Six Temptations of Successful Organizations (Part 2)
Maxwell Leadership Podcast
John Maxwell
4.8 • 2.3K Ratings
🗓️ 24 July 2019
⏱️ 41 minutes
🧾️ Download transcript
Summary
In part two of this series on the six temptations of successful organizations, John Maxwell talks about four challenges common to leaders in successful organizations. He explains each pitfall and offers sound practices to counteract these temptations that have the power to derail our success. He reminds us that successful organizations today struggle to remain successful organizations tomorrow, and they require discipline to continue positive momentum.
Mark Cole and Richard Chancy dive into the mix and highlight specific ways we can maintain excellence. They remind us that values and habits must stay the same even in our success, and we must become brilliant in the basics. The greatest threat to tomorrow’s success is today’s success, so we must be intentional and embrace change as growth. Mark ends the podcast with a reminder that a leader has a stewardship responsibility to lead well and not fall asleep at the wheel.
Our BONUS resource for this series is The Six Temptations of Successful Organizations Worksheet, which includes fill-in-the-blank notes from John’s teaching. You can download the worksheet by visiting MaxwellPodcast.com/Temptation and clicking “Download the Bonus Resource.”
References:
The 15 Invaluable Laws of Growth by John C. Maxwell
Thinking for a Change by John C. Maxwell
Transcript
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| 0:00.0 | Hey, this is Richard with the John Maxwell Leadership Podcast. |
| 0:08.6 | Welcome to part two of the six temptations of a successful organization. |
| 0:13.9 | Now if you want to get the show notes for this episode, head over to Maxwell Podcasts.com |
| 0:19.3 | for slash temptation, just click the bonus resource button to download the notes. |
| 0:24.2 | Now here's John Maxwell with part two of the six temptations of a successful organization. |
| 0:36.3 | Temptation number three. |
| 0:40.0 | The leaders of successful organizations stop leading from the front. |
| 0:46.7 | In other words, once the organization is moving well, there's a tendency for the leader |
| 0:51.7 | to get off of the front lines and get back into the office. |
| 0:54.6 | Now why is this temptation that leaders stop leading from the front? |
| 0:58.9 | When a business is getting results and steam rolling along, it can feel like everybody's |
| 1:03.8 | tidy and under control. |
| 1:05.3 | Thus, the leaders hit the remote control button, leave the trenches for their office where |
| 1:10.8 | they preside and administer, but no longer lead. |
| 1:15.1 | The business bullet? |
| 1:16.8 | If it feels like everything's safe and under control, it means you're not going fast |
| 1:21.2 | enough. |
| 1:22.2 | In other words, very simply, increase your speed. |
| 1:27.8 | Quite frankly, many managers prefer paper work to people work because they don't have |
| 1:34.4 | to get as involved with the messy human conditions of motivation, accountability, problem solving, |
| 1:40.4 | relationship building, or influencing. |
| 1:42.7 | They perch in their ivory towers and get dazed by data and numbed by numbers and lose |
... |
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