Orrin Woodward Leadership

Inc Magazine Top 20 Leader Orrin Woodward shares his leadership secrets.

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    Guinness World Record Holder for largest book signing ever, Orrin Woodward is a NY Times bestselling author of And Justice For All along with RESOLVED & coauthor of LeaderShift and Launching a Leadership Revolution. His books have sold over one million copies in the leadership and liberty fields. RESOLVED: 13 Resolutions For LIFE made the Top 100 All-Time Best Leadership Books and the 13 Resolutions are the framework for the top selling Mental Fitness Challenge personal development program.

    Orrin made the Top 20 Inc. Magazine Leadership list & has co-founded two multi-million dollar leadership companies. Currently, he serves as the Chairman of the Board of the LIFE Leadership. He has a B.S. degree from GMI-EMI (now Kettering University) in manufacturing systems engineering. He holds four U.S. patents, and won an exclusive National Technical Benchmarking Award.

    This blog is an Alltop selection and ranked in HR's Top 100 Blogs for Management & Leadership.




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Archive for the ‘Leadership/Personal Development’ Category

Everything rises and falls on leadership.

Take New Measurements by Dan Hawkins

Posted by Orrin Woodward on October 30, 2014

Dan and Lisa Hawkins: LIFE Coach Leaders

Dan Hawkins has become one of the top leaders in LIFE Leadership. Dan and Lisa Hawkins were recently recognized as new LIFE Coaches in Milwaukee and they continue grow in leadership. In this video, Dan explains the importance of not letting your current capabilities and results from stopping you from developing better capabilities, and thus, results. If Dan and Lisa can change to win, so can you.

Sincerely,

Orrin Woodward

Posted in Leadership/Personal Development, LIFE Leadership | 5 Comments »

Is LIFE Leadership a Network Marketing Scam?

Posted by Orrin Woodward on October 27, 2014

LIFE Leadership Releases The Leadership Train

The Leadership Train is officially released and available for purchase. I wrote my new book to ask and answer the key questions people ask when evaluating whether Network Marketing is a viable option for them. In reality, Network Marketing is not for everyone. Because it is a performance based system that cares little for one’s credentials, leadership creators love it while management credentialist do not.

For anyone aspiring to learn leadership, I believe Network Marketing is the best option. In Chris Brady and my NY Times bestseller Launching a Leadership Revolution, we stated the three foundational principles of all potential leaders –  hungry, hone-able, and honorable.

Is Network Marketing and LIFE Leadership a Scam?

For people with these foundational traits, The Leadership Train answers the key questions people need to know in order to determine if Network Marketing is for them:

1. Is Network Marketing a legitimate business? For if Network Marketing is an illegal pyramid scheme, it may not be high on a leaders list of things to do. :)

2. Is Network Marketing worthy of my time and effort? If the results worth the effort then I should really take a closer look.

3. If I decide to build Network Marketing, what is the most effective way to do so? Is there a training system to help me?

4. How does a leadership mentor help a person succeed in Network Marketing? Without mentoring, a person cannot learn from the experiences of others with proven results.

5. Besides the obvious compensation component, are there other aspects of Network Marketing that draw top performers into the profession? More people are involved with Network Marketing today for the association with an encouraging community than even the compensation aspect.

The Truth About LIFE Leadership and Network Marketing

These and many more questions are taught in this fictional story. Finally, one can learn about Network Marketing while one is entertained. Anyone seriously looking for the truth about LIFE Leadership and Network Marketing is only several hours away from know the facts.

Early on in this profession I learned that story sell and facts tell. I explain why I started LIFE Leadership to help the leadership culture build in ALL Network Marketing companies as well as corporations around the world. LIFE Leadership teaches leaders how to build leadership cultures no matter what company they currently work with or for. It’s time to get on the Leadership Train and launch a leadership revolution around the world.

