe that the character is built and nurtured. As a matter of fact, society tends to program humans to act in a given manner since the early age, which manifests in the workplace years later.

Whether that’s a good thing or not, you be the judge.

Also, Peter Drucker addresses one particularly sensitive question: Are you a reader or a listener? – You can fall into one or both categories, but the truth is – the individuals who understand their position can be counted on one’s fingers.

The ignorance on this matter is over the roof, and the bar must be raised to accommodate for this lack of perspective.

Likewise, your performance will always be linked or in correlation with your learning-ability and methods. Case in point, Winston Churchill – whose school performance was below average as he struggled to compete with its peers.

Persons who prefer writing as a way of self-expression and continuous improvement are castigated for not following the system.  

Some even, refer to school-learning as torture, due to their preference in absorbing knowledge differently.

Evidently, people like Churchill, who prefer writing over listening should be put on an equal footing. They prefer to make remarks and take notes to facilitate the studying process. Beethoven is yet another example of sketch-artist who did all these drawings, sketches to understand the big picture.

According to Peter Drucker, not all people act upon the knowledge they receive. The number of individuals who understand what’s their best method of learning is high, but when it comes to taking action, the numbers are comparatively low.

With this in mind, why do people refuse to act when an opportunity presents itself?

There are a handful of factors which can impede the process of implementation such as environment, mental status, intellect, etc.

Also, not all people are at their best when they are assigned to groups — some, best rise to the occasion when they are left alone to “drown” in their creativity.

Anyways, you should be flexible to understand that competence is not on the same wavelength as mentorship or even performance. There are Individuals who crack under pressure, but that doesn’t indicate that they are lousy learners and vice versa.  

Ask yourself – Do I need a predictable environment or flexible one to live up to the expectations?

More often than not, you’ll lay eyes upon people who can’t seem to operate in large organizations. And those who feel the same when left on their own.

So, the synergy and analogy can differ from case to case, so you can’t outline an absolute truth in any form whatsoever.

The goal would be to keep calm and try to assess the situation.

How to keep up with the world?

If you are keen to get to the next step, you have to know where you belong. Only a small percentage of the population has a clear unshakable understanding on that matter.

If that seems like something that you can’t do, then perhaps you should identify the mindset which seems distant to you. In other words, you should outline where you don’t belong.

Like we mentioned earlier, some people don’t seem to fit in a rigid and complex organization, while others feel the same way when isolated. Decision-making should be based on many things, but above all else, it should safeguard your interests.

When you take all factors into consideration, you get to a point where you realize that lucrative and successful career paths are not planned but prepared. Individuals whose values are in line with their strengths can outperform their peers, colleagues or competition.

Getting out of the shadow of mediocrity is a tough business, but it is something that could turn you into an outstanding performer.

Key Lessons from “Managing Oneself”

1.      Get the big picture
2.      Keep learning all the time
3.      Fill the cup with discipline

Get the big picture

Yeah yeah… We do get the big picture, it’s all about success, all about social acceptance, right? Well, not quite, since most people these days feel anxiety even though their social status is way above the average line.

The key to managing yourself is to find what reality is made of. Find out whether you conform to imposed regulations and principles, or do you prefer your own path!

From a realistic vantage point, not many understand the whole game.

Keep learning all the time

We hate to say it, but you are not the smartest person in the universe. Nor you should be, and that’s an incentive enough for you to keep enhancing your knowledge.

It’s not something you should stop practicing; it’s an inevitable part of all-around success.

Follow your special method of learning, and rely on it.

Fill the cup with discipline

In this book, the author doesn’t explicitly cover “discipline,” but examines it subtly. If you can take responsibility for your actions by identifying your strengths, you most definitely fall into this category.

Every aspect of decision-making is also contained into this logic.

So, keep your feet on the ground, and never stop questioning your methods and the world.

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“Managing Oneself Quotes”

Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work. Click To Tweet Schools everywhere are organized on the assumption that there is only one right way to learn and that it is the same way for everybody. Click To Tweet It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects. Click To Tweet Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Click To Tweet This failure to ask reflects human stupidity less than it reflects human history. Click To Tweet

Our Critical Review

Well, who can criticize Peter Drucker based on merit? – It’s tough to pinpoint aspects which seem ridiculous to follow.

After all, Peter Drucker laid the foundations for a corporate revolution which put the customer’s needs at the center of all operations. That’s just one tiny portion of the entire mindset that he endeavored to bring into the business community.

With that said, we believe you liked this summary!

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How Successful People Think PDF Summary

How Successful People Think PDF Summary

Change Your Thinking, Change Your Life

You don’t need us, or any bestselling author to tell you that your own thoughts can be your best friend or your worst enemy.

You are not in need of someone who will tell you what to do, but someone who would suggest a change that could elevate you.

There’s not a single person in the whole wide world, who believes that change is meaningless. We all have our baggage, and we must fight to preserve that sense of motivation that seems to stifle with each passing encounter.

With that in mind, let’s dive deep into John Maxwell’s introduction of change.

Who Should Read “How Successful People Think”? And Why?

That is a great question that is often left answerless because not all are inclined to share their secret recipe.

In this book, John broached the idea of finding how these extraordinary individuals overcome the difficulties and circumvent a potential escalation. In the light of this revelation, we believe that “How Successful People Think” is best-suited for the broader audience, regardless of any other factor.

Keep reading, keep learning!

About John C. Maxwell

John C. Maxwell

John C. Maxwell is hailed for his ideas to bring the best out of people. As the author of multiple bestselling books such as:

… he sure has a lot to offer.

“How Successful People Think PDF Summary”

John argues that despite the diversity present among successful people, they have one thing in common: their mindset or how they think.

This isn’t a metaphor but a literal interpretation of what predicts success not only in the workplace but overall. So, how to become a better thinker? Is it just one’s own innateness that determines the level of creativity or is it something one should fight to attain?

Albert Einstein on one occasion also implied that “thinking is hard” that’s why so few succeed.

There are a couple of things one must do in order to change its thinking habits:

  • Exposure to new ideas
  • Connect with extraordinary and smart people
  • Choose your path
  • Act upon the good thoughts swarming into your mind
  • Make your emotions in tune with your mindset
  • Rinse and Repeat

In all honesty, it’s okay if the process outlined here arouses suspicions regarding its applicability. Nonetheless, it’s your job not to put all your eggs into one basket, and keep plugging away despite the odds.

Finding the best spot for contemplation is one of the first things you should begin with. Some people prefer the shower, others in front of a big open fireplace. The bottom line is, regardless of your preferences, a person really needs to find that special place where he/she could dive deep into thinking.

In other words, the sacred place we were just talking about should help you shape your mindset. In the meantime, you’ll learn a thing or two about yourself, your urges and bad habits which keep you down.

According to John Maxwell, the shaping process embodies:

  • Humor: The thoughts which don’t seem to work, should be transformed into a comic interpretation
  • Humility: The beautiful moments of establishing a connection with the Divine
  • Excitement: It signifies the elation before a thought is put into action
  • Creativity: When you veer off course and indulge in adopting a visionary approach
  • Fulfillment: When the bond with God has reached a satisfactory level that yields fruits
  • Honesty: When an idea goes into the implementation phase, a person becomes aware of its genuine motives
  • Passion: When a thought storms into your mind, you get an aerial perspective of the mindset you wish to nurture
  • Change: The good stuff is a direct result of the changes made through life

John even presents a formula that acts as a proof of how crucial your environment is in the pursuit of prosperity:

The Right Thought plus the Right People
in the Right
Environment at the Right Time
for the Right
Reason = the Right Result

Should we discern the difference between “good thinkers” or is it just one thing? To some extent, this expression indicates that a person of high IQ, falls into this category, but according to others it might be a person capable of creative thinking.

Literally there are many interpretations, and none of these should be taken for granted.

