Para las personas que nos preocupamos en servir a los demas y crear lideres para la paz, es una pieza de cabecera y de guia en el dificil arte del manejo de personas.

Una obra comparable con la obra maestra de Dale Carnegie "Como ganar amigos".

Buddy Bell tells it like it is...pulling from a wealth of experience in this area, you'll be blessed by his insightful (and sometimes hilarious) stories while learning new ways to equip the lay/support staff leaders in your church to attain a higher standard of excellence and quality in their ministry as ushers.

Don't waste your time or money on this book.

Maxwell does an excellent job in this easy-to-read book in pointing out the components of a good team member and leading you through a self-assessment on the components. He even provides an on-line self assessment on each component.

This book does not provide alot of depth on the elements, but then, they don't require them. The emphasis here is on assessment and application, not description.

If you are looking for a self-improvement book or a discussion starter on team behavior, this may be a good choice. It really makes you think.

This is an absolutely fabulous book. It's also required reading for every member of our company -- Urangatang.Net -- a web design consortium. This book describes THE lifestyle that will lift your company, your employees, and even your family members to the highest level of success. It is scripturally sound and downright fabulous. And to it, I say "Amen!"

Dr. Maxwell's premise is that you have the authority to change (fire/remove) members on your team, that you can change your client, that you can direct other departments as well. If you can - this is a five star book. If you have never read a book on teams this one is good. If you like sports you'll like this book because Maxwell uses a lot of sports stories. If you have the power to fire the people on your team who are poor performers you'll like the book. Unfortunately the people I assist are not sports fanatics and are not CEO's. If your boss has given you a team based on "einy, meiny, miney, moe...ok you have all the moes" you won't like the book. If you weren't a star athlete then you won't relate to half of the stories. If the one with the poor attitude is your boss/client this book won't help. Like many Pastor's turned business consultants Dr. Maxwell deals only with the upper echelon. Those I help often say "my boss/client/stakeholder should hear this." My reply is "they aren't here so this is what you can do given your reality." This book is NOT written for a team leader within an organization and since 90%+ of team leaders (in my opinion) have a different reality than Dr. Maxwell's this book isn't of much help for most team leaders dealing with their everyday situations. Page 114: "If you want to give your team the best chance for success, then practice the Law of the Bad Apple. Trade your bad apples for good ones and you have a chance, because rotten apples ruin a team." Every team leader I have consulted with would love to "trade their bad apples for good ones" but they can't. If you can't this book won't help and most of Dr. Maxwell's advice is the same. On page 193 he starts: "When Gordon Bethune took over Continental Airlines in 1994, the company was a mess...It's nice to know what the CEO does however if you aren't the CEO you can't get all the leaders to meet with the people, be honest with them and maintain their patience, which Gordon could do. Essentially a great book for top people. A nice "I wish..." book for those in the trenches. Perhaps one could purchase it and give it to their boss anonymously.

