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This time on the Practicing with the Masters<\/em>, Will Bess returns to share the last of John C. Maxwell\u2019s Irrefutable Laws of Leadership. Today, Will teaches\u00a0us about laws 19-21, these 3 laws bring a close to this incredible 7-part podcast series.<\/p>\n Starting with the Law of Timing, Will teaches us that knowing when to lead is as important as what to do and where to go. Good leaders recognize that the When is just as vital to the success of a\u00a0team as the What and the Where. Timing is absolutely crucial to success.<\/p>\n Next is The Law of Explosive Growth. This law teaches leaders how to multiply their team by choosing and cultivating leaders in those they recruit in order to ensure the ultimate success and bright future for\u00a0their teams.<\/p>\n The final law, the Law of Legacy, teaches leaders that lasting value is measured by succession. This law is one that great leaders constantly keep in mind, thinking about what their legacy will be and who will miss you when you go. This is an intentional decision by leaders, where every move is\u00a0thought out\u00a0in order\u00a0to leave a\u00a0legacy for those who come after them.<\/p>\n Welcome to Practicing with the Masters<\/em> for dentists with your host, Dr. Allison Watts. Allison believes that there are four pillars for a successful, fulfilling dental practice: clear leadership, sound business principles, well-developed communication skills, and clinical excellence. Allison enjoys helping dentists and teams excel in all of these areas. Each episode she brings you an inspiring conversation with another leading expert. If you desire to learn and grow and in the process take your practice to the next level, then this is the show for you. Now, here\u2019s your host, Dr. Allison Watts.<\/p>\n Allison:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Welcome to Practicing with the Masters<\/em> podcast. I’m your host, Allison Watts, and I\u2019m dedicated to bringing you masters in the field of dentistry, leadership, and practice management to help you have a more fulfilling and successful practice and life.<\/p>\n All right, here we are, call number seven. Gosh, hard to believe, huh?<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 It is.<\/p>\n Allison:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Thank you guys all for joining us on a Saturday. Will and I, and actually Lisa was there too, we had a Leadercast yesterday with a bunch of really excellent speakers: Andy Stanley, John Maxwell, Jack Welch, Condoleezza Rice. Anyway, it was a great day and thank you guys for being here on a Saturday.<\/p>\n We\u2019re going to tackle the last three laws today. The Law of Timing is law number nineteen, the Law of Explosive Growth, and the Law of Legacy. These sound pretty exciting, Will.<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Okay. Are we ready?<\/p>\n Allison:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Are you ready to go?<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 I\u2019m ready to go.<\/p>\n Allison:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Awesome. Okay, Will, we\u2019ll let you take the stage.<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Okay, thank you. It\u2019s great to see, or to hear, all of you this morning, on a Saturday morning. I hope you’re not like me, I was up at the crack of dawn this morning helping my wife with a garage sale. Of course, she would pick the weekend, the Saturday that I had something else to do. But what can you do, right? If momma is not happy, nobody is happy. So a man has got to do what a man has got to do.<\/p>\n But at any rate, good to be on here with you. This is the last week and it\u2019s been seven weeks. It\u2019s been a quick seven weeks but I’ve enjoyed speaking with you guys and I hope, I truly hope, that you have gotten some value out of things that we have done. So we\u2019re going to do just a quick recap of last week.<\/p>\n We talked about laws number sixteen seventeen, and eighteen. Law sixteen was the Law of the Big Mo, which basically says that momentum is a leader\u2019s best friend. That\u2019s the great exaggerator, it makes you look better than you are. So when that momentum goes, and I think I used a lot of sports clich\u00e9s last week, but I think that\u2019s really accurate when you think about momentum.<\/p>\n If you are any type of sports fan and you\u2019ve ever seen it, whether it\u2019s basketball, football, or whatever the case may be. It doesn\u2019t matter how bad a team is playing or looking, as soon as they get momentum, then everything changes. So that\u2019s the Law of the Big Mo.<\/p>\n The next law that we talked about last week was the Law of Priorities. That\u2019s the law that says that leaders understand that activity is not necessarily accomplishment. Eighty percent of our results comes from about twenty percent of our efforts. So basically just being busy does not mean that you’re necessarily accomplishing anything. This law, the Law of Priority, is the law that determines our effectiveness because you have to be effective in the business that you’re doing. We did hear about some of that at the Leadercast yesterday.<\/p>\n Finally the law, number eighteen, was the Law of Sacrifice. This is the law that says that leaders must give up to go up. There\u2019s no getting around it, there are no shortcuts. There is no success without sacrifice. Often leaders are asked to give up more than others. This is where most leaders really fall off because many times leaders think once they reach the pinnacle of their career, they reach a certain level, then it\u2019s time for them to relax and enjoy the fruits of their labor.<\/p>\n But the truth of the matter is, as a leader, the higher up you go, the more responsibility you have. The more rights you give up. We talked about the president last week, about how every word, every minute detail of a president\u2019s life is scrutinized. They hold the highest office of the land but they pay severely for having that because their life is not theirs anymore. So that\u2019s the Law of Sacrifice.<\/p>\n Okay. This week, we\u2019re going to start with number nineteen, the Law of Timing. That\u2019s the law that says when to lead is as important as what to do and where to go. John begins this chapter talking about New Orleans and Hurricane Katrina. We\u2019ve talked about it a little bit before but for a different reason. This time, we\u2019re talking about it as it pertains to the law of timing and leadership.<\/p>\n I don’t know how many of you guys have ever been to New Orleans, the \u201cBig Easy,\u201d but it\u2019s an unusual city. That\u2019s because it\u2019s surrounded by water. You can’t just really walk to New Orleans. You can walk there, but you’re going to have to go over a bridge to get there. There is no part that you can enter New Orleans that you don\u2019t have to cross a bridge. Most of the city lies below sea level and it\u2019s kind of shaped like a bowl, if you\u2019ve ever been able to see it on a map.<\/p>\n On average, the city is about six feet below sea level. In the lowest points of the city, it\u2019s actually nine feet below sea level. Every year, the land sinks just a little bit more. So for years and years, the citizens have worried what would happen if a severe hurricane hit that city. Well, in August of 2005, unfortunately, they found out exactly what would happen.