Sincerely,

Orrin Woodward: Co-Founder LIFE Leadership

Endorsements for The Leadership Train

The Leadership Train Cover“Having worked in network marketing for nearly two decades, I have had the privilege and blessing of working with the industry’s top field leaders, executives, and business owners, and I have ‘seen it all,’ as they say. I really believe that only Orrin Woodward could have written The Leadership Train. There is no more competent researcher or practitioner in the industry. This beautifully crafted and informative allegory will take you on a journey that will challenge every belief or misconception you may have had about network marketing as well as about yourself. Orrin lays it all out—the good, the bad, and the ugly—and shows us how he and the other founders of LIFE Leadership have eliminated the issues that have plagued the network marketing industry for years, essentially creating a whole new industry in which anyone who is hungry, honorable, and teachable can have success. Homerun!”

—Tim Marks, Bestselling Author of Voyage of a Viking and Confidence of a Champion

“The world is made a better place each and every ordinary day by the millions of unsung heroes who serve others, sell and deliver great value to customers, and build enterprises that provide jobs, grow people, and secure families. The Leadership Train captures the heart and soul of this high and holy calling and will ignite a fire of unquenchable passion within the reader’s heart!”

—John Stahl-Wert, International Bestselling Author of The Serving Leader and Ten Thousand Horses

“No one builds a networking business like Orrin Woodward. In this marvelously entertaining and easy to read book, he shares the thinking behind his extraordinary success. This should be required reading for everyone in the profession!”

—Chris Brady, New York Times Bestselling Author of Launching a Leadership Revolution

“Hilde, Orrin, and I were waiting at a red light on Friedrichstraße in Berlin, and I asked Orrin, ‘Can you tell us that thing with trains and cookies and cream again?’ We all laughed because we had been messing around with it all day, and that is when we said, ‘You need to write that book! It is a profound message that will help millions of direct sellers across the world get the business success they hunger for.’ We are so happy the book is ready! We believe it will help our team to the next level. It will be one more ‘mandatory Orrin book.’ Thank you so much, Orrin, for the impact you have on our life and success.”

—Hilde and Ørjan Sæle, Authors and World-Class Networkers

“I had barely started this informative and entertaining book when the next thing I knew, I was finished. Captivating as it is, it’s actually a manual on how to build a successful network marketing business. Orrin Woodward is truly a master at his craft, and he provides answers to many questions here. Is there anyone else out there who wants to live a life of fulfillment? Then jump on the leadership train!”

—George Guzzardo, LIFE Coach and Speaker

“Reading The Leadership Train is like being a fly on the wall watching Orrin Woodward do what he does best: develop leaders who make a difference. If even just 10 percent of the people in our profession own this book, we will impact the world in profound ways.”

—Dan Hawkins, LIFE Coach and Speaker

“I couldn’t stop reading. Orrin Woodward has already proven to be one of the foremost thought leaders of the twenty-first century. Now he reminds us of the age-old adage ‘Facts tell, but stories sell.’ The Leadership Train is a fun fiction tale that demonstrates exactly what one needs to do to create financial freedom in direct sales, written by one of the greatest networkers in history.”

—Ken Dunn, CEO of Next Century Publishing

“Over the years, I have seen the potential of many people go unfulfilled because they couldn’t frame their own doubts and fears and then overcome them. Orrin Woodward has brilliantly laid out the emotions that so many people deal with as they try to get traction and succeed and then systematically shown readers how to grow as a leader and win. Orrin has always stood above all others in understanding not just the science but also the art of building a community, and in this book, he has combined that wisdom into a clear, heartfelt tale of one man’s journey as he builds the LIFE Leadership opportunity.”

—Claude Hamilton, Bestselling Author of Toughen Up!

I can’t encourage you enough to take the time and read this short story that has actually taken over 14 years to develop. Not only will you learn the principles, techniques, and concepts to help you make a decision about life and leadership, but it will also teach you how to build a successful Compensated Community. You will not only learn about business success but I predict you will also gather golden nuggets that you can immediately apply to make your life better. 

