I’ve been reading through a book called “How to Lead When You’re Not In Charge” as I try to read through 25 books in a year.  I am halfway through it and so far it has been filled with the typical “leadership” topics.  I came across the gratis “Lead Yourself” chapter this morning and found it to be very well written and of great value.  Here are some of the highlights:

  • No man or woman is ever fully acquitted of all responsibility.
  • Just as there are inalienable rights, there is such a thing as inalienable responsibility.
  • When you aren’t accomplishing what you want to accomplish in the role you’re in, it’s natural to look for someone to blame.
  • If you want to grow as a leader, please resist the temptation to use the “hall pass” of having a bad manager.
  • Your boss is not in charge of you. You are in charge of you.
  • Everyone is responsible for leading something, even if that something is just you.
  • When you’re not in charge, the most common temptation you’ll face is to abdicate responsibility.
  • Before others can lead you, you must learn to lead yourself.
  • You need to own your desires and ambitions
  • No one can lead you any further than you’re leading yourself.
  • “Nothing so conclusively proves a man’s ability to lead others as what he does on a day-to-day basis to lead himself.” – Tom Watson
  • With the small choices you make when no one else is looking, when it’s just you and God, you are proving or disproving to him (and to yourself) your future ability to lead others.
  • If you want to lead well when you are not the one in charge, it’s imperative that you learn how to model followership.
  • Monitoring your heart involves checking those deep-rooted motives and emotions that lie inside you and give direction to your behaviors.
  • You have to make a decision to constantly check the emotions of your heart.
  • A healthy curiosity should drive your efforts to monitor your behavior. And not just curiosity for curiosity’s sake, but curiosity for the sake of growth.
  • You need to cultivate interest in how others see the way you act and lead.
  • To lead yourself well, you need a plan. You will not lead yourself well by accident.
  • The first misstep success brings is to credit the success to your own doing.
  • I’ve gotten jobs and I’ve lost jobs based on what people have said about me in rooms where I was not present.
  • Once you know where you are, the next step is to develop a clear vision for where you want to go.
  • We each need to have a personal vision for our own lives, a plan for our futures.
  • One of the most freeing steps for you and for your boss would be for you to relieve your boss of the obligation of leading you well.
  • Expectations always affect relationships.
  • Are you expecting to be led by someone who is incapable of providing that kind of leadership?
  • Sometimes, if our boss isn’t the greatest of bosses, we act like God is not in the situation.
  • Perhaps God has put you in the position you are in to help you learn what you need to learn to lead yourself well. I
  • f you lead yourself well, you will ensure that you are always led well, whether you are under a great boss or not!

Those are some great takeaways from this one chapter.  If the rest of the book is this way, I will continue to enjoy reading it.

Categories: The Oak House

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