<\/p>\n On Wednesday, August 24, 2005, Katrina started off as a tropical storm. It wasn\u2019t until Friday that the National Hurricane Center predicted the storm would reach land on that Monday. So that Saturday, the leaders in the city started ordering mandatory evacuations, but for higher level places around New Orleans, not the actual city of New Orleans. In the actual city of New Orleans, no evacuations were ordered at that time. The time for New Orleans to move was that time. That was the time for them to get out. But the mayor at the time, he didn\u2019t heed the call.<\/p>\n So on Saturday evening, he called for a voluntary evacuation. That was only after hearing from the director at the National Hurricane Center. You know people, if you give people a choice to do something, especially with their homes, a lot of people don\u2019t want to leave. I mean, sometimes it\u2019s kind of like children, you have to do what\u2019s best for them because they’re probably not going to do it for themselves. So it should have been a mandatory evacuation but it was a voluntary evacuation, which meant a lot of people didn\u2019t leave.<\/p>\n It wasn\u2019t until the next morning that the mayor finally ordered a mandatory evacuation. This was only fewer than 24 hours before Hurricane Katrina would actually make landfall. By this time, it was too late for many of the citizens of New Orleans. So by this time as well, the Superdome was offered as a refuge to some. But then the water started flowing into the port of New Orleans on Monday morning, many of the citizens were stranded on the rooftops.<\/p>\n The mayor simply complained to the media. People were looking to the local government, to the state government, to the federal government for help. But everybody dropped the ball on every level. So it was only when the director of Homeland Security released a memo to get the federal government moving. President Bush didn\u2019t meet with the Cabinet until the next day to discuss how to launch a taskforce. The Red Cross requested permission to take water, food, and supplies to the people stranded in the city but their request was denied until the next day.<\/p>\n So you can see the Law of Timing working in all of these places. Katrina was botched at every level. Two days prior to Katrina arriving, this is so ironic, hundreds of animals were evacuated to Houston, Texas. I mean, isn\u2019t that amazing? The local animal shelter did a lot better than the government.<\/p>\n So in the end, at the end of the day, 1,836 people died as a result of Katrina. Of that number, 1,577 of the deaths occurred in New Orleans and in St. Bernard Parish. If the leaders had paid attention to not only what they did, but when they did it, many, many, many more lives could have been saved. Good leaders recognize the when as well as the what and the where. That\u2019s what good leaders do.<\/p>\n Every time a leader makes a move, they’re really only four outcomes that can happen. The wrong action at the wrong time leads to disaster. We really don\u2019t even have to break that one down because that\u2019s common sense. If you’re doing the wrong thing at the wrong time, there is really no way how it\u2019s going to come out right. Two wrongs don\u2019t make a right. I don\u2019t care what kind of math you use. So we can just leave that one alone.<\/p>\n The second one, the right action at the wrong time brings resistance. So you can do the right thing, but if you do it at the wrong time, then it can cause a resistance with your followers. See, good leadership and proper timing involves an understanding. You must have a firm grasp of the situation. You must know what\u2019s going on. You must have maturity. Because if your motives are not right, then the timing will be off. If you’re doing something for the wrong reason, it\u2019s highly unlikely that you’re going to do it at the right time.<\/p>\n Confidence. People follow leaders who know what must be done. Wisdom equals knowledge and insight. So you must have confidence. I remember yesterday at the Leadercast when the soldier was talking and he said that calm is contagious. Confidence is contagious. Basically he said anything that you put next to each other will fit. Panic is contagious. Chaos is contagious. Bad attitudes are contagious. Confidence is contagious. So if the leader is confident and knows what they’re doing, then it\u2019s going to trickle down to the followers.<\/p>\n Decisiveness. A wishy-washy leader creates a wishy-washy follower. If you cannot make up your mind, if you are indecisive and cannot make a decision, your followers will fall in line with the same thing. You must be decisive.<\/p>\n Experience. If a leader doesn\u2019t have experience, and we mean evaluated experience, if you don\u2019t have it, you may be new. You may be new to a leadership position. You may be new to leading that particular organization, and that\u2019s okay. We have to start somewhere. But if you don\u2019t have experience, you need to seek it from someone who does. That\u2019s why mentoring is very important. Coaching is very important. Planning and reflecting is very important.<\/p>\n Lastly, preparation. If the conditions are not right, then the leader must create the right conditions. Basically that means you may have to do it another time. If the conditions are not right right then, don\u2019t force the issue. You may have to do it another time. It\u2019s better to move something back and get it right than to force the issue and do it wrong and end up setting yourself back so much further than you would have if you would have just waited.<\/p>\n Okay, the next one of the outcomes: the wrong action at the right time is a mistake. John, in this chapter, he talks about entrepreneurs and their expertise in knowing what move to make at the right time. Sometimes entrepreneurs make key mistakes in key moments. He talks about his brother, who is a successful businessman. His brother says the biggest mistake people make is knowing when to cut loses and when to increase investments.<\/p>\n I recall originally a couple of months ago, I was at a luncheon with John and some of the business people in this area. Collin Sewell, and you guys probably you know, well if you’re from this area, you\u2019ve heard of Collin Sewall, Collin Sewell Ford and Volkswagen. Well he made a statement during that little dinner. He basically said that the people in this area were going to mess around and waste a perfectly good boom. And I think that was so well said because this is the right time for many people to make things happen. It\u2019s the right time.<\/p>\n But people are taking the wrong actions. They’re not making good moves. See, this area right here has just experienced explosive growth in so many areas, economically, people are moving in, there are employment opportunities. I mean, there\u2019s a lot of explosive growth going on. This is the time, right now, for people to be growing leaders because of the opportunity to build the greatest.<\/p>\n People are not doing it. They’re not doing because they’re too busy in the right now. They’re too busy with that right now dollar. That\u2019s why yesterday at the Leadercast, this probably was after the numbers were tallied, there were over 100 people who had purchased tickets but did not show up. Why do you think most of those people didn\u2019t show up if you ask them? \u201cI was too busy, I was too busy, I was too busy.