—Bill Lewis – LIFE Coach and Speaker

Posted in Leadership/Personal Development, LIFE Leadership, Orrin Woodward | 10 Comments »

The Leadership Train

Posted by Orrin Woodward on October 15, 2014

I am so excited to finally announce the release of a book I conceptualized over two years ago! I wanted a book that educates people on the viability of Network Marketing while answering common objections and teaching a winning mindset through the leadership train analogy. The Leadership Train will be released at the three LIFE Leadership major functions across North America on Friday, October 24. I hope you enjoy reading it as much as I enjoyed writing it.

Sincerely,

Orrin Woodward

Click here to order Leadership Train

The Leadership Train CoverThe Leadership Train by Orrin Woodward 

All aboard the LIFE Leadership Express! Orrin Woodward’s new book, The Leadership Train, uncovers the mysteries of network marketing and debunks any fallacies and misconceptions about its value and validity. This captivating, easy-reading narrative details one man’s complete turnaround after struggling for years with finding fulfillment in his career and putting his family relationships at jeopardy because of it. Sparked by an unexpected reunion with a long-lost friend and coworker who has gained much more peace, happiness, and success since he left his fast-climbing corporate position and built a large network marketing business, Bobby Davis embarks on a journey that helps him find his true purpose and much more satisfaction in his work and personal life.

This is a dream builder’s dream come true! Not only do you as a business owner need this book, but you need to get this book into the hands of any others you meet who might be looking for something more in life. Learn how to build a successful network marketing business from one of the greatest networkers in history, and help others to do the same. Discover how to handle pyramid and other objections and wipe out any doubts, untruths, and false beliefs that prospective members and customers, and possibly even you yourself, might have. Grab your boarding pass and bring along as many people as you can because the leadership train is going places fast, and you don’t want anyone to miss out!

Endorsements for The Leadership Train

“Having worked in network marketing for nearly two decades, I have had the privilege and blessing of working with the industry’s top field leaders, executives, and business owners, and I have ‘seen it all,’ as they say. I really believe that only Orrin Woodward could have written The Leadership Train. There is no more competent researcher or practitioner in the industry. This beautifully crafted and informative allegory will take you on a journey that will challenge every belief or misconception you may have had about network marketing as well as about yourself. Orrin lays it all out—the good, the bad, and the ugly—and shows us how he and the other founders of LIFE Leadership have eliminated the issues that have plagued the network marketing industry for years, essentially creating a whole new industry in which anyone who is hungry, honorable, and teachable can have success. Homerun!”

—Tim Marks, Bestselling Author of Voyage of a Viking and Confidence of a Champion

“The world is made a better place each and every ordinary day by the millions of unsung heroes who serve others, sell and deliver great value to customers, and build enterprises that provide jobs, grow people, and secure families. The Leadership Train captures the heart and soul of this high and holy calling and will ignite a fire of unquenchable passion within the reader’s heart!”

—John Stahl-Wert, International Bestselling Author of The Serving Leader and Ten Thousand Horses

“No one builds a networking business like Orrin Woodward. In this marvelously entertaining and easy to read book, he shares the thinking behind his extraordinary success. This should be required reading for everyone in the profession!”

—Chris Brady, New York Times Bestselling Author of Launching a Leadership Revolution

“Hilde, Orrin, and I were waiting at a red light on Friedrichstraße in Berlin, and I asked Orrin, ‘Can you tell us that thing with trains and cookies and cream again?’ We all laughed because we had been messing around with it all day, and that is when we said, ‘You need to write that book! It is a profound message that will help millions of direct sellers across the world get the business success they hunger for.’ We are so happy the book is ready! We believe it will help our team to the next level. It will be one more ‘mandatory Orrin book.’ Thank you so much, Orrin, for the impact you have on our life and success.”

—Hilde and Ørjan Sæle, Authors and World-Class Networkers

“I had barely started this informative and entertaining book when the next thing I knew, I was finished. Captivating as it is, it’s actually a manual on how to build a successful network marketing business. Orrin Woodward is truly a master at his craft, and he provides answers to many questions here. Is there anyone else out there who wants to live a life of fulfillment? Then jump on the leadership train!”