In a format that is similar to the "21 Irrefutable Laws of Leadership" Maxwell walks us through the essential elements of teamwork. He uses examples from business, ministry, sports and families to bring us principles for building and developing teams. In a style that is true "John Maxwell" he draws interesting and relevant stories from history and from current events to explain the "laws" that he has developed. Maxwell makes great points about how this fits many settings, including a church staff. Here's some examples; - From the "Law of Significance" chapter, "individuals play the game, but teams win championships." If a Sr. Pastor is not leading, each pastor just runs his own area of ministry. Very little communication, interaction, etc. So, it is very much like a professional team that has a lot of players, even great players, yet can't "win the championship" because they are not coached into being a cohesive team. - Under the "Law of the Big Picture" he says, "Members of a team must have mutually beneficial shared goals." Church staff members generally want to serve the Lord, but their understanding and implementation of the church's "mission statement" may NOT coordinated with each other, nor led by the Sr. Pastor. Maxwell goes on to say that the "goal" has to be more important than the "role," meaning the "power of the position." - "All players have a place where they add the most value" is the subtitle of the "Law of the Niche." This seems to be something that many pastors may not understand, but which DOES fit church settings quite well. We can have a great team with lots of potential, but "players" in the wrong "positions." As Maxwell pints out, we will not reach our potential this way. - The "Law of Mt. Everest" says that for each level (of difficulty) that a team reaches, a higher degree of teamwork is required. As a church is growing, they need to know that we don't just need more people, such as adding another pastor, but we need a stronger TEAM! -In the "Law of the Chain" he makes a side comment that "one of the differences between leaders and followers is action." An effective leader must take action. He can't hesitate and avoid "confrontation" SO MUCH that it freezes him. - The "Law of the Compass" says "Vision gives a team focus/direction and confidence." This is a truth that, but if it is not understood by the Sr. Pastor, can cause a staff to wander without the "compass." The leader also shouldn't surprise the team with a "new' (never before announced) direction. Maxwell says, "Great vision precedes great achievement.' - The "Law of Communication" says that teammates have to be constantly talking to each other. We "cannot be effective" if we don't talk regularly. "Interaction fuels action" is how Maxwell put it. True in any setting. - The "Law of the Edge" touched on several things that fit. The difference between failing or struggling teams and truly successful ones is often "the leadership." There are many great advantages to having effective leadership! Maxwell has said that "everything rises and falls on leadership." Finally, one of the things that Maxwell says is that "few people are successful unless a lot of other people want them to be." We can't be successful as loners or disconnected individuals, no matter how great our individual expertise or "potential" is.

Dr. Maxwell has taken on a very difficult challenge in this book. He looks at effective teams from the perspective of being a better team member, playing various roles in a successful team, and being a team leader . . . all in the same book! If you are like me, you will feel that he has carried off the challenge well.

The format of the book will be familiar to those who have read Dr. Maxwell's excellent leadership books. In this case, there are 17 laws, with each one being comprised of additional elements. Each law has one or two overriding examples, and then many small examples . . . usually as one for each subpoint. At the end of each law's section, you have questions to answer and assignments to do. This aspect of the book is like having a workbook to help you begin to apply the lessons to your own situation.

The book begins with a key question, "Will your involvement with others be successful?" In emphasizing that all 17 laws are important, Dr. Maxwell starts out with an anecdote about how a young leader absolutely insisted on knowing what one thing was most important about teams. Dr. Maxwell thought and told the young man that it was that there was no one most important thing about teams. In the end, the same point is made by observing that good chemistry (not one of the 17 laws) only occurs on a team when all 17 laws are being observed.

Here is my rephrasing of the 17 laws:

(1) By combining their efforts and talents, teams can outperform any individual. Anyone who has seen a great player brought down by a special effort from the opposing team will know the truth of that observation.

(2) Team players have to subordinate their self-interests on behalf of the team's purpose. In the NBA, the teams with ball hogs don't win championships. I find that this law is violated more often than it is followed.

(3) Each team player can add a greater contribution when in the correct role. If you turned a great linebacker into a tight end, the results usually wouldn't be as good.

(4) The more difficult the goal, the more important the teamwork. The example used here is climbing Mount Everest and the hard work that dozens of people have to do so that two people can climb atop the peak. Most teams suffer from having weak or inappropriate goals. Spend time on this area . . . and take on something worth doing!

(5) The team's results will only be as good as the performance of the weakest person. The poor leadership by the captain of the Exxon Valdez is used as an example.

(6) People on the team have to find ways to spark the team on to greater accomplishment. Michael Jordan during his years with the Bulls is the example.

(7) Teams need a vision of what needs to be accomplished to inform and inspire their efforts. If the company leader doesn't do this, then someone on the team must. IBM's improved marketing under Lou Gerstner's time as CEO is the key example.

(8) Bad attitudes can spoil great talent. You are better building great attitudes on the team than having great talent. Ideally, you should try to have both.

(9) Team members need to be able to rely on one another. Many people have trouble either trusting others or being trustworthy. Many teams find that exercises can help. There is a terrific example of demolishing the Omni in Atlanta using explosives that makes this point well.