\u201d<\/p>\n But you have to make the decision. Are you or are you not going to invest in training, invest in learning to be a better leader, invest in personal growth? Are you going to or are you not going to? This is the right time to do it because this fire is not going to burn forever. And the people who are not investing right now, growing leaders, when they have the opportunity, when that fire starts to die down, they’re not going to know how to build their own fire.<\/p>\n Because the fact of the matter is, if we\u2019re honest, in this area many of the people are being successful, it\u2019s because of the product that they’re pushing. It\u2019s not because of any discernable great skill that they have. They are in the right time and the right place and they have the right product and they are being successful.<\/p>\n But it has nothing to do with their skills. It could be anybody, which is why so many people are being successful right now. They have a chance right now to gain some skills and keep the momentum going. The Law of the Big Mo, they have momentum. They can keep it going by learning to be better leaders, learning succession, learning to train their people. But so many people don\u2019t have the time. So at the end of the day, I believe that Collin is right. People are going to waste a perfectly good boom because they’re doing the wrong actions at the right time.<\/p>\n The final one: the right action at the right time results in success. Greatness happens when the right thing is done at the right moment. Winston Churchill once stated, \u201cThere comes a special moment in everyone\u2019s life, a moment for which that person was born. That special opportunity, when he seizes it, will fulfill his mission. A mission for which he is uniquely qualified for.\u201d That\u2019s all about the right opportunity and seizing the moment.<\/p>\n I believe \u2026 how does that saying say? The opportunity of a lifetime is only during the lifetime of that opportunity. So you have to have the right action at the right time to result in success.<\/p>\n John talks about the Civil War and how the consequences of the Law of Timing were dramatic and immediate. General Lee was in the position to end the conflict in his favor as the war had been going on for three years. Fortunately, and I say fortunately, because I wasn\u2019t around during the Civil War but if the history books are correct, I believe it would have been in my favor to vote and root for General Grant in the Union army. So for these purposes, I say fortunately, the Union army had moved quicker than General Lee had anticipated. It ruined Lee\u2019s strategy, but more importantly, it ruined his timing. It threw off his timing of what he was intending to do.<\/p>\n Consequently, the Union had the same opportunity to end the war as well. President Lincoln was expecting the war to come to a conclusion but General Meade did not seize the opportunity when the timing was right. Because he failed to move when he should have moved, because he failed to act when it was proper to act, this Civil War continued for two more years. During that period, hundreds of thousands more Americans died.<\/p>\n Both leaders had known what to do but they didn\u2019t follow up at the crucial moment that they needed to follow up. Leaders have to pay attention to timing and ensure that the right thing is done at the right time. That law, the Law of Timing, is so easy to see in sports. In every sport, timing matters, every sport. If it\u2019s football, when do you snap the ball? Basketball, when do you shoot the ball?<\/p>\n And the thing about it is they’re timed. In football, there\u2019s a time clock, there\u2019s a play clock. You have 25 seconds, you have 40 seconds to get a play off. In basketball, you have 25 seconds to shoot the ball or it\u2019s a penalty and the other team gets the ball. Everything is based on time.<\/p>\n In baseball, when to swing the bat? Timing, milliseconds. Milliseconds are the difference between somebody getting the hit and striking out. When you’re boxing, milliseconds, timing is the difference between you being knocked out and hit with the punches you didn\u2019t see because you don\u2019t know when to duck, when to block, or you don\u2019t know when to punch.<\/p>\n Whatever the case may be, in any sport, you can go down the list, timing is crucial. It\u2019s the same thing in life. In business, timing is crucial. When it\u2019s time to buy. When it\u2019s time to sell. When it\u2019s time to hold. When it\u2019s time to bid. When it\u2019s time to decline, invest, spend, save. Timing is crucial in all of these areas.<\/p>\n Allison:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Will?<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Yes, ma\u2019am?<\/p>\n Allison:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Lisa has a question. Sorry to interrupt you.<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 That\u2019s no problem.<\/p>\n Allison:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 I just thought I would grab \u2026 Okay, all right, Lisa.<\/p>\n Lisa:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Thank you, my question is, this definitely is speaking to me. I\u2019m a results-oriented person. I\u2019m a D on the DISC profile and when I see an opportunity, my tendency is just to move forward. Do you have keys or tips on when to know when to push through the challenges or maybe push through the obstacles and when to see the obstacle as maybe a sign that now is not the right time?<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Yeah, that\u2019s a good question. You remember yesterday when John was talking about leaders do it, they do it fast, but they do it deep? I think the deep is more important than the fast. So there\u2019s nothing wrong with being a quick thinker and wanting to move quickly. But you have to ensure that you have all the information. Leaders don\u2019t always wait for the whole picture to be painted to move forward, but they have to get enough information that they can make a legitimate decision.<\/p>\n So basically, you have to use your heart of hearts. Your gut instinct is going to tell you some things, your intuition. The Law of Intuition is going to tell you some things. But you need to make sure that you have enough information to make the decision. Basically meaning that you can weigh the outcomes. If this works, this is what I expect. If this doesn\u2019t work, this is what can happen.<\/p>\n A lot of times, people jump into something thinking of the best-case scenario. But they have never considered the worst-case scenario. There\u2019s nothing wrong with being a positive thinker, but you still have to be a realist. So if you have a decision to make, if you want to jump into something, and you\u2019ve evaluated the best-case scenario as well as the worst-case scenario and if you know that you can deal with the worst-case scenario, then I say move forward. Does that make any kind of sense to you, Lisa?<\/p>\n Lisa:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Yes, it does. Thank you.<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Okay, you’re very welcome. But yeah, sometimes as much as we want to move, and it\u2019s all through this book and other leadership books, that it\u2019s hard for leaders to sit still because they see something. They see an opportunity and they want jump into it. They want to move. But you have to discipline yourself. You have to discipline yourself to make sure that the timing is right. Nobody can teach us discipline but ourselves because we know what\u2019s best for us.