—George Guzzardo, LIFE Coach and Speaker

“Reading The Leadership Train is like being a fly on the wall watching Orrin Woodward do what he does best: develop leaders who make a difference. If even just 10 percent of the people in our profession own this book, we will impact the world in profound ways.”

—Dan Hawkins, LIFE Coach and Speaker

“I couldn’t stop reading. Orrin Woodward has already proven to be one of the foremost thought leaders of the twenty-first century. Now he reminds us of the age-old adage ‘Facts tell, but stories sell.’ The Leadership Train is a fun fiction tale that demonstrates exactly what one needs to do to create financial freedom in direct sales, written by one of the greatest networkers in history.”

—Ken Dunn, CEO of Next Century Publishing

“Over the years, I have seen the potential of many people go unfulfilled because they couldn’t frame their own doubts and fears and then overcome them. Orrin Woodward has brilliantly laid out the emotions that so many people deal with as they try to get traction and succeed and then systematically shown readers how to grow as a leader and win. Orrin has always stood above all others in understanding not just the science but also the art of building a community, and in this book, he has combined that wisdom into a clear, heartfelt tale of one man’s journey as he builds the LIFE Leadership opportunity.”

—Claude Hamilton, Bestselling Author of Toughen Up!

I can’t encourage you enough to take the time and read this short story that has actually taken over 14 years to develop. Not only will you learn the principles, techniques, and concepts to help you make a decision about life and leadership, but it will also teach you how to build a successful Compensated Community. You will not only learn about business success but I predict you will also gather golden nuggets that you can immediately apply to make your life better. 

—Bill Lewis – LIFE Coach and Speaker

Posted in Leadership/Personal Development, LIFE Leadership | 33 Comments »

Personal and Professional Turnarounds

Posted by Orrin Woodward on October 6, 2014

I wanted to share Jim Collins’s summary of his 5 stages of decline. These stages can cause both personal and professional decline and must be recognized before its too late. Unfortunately, to paraphrase Socrates, the examined life is extremely rare and most people do not take the time to study the scoreboard of life. Here is your opportunity to study Collin’s list and see which area you can improve.

LIFE Leadership is about personal and professional development to launch a leadership revolution. Are you ready for the revolution?

Sincerely,

Orrin Woodward

Our research indicates that organizational decline is largely self-inflicted, and recovery largely within our own control. So long as you never fall all the way to Stage 5, you can rebuild.

While a full exploration of the five stages is beyond the scope of this excerpt, here is a brief summary:

STAGE 1: HUBRIS BORN OF SUCCESS
Great enterprises can become insulated by success; accumulated momentum can carry an enterprise forward for a while, even if its leaders make poor decisions or lose discipline. Stage 1 kicks in when people become arrogant, regarding success virtually as an entitlement, and they lose sight of the true underlying factors that created success in the first place. When the rhetoric of success (“We’re successful because we do these specific things”) replaces penetrating understanding and insight (“We’re successful because we understand why we do these specific things and under what conditions they would no longer work”), decline will very likely follow. Luck and chance play a role in many successful outcomes, and those who fail to acknowledge the role luck may have played in their success—and thereby overestimate their own merit and capabilities—have succumbed to hubris.

The best leaders we’ve studied never presume they’ve reached ultimate understanding of all the factors that brought them success. For one thing, they retain a somewhat irrational fear that perhaps their success stems in large part from fortuitous circumstance. Suppose you discount your own success (“We might have been just really lucky/were in the right place at the right time/have been living off momentum/have been operating without serious competition”) and thereby worry incessantly about how to make yourself stronger and better-positioned for the day your good luck runs out. What’s the downside if you’re wrong? Minimal: If you’re wrong, you’ll just be that much stronger by virtue of your disciplined approach. But suppose instead you succumb to hubris and attribute success to your own superior qualities (“We deserve success because we’re so good/so smart/so innovative/so amazing”). What’s the downside if you’re wrong? Significant. You just might find yourself surprised and unprepared when you wake up to discover your vulnerabilities too late.