(10) Be prepared to make the necessary sacrifices to do what needs to be done. Most people know what should be done, but are not able to discipline themselves or the team to get there. The book describes the opportunity that Montgomery Ward missed to become a retail department store ahead of Sears in the early 20th century.

(11) Keep track of your progress to focus your attention. Think of this as keeping score. When you are not meeting your quantitative goals, you should adapt.

(12) You need to have lots of people who can play the same roles. When one person isn't being effective, you should substitute. This gives your team the chance to benefit from more perspectives, creativity, and energy.

(13) Build from shared values that everyone on the team has. I think this is extremely important. If someone doesn't have the same values as the team, you should not have them on the team. In most cases, teams ignore this point. That's a big mistake!

(14) Great communications are essential. Otherwise, you just work at cross-purposes.

(15) The team's leadership will make the difference when all else is equal.

(16) With everyone is feeling good about the team, hurdles can be overcome. There is the moving story of Ms. Kerri Strug making her vault in the 1996 Olympics while severely injured and overcoming the pain to get the points needed for the U.S. women to win the gold medal for gymnastics.

(17) Keep doing what works for teams, and the results get even better with time. I enjoyed reading about Morgan Wootten, a high school basketball coach with an 87 percent winning average over 40 years who was inducted into the basketball hall of fame.

As you can see from some of the examples I cited from the book, one of Dr. Maxwell's great strengths as a writer is that he picks terrific examples and puts them into interesting, brief anecdotes.

After you finish this book, I suggest that you think about who else you need to be a better teammate for. Be sure to include at least your spouse, your family, your colleagues at work, your neighbors, those you volunteer with, and those who are like minded about important social goals.

Build from a sound plan and foundation to reach higher than has occurred before!

Hi,
This is not a review.

The picture of book reads, "Developing the LEADERS AROUND you."

The written description reads, "Developing the LEADER WITHIN You."

The title given does not match the picture of the book. Help!

There is nothing original in this book but, as with other books produced by Maxwell, it is well-organized and well-written. Also timely. Maxwell focuses on three key objectives: Developing leadership within one's self (discussed in greater depth in his book Developing the Leader Within You), developing leadership within associates, and thereby maximizing the potential of all human assets within any organization, regardless of its size or nature. Maxwell has a tendency to re-cycle essentially the same ideas from one book to the next but all of them are sound. My own opinion is that the scope and depth of Noel Tichy's The Leadership Engine are greater and hence more valuable than Maxwell's in this volume. However, not damning with faint praise, this is a book which will probably be well-received by middle managers who are encouraged to read it by their supervisors. As for those supervisors, I think the severely limited time available to them for discretionary reading is best allocated elsewhere. My own recommendations to them include the aforementioned book by Tichy, Hamer's The Agenda, Buckingham and Coffman's First, Break All the Rules, O'Toole's Leading Change, Fitz-enz's The ROI of Human Capital, and The Essential Drucker.

The basic premise of this book is that you can multiply the efficiency of your organization by devoting time to developing the potential leaders around you. The idea is that once you commit to developing potential leaders, they in turn become leaders who can develop other leaders, and as the number of leaders grows, productivity increases. The book provides guidelines as to how to identify those individuals who have the potential for leadership, and then gives instruction on how to develop them. The guidelines and instruction Maxwell gives can be summarized as follows: choose the individuals who are the most willing to grow and learn new things as your potential leaders, and grow them by investing time in them, empowering them for success by delegating wisely and providing counsel. Maxwell views the development as a nurturing process, very relationally based. His ideas are sound (though I have oversimplified them here in the interest of brevity), and his examples and descriptions thorough. There is a somewhat general nature to his examples in some cases, mostly because the book is written for leaders of all types (coaches, supervisors, CEOs, parents...) and it is meant to be universal in scope. The book does contain a wealth of information, (I must have marked 10-12 pages in order to refer to them later) and gives the reader an opportunity for self-assessment with a questionnaire. Additionally, the universal quality of his principles enables individual application to unique situations, which is perhaps the most valuable quality of this fine book.