<\/p>\n So like I said, I think once you\u2019ve weighed the options and you realize if it\u2019s successful, wonderful. But if it fails, this is what can happen. And if that failure is going to be catastrophic, you’re like, \u201cNo, no, I can\u2019t do that.\u201d Then yes, you may want to slow down, hold off on that and reevaluate some things.<\/p>\n Lisa:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Thank you.<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Anyway, great question.<\/p>\n Allison:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Thanks for the question.<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Please don\u2019t hesitate to interrupt me at any time, okay? Anybody else, Allison?<\/p>\n Allison:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 And thank you for the question. Yeah, anybody else? *2, just let us know. That\u2019s it, Will, for now.<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Okay. Then we were talking about the times that it\u2019s really important for timing. So I talked about business and I\u2019m talking about horticulture. I don’t know how many of you guys have green thumbs. I don\u2019t. But anyway, some of you do. But you know, it\u2019s very important when it\u2019s time to plant, when it\u2019s time to water, when it\u2019s time to feed, when it\u2019s time to prune, spray, graft, clip, or harvest. All of these things are ultimately crucial and important.<\/p>\n In relationships, when it\u2019s time to meet, when it\u2019s time to greet. When it\u2019s time to love. We have children, when it\u2019s time to discipline. When it\u2019s time to give. When it\u2019s time to take. When it\u2019s time to applaud. When it\u2019s time to challenge or praise. Timing is crucial in all of these things.<\/p>\n Sometimes somebody does something and you ordinarily would discipline them then but your leadership instinct and intuition tells you that I have to do something different this time because this situation and circumstance is different. So timing is everything. You can say a lot of things to people. But if you say it at the wrong time, it can ruin everything. So that\u2019s where our emotional intelligence comes in. It lets us know, when is the time to say something and when is the time not to say something. Timing is crucial in relationships.<\/p>\n In leadership, we know it\u2019s crucial. We have an organization, when it\u2019s time to hire someone. When is the right time? When is the right time to terminate someone\u2019s employment? Do you do it too soon? Do you hang on too late and let them negatively impact your other team members? Or hurt your company? Hurt your finances? Or do you do it too soon? Before you\u2019ve really gotten that great potential out of them that they may have? Timing is everything. When it\u2019s time to demote. When it\u2019s time forge ahead.<\/p>\n Like Lisa was saying, when is it time to move? When is the right time to do certain things? Timing is crucial. Timing is crucial. When it\u2019s time to slow down. To rein in, to empower. We talk about empowerment so much as a leader. Timing is crucial though.<\/p>\n If you give someone too much responsibility before they’re ready for it, you can actually set them back. You can affect their confidence. If they can\u2019t handle it, then all of a sudden their self-esteem is negatively impacted. So even though we encourage empowering as leaders, timing is involved in that.<\/p>\n There\u2019s a time to empower someone, when they’re ready to hold the power. There\u2019s a time to hold people accountable. Time to give rewards. There\u2019s a time to buckle down and there\u2019s always, always a time to celebrate. We can\u2019t celebrate all day, every day but we need to make time to celebrate. So in all of these areas, timing is crucial.<\/p>\n So when making decisions regarding your personal, individual success, or your team\u2019s success, you have to ask the following questions: Do you have a firm grip on the situation? Do I know what\u2019s going on? Are my motives right? Do I want to do this for the right reason? Does the team believe in what I\u2019m doing? If I have followers, if I have people that I\u2019m going to impact with my decision, do they believe in what I\u2019m doing? Can I initiate action with confidence and win people\u2019s trust? Do people trust me? Even if they don\u2019t have the whole picture, will they say, you know what, I trust that you know what you\u2019re doing?<\/p>\n Have you drawn upon wisdom from others to inform your strategy? That\u2019s something that we have to work on, especially as leaders because sometimes we get an idea in our heads and we want to roll forward. There\u2019s nothing wrong with getting opinions. Now, you\u2019ve got to get it from the right people. You can\u2019t get too many. But there\u2019s nothing wrong with going to somebody and drawing upon their wisdom, especially if they\u2019ve done it before. Especially if they’re somebody who is where you’re trying to go.<\/p>\n Have you taken into account intangibles such as momentum, morale? Okay, I want to go forward, I want to make this change, how is it going to affect the morale of my team? A lot of times, especially old school quote\/unquote leaders say, \u201cBusiness is business. This is what we\u2019ve got to do. So you’re just going to have to suck it up and move on.\u201d<\/p>\n Well, sometimes that works depending on the circumstances. But I can tell you, if that\u2019s how you’re going to run your whole business all the time, it\u2019s not going to work for long. So you have to ask yourself these questions. Have you done everything you need for your team\u2019s success? That\u2019s what the Law of Timing is about. Right place, right time, doing the right thing.<\/p>\n We\u2019re going to move on, number twenty, the Law of Explosive Growth. To add growth, to lead followers, to multiply, we need leaders. John talks about he initially thought of his company, EQUIP. That\u2019s the acronym for Encouraging Qualities Underdeveloped In People. John and his wife, Margaret, and I\u2019ve met Margaret, she is a beautiful woman. I asked John, how in the heck did he marry up like that.<\/p>\n But anyway, John and his wife had traveled to South America to teach leadership at a national conference. And John, if you\u2019ve met John Maxwell, you\u2019ve seen him, you\u2019ve interacted with him, you can tell that he can connect and he can do it quite easily. I believe that\u2019s just a natural born gift that he has. So he was able to connect with the people in South America rather easily despite the language barrier, despite the cultural barrier.<\/p>\n But before long, he discovered that the people and he were not on the same page. When he started to teach, it was apparent to him that they were not engaged in what he was saying. I don\u2019t know how many of you guys have ever given a presentation or spoken in front of a crowd, but you can tell when you’re losing people. If you’re paying attention, you can tell when you’re losing them or when you\u2019ve lost them or when they don\u2019t have a clue what you’re talking about.