STAGE 2: UNDISCIPLINED PURSUIT OF MORE
Hubris from Stage 1 (“We’re so great, we can do anything!”) leads right to Stage 2, the Undisciplined Pursuit of More—more scale, more growth, more acclaim, more of whatever those in power see as “success.” Companies in Stage 2 stray from the disciplined creativity that led them to greatness in the first place, making undisciplined leaps into areas where they cannot be great or growing faster than they can achieve with excellence—or both. When an organization grows beyond its ability to fill its key seats with the right people, it has set itself up for a fall. Although complacency and resistance to change remain dangers to any successful enterprise, overreaching better captures how the mighty fall.

Discontinuous leaps into areas in which you have no burning passion is undisciplined. Taking action inconsistent with your core values is undisciplined. Investing heavily in new arenas where you cannot attain distinctive capability, better than your competitors, is undisciplined. Launching headlong into activities that do not fit with your economic or resource engine is undisciplined. Addiction to scale is undisciplined. To neglect your core business while you leap after exciting new adventures is undisciplined. To use the organization primarily as a vehicle to increase your own personal success—more wealth, more fame, more power—at the expense of its long-term success is undisciplined. To compromise your values or lose sight of your core purpose in pursuit of growth and expansion is undisciplined.

STAGE 3: DENIAL OF RISK AND PERIL
As companies move into Stage 3, internal warning signs begin to mount, yet external results remain strong enough to “explain away” disturbing data or to suggest that the difficulties are “temporary” or “cyclic” or “not that bad,” and “nothing is fundamentally wrong.” In Stage 3, leaders discount negative data, amplify positive data, and put a positive spin on ambiguous data. Those in power start to blame external factors for setbacks rather than accept responsibility. The vigorous, fact-based dialogue that characterizes high-performance teams dwindles or disappears altogether. When those in power begin to imperil the enterprise by taking outsize risks and acting in a way that denies the consequences of those risks, they are headed straight for Stage 4.

Bill Gore, founder of W.L. Gore & Associates, articulated a helpful concept for decision-making and risk-taking, what he called the “waterline” principle. Think of being on a ship, and imagine that any decision gone bad will blow a hole in the side of the ship. If you blow a hole above the waterline (where the ship won’t take on water and possibly sink), you can patch the hole, learn from the experience, and sail on. But if you blow a hole below the waterline, you can find yourself facing gushers of water pouring in, pulling you toward the ocean floor. And if it’s a big enough hole, you might go down really fast, just like some of the financial firm catastrophes of 2008. To be clear, great enterprises do make big bets, but they avoid big bets that could blow holes below the waterline.

STAGE 4: GRASPING FOR SALVATION
The cumulative peril and/or risks gone bad of Stage 3 assert themselves, throwing the enterprise into a sharp decline visible to all. The critical question is: How does its leadership respond? By lurching for a quick salvation or by getting back to the disciplines that brought about greatness in the first place? Those who grasp for salvation have fallen into Stage 4. Common “saviors” include a charismatic visionary leader, a bold but untested strategy, a radical transformation, a dramatic cultural revolution, a hoped-for blockbuster product, a “game-changing” acquisition, or any number of other silver-bullet solutions. Initial results from taking dramatic action may appear positive, but they do not last.

When we find ourselves in trouble, when we find ourselves on the cusp of falling, our survival instinct and our fear can prompt lurching—reactive behavior absolutely contrary to survival. The very moment when we need to take calm, deliberate action, we run the risk of doing the exact opposite and bringing about the very outcomes we most fear. By grasping about in fearful, frantic reaction, late Stage 4 companies accelerate their own demise. Of course, their leaders can later claim: “But look at everything we did. We changed everything. We tried everything we could think of. We fired every shot we had, and we still fell. You can’t blame us for not trying.” They fail to see that leaders atop companies in the late stages of decline need to get back to a calm, clear-headed, and focused approach. If you want to reverse decline, be rigorous about what not to do.