The book provides valuable insight into developing leadership qualities. However, the study guide seems to only confuse the issue and does a less than adequate job of helping apply the truths contained in the book. I would recommend that anyone interested in being a leader read the book, but avoid the study guide.

If you would like to find out the following answers,
Why Leadership?
What Leadership is all about¡KWho's a Leader? What does he deals with?
How to Become a Real Leader?
How a Leader thinks¡K.
How Leader manages his followers¡KHow can a Leader reach Higher level?
How to Continue the Leadership?

Then you need to read this book.
This book tell us what is PLAN AHEAD and how LEADER + VISION = RESULT
A Leader dedicated to Victory and Raising Players to their Potential
I think a leadership is an Art more than a science so I like this book!

This is a companion guide to the book "21 Irrefutable Laws" and is designed as such. When used in conjunction with the text and the accompanying tape series, the study guide can be invaluable to developing leadership.

John C. Maxwell is the most prolific and insightful author on the subject of leadership in our day. I own all of his books and regard them as how-to manuals for a consistent, Christian walk as a leader and senior executive. Some books, like "Becoming a Person of Influence" and "Developing Leaders Around You" have greatly influenced my leadership style and helped form a (hopefully) Godly character in my leadership responsibilities and in my character.

I was hoping for more good work in "A Right to Lead". Instead, I found merely a collection of vignettes and quotes from historical and business leaders; short passages and quotes from busy executives. I had to choke a little before I ignored the passage from Jack Welch on personal integrity.

I hope Maxwell has not abandoned his Christ-centered, character building, convicting, challenging message in favor of merely selling "business books" and pandering to the public.

"The Right to Lead" is a disappointment in every respect. I won't put it on the same shelf as his other excellent works.

This book is a bunch of short stories and some good quotes. As always, it is inspirational but, being a big fan of John Maxwell, He has produced a lot better. I believe John Maxwell's book, The Power of Leadership, is an even better read for those looking to better themselves and get a peak at how the world's greatest businessmen and politicians think. Additionally, the book entitled The Power of Influence - Life Stores on Relationships, is another excellent short book. If you are seeking full blown books then the 21 Indispensable Qualities of a Leader is a great book!

They key to getting any long-term value out of Maxwell's books is to highlight the quotes you love and integrate them into your daily life. Practice what you read essentially. Hope this helps everyone.

I enjoyed John's publications. Many of his insights are biblically true. This book had been made mandatory for all leaders in my organization. Although the book only presents snap-shots of characters and events, but we all will learn much from the past. This book was not written to give us a blueprint to earn leadership. I believe that this book was written for self-reflection and meditation. Maxwell did excellent job as a writer, speaker, and servant of God.

"Destiny and Deliverance" subtitled "Spiritual insights from the life of Moses" delivers a solid collection of 8 chapters each by a different author. Philip Yancey and Joni Eareckson Tada lead the way with particularly well written insights. One pleasant surprise was the terrific contribution of John C Maxwell whose great gifts in speaking and leadership have not always translated well to the printed page. His chapter on the 10 gracious gifts God gives leaders is worth the price of the book. Good stuff all around with a couple of "weak-sister" chapters that don't add much. "The Prince of Egypt" may not have topped the box office but this book helps to broaden the impact of its message.

This book is not Maxwell's best book and I believe he quotes himself way too much (1/3 of the total quotes are his!). His best books on inspirational / motivational / leadership are Power of Leadership and Power of Attitude (2 separate books that are similar size books and quick reads.) If you are looking for a full-blown book try 2 of his other books, 21 Indispensable Qualities of a Leader or 21 Irrefutable Laws of Leadership. While I know the book is supposed to be about THINKING BIG I found many quotes from other books. There are better books out there to spend your money on.

They key to getting any long-term value out of Maxwell's books is to highlight the quotes you love and integrate them into your daily life. Practice what you read essentially. Hope this helps everyone