<\/p>\n Some trainers are so self-absorbed and so self-engaged, that they’re just rambling on and on oblivious that the only person hearing their voice in that room is themselves. So as John was speaking, he recognized, these people are not feeling what I\u2019m saying. They’re not getting this. So he started having some individual sessions and he wanted to talk about leadership and the things that they can do to become better leaders. But they weren\u2019t concerned with that. They were more interested in talking about their personal problems, conflicts they had with other people, personal things of that nature.<\/p>\n So John really felt like he was doing personal counseling just like he was when he first started in ministry. That\u2019s not what he wanted to do. He began to realize that every time he spoke in an underdeveloped country, it was the same thing. They were not interested in leadership principles and the Law of Sacrifice and the 21 Irr \u2026 they weren\u2019t worried about that.<\/p>\n They wanted to know, \u201cHow do I deal with my brother-in-law who won\u2019t leave the house? He came to visit and he has stayed for three years. What do I do about that?\u201d It was personal things that they were worried about. So on the flight home, John was frustrated. He was complaining to Margaret that he did not want to travel all of those miles again just to hear petty conflicts. So Margaret told him, \u201cMaybe you’re the one who should be doing something about it.\u201d The wisdom of women.<\/p>\n So in 1996, John brought together a group of leaders to assist him in creating EQUIP, which is nonprofit organization designed to help leaders in government, education, and religious communities. Just like most startup organizations, they went through turbulent times and after September 11, 2001, they had to lay off half of the staff. But what this did is it caused them to narrow their focus and develop one new goal.<\/p>\n That goal was they would try to develop one million leaders around the world by the year of 2008. The strategy involved was to develop 40,000 leaders in countries around the world. Those leaders would attend a training session every six months for three years and then they would commit to developing 25 leaders of their own in their own cities. EQUIP would provide the training material for the 40,000 people plus the 25 additional leaders that each leader trained.<\/p>\n The trainers, the people who were going to these different countries to work for EQUIP, were people who donated their time, they paid their own way, because this was a nonprofit, they didn\u2019t have the funds. They donated their time, they paid their own way to the cities to teach twice a year. On top of that, they donated funds to underwrite the costs of the materials. So we\u2019ll come back to EQUIP a little bit later.<\/p>\n Allison:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Will, can you say what EQUIP stands for again, the acronym?<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Oh yes, it stands for Encouraging Qualities Underdeveloped In People.<\/p>\n Allison:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Oh, okay.<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Okay?<\/p>\n Allison:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Thank you.<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 You’re welcome. So John said, and what Lisa said, is perfect because this is what he says. John states that leaders want to move fast and are impatient. They want to see the vision fulfilled and they want progress. Leaders tend to feel a tension between where they are right now and where they ought to be and that they are leading people where their people ought to be. So John stated, how can you overcome that? Well, it can be found in the Law of Explosive Growth. So Lisa, you asked a question just one chapter too soon. But now we\u2019re right there.<\/p>\n He says, this is what you do. If you develop yourself, you can experience personal growth. If you develop a team, your organization can experience growth. But if you develop leaders, your organization can achieve explosive growth. You can grow by leading followers, but if you want to maximize your leadership and help your organization reach its potential, you need to develop leaders.<\/p>\n The following are some of the differences between leaders who attract followers and leaders who develop leaders. Leaders who attract followers, they need to be needed. They do. They need to be needed. Leaders who develop leaders want to be succeeded. They want somebody to take their place. You see, this really is a self-esteem issue. It is perfectly fine, it is perfectly okay, to feel good about being of use to someone. It\u2019s a basic human element, wanting to be loved, wanting to be needed.<\/p>\n But to need to be needed is not really what the leader desires because the true leader wants it that if he or she isn\u2019t needed anymore, that\u2019s what they want. Because if they’re not needed anymore, that means that you have developed leaders beneath you. You recognize that you have developed your people when this happens. It\u2019s ego, it\u2019s ego that a person, whether it\u2019s a leader or not, it\u2019s the ego that\u2019s the person who wants or needs the organization to falter with them.<\/p>\n Have you ever worked with some people like that? They think the organization is going to fall apart without them. That they\u2019re the key to everything. That\u2019s the ego booster right there because you don\u2019t want to work in an organization where you are the key to the whole thing. You can be the leader, you can be an impactful person, you can be an influential person. But if you’re doing the job that a leader does, you’re building up other people.<\/p>\n So who wants to work at a place where if they call in sick, everything\u2019s going to go to Hades? If you take a vacation, when you come back, it\u2019s just going to be chaotic. That\u2019s not a good organization. You want to have the peace of mind that I’ve trained my people, I’ve brought them up in the right place, so I can leave. I can do this.<\/p>\n I can take some time off if an emergency situation comes up in my life. I can remove myself from the organization and we\u2019re still going to be fine because my people are properly led, they’re properly trained, and they can handle this. That\u2019s what good leaders are doing. They’re constantly preparing people to succeed them. And it may never come that way. You may own your own company, you may own it until you retire. But you want to know that if something catastrophic happened, you have somebody on your staff that can step in for you and do the job.<\/p>\n Good leaders put their ego aside, they’re not worried or concerned about somebody becoming better than them. That\u2019s what they want. They want somebody to be better than them. Leaders who attract followers develop the bottom twenty percent. Leaders who attract leaders develop the top twenty percent.<\/p>\n I believe Jack Welch talked a little bit about that yesterday in the Leadercast, about that twenty percent and focusing in on them. At most organizations, who constantly demands the most of our time and our attention? If you\u2019ve ever been a supervisor, you probably know the answer to that. It\u2019s normally the weakest, the least competent, the most troublesome person. The person who\u2019s got to come to you over and over because they’re not getting it. And if you’re not careful, that\u2019s where you’re going to spend the most of your time, trying to help them build themselves up.