Good thinking or productive thinking is similar to solving a puzzle. Even if you are a master, you cannot solve it without having all the missing pieces at your disposal. It’s impossible to act in your best interest if your abilities are limited.

John C. Maxwell points out in his book that those missing links, can be further exhibited through the 11-skillset program one should strive to possess:

  • Seeing the Wisdom of Big-Picture Thinking
  • Unleashing the Potential of Focused Thinking
  • Discovering the Joy of Creative Thinking
  • Recognizing the Importance of Realistic Thinking
  • Releasing the Power of Strategic Thinking
  • Feeling the Energy of Possibility Thinking
  • Embracing the Lessons of Reflective Thinking
  • Questioning the Acceptance of Popular Thinking
  • Encouraging the Participation of Shared Thinking
  • Experiencing the Satisfaction of Unselfish Thinking
  • Enjoying the Return of Bottom-Line Thinking

If you take a critical view of this methodology, you’ll come to the conclusion that the big picture, is more important than short-term achievement.

Big-time achievers are learning-machines, to say the least. They are never pleased with the knowledge they have, and they strive to learn as they go.

An extraordinary method of expanding your horizons is nurturing the habit of listening. If you plan on making strides towards excellence, you should really consider the fact that you don’t know everything. The expertise of others can be of particular use to you if you’re open-minded.

Big-picture thinkers recognize that they don’t know lots of things. They frequently ask penetrating questions to enlarge their understanding and thinking. If you want to become a better big-picture thinker, then become a good listener.

Intuitively, you probably recognize big-picture thinking as beneficial. Few people want to be closed-minded. A  one sets out to be that way.

How should leaders behave?

Generally speaking, there are a handful of big-thinkers who are not labeled as leaders, and many leaders who don’t deserve to be marked as big-time players. In fact, a proficient leader is capable of doing several important things on behalf of the organization:

  • See the big picture before the people do
  • Take into account multiple factors and all variables
  • Have a sense of where the team should be heading
  • Understand how the future connects with the past
  • Gain momentum and seize the moment

With this in mind, many ponder about the possibility of absorbing the big picture. It sounds nice and everything, but the reality is a far cry from the actual truth.

The first element a big-thinker has or possess is that he/she embraces the whole risk-taking thing. Don’t get this the wrong way – it’s not cost-effective to gamble but to take calculated risks. They welcome diverse ideas and neglect certainty as a meaningless concept.

Next up, you have to be willing to give up on a lot of things in order to get to a certain point of success. You can’t do it on your own, and you have to accept diversity in terms of ideas and beliefs.

In doing so, you’ll probably fill in the gap for not being well-rounded with regards to having the expertise to do everything single-handedly.

Key Lessons from “How Successful People Think”

  1.       Become a successful thinker
  2.      Start listening; there are a lot of smart people out there
  3.      Read, read, and read some more

Become a successful thinker

Like most other things, that’s easier said than done, but it’s achievable if you understand the concepts presented here.

First and foremost, a person needs to be aware that change is inevitable. Afterward, you can try to set in motion the way of life you deem appropriate.

It’s a battle; everyone has to endure in order to get on the other side.

Start listening; there are a lot of smart people out there

As you may have guessed it, you are not the most knowledgeable person out there. Your prowess in a given area, must not become your limit.

You ought to adopt a broader approach, and practice “listening” as a way to incite growth and prosperity.

Even the most lucrative profession, is not going to make it up for lack of motivation.  

Read, read and read some more

It comes as no surprise to anyone that successful people are masters at time-management. By making the most out of their time, they can focus on things which are essential to their cause.

Also, their ambition is backed by a constant thirst for more knowledge, which can never be quenched by no stretch of the imagination.

In so far as their methodology is put under scrutiny, most of them prefer daily reading.

Like this summary? We’d Like to invite you to download our free 12 min app, for more amazing summaries and audiobooks.

“How Successful People Think Quotes”

A person who knows how may always have a job, but the person who knows why will always be his boss. Click To Tweet Thinking is hard work; that’s why so few do it. Click To Tweet People with humility don’t think less of themselves; they just think of themselves less. Click To Tweet It is true: most people are more satisfied with old problems than committed to finding new solutions. Click To Tweet Instead of trying to be great, be part of something greater than yourself. Click To Tweet

Our Critical Review

Well, who doesn’t need a mentor? – We all do, and sometimes a book can help you pattern your life after a person that you admire or has the means to teach you something.

In relation to this philosophy, we can wholeheartedly endorse the message that the author is trying to convey through this amazing book.

To put it in a nutshell, John Maxwell is definitely worthy of your time.

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Dare to Lead PDF Summary

Dare to LeadBrave Work. Tough Conversations. Whole Hearts.

We’ve summarized quite a few books on leadership on our site.

Here’s an addition, and from someone who has never dabbled in the topic before.

At least not specifically.

Yet, Brené Brown is certainly one who could teach you how to dare greatly and rise strong at work.

But, above all, she wants to teach you how to:

Dare to Lead.

Who Should Read “Dare to Lead”? And Why?

It’s the 21st century, and it’s certainly an age which requires a new type of leaders.

Unlike the leaders of the past – as Simon Sinek taught us – these new leaders eat last and make you feel safe.

And Brené Brown has always been interested in subjects such as humility and safety, which is why it comes as no surprise that her new book repackages her past ideas for the business and leadership market.

Meaning: if you are a leader who hasn’t read Brené Brown before, then you might as well start with Dare to Lead; in addition, the book will probably prove to be both exciting and inspiring for anyone who wants to be a little braver at the workplace.

However, if you’ve already read Brené Brown’s previous works and you’re not in a position to lead anyone, then we suggest you skip this one.

Also, if you have a good relationship with your team, but want to read something by Brown, this is probably not the book for you.

Read one of the five listed below instead.

About Brené Brown

Brené BrownBrené Brown is a TED superstar, New York Times bestselling author, and a research professor at the University of Houston.

She has dedicated her life to studying topics such as courage, vulnerability, shame, and she is considered an expert on these subjects.

She is the author of numerous books, most of which have reached the #1 spot on The New York Times bestseller lists. We’ve summarized almost all of them on our site: I Thought It Was Just Me (but it isn’t) (2007); The Gifts of Imperfection (2010); Daring Greatly (2012); Rising Strong (2015); and Braving the Wilderness (2017).

Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. is, so far, her last book: it was published barely a month ago.

Brown’s famous 2010 TED Talk, “The Power of Vulnerability,” is one of the five most viewed TED Talks in history: it has been seen almost 40 million times!

“Dare to Lead PDF Summary”

The Courage to Be Vulnerable

Look up in your dictionary – or, if you don’t have a suitable one, your Word thesaurus – for the antonym of “vulnerability.”

A few words jump out.

The obvious “invulnerability,” the expected “immunity” and “imperviousness,” the related “strength” and “resistance,” the godlike “invincibility.”

When you think of the word “vulnerable,” you think of unsheltered wide-eyed children in Sub-Saharan Africa; when you think of its antonyms, you think of soldiers with muddy faces marching through the enemy’s ranks.

And yet, when Brené Brown interviewed a group of special purpose troops of the American military back in 2014, none of the soldiers could think of a single example in which their courage didn’t come paired with vulnerability.

Brown wasn’t surprised.

Because this is the essence of her philosophy.

Vulnerability, by definition, is insecurity, and insecurity means risk; and since only those who risk win, vulnerability is not an antonym to courage, but basically its necessary requirement.

“The courage to be vulnerable is not about winning or losing,” writes Brown, “it’s about the courage to show up when you can’t predict or control the outcome.”

In other words, accepting your vulnerability doesn’t mean becoming vulnerable; it means becoming a courageous adventurer, open to the possibilities of tomorrow.

For example, people who invest money in order to start a business they don’t know the future of are some of the most vulnerable people you’ll ever meet.

And yet – these are the people who create and innovate and make the world a better place!

Feedback Matters

“We all need people who will give us feedback,” supposedly Bill Gates said once. “That’s how we improve.”