STAGE 5: CAPITULATION TO IRRELEVANCE OR DEATH
The longer a company remains in Stage 4, repeatedly grasping for silver bullets, the more likely it will spiral downward. In Stage 5, accumulated setbacks and expensive false starts erode financial strength and individual spirit to such an extent that leaders abandon all hope of building a great future. In some cases the company’s leader just sells out; in other cases the institution atrophies into utter insignificance; and in the most extreme cases the enterprise simply dies outright.

The point of the struggle is not just to survive, but to build an enterprise that makes such a distinctive impact on the world it touches (and does so with such superior performance) that it would leave a gaping hole—a hole that could not be easily filled by any other institution—if it ceased to exist. To accomplish this requires leaders who retain faith that they can find a way to prevail in pursuit of a cause larger than mere survival (and larger than themselves) while also maintaining the stoic will needed to take whatever actions must be taken, however excruciating, for the sake of that cause.

Posted in Leadership/Personal Development, LIFE Leadership | 10 Comments »

Beyond Relationship Marketing: Friendship Branding

Posted by Orrin Woodward on September 26, 2014

Here is a segment of a LIFE Leadership talk I gave in Texas on the importance of business owners moving beyond relationship marketing and into friendship branding. A company can serve a customer, but the best service is when friends serve friends. Thus, the reason why every business ought to move from treating customers as customers and start treating them as you would a friend.

In a sense, they are your business’s best friend and should be teated accordingly. Can you give an example where a business person treated you beyond just a customer and treated you as a friend?

Sincerely,

Orrin Woodward

Posted in Leadership/Personal Development, Orrin Woodward | 8 Comments »

Ice Adidas: The Power of Belief

Posted by Orrin Woodward on September 15, 2014

It was a warm summer day in 1992 and I was shooting baskets in Columbiaville, Michigan. While practicing three pointers, I noticed three middle-school age boys start practicing on the other side of the court. After a few minutes, I assessed the boys playing capabilities – two of the boys could play fairly well for middle-schoolers, but the third one looked like he hadn’t played basketball at all. Nonetheless, rather than continue to shoot by myself, I invited them to play a fun game of 2-on-2.

I chose the inexperienced basketball player as my teammate and called “Ice Adidas” since he was wearing an Adidas hat and one of my favorite players back in the day was George “Ice Man” Gervin. Remember, this was 1992, before I was into leadership development at all. I didn’t listen to positive CDs, didn’t read leadership books, and had no idea what a limiting belief was. Nevertheless, I was about to learn a great lesson on leadership that I want to share.

Because it wasn’t a competitive game, I decided not to shoot unless I was given a layup. Thus, “Ice Adidas” had to carry the main load for scoring our points if we planned on winning. Of course, I had watched “Ice Adidas” practice and I don’t think he was making more than one out of ten. I realized this might not be much of a game, but decided to roll with it and, to entertain myself, I decided to do a play-by-play of the game. The two competent players quickly jumped out to the lead and with me refusing to shoot, it looked like it was going to be a blowout.

Although at first the other two boys laughed at my incessant build up of their friend, “Ice Adidas,” I kept speaking it into existence.  Empowering words like – the player who is smooth as silk; the one who has ice in his veins; and the star who can carry his team – were spoken over and over as I drove to the basket and popped it back out to Ice. He was getting closer to the basket but he was still missing.

Then everything changed. “Ice Adidas” made on of his shots! I poured it on just like the TV broadcasters did stating, “Ice Man” is hot! Watch out! When he gets in a groove he is unstoppable! “Ice Adidas” is on the loose and now the game is now up for grabs. We were playing buckets, which meant if you make a basket, then you get the ball back again. This permits a team that gets behind to come back quickly if they get on a roll and that is exactly what the “Ice Man” did.

I would drive to the hole and pop it back to “Ice Adidas” and he started hitting EVERYTHING! The smile on his face seemed permanent as he proceeded to live up to everything I was saying. I had no idea the power words had to change lives, but I experienced it first-hand that day. His two friends started bickering about who was supposed to cover Ice and said to each other that you can’t leave him open or he will score.