<\/p>\n What the good leaders do is they find the best twenty percent, the ones with the greatest leadership ability, those are the ones with the most potential to grow because if you focus on those, if you grow those, if you develop the best, then they’re going to help the rest. So you don\u2019t have to spend all of your time on some of that eighty percent that\u2019s struggling because the ones that you develop, they can help them. They can help develop them so you don\u2019t have to do it by yourself.<\/p>\n So if you identify your best twenty, raise them up. Majority of your time needs to be spent with them, building them up to be good leaders because truth of the matter is not everybody is built to be a leader. If everybody was a leader, then leadership would cease to exist. Everybody is not meant to be a leader, so you have to identify those best twenty percent.<\/p>\n Leaders who attract followers treat everyone the same. Leaders who develop leaders treat individuals differently. You hear all the time, you know what, you’re supposed to treat everybody the same. You’re supposed to treat everybody the same. That\u2019s foolishness. Why would you treat everyone the same? We\u2019re not the same. Yes, you treat everyone fairly. But you treat people according to who they are.<\/p>\n Mick Delaney makes the statement that any business or industry that pays equal rewards to its goof-offs and eager beavers, sooner or later will find himself with more goof-offs than eager beavers. I mean, nothing frustrates an eagle more than to be compensated the same as a duck. A good leader recognizes that you treat people fairly but according to what they bring to the table.<\/p>\n If you guys have children, most of us probably have children, if you have multiple children, you recognize that yes, you can treat them fairly, love them, but you love different things about them because they’re different. You treat them differently. I have an older brother and an older sister. My sister, very, very, very, very sensitive. Always wore her feelings on her sleeves. So when it comes down to discipline, all you had to do was yell at her or pull out a belt and she was boohooing and she was crying.<\/p>\n So my mother never had to rant and rave with her because she was already emotional anyway as soon as something happened. My brother, he needed a beating. He needed a beating every day. He still probably needs a beating and he\u2019s 46. This guy is not one, someone you can just sit down when he was young growing up. He wasn\u2019t the one that you could sit down and rationalize with him, talk, and no. It didn\u2019t reflect. He understood pain. So my mother understood, this is how I have to deal with him.<\/p>\n I, I was the baby of the family, I was the one in the middle. I wasn\u2019t that emotional, I was the rational person. I was the one that mom would sit down with and talk about how disappointed she was in me. That\u2019s how she would get to me. So she recognized, her children are different. So you have to treat them differently according to who they are. You treat them all fairly, you love them. But you treat them differently.<\/p>\n So leaders recognize that. They recognize that everybody is different. Everybody\u2019s personality is different. You have to treat people according to who they are. Not to who you are but to who they are.<\/p>\n Leaders also attract followers who spend time with others. I\u2019m sorry, leaders who attract follows, they spend time with them. They spend time with others. Leaders who develop leaders, invest time with others. See, just spending time with somebody, that\u2019s not bad. We tell leaders, get to know your people. Invest in them, get to know who they are, develop a relationship. That\u2019s fine. But if you find yourself, that\u2019s all you\u2019re doing and you’re not investing in them, then that could become wasted time.<\/p>\n The leader who attracts followers only to spend time with them, they go to lunch with them. And there\u2019s nothing wrong with going to lunch with them but that\u2019s the only interaction that they do. Go sit in their office, chitchat a little bit, go to lunch with them, but that\u2019s all that they do. That\u2019s fine. You’re going to attract probably a level two follower. That\u2019s nothing wrong with that. But if it\u2019s your goal to attract a leader, you’re not just going to spend time with them hanging out, shooting the breeze, going to lunch, you’re going to spend time with them investing in them.<\/p>\n I use you as an example, Allison. You’re going to spend time going to training with them. Discussing what you\u2019ve learned together, growing together. That\u2019s what a leader who wants to develop leaders do. They spend time with them, yes, but they spend time investing in them. There\u2019s a difference. Leaders who attract followers grow by addition. Leaders who develop leaders grow by multiplication.<\/p>\n We don\u2019t have to be math majors to know that you get bigger numbers by multiplying than you do by adding. Some leaders grow their organization one person at a time and they may be small and able to do that. But basically when you grow one person at a time, you’re only impacting one person at a time. The leaders who attempt to grow leaders, they multiply because they receive the value of all of that leader\u2019s followers.<\/p>\n A leader\u2019s math, and that\u2019s what John calls it, a leader\u2019s math is adding ten people and getting the power of ten people. But adding ten leaders, you get the power of those ten plus ten times the amount that they have. So you get the power of them plus the power of those leaders that they’re leading, plus the power of the people that those leaders are leading. It\u2019s multiplication.<\/p>\n I think several weeks ago, I was talking about Bill Walsh, the football coach, the former football coach for the San Francisco 49ers who is deceased now. But his coaching legacy, which the Law of the Legacy is the last law, but his legacy was the coaches that he coached directly, in his staff, I think he had about seven of them. And four or five of them became head coaches and three of them won Super Bowls.<\/p>\n But it wasn\u2019t just that. They coached coaches. And they coached coaches. And they coached coaches. So directly because of his influence, there are 33 individuals who coached in the NFL. That\u2019s multiplying. That\u2019s multiplying.<\/p>\n Leaders who attract followers impact only those they touch. Leaders who develop leaders impact people beyond their reach. There\u2019s nothing wrong with impacting people that you directly touch. That\u2019s good. There\u2019s nothing wrong with that. But you have to recognize that it\u2019s limiting. If you’re in an organization, not only is it limiting, it\u2019s tiring because you have to deal with every one person personally over and over again.<\/p>\n When you lead leaders, it helps you reach many others because you don\u2019t have to directly touch all of those people. Those leaders that you developed, they can touch. And that they’re developing leaders they can touch. So your arm is extended all the way through the organization because you\u2019ve led leaders.