And yet, for some reason, leaders barely even know their employees’ thoughts altogether, let alone which of them are true.

Moreover, it goes both ways: leaders tend to communicate only half-truths or lies to their employees because they believe this is kinder.

Brené Brown doesn’t feel that way: “Feeding people half-truths or bullshit to make them feel better (which is almost always about making ourselves feel more comfortable) is unkind.”

Why?

Because somewhere down that road, your employee will make a mistake for which you’ll blame and scold him/her severely, even though that mistake is just the inevitable outcome of your “be kind” policy.

You know what’s kinder?

To talk to your employees, share with them your sincere opinions, and, as it only fits, expect from them very much the same.

And it all starts with listening to them.

A good strategy is to also leave a lot of empty space during the conversations you have with them. People try to fill the empty spaces in a conversation with something and, instinctively, they start talking.

And when they do – don’t interrupt them with preformulated responses.

Wait for them to finish.

They were kind to share their opinions with you.

Now, you be as kind and share yours with them.

Braving: The Best Way to Build a Culture of Trust

If you listen to your employees and share with them your sincere sentiments about them, then you’ve made your first step towards building a culture of trust in your workplace.

You need a few more.

The best thing is you’ll never forget them since they neatly fit a great acronym: BRAVING.

B is for Boundaries. There’s no trust between two people – let alone between leaders and employees – without boundaries; or, better yet, without proper respect for each other’s boundaries. So, set them – and keep setting them until everybody feels comfortable.

R stands for Reliability. One of the worst things you can do at your workplace is overpromising. Be aware of your limitations and try always to do what you say you will. Your employees will follow.

A is for Accountability. Everybody makes mistakes. The point is to admit that, apologize for them, and try your best to not repeat that mistake again in the future.

V is for Vaulting.  That’s the first rule of trust – you don’t share with people things you’re not supposed to share them with; you put them in your vault. And as we’ve learned from Seinfeld, once you open your vault, it seizes to be a vault. So, don’t open it.

I stands for Integrity. Talk the talk, but walk the walk as well. Holding yourself to consistent standards is difficult, but that’s why everybody respects it.

N is for Non-judgment. You know this from the way you act around your friends. No matter how bad of a mistake you’ve done, you tell them, because you know they won’t judge you. Be that boss.

G stands for Generosity. Finally, be generous to others. Not so much in a “giving away” fashion, but in “I know you didn’t mean anything wrong” mode. It pays dividends!

Fail While Daring Greatly

The best lesson business leaders can learn comes from skydiving.

Why?

Because the first thing that skydivers train for is hitting the ground safely.

That’s exactly as it sounds!

Before they are allowed to fly through the sky, they simply jump off ladders and learn how to hit the ground.

Business leaders, on the other hand, spend most of their careers cocooned, hoping for the best-case scenarios, and rarely preparing for the worst ones.

And then, when the latter one almost inevitably come, they are shocked and try to find ad hoc solutions. Sometimes this works; but, sometimes it doesn’t.

Teaching yourself – and your employees – resilience is the best guarantee there is that failing will always work for you.

In other words, that, even in the worst-case scenario, you’ll at least fail forward:

It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again…who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly.

Now you understand better why Nassim Nicholas Taleb prefers doers to thinkers; and why he is interested in finding ways systems can resist shocks and stay the same.

Simply put, because that’s the only way they can endure.

Key Lessons from “Dare to Lead”

1.      Be Brave Enough to Be Vulnerable
2.      Build a Culture of Trust
3.      Discover Your Values and Take Off Your Armor of Perfectionism

Be Brave Enough to Be Vulnerable

Vulnerability is not antonymous to courage; on the contrary, in fact: it’s almost synonymous with it.

Now, how’s that?

As simple as this: courage stems from vulnerability.

A heartbreak leaves you vulnerable, but it is a courageous act to start a new relationship afterward; a failed business leaves you helpless, and starting up a new company makes you even more vulnerable; yet, that’s the only way you can find your perfect partner or make millions.

Courageous people are courageous because they’ve embraced the vulnerability of risk.

It’s as simple as that.

Build a Culture of Trust

“If we want people to fully show up,” writes Brené Brown, “to bring their whole selves including their unarmored, whole hearts—so that we can innovate, solve problems, and serve people—we have to be vigilant about creating a culture in which people feel safe, seen, heard, and respected.”

And building a culture of trust is a seven-step process. Fortunately, it’s easy to remember it, since Brown has, yet again, packed it up neatly within a memorable acronym: BRAVING.

B is for the boundaries you need to establish in your company; R is for the reliability of your promises; A is for the accountability of your mistakes.

V is for vaulting: don’t ever share with other people things you weren’t meant to share; I is for integrity: being consistent in your beliefs is the only way you can inspire your employees to respect you; N is for non-judgment: don’t judge other people for their mistakes, because everybody makes them.

Finally, G is for generosity: be open-hearted and open-minded toward your employees if you want them to be open-hearted and open-minded towards you.

There you have it: you’ve braved a culture of trust!

Discover Your Values and Take Off Your Armor of Perfectionism

You know what they say: when the going gets tough, the tough get going.

Why?

Because they believe in something deeper and more profound; or, in other words, because they’ve discovered their values and know that they are bigger than any misfortune, no matter how big it is.

Speaking of: bad things happen; no matter what you do. So embrace them and don’t cover them up. Perfectionism leads to anxiety and depression.

Vulnerability to courage and success.

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“Dare to Lead Quotes”

I define a leader as anyone who takes responsibility for finding the potential in people and processes, and who has the courage to develop that potential. Click To Tweet

At the end of the day, at the end of the week, at the end of my life, I want to say I contributed more than I criticized. Click To Tweet

Daring leaders work to make sure people can be themselves and feel a sense of belonging. Click To Tweet

Show up for people in pain and don’t look away. Click To Tweet

If you have more than three priorities, you have no priorities. Click To Tweet

Our Critical Review

We’ve seen this so many times before that it comes as no surprise to us: after a few books, authors tend to recycle their ideas and repack them in a business edition.

But why shouldn’t they?

Business leaders are straightforward people; what they want to read are books written specifically for them. It’s not that you won’t find almost everything you’ll find in Dare to Lead in Brown’s previous books.

Here, however, it’s specifically aimed at leaders.

That may be the only new thing you’ll find in Dare to Lead; but that’s probably the only new thing business leaders would ask for.

“With Dare to Lead,” writes leader Sheryl Sandberg, “Brené brings decades of research to bear in a practical and insightful guide to courageous leadership. This book is a roadmap for anyone who wants to lead mindfully, live bravely, and dare to lead.”

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The Secret Red Book of Leadership PDF Summary

The Secret Red Book of Leadership PDFWhat do you know of leadership? Are you ready to make one final push?

Awdhesh unravels the greatest misconceptions and helps you to turn over a new life in your professional career.

Without further ado, let’s jump into the key findings!

Who Should Read “The Secret Red Book of Leadership”? And Why?

Unlike other books that cover topics related to leadership, we firmly believe that this one is mainly aimed at those who express doubts about their leading potential.

“The Secret Red Book of Leadership” helps you to stay on track and fight these social tendencies, which are breaking your spirit.

Take notes, and learn quickly!

Awdhesh SinghAbout Awdhesh Singh

Awdhesh Singh is among other things perceived as the Quora Guy. As the founder of AWDHESH ACADEMY and IRS officer, he thrives in helping people reach their potential.

“The Secret Red Book of Leadership PDF Summary”

Are you ready to plunge into the turbulent deep waters of leadership?

Leadership, as a concept, is still receiving hard blows from the community due to the overflow of misleading information and lack of strategy. The primary concern of today’s decision-makers is finding a way to enhance the performance of all parties that are integrated into the process.

If you’re ready and willing to master the subject of leadership, enrolling in courses will not suffice. All efforts will be in vain unless you take part in strategy-building activities that can get the best out of you.

