Fatal Flaws of a Leader (Part 2)
Maxwell Leadership Podcast
John Maxwell
4.8 • 2.3K Ratings
🗓️ 10 July 2019
⏱️ 42 minutes
🧾️ Download transcript
Summary
In part two of this series, John Maxwell continues to teach about the six fatal flaws that can sabotage a leader. To the three he shared in the last episode, he adds a lack of flexibility, an inability to meet goals consistently, and an inability to think strategically. John explains when these flaws are most likely to show up, as well as what to do when confronted with a potentially fatal flaw in your leadership life.
Mark Cole and Richard Chancy share how they’ve had to wrestle with some of these flaws. They bring up an interesting point: Sometimes, what begins as a strength becomes a flaw. They end the episode with a challenge to see if there might be one of these fatal flaws showing up in your story and causing you to plateau. If so, they encourage you to work through the steps John provides.
Our BONUS resource for this series is The Fatal Flaws of a Leader Worksheet, which includes fill-in-the-blank notes from John’s teaching. You can download the worksheet by visiting MaxwellPodcast.com/Flaws and clicking “Download the Bonus Resource.”
References:
Transcript
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| 0:00.0 | Hey, this is Richard Chansey with the John Maxwell Leadership Podcast. |
| 0:10.0 | Welcome to part two of the Fatal Flaws of a Leader. |
| 0:14.0 | Now if you want to get this show notes for this episode, go to Maxwell Podcasts.com forward |
| 0:18.8 | slash flaws. |
| 0:20.9 | And just click the bonus resource button to download the notes. |
| 0:24.3 | Now here's Dr. John C. Maxwell with part two of the Fatal Flaws of a Leader. |
| 0:36.9 | The fourth Fatal Flaw of a Leader is the lack of flexibility. |
| 0:42.3 | The inability to stay flexible, especially with so much change happening around. |
| 0:47.9 | In fact, I have a quote that says, great leaders are not restricted by the way things have |
| 0:52.7 | always been done. |
| 0:53.8 | Their leadership is a continuing search for the best way, not the familiar way. |
| 1:00.2 | What happens is this, you can get to the top if you're rigid. |
| 1:05.1 | In fact, if you had to be rigid on a certain issue or you haven't had a lot of convictions |
| 1:08.7 | on a certain issue that happens to be the in thing at the time, you can get to the top |
| 1:13.6 | there. |
| 1:14.6 | But what I'm talking about in this area is you won't stay on the top because things change |
| 1:18.1 | so much that if you're rigid and you aren't flexible, when the change comes and the next |
| 1:26.0 | need is there and you're saying, but this is the way we've always done it, I'll guarantee |
| 1:30.0 | you either you'll topple from the top or your organization won't be on top anymore. |
| 1:35.1 | One of those two things will happen. |
| 1:36.8 | And only the flexible leader, the one who keeps their ear to the ground and really sees |
| 1:41.2 | what's happening and catches the winds that are blowing, they're going to stay right at |
... |
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