<\/p>\n So the question is why doesn\u2019t everyone develop leaders? If that\u2019s the key to success, that\u2019s the answer, that\u2019s the magic potion, why doesn\u2019t everybody do it? Well, leaders are hard to find. I mean, just look at your life. Look at the things around us and ask yourself, how many good leaders do you know? Really good leaders?<\/p>\n Most people are followers. That\u2019s just a fact. Most people are followers because they want someone else to take the responsibility so when something goes wrong, they say, \u201cIt wasn\u2019t me. I didn\u2019t make the decision. They did it.\u201d<\/p>\n Leaders are like eagles. They don\u2019t like to flock together, that\u2019s why they’re so hard to find because they’re separated. They’re out there. They are out there but they’re hard to find because most people are not leaders. That\u2019s just the truth of the matter is most people are average. Because being a leader requires \u2026 we just talked about these 21 laws. It requires a lot, it does.<\/p>\n It requires a lot of discipline, a lot of dedication, a lot of sacrifice, a lot of reflection, a lot of self-evaluation. It requires you to step out of your box, out of your comfort zone, to grow, to stretch. And most people don\u2019t want to do that because it\u2019s uncomfortable and it requires effort. So that\u2019s why leaders are rare. Because it takes work.<\/p>\n Leaders are also hard to gather. What that means, they’re entrepreneurial and they want to go their own way. I mean, you have to be very compelling. Most leaders, if they’re doing something, what they’re doing to them is compelling so in order for you to get them to follow you, you have to be very compelling yourself in order to get them to stop doing what they’re doing.<\/p>\n Your organization is going to have to create an environment that\u2019s attractive to them. Most organizations they want stability, they want status quo. They want the systems and all of the mechanisms of the system to just flow properly. No problems. Leaders want excitement. They want to mix it up. They want to see something different.<\/p>\n They don\u2019t want to just come to work every day doing the same, mundane, routine thing. Because they’re safe. Because they’re stable. Because it\u2019s comfortable. That\u2019s not what leaders want. So if that\u2019s the kind of organization that you’re in, that\u2019s the kind that you’re running, you recognize that the people that you have there, that\u2019s not really probably going to be a bunch of leaders. Because most leaders, they’re going to shake it up a little bit and they’re going to bring suggestions to you. \u201cWhy don\u2019t we do this? Why don\u2019t we try this? Have you ever thought of this?\u201d<\/p>\n They’re not the ones who are going to be studying your policies and procedures all day long, making sure that they follow all those rules, because they want to live out of the box. They want to try something different. You have to have an environment where they can thrive if you want to have leaders. They’re hard to keep. As hard as it is to find them, it\u2019s harder to keep them. So in order to keep a leader, you have to lead a leader and become a better leader yourself. You have to keep growing and keep adding value to them.<\/p>\n You see potential in a leader, you have to keep developing them. That\u2019s your job as the leader, to develop them. You’re raising up leaders. It\u2019s kind of like your children. You’re raising your children up so you keep investing in them and doing things so they can get better and better. It\u2019s the same thing. Because it takes a leader to raise up another leader.<\/p>\n John took a poll at one of his conferences and he found that only one out of every ten leaders were able to blossom without the help of another leader. The rest of them, they needed other leaders who were ahead of them in the journey to help them grow. To help them to their path. So if you have a leader that you’re trying to keep, you need to make a habit of continually to add value to them. If you do that and you do it on a consistent basis, you may have them forever.<\/p>\n And, finally, we\u2019re going to talk about back to EQUIP. The story of EQUIP. When they started, hundreds of hungry leaders traveled to each site in India and Indonesia and the Philippines and he chose that site because he had had some success there in the past about leaders wanting to develop themselves. So those are the areas that he found, he picked out.<\/p>\n Well do you know, there were some people who were walking five miles to get to the two-day event. Five miles. Just think about that. I mean, I love leadership, I do. I enjoy it. Would I walk five miles to go to a conference? Whew, I just really can\u2019t say that I would. I mean, I don\u2019t know what to tell you. I don\u2019t know that I would. But they did.<\/p>\n So by the spring of 2006, EQUIP had reached its goal of training one million leaders. They were two years ahead of schedule. By 2007, another million had been trained. See the more you invest in people, and the longer you do it, the greater the growth and the higher the return. So this is what we want. We must, to grow our organization to its fullest potential, we have to develop leaders and not followers. When we do that, we experience great, great multiplication.<\/p>\n Okay, so does anybody have any questions thus far before we get into the very last one?<\/p>\n Allison:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 I don\u2019t think so, Will. I think we\u2019re good.<\/p>\n Will:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Okay. Well, let\u2019s dive into the last law, number twenty-one, the Law of the Legacy. The Law of Legacy says a leader\u2019s lasting value is measured by succession. Ask yourself, what do you want people to say at your funeral? That may sound a little morbid but it really asks a great question. What legacy will you leave? Will people have to guess why you lived or will they know why? I mean, will your work show who you were and what you accomplished?<\/p>\n I\u2019ve been to a few funerals in my life, most of us have. You hear family and friends standing up saying all these nice things about the deceased but I often wonder, other than those family members and those friends, who else notices that that person is gone? Who else notices that that person is not on this earth anymore? That\u2019s what a legacy is about.<\/p>\n See, John believes that everybody creates a legacy. It\u2019s either good or bad. But we all have a choice about the legacy that we leave. If we want to leave a positive one, we must do it on purpose. We must be intentional. It\u2019s not going to be an accident. There are four disciplines to developing your leadership legacy.<\/p>\n The first one is you have to know what legacy you want to leave. Most people accept their lives but they don\u2019t really lead them. They just accept them. It\u2019s kind of accidental. But you have to be proactive about the life you’re living. You have to live life on purpose. Most people, they live accidentally, basically hoping for good things to happen to them and trying to avoid bad things.<\/p>\n So we end up in certain jobs, certain relationships by basically just reaching out to whatever came close enough for us to grab. You ask people, how did you end up here? \u201cI don\u2019t know, just decided to make a move.\u201d Or, \u201cWhy are you working here?\u201d \u201cWell, you know, at the time I needed a job and they were hiring and it\u2019s okay.