Running a business or an organization can be overwhelming for many leaders, who can’t seem to get the handle on what’s causing all the troubles. Entrepreneurs are compelled to lead their company from one stage to the next and oppose the early startup factors, which are endangering the growth.

So, what does this has anything to do with leadership?

In all honesty, regardless of the idea or professionalism implemented in terms of execution, your entrepreneurial journey will not see another day, unless you can showcase your leading ability. People are not inclined to learn by listening; they prefer to be led by someone who has blazed a trail for others to follow.

As it turns out, early startup difficulties get the better of many innovators and creators, who can’t seem to survive the 5-Year collapse frame. When embarking on similar ventures, one must consider numerous elements that can make-or-break the business.

Steps in – Leadership.

The one-of-a-kind person who embraced the father figure of modern leadership is Peter Drucker. Years of research, practice, and implementation had led him to believe that managing people is tricky business. He even went a bit further by claiming:

It is not whether the answer is right. It is whether it works.”

Leaders don’t shy away from following prominent figures who can show them the way. However, when it comes to choosing a mentor, they are finicky about the expertise and competence these personalities possess. Moreover, they’ll reject any piece of advice, if that information doesn’t seem convenient at the time.

From your uncertain vantage point, what can you say about leaders?

Do you belong to the vast majority of people who have no doubt that leadership is something embedded into the hearts and minds of privileged few? Or, you give credence to Awdhesh and his conviction that leaders can be forged in the fire of practice and learning.

Never forget that many top-notch brands all around the globe, are inciting their employees to turn into intrapreneurs and share their ideas. These organizations might as well kill two birds with one stone by: first, giving freedom and encouraging employees to think on their own, and second improving the value of the organization.

The bottom line is – evaluate and analyze every scheme delivered to your doorstep. This simple thesis is the embodiment of genuine leadership!

Leaders aren’t always on the run

Indeed, not every decision-maker has a close associate who is always on the ball. Not having a right-hand man by their sight, compels these figures to dive deep into some serious thinking:

  • How not to succumb to pressure?
  • Can I tackle every upcoming issue that threatens the organization?
  • What to do if my plan doesn’t turn out to be useful?
  • How to handle mistrust in my leadership abilities?
  • How to enhance productivity?

… The list goes on.

Pondering about these options and scenarios will do you no good unless you gear yourself up with the perfect mindset. Thriving on the challenges ahead is what a genuine leader would do, so building that momentum is vital to keep you going and growing.

When you think about, there are no beginnings nor ends in the business world. Each action leads you to the next one, and so on – in other words, each move you make takes you a step closer toward the next challenge.

You can’t fight the current; you just have to go with the flow!

Awdhesh Singh has the credibility to differentiate between a mediocre leader and an outstanding performer. Actions speak louder than words (and that’s the only distinction) – eminent figures focus on execution and learn by doing, while average leaders place a lot of emphasis on contemplation and overthinking things.

According to the author, every organization is composed of 4 unique groups of personalities. Each one of them adds value to the organization, but not in the same manner:

  • Leaders: A group of characters who are self-accountable and motivate others to do their job.
  • Followers: The second-in-command; an execution body which acts upon instruction from its superiors.
  • Shirkers: Delayers who avoid taking part in activities that are not interesting.
  • Resistors: A group that can’t seem to cope with the age of rapid expansion and evolvement.

The worst part about being a leader, and embracing the role to the degree that you are obliged to cover for others at work, is constantly being engaged in everything.

Now you know what it takes to beat the odds and develop into a real linchpin in your sphere of influence!

Key Lessons from “The Secret Red Book of Leadership”

1.      Instill a sense of imperativeness
2.      Adopt the proper mindset
3.      Take it slow but then shift into 5th gear

Instill a sense of imperativeness

From what we acquired so far, it’s fair to say that leaders who don’t prioritize problems cannot scale up their organizations.

Urgency is a powerful weapon that can turn mediocre performers into a distinguished elite.

Adopt the proper mindset

Wise leaders don’t want to build up their follower-base but produce leaders who are self-manageable.

Such perspective injects a dose of hope, and increase the chances of tackling negative thinking on an organizational scale.

Take it slow but then shift into 5th gear

Generally speaking, some people are more eager to lead. However, you don’t have to submit to their will without even trying to evaluate your potential.

All you need to do is take the first step and adjust your strategy along the way.

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“The Secret Red Book of Leadership Quotes”

Treating everyone equal is the surest recipe for disaster. Click To Tweet

Power is acquired gradually. Just like a person does not grow rich overnight and a sportsman has to defeat many competitors in a series of games to win the championship crown, a man becomes powerful only after a prolonged battle, where he… Click To Tweet

However noble your goal may be, it is impossible to achieve it unless you severely punish those who obstruct your way. In a game of power, you have to create fear in the hearts and minds of all opponents. Click To Tweet

A leader creates a new idea by assimilating many old ideas like an architect uses existing bricks and mortars to make a new building. Click To Tweet

It is not difficult to take initiatives. People can usually see what is required to be done to make the world a better place for us and our future generations. Click To Tweet

Our Critical Review

Well, we did go through page-by-page only to found that each chapter is actionable and pragmatic.

We highly appreciate the amount of work Awdhesh has put into this amazing guidebook, and we recommend it to everyone willing to climb the leadership ladder.

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eSCAPE PDF Summary – Anik Singal

eSCAPE PDFThe 4 Stages of Becoming A Successful Entrepreneur

Do you think you got what it takes to rise to the occasion when an opportunity presents itself?

Is your mindset ready to cope with the pressure of decision-making? If that’s the case, Anik gives us a rundown of what is required of you to beat the system and spark your entrepreneurial spirit.

Who Should Read “eSCAPE”? And Why?

Well, in our opinion, this book should be labeled as the “Bible” for entrepreneurs. But, the main issue with this statement is that Anik doesn’t entirely agree with Google’s definition of entrepreneurship.

So, it will be accurate to indicate that “eSCAPE” is prescribed for the wider audience, regardless of all the other factors and features.

Anik SingalAbout Anik Singal

Anik Singal is a dreamer who made his dreams come true by constantly improving and challenging himself.

Over the years he tried many things and realized that failure is nothing but an integral part of success. Currently, he is the CEO of Lurn Nation and a keynote speaker who inspires others to climb aboard.

“eSCAPE PDF Summary”

Many people still cannot capitalize on the opportunities that exist in the digital age. As much as want to oppose these influences, our minds are indoctrinated in a way that suffocates our innateness and creativity.

According to Anik, the founder of Lurn Nation, the education system is designed to produce manpower, not entrepreneurs. In doing so, the society secretly lays the groundwork for creating a dependent workforce that can’t function alone (without a master).

All those concepts fail to overshadow the rise of leadership and urge to build something from scratch. In this book, you’ll realize what it takes to go on your own, and nurture a mindset that allows you to do so.

Entrepreneurs live by the following formula:

Problem + Solution = Creates Value

Looks familiar? We bet it does but isn’t it easier to work for someone else, without having to bear the burden of a true innovator? We’ll get to that, but before we do, let’s analyze another concept that Anik covers thoroughly in this comprehensive guide:

Intrapreneurship, as the term implies, refers to inciting creativity within an organization. Instead of starting a new business venture, the employee/manager chooses to scale up the company by initiating a new profitable procedure.

The creation of PlayStation by Ken Kutaragi, one of Sony’s designers, is the perfect example. Behind his work desk, he hatched a plan and eventually end up creating the most brilliant video-gaming platform that is used by multiple generations.

As you can see, inflaming the entrepreneurial spirit is our second-nature, but we are inclined to submit to the societal principles and norms.  

Check out the 5-step method for developing into a successful entrepreneur, who doesn’t take “No” for an answer:

  • Identify a problem or opportunity
  • Find a creative solution
  • Use your expertise and improve along the way
  • Focus all your efforts on solving the issue
  • Create value for the user

The fear of failure

If you make up a list of all the people who tried their luck as entrepreneurs but failed to establish an independent and financially stable business, you’ll find something magnificent.