I am not exaggerating, this same kid could barely hit the backboard, not he was hitting layups, jumpers, and anything else he shot up. To make a long story short we won three straight games and when the boys left, they treated “Ice Adidas” with deference. One of the kids asked him where he learned to shoot like that. I was wondering the same myself, but he had told me he had only played a couple of times. I am convinced “Ice Adidas” left that court a changed person. His friends treated him with deference and were amazed at his shooting prowess.

What happened on the basketball court that day? That’s a good question. Especially when one considers that I had practically forgotten about the whole incident until I started studying leadership. After countless CDs, books, and events, I realized that my words to “Ice Adidas” had helped change his beliefs. Although I had not idea what I was doing, my words of encouragement to the young man transformed him from a inexperienced player and into “Ice Adidas”. My belief in George “Ice Man” Gervin abilities became his belief in his abilities. “Ice Adidas” lived up to the words I spoke and played way above his former capabilities.

In fact, this is one of the leader’s main roles – help people see themselves the way the leader sees them. I invest my time seeing the greatness in my leaders and then sharing that greatness back to them. Over time, they replace their limiting views of themselves with a more accurate assessment of their leadership abilities. When this happens, everything changes just like it did for “Ice Adidas.” Information is important, but not until they have been provided the inspiration. The leader provides the inspiration for the people to seek the right information needed to win.

In sum, treat a person as he is and he will act accordingly, but treat a person as he can be and he will move heaven and earth to act accordingly. This is the power of belief. Have you ever experienced the power of changed beliefs in your life? Please share.

Sincerely,

Orrin Woodward: LIFE Leadership Chairman of the Board

Posted in Leadership/Personal Development, LIFE Leadership | 16 Comments »

How Limiting Beliefs Paralyze Your Growth

Posted by Orrin Woodward on August 20, 2014

Life is interesting. On one hand people say they want better results in life, but on the other, they seem paralyzed to perform the actions they know need to be done to improve. Why is this? Well, after 21 years of leading communities and studying human behavior, I have concluded that until a person changes his limiting belief, he will not change his inactivity.

I know. I know. You are probably thinking: but Orrin, how do you change beliefs? Great question. In fact, this is the topic of one of this months (August)  LIFE Leadership LLR talks. In effect, one must learn to stand outside yourself and honestly look into why you are not doing what it takes to accomplish what you said you wanted. Psychologist call this cognitive dissonance. And, nearly every time, there is a belief system in conflict with the stated goal. If this isn’t addressed and replaced with a better belief system, nothing of significance will change.

For instance, one of the common limiting beliefs for many people is the thought that they have no control over life’s outcomes. So long as someone believe they have no control over the results in his/her life, why would they even try? While it is true that we do not control or influence everything that happens to us (to name just two – natural disasters or health challenges), most people view every area of life like it is random or a game of chance. In sum, whatever will be will be. 

In contrast, a better view of life would be to see it as an exciting rapid-filled river that has never been traversed before. True, we have no knowledge or control over the river’s direction, drops, and dangers, but, thankfully, we are issued a kayak (vehicle), paddle (tool) and mind (thinking). The mind can learn to use the paddle to steer the kayak through life. In fact, this is the goal of LIFE Leadership – to teach people the proper strategies (wisdom) to navigate the rivers of life by utilizing the paddle in the current to propel us in the direction of our dreams.

If someone believes they have no control over the direction life’s river takes them, they, unfortunately, won’t even attempt to use their paddle. Thus, their limiting belief becomes their reality as the kayak bounces hopelessly off the canyon walls and eventually capsizes in the roughest rapids. Limiting beliefs paralyze a person into inaction. In this example, he/she focuses upon what is not within his/her control rather than upon what is. 

The professional kayakers, however, respond differently. They have learned to navigate the rapids even when they have never been on a particular river before. How you ask? Because they have learned to apply river wisdom to recognize repeatable patterns present within rapids everywhere. In a similar way, wisdom supplies leaders with the ability to recognize repeatable patterns within