\u201d But it\u2019s not what we really wanted. We just grabbed it because it was there. That\u2019s unintentional living. You want to leave a legacy? You have to be purposefully and proactively doing things to leave the legacy that you want.<\/p>\n The second one, you must live the legacy that you want to leave. You must live what you say that you believe. One way or the other. John\u2019s legacy involves influencing leaders. That\u2019s what he says, that\u2019s what he wants. If you pay attention to John, if you know him personally, that\u2019s where he focuses most of his attention, is on people who he has identified as leaders and who he is trying to develop. He does that by continuing to grow himself. We must be what we desire to see in others. So you have to live the legacy that you want to leave.<\/p>\n Ask yourself, you choose who will carry on your legacy. Because legacies live on in people, not things. It\u2019s not the amount of money you\u2019ve left someone. It\u2019s not the foundation. It\u2019s the people. What have you invested in the people? And succession is the key responsibility of leadership. Making sure that whatever good works you’re doing can carry on.<\/p>\n That\u2019s one of the reasons John created this John Maxwell team because he understands he\u2019s not getting any younger. He wants to leave a legacy. He wants to know that when his time is coming, he passes, there are still people running around on this earth trying to train in principles of leadership. That\u2019s what he wants his legacy to be. That is the reason he created the John Maxwell team. It is for his legacy. Purposeful. He\u2019s choosing who he wants to carry out his legacy.<\/p>\n The natural progression of that is follows, achievement comes when they do big things by themselves as a leader. Success comes when leaders empower followers to do big things for them. Significance comes when leaders develop leaders, do great things with them. But their legacy comes when they put leaders in positions to do great things without them. Training people to do it without you, that\u2019s a legacy. That\u2019s what you’re leaving behind.<\/p>\n So you have to make sure, number four, you make sure you pass that baton. Because the legacy is only created when a person puts his organization into the position to do great things without them. It\u2019s okay to be needed. But your purpose as the leader who wants to leave a legacy is to get your organization to the position where they can do it without you. The reason they can do it without you is because of you, two different things. But you want them to be able to do it without you.<\/p>\n John uses the example of a baton passed in a relay. I don’t know if you\u2019ve ever watched a relay race. You know, four people running. It doesn\u2019t matter how fast those people are, each one of those men and women could be faster on each leg than the people that they’re racing against, but if the baton exchange is faulty, they’re going to lose. If they pass out of their lane, if they pass too late after they\u2019ve crossed a certain spot, or they drop the baton, they will lose the race.<\/p>\n The same thing with leadership and a legacy. It\u2019s measured by succession. You can do some great things but as soon as you stop doing them, if it all falls apart, you have failed in your legacy because you did not create the environment for someone to succeed you. It was all about you. The organization all depended on you. That\u2019s not what you want. You have to prepare someone else to finish the race. Someone else to pass the baton on to.<\/p>\n The best leaders today lead with tomorrow in mind by making sure they invest in leaders who will carry the legacy forward. Life is fleeting, it is, it\u2019s short. It seems long but at the end, it seems short. When all is said and done, your ability as the leader, it won\u2019t be so much judged on by what you achieved personally. But we will be judged by how well the people we invested in carry on after we\u2019re gone.<\/p>\n The great Jackie Robinson\u00a0once stated, \u201cA life is insignificant except for its impact on other lives.\u201d It\u2019s about people, investing in people, developing people. A leader\u2019s lasting value is measured by succession. So the question that we should ask ourselves is, what legacy do we want to leave? That\u2019s one of the reasons that I love speaking to young people. I never charge for speaking to young people. That\u2019s the reason that I teach.<\/p>\n I love when I get performance evaluations, not because I need my ego stroked but I have yet to get a student to say, \u201cHey, I loved this class on probation and parole. I love this class on constitutional law.\u201d Or whatever it is that I was teaching that semester. No, not ever. All of the thank yous I’ve gotten were like, \u201cYou know what, Mr. Bess, you said something in one class that made me think and now I do this differently.\u201d<\/p>\n Or, \u201cWe were discussing something one time that I had never thought of before and now I understand certain things.\u201d They thank me for the life lessons that they\u2019ve learned. That\u2019s what I want my legacy to be. I want people that I impact on every level to learn something that maybe years from now they say, \u201cHey, I remember Bess said that. I remember that.\u201d<\/p>\n I want somebody to look in the newspaper many, many years, I hope, many, many years from now, and see my name in the obituary and say, \u201cOh man, know what? I remember such and such years ago I was struggling with some relationship and this guy said this and this and that and that. I started doing this one and it got better.\u201d That\u2019s what I would like.<\/p>\n So we all have to ask that, what is our legacy going to be? What are we intentionally doing to create that legacy? So I pray that myself, and as well as all of you on the call, and all of you listening later, that we all can live a life intentionally and that we all have the ability to leave a legacy that we really, truly desire. So with that, that ends the 21 Irrefutable Laws of Leadership.<\/p>\n Thanks for listening to Practicing with the Masters<\/em> for dentists, with your host, Dr. Allison Watts. For more about how Allison Watts and Transformational Practices can help you create a successful and fulfilling practice and life, visit transformationalpractices.com<\/a>.<\/p>\n <\/div> <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n","protected":false},"excerpt":{"rendered":" This time on the Practicing with the Masters, Will Bess returns to share the last of John C. Maxwell\u2019s Irrefutable Laws of Leadership. Today, Will teaches\u00a0us about laws 19-21, these 3 laws bring a close to this incredible 7-part podcast series. Starting with the Law of Timing, Will teaches us that knowing when to lead […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","_cloudinary_featured_overwrite":false,"footnotes":""},"categories":[303],"tags":[309,305,304,307],"yoast_head":"\nWhat You’ll Learn From This Episode:<\/h3>\n
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Listen To The Full Interview:<\/h3>\n\n
Featured On The Show:<\/h3>\n
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Full Episode Transcript:<\/h3>\n
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<\/a><\/p>\nThe 21 Irrefutable Laws of Leadership with Will Bess Part 7<\/h3>\n
CLICK HERE TO READ THE TRANSCRIPT (9,552 WORDS )<\/span><\/a><\/div>\n
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