Each and every one of them put the blame on lack of support, inadequate staff, lack of funding, wrong business models and so forth. From an impartial standpoint, these issues seem legit but are they really that credible?

In this book, you’ll find what the term “Pivot” actually means, and why you should take full advantage of it! When things go South, you better change the course, because as Captain you need to steer the wheel, and not just pray for calm waters.

Psych yourself up

Are you ready to take the next step? – If that’s the case, you better start asking the right questions! It doesn’t matter what you think of yourself, what does matter: Is it worth it for me to become an Entrepreneur?

In addition, analyze the questions listed below, to see whether your character is in tune with the profile of an outstanding entrepreneur:

  • Is being an Entrepreneur challenging?
  • Do I crave to plunge into entrepreneurial waters?
  • How hard am I willing to push to reach the final goal?
  • Is it worth the time and energy?
  • Is it something that I’ll regret by not doing?

To get the big picture, it’s for the best if we identify the chasm between employees and entrepreneurs:

  • Employee + no struggle = happy
  • Entrepreneur + struggle = progress

The execution of your strategy is similar to Weight-Lifting, the more you do it, the stronger you become. Don’t worry about mistakes, just remain focused and persistent in your goals.

The Four Stages—S.C.A.P

1.      Self
2.      Catapult
3.      Authority
4.      People

Stage #1: Self

Evidently, stage one starts from within. It prompts you to analyze yourself and your ability to become an accountable person. The scatterbrained individuals are the ones who can’t seem to find the perfect balance because they are pinned down.

Many strategies go up in smoke because managers aren’t able to anticipate the problem quickly enough and then pivot. Without a doubt, your mind reflects everything you are doing on the outside. So, embracing an internal shift is not only advisable but entirely necessary.

Stage #2: Catapult

This is where the cradle of entrepreneurship cracks or grows solid. According to entrepreneurs, this is the stage where most business collapse due to wrong strategies in terms of execution. If coping with pressure is not your strongest attribute, perhaps engaging in such a journey wouldn’t be a great idea.

Most people associate risk-taking with startups. This is entirely false because entrepreneurs prefer to make decision-based on calculations, not just sheer instinct. Moreover, if you want to join the club, remove tomorrow from your vocabulary and focus on the “Now.”

Stage #3: Authority

Building authority as a process has earmarks of a life-attitude reserved only for the most privileged ones. It reminds us that we don’t deserve to be in that company. If you intend to challenge these delusions, you should start by eradicating all the ideas that are forcing you to think negatively.

Generally speaking, people with high self-esteem make a good first impression and instill a sense of authority wherever they go. Just so there are no confusions – they are not arrogant pricks who protect their position no matter what.

Creating an aura of leadership is something you should crave for, and that’s the only route to becoming selfless and confident.

Stage #4: People

Individuality is great, but doing everything alone is impossible. Your job is to assemble a group of qualified professionals that will help you move forward. Even the greatest idea cannot reach the implementation phase, without a skillful organization to back it up.

In the meantime, you have to handle negative individuals and turn their skepticism into optimism.

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“eSCAPE Quotes”

My desire to become successful was so strong at that time that I couldn’t physically force myself to focus on anything other than building my business. Click To Tweet

There are the people who are flat out trying to hurt you. These can be very damaging people in your life. They soak up your energy and may even be rooting for you to fail for several reasons. When it comes to removing people from your… Click To Tweet

Right now, I want you to make a declaration. I want you to say, - I am no longer going to shy away from opportunities. I'm going to raise my hand. I'm going to make mistakes. I'm going to have failures. I'm going to be embarrassed. I'm… Click To Tweet

The secret to reaching a goal is actually focusing on the micro-steps along the way. We have to focus on creating small win after small win. If we stare only at the big end goal, it’s simply too overwhelming. Click To Tweet

Entrepreneurs have a very different idea of how to use their time. To them, time holds immense value and should be invested. Click To Tweet

Our Critical Review

Anik draws on his personal experience and shares insights on how he managed to deal with health issues, debts, and personal crisis.

To spice it up, he puts in the spotlight stories from other renowned experts to illustrate a point. You won’t regret taking a few hours off and allocate that time to Anik Singal’s story.

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The Ideal Team Player PDF Summary

The Ideal Team Player PDF

How to Recognize and Cultivate the Three Essential Virtues: A Leadership Fable

If you know anything about Patrick Lencioni, you probably didn’t need that subtitle: of course, it’s a leadership fable, possibly one of your favorites!

This one’s about “The Ideal Team Player.”

Who Should Read “The Ideal Team Player”? And Why?

If you’re interested in sports, you’ve probably noticed that haphazard groups of extra-talented individuals are never as good as teams of average players with a good manager.

Why?

Well, because – as they say for quite a long time – there’s no “I” in “Team.”

“The Ideal Team Player” is the book you should read if you want to build an all-star team at your company. So, if you are in HR or you are a company owner/leader, and you think you could really use a little guidance from someone who knows a thing or two about good teams, then don’t hesitate to buy this book and take Patrick Lencioni’s advice.

It works both ways: Lencioni’s fable can help you even if you are an employer who can’t fit in, but would really want to become a good team player.

About Patrick Lencioni

Patrick LencioniPatrick Lencioni is an American author, consultant, and keynote speaker. He is the founder and the president of The Table Group, a management counseling firm.

Deemed by the “Wall Street Journal” as “one of the most in-demand business speakers,” Lencioni has so far written ten books on various aspects of business management, most of them stressing the importance of teamwork.

Lencioni is renowned as the author of two bestsellers, “The Advantage” and “The Five Dysfunctions of a Team,” the latter of which serves as a sort of a prequel to the “The Ideal Team Player.”

“The Ideal Team Player PDF Summary”

Once again, Lencioni’s story is about a company with a problem: Bob Shanley, the long-time CEO of Valley Builders (VB) – a contracting firm he has founded – has to retire due to a heart problem requiring surgery.

He offers the job to his nephew Jeff, who soon learns that he has become the CEO at the worst time possible: the company has just won two gigantic contracts which require for him to hire at least 60 new employees within the next two months.

Make that 80: 20 of them, as his experienced senior executives tell him right at the bat, would eventually quit.

Why?

Because they wouldn’t fit the VB culture established and cultivated by his uncle, who was pretty aware that “the ability to work effectively with others…is more critical in today’s fluid world than it has ever been.”

Soon Jeff learns that VB’s work culture is based on the idea that a team must be built around ideal team players and that these, in turn, must share three traits: humility, hunger, and people smarts.

However, they must have all of these, since lacking one or two of them will probably have a counter-effect.

You see, people who are merely humble are no more than pawns; those who are merely hungry are bulldozers; and those who are smart only are charmers.

You don’t like any of those.

However, two of these three traits aren’t enough:

Employees who are hungry and smart but not humble are skillful politicians who will further their personal interests until it’s too late to do something about that.

Employees who are humble and smart but not hungry are lovable slackers who won’t get going when the going gets tough.

Finally, employees who are humble and hungry but not smart are accidental mess-makers who will unintentionally create more problems than the team can solve.

So, you want your team player to be ideal?

Pick only those who have all three values:

#1. Humility

In Lencioni’s words, humility is probably the most important quality:

Great team players lack excessive ego or concerns about status. They are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually. It is no great surprise, then, that humility is the single greatest and most indispensable attribute of being a team player. Humility is the single greatest and most indispensable attribute of being a team player.

#2. Hunger

Hungry people are never satisfied, and they always want more than they have. They have a drive and a burning ambition to be more than they are.

Hunger, writes Lencioni, “is the least sensitive and nuanced of the three virtues. That’s the good news. The bad news is – it’s the hardest to change.”

#3. People Smarts

Be aware that “people smarts” doesn’t necessarily mean “brilliant”; but it does mean emotionally intelligent and capable of interpersonal interaction.

Of course, you can’t have a team if there’s no team chemistry; and employees who are people smarts contribute to this chemistry.

Key Lessons from “The Ideal Team Player”

1.      The Three Essential Virtues of the Ideal Team Player
2.      How to Interview New Hires for Your Team
3.      How to Develop the Three Essential Qualities

The Three Essential Virtues of the Ideal Team Player

For organizations seriously committed to making teamwork a cultural reality,” writes Patrick Lencioni, “’the right people’ are the ones who have the three virtues in common – humility, hunger and people smarts.

However, neither of them is enough in itself; in fact, if not combined with the other two, it can be seriously detrimental to your team, producing either too servile or ambitious workers or, even worse in today’s work climate, lone wolves.

How to Interview New Hires for Your Team

“Most interviews are still the same stilted, rehearsed and predictable conversations they were 40 years ago” – notes Patrick Lencioni.

And of course – they don’t need to be!

Now that you know the three essential virtues of an ideal team player, you should design your interview process to find out if your potential employee has them.

So, try to be unconventional (say, take the interviewee on a shopping trip) and focus on detecting the subtle hunches which may tell you if your new prospect is humble, hungry and people smarts.

These are good rules-of-thumb:

#1. For humble: Ask the applicant about the most important accomplishments of his/her career and see if he will use “I” or “we” more; the latter indicates humility;

#2. For hungry: Ask the applicant what the hardest he/she has ever worked on in his/her life is. If it seems that he/she has enjoyed (as opposed to merely tolerate) this experience – he/she is certainly hungry.

#3. For smart: Ask the applicant how would he describe his/her personality. If he knows his/her weaknesses and strengths well, then he/she is introspective and emotionally intelligent.

How to Develop the Three Essential Qualities

If you want to become the ideal team player, then, obviously, you need to work on the three essential qualities of being one:

#1. Humble: be polite and learn how to compliment; ask your colleagues how they feel; listen.

#2. Hungry: this is the most difficult virtue to develop; but do try: learn how to do more work.

#3. Smart: there are many books which can help you develop your emotional intelligence; use them as your guide.

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“The Ideal Team Player Quotes”

The five behavioral manifestations of teamwork: trust, conflict, commitment, accountability and results. Click To Tweet

A long list of hobbies like extreme skiing, sled dog racing, storm chasing and shark hunting might just be a red flag when it comes to someone who is not going to put the needs of the team ahead of personal pursuits. Click To Tweet

Humility isn't thinking less of yourself, but thinking of yourself less. Click To Tweet

The most unhappy people in a company are the ones who don't fit the culture and are allowed to stay. They know they don't belong. Deep down inside they don't want to be there. They're miserable. Click To Tweet

Many people will try to get a job even if they don't fit the company's stated values, but very few will do so if they know that they're going to be held accountable, day in and day out, for behavior that violates the values. Click To Tweet

Our Critical Review

If you know your Lencioni, you won’t be disappointed by “The Ideal Team Player”: this book has everything one has grown accustomed to expect from a book by him.

Namely, a finely written and relatable fable with a straightforward moral, which is not only simple but also universal and easily applicable.

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Taking the Stage PDF Summary

Taking the Stage PDF

How Women Can Speak Up, Stand Out, and Succeed

Are you a woman wondering how you can succeed in this all too male world?

Then, time to learn a lesson or two in “Taking the Stage,” sister!

Who Should Read “Taking the Stage”? And Why?

Let’s eliminate about 50% of the world’s population straight away: this book doesn’t concern men, and they will find nothing even remotely interesting or applicable here. (One more reason why you should always read the subtitle first: titles are just too poetic to be straight to the point!)

However, the other half of the population should really give this book a go!

Because even though its main target audience is women in the corporate world, it doesn’t hurt to know how you can communicate leadership even if you can use the knowledge merely in somewhat trivial, day to day situations.

About Judith Humphrey

Judith HumphreyJudith Humphrey is a Toronto-based entrepreneur and author.

In 1988, Humphrey founded the Humphrey Group, the first Canadian leadership communication firm to focus on teaching executives and leaders how to be effective speakers.

In the three decades since its inception, the firm has built a portfolio of high-quality clients, including IBM, Microsoft, Deloitte, Walmart, and TD Bank.  

An acclaimed speaker and part-time columnist in “Fast Company,” Humphrey is the author of one more book in addition to “Taking the Stage” – “Speaking as a Leader.”

“Taking the Stage PDF Summary”

Have you ever heard of a little thing called “The Impostor Syndrome”?

If not, that’s a psychological condition which makes an individual feel as if he or she is not worthy of his/her career and that, anytime soon, he/she will be exposed by someone as a “fraud.”

And this goes against the external evidence, in spite of the abundance of which, these individuals still believe that they have become successful merely due to luck or chance!

The worst part is that we kind of used too many pronouns in the sentence above: scratch the “hes” and the “hises” because, unsurprisingly, the Impostor Syndrome is all but an exclusively female category!

Judith Humphrey claims that 9 out of the 10 women who sought leadership advice from her and the Humphrey Group were plagued by the feeling of imposterism, speaking to themselves with a “negative internal voice”!

But how can they not?

After all, we live in a society which teaches boys to be competitive and outspoken and girls to be humble and passive.

It’s only normal that men end up believing that leadership roles are within their natural predisposition as opposed to women who think that these are everything they shouldn’t be:

Men tend to take pride in their strengths and accept compliments, whereas women are more likely to point out their flaws, disclose their fears and dismiss their strengths.

The solution?

Challenge the status quo:

It’s time for us to claim our place on center stage. As we do so, we will discover in ourselves a stronger, clearer, more influential voice that can change us, change others, change our companies and change the world.

First step: don’t allow to be interrupted!

Studies have shown that the majority of interruptions in conversations occur when males interrupt females, and only a small minority happen the other way around.

So, change that: when interrupted from now on, raise your palm in the direction of the person who interrupts you and say “Hold on!”

Afraid that you will be described as “aggressive” or “overbearing”?

Well, that brings us to the second step: don’t be afraid of being described as “bossy”!

“Bossy” is one of the many adjectives male employees use to downgrade women’s qualities and abilities.

In “Lean In,” Sheryl Sandberg reminded us that the majority of women have been accused of behaving aggressively; strangely, barely few men have ever experienced the same.

So, from now on, take this kind of attitude from your male co-workers as a compliment instead of taking it as an insult: obviously, you’ve become a threat; potentially, you can lead them instead of being led by them.

Step three: change your language and change your attitude!

As we said above, as opposed to men who highlight their strengths, women tend to draw attention to their weaknesses.

So, time to put an end to quite a few phrases and speech patterns which say a lot more than you intend to:

#1. “Do you mind if I add something…” – Nobody should mind: just add what you want to add.
#2. “I guess…” – No: you know.
#3. “This is probably a stupid question but…” – Don’t undermine yourself: it’s not!
#4. “I just wanted to spend a few minutes…” – Don’ use past tense when talking about the future.
#5. “Probably” is “always” from now on!

We go over a few more tips and tricks in our “Key Lessons” section!

Key Lessons from “Taking the Stage”

1.      Develop Your Voice
2.      Choose a Suitable Wardrobe
3.      Stand Out on Stage

Develop Your Voice

There’s really no such thing as the voiceless,” writes Arundhati Roy. “There are only the deliberately silenced, or the preferably unheard.

Don’t allow to be one of these two groups: develop a voice which breaks through the barriers you had to put up with ever since childhood.

So, no more “the little-girl voice” or “the cheerleader voice,” “the girlfriend voice” or “the maternal voice,” “the nice voice” or “the grateful voice.”

No more attempts at emulating “the manly voice” either!

It’s time to find your own unique voice, which you should develop on the background of calmness, gravitas, and pride – the qualities of all true leaders.

Add some body to it as well: you already know that your body language shapes who you are!

Choose a Suitable Wardrobe

Here are few tips from Judith Humphrey concerning your wardrobe:

#1. Wear clothes that reflect the workplace you want to have in the future, and not such which reflect the one you currently have;
#2. If you have a meeting, prepare yourself accordingly;
#3. Instead of highlighting it, deemphasize sexuality with your wardrobe;
#4. Avoid haircuts or accessories which will turn other people’s attention from your corporate appearance.

Stand Out on Stage

Your future depends on your presence. No, that’s not a mistake – it’s just a clumsy pun.

Presence is not to be confused with charisma,” writes Humphrey. “Charisma involves a bit of flash. It is an aspect of certain personalities. Presence comes from a deeper, more personal place.

Dig deep and find that place.

That way, you’ll always stand out on stage!

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“Taking the Stage Quotes”

’Taking the Stage’ is a metaphor for all the ways you can be your own best champion by finding compelling ways to express yourself Click To Tweet

Women must take the stage if they want to have a greater impact on their organizations and greater success. Click To Tweet

To flourish on center stage, you’ll need to develop your ‘character.’ Click To Tweet

Self-confidence and assertiveness do not belong to men alone…Such strengths are a woman’s birthright, too. Click To Tweet

If there is a formula for staying on center stage, it is refusing to be sidelined or satisfied when you hit a ‘wall.’ Click To Tweet

Our Critical Review

Even though “Taking the Stage” claims that it is about all women (“no matter their age, rank, or profession”) one feels that no more than two groups of women can really profit from reading this book: those who are at a more junior stage and have time to learn how to assert their authority, and those who are already at a higher level

“Blue-collar” women workers – i.e., those who are working in a men’s environment and want to make themselves heard (but are unable to) – may feel that the book leaves somewhat to be desired.

We feel the same way too.

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Flat Army PDF Summary

Flat Army PDFCreating a Connected and Engaged Organization

Are you ready to take your management knowledge on to the next level?

Over the course of thousands of years, the hierarchal form of leadership has remained etched into the hearts of those seeking and having power.

The day has finally come to put a stop to that!

Who Should Read “Flat Army”? And Why?

If at some point in life, you wish to coordinate a group of people and make them feel worthy, this book comes as a blessing to you.

To put it briefly: It’s best suited for decision-makers who are still searching for the uniqueness and students who are eager to dig up the mysteries of proper leadership.

Don’t skip it!

About Dan Pontefract

Dan PontefractDan Pontefract is a management expert, coach and a teacher who places emphasis on leadership as a form of achieving greatness in the business community.

He is the author of several books.

“Flat Army PDF Summary”

At the peak of the industrial era in the early 20th century, management had a pivotal role in controlling the output. Likewise, it became crystal clear that the command-and-control management style had lost its grip on productivity and efficiency and corporations started to suffer due to its rigidness.

To this day, this management approach is still not eradicated. The dynamic and progressive society now demands sometimes way more innovative than a hierarchical system, which is not only outdated but entirely fruitless.

Frederick Taylor and Henri Fayol

The well-renowned and highly proficient industrial efficiency expert Frederick Taylor along with Henri Fayol cast doubt on the hierarchical structuring as a whole. They outlined the importance of remodeling the command-and-control post by engaging the workforce in the operations.

Although most of the organizations nurture rigidness, and they are not keen to give up on their power, they have to realize that employees no longer wish to be perceived as merely a disposable workforce.  

They arrived at a conclusion: “To lead is a way of life. Being able to coordinate, control, run, and plan is in tight correlation with the idea of knowing how your subordinates react and want to be treated. The rigidness that was applied on a colossal scale in the past has seen its last summer. “

Nowadays, employees and workers want to be incorporated in the decision-making and all the other processes and mechanisms.

The bottom line is – collaboration and communication are critical to achieving success and staying on the top of the world. When we speak about interaction, we mainly refer to maintaining contact that has no hierarchical boundaries between the interlocutors.

All things considered, the management system needs to get back to the drawing board and weight its options. No one wants to be a part of an exploitation system that disregards the basic needs of the employees and stripes them of even more fundamental rights.

Flat Army Management to the Rescue.

If you are skeptical about the previously mentioned hierarchy, a “flat” structure can clear up the uncertainty in next to no time. Army, for instance, derives from Armada (Spanish) which stands for a group of battleships moving towards the enemy.

In other words, Flat Army has a symbolic meaning that unlike other concepts, strongly relies on team efforts. Constructing a system around a single goal is a unique way of inviting all the parties to play a part in accomplishing the mission.

The Flat Army’s approach entails integration and relatedness as the core principles which propels the organization. This new form of management links all layers of the corporation and helps them to work in the spirit of mutual understanding and togetherness.

There’s not a single person on this planet who doesn’t want to be a part of a harmonious working environment. Being in tune with the corporate mission, and being able to apply The Flat Army Strategy to the full extent requires:

  • Trust
  • Authenticity
  • Understanding
  • Open-Mindset
  • Expertise

All these things come into play when an execution of a task is underway. Leaders must present collaboration and dialogue as the backbone of the organization.

Mayor Michael Bloomberg is perhaps the role model of this new leadership ideology that we are trying to convey. As a mentor and a person to be idolized as far as connected leadership is concerned, he stresses out the importance of sharing critical info and data with his subordinates when the time is right.

In addition, he lays out 15 attributes that display the effectiveness of the Flat Army Approach. Connected leaders must not only abide by the ground rules but also look for a way to improve them:

  1. Trusting” – Don’t feed your vanity and allow others to express their opinion. Reward them for making mistakes, as long as they are within the context of planned improvements.
  2. Involving” – Don’t put anyone on the side, and double-check that everyone has a role to play. Destroy all the shallow obstacles that are preventing the employees to seize the day.
  3. Empathizing” – Don’t be overly critical and focus on the growth of the organization. Applying the reward-punishment system is not only outdated but highly ineffective as well.
  4. Developing” – Pave the way with vision and intentions that incite the employees to develop and grow as professionals.
  5. Communicating” – This is not a one-way street, but a dialogue that lowers the chances for any misunderstanding to occur due to unclear instructions.
  6. Analyzing” – Don’t draw conclusions single-handedly; allow others to gauge the level of your competence to see whether the analysis is accurately presented.
  7. Deciding” – Take into account the consequence and rewards of your decision-making. Stay flexible, and prepared to adapt if such thing is required.
  8. Delivering” – Don’t rush into making split-second decisions. When you ran into trouble, dive into thorough investigation and devise a plan to overcome the situation you are facing.
  9. Cooperating” – Sprinkling a dose of enthusiasm and positivity is the embodiment of a successful cooperation. Don’t become a loner; it sends negative vibes to the Universe.
  10. Clowning” – You don’t need us telling you that people who love their jobs and are relaxed cannot fit into the group of underachievers. Raising the morale of your employees is as critical as formulating a long-term strategy.
  11. Coaching” – Mentor your subordinates, provide guidance and give them feedback. This is the recipe for having motivated and highly creative associates around you.
  12. Measuring” – Don’t forget to use “quantitative business metrics,” for the purpose of measuring the level of achievement.
  13. Exploring” – Get out of your comfort zone, and put a weight on all your options. Take the burden off your shoulders by understanding the surroundings.
  14. Adapting” – We can’t emphasize enough on how important it is to remain flexible at all costs.
  15. Bettering” – There’s no such thing as perfection. Never settle for anything less than utter dedication and friendliness. Work to improve that atmosphere.

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“Flat Army Quotes”

Employee Engagement: The state at which there is reciprocal trust between the employee and leadership to do what's right however, whenever and with whomever. Click To Tweet

By collaborating more effectively, organizations have become healthier and more productive. Click To Tweet

Trust is not merely saying you trust someone. Trust is about actually acting in a trusting manner. Click To Tweet

Open Leadership: the act of engaging others to influence and execute a coordinated and harmonious conclusion. Click To Tweet

A disengaged or not-engaged employee is toxic. Click To Tweet

Our Critical Review

In our humble opinion, Flat Army is a manager’s hidden gem, something that can psyche him/her up for the battles to follow.

Make use of it by diving into its essence.

You won’t regret it!

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Make Your Bed PDF Summary

Make Your Bed PDF Summary

Little Things That Can Change Your Life… And Maybe the World

You want to change the world.

Start off by making your bed.

Don’t believe us?

Then, let us rephrase that in the words of a decorated United States Navy admiral:

Make Your Bed!”

Who Should Read “Make Your Bed”? And Why?

In “Make Your Bed” Admiral William H. McRaven shares the 10 most valuable life lessons he learned by being a part of the US military.

As he says himself, they are universally comprehensible and applicable, so it doesn’t matter who you are or whether you like the military or not.

“Change in the world can happen anywhere,” emphasizes McRaven, “and anyone can do it.”

About William H. McRaven

William H. McRavenWilliam H. McRaven is a retired US Navy admiral.

He last served as the commander of the United States Special Operations Command (2011 – 2014), a position he got after serving for three years as the Commander of Joint Special Operations Command (2008 – 2011).

Back in 1995, Spec Ops, the first of the two books he has so far authored was published.

In 2012, he was played by Christopher Stanley in the Academy Award-winning movie chronicling the manhunt for Osama bin Laden, “Zero Dark Thirty,” and a year later he appeared as himself in the documentary “Dirty Wars.”

“Make Your Bed PDF Summary”

William H. McRaven is 1977 graduate of the University of Texas at Austin and a decorated United States Navy admiral.

How are these things related between themselves, or, for that matter, to this book?

Well, McRaven retired from the Navy – after more than 37 years of service – on August 28, 2014.

About three months before that, as still the Commander of United States Special Operations Command, he addressed the Class of 2014 at the University of Texas at Austin.

The commencement speech went viral and has been viewed, in different versions, more than 10 million times.

We link it below.

But, before you watch it, we feel obliged to add a “spoiler alert” tag: it’s basically this book in 20 minutes minus some of the anecdotes and stories:

As you might have already heard (in case you decided to watch McRaven’s speech before going on to read this summary), Admiral McRaven was inspired to share the 10 most valuable lessons he learned as part of the US military by the slogan of his alma mater: “what starts here changes the world.”

The question is – he adds after pointing this out – what the world will look like after it is changed.

So as to make sure that it looks better (of which he has no doubt to start with), he makes ten (once again: universally applicable) suggestions, which, chiseled and polished up a bit, make up the titles of the ten chapters of his book.

So here they are, “the 10 lessons [McRaven] learned from basic SEAL training that hopefully will be of value to you as you move forward in life.”

Key Lessons from “Make Your Bed”

1.      Start Your Day with a Task Completed
2.      You Can’t Go It Alone
3.      Only the Size of Your Heart Matters
4.      Life’s Not Fair – Drive On!
5.      Failure Can Make You Stronger
6.      You Must Dare Greatly
7.      Stand Up to the Bullies
8.      Rise to the Occasion
9.      Give People Hope
10.      Never, Ever Quit

#1. Start Your Day with a Task Completed

One of the first things you’ll learn if you want to take part of the basic training for being a member of the US Seal team is – the proper way to make your bed.

And that is lesson #1: always start your day by making your bed.

How will that change the world, you ask?

Well, it’s actually not the making of the bed that matters; it’s the discipline you put into it and, more importantly, the fact that, by making your bed, you are starting your day on a high note: already with a task completed.

The bonus: no matter how bad the rest of the day is, you’ll always come home to a made bed.

#2. You Can’t Go It Alone

Even a superhero has a sidekick – and you need plenty of them. To use McRaven’s example: if you want to steer a boat faster, you’ll need to find people to paddle with you.

And if you suffer a near-fatal parachute incident, you’ll need a partner to carry you through the pain and the depression (yes, that actually happened to McRaven):

None of us are immune from life’s tragic moments… It takes a good team of people to get you to your destination in life. You cannot paddle the boat alone. Find someone to share your life with. Make as many friends as possible, and never forget that your success depends on others.

#3. Only the Size of Your Heart Matters

“Life’s battles don’t always go to the stronger or faster man,” wrote a fairly obscure poet sometime in the early 20th century; “but sooner or later the man who wins/ is the one who thinks he can!”

McRaven has, basically, the same advice: the best team during his Navy training was actually the one who was most often the butt of the jokes on account of the size of its members’ flippers.

But, it’s not the size of the paddles that counts; it’s the size of the heart. The passion and the perseverance.

So, please, don’t judge a book by its cover. Judge it by its content.

#4. Life’s Not Fair – Drive On!

“The universe,” writes Neil deGrasse Tyson, “is under no obligation to make sense to you.”

In other words, there’s a big chance that life is not going to treat you fair.

But blaming your lot on some outside force is both easy and wrong. What’s right is learning how to accept and rise above the unfairness.

“The common people and the great men and women,” concludes McRaven, “are all defined by how they deal with life’s unfairness.”

#5. Failure Can Make You Stronger

During his SEAL Navy training, McRaven was part of a swimming team which always finished last.

Their punishment?

The Circus, i.e., an endurance test which has made many cadets give up.

However, in the case of McRaven, the failure to win the swimming races only made him stronger: for the graduation test, he was part of the winning team.

So, keep calm – and fail forward.

#6. You Must Dare Greatly

Don’t be afraid to take risks:

Life is a struggle and the potential for failure is ever present, but those who live in fear of failure, or hardship, or embarrassment, will never achieve their potential.  Without pushing your limits, without occasionally sliding down the rope headfirst, without daring greatly, you will never know what is truly possible in your life.

#7. Stand Up to the Bullies

As part of their training, McRaven and his teammate were once commanded to swim four miles through potentially shark-infested waters. Refusing the task meant not completing the SEAL training.

So, as afraid as they were, they didn’t.

The lesson?

You’ll encounter many sharks – whether bullies or personal fears – on your path to greatness.

Stand up to them.

#8. Rise to the Occasion

Sometimes it’s inevitable that you’ll lose a loved one.

Unfortunately, no amount of shouting and screaming, no amount of sulking or depression, will ever change that.

Being a soldier, McRaven has learned this the hard way.

What you’re left with is to rise to the challenge and endure.

#9. Give People Hope

Sometimes, all it takes is just a little pat on the shoulder.

Or a song.

For example, during McRaven’s Hell Week (the dreaded seven-day endurance test which makes or breaks a SEAL), one of the guys was about to call it quits, when another started singing a song.

Soon, everybody joined in.

And even though it was past midnight and they were all covered in cold mud, somehow, they felt a bit more hopeful.

And they persevered!

#10. Never, Ever Quit

Don’t give up!

If a Navy SEAL who has lost both legs can find some meaning in life, certainly you can too, no matter how bad your day is.

No matter what happens, it’s your job to be unbroken.

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“Make Your Bed Quotes”

Without daring greatly, you will never know what is truly possible in your life. Click To Tweet

True leaders must learn from their failures, use the lessons to motivate themselves, and not be afraid to try again or make the next tough decision. Click To Tweet

In life, you will face a lot of Circuses. You will pay for your failures. But, if you persevere, if you let those failures teach you and strengthen you, then you will be prepared to handle life’s toughest moments. Click To Tweet

I realized that past failures had strengthened me, taught me that no one is immune from mistakes. Click To Tweet

Hope is the most powerful force in the universe. Click To Tweet

Our Critical Review

Though certainly not groundbreaking (far from it), “Make Your Bed” is as inspirational as is William McRaven’s brilliant commencement speech.

Meaning: it’s one of those books you just can’t buy only one copy of.

Take our word for it: we’ve given at least six of them as gifts.

And had we known you personally, we probably would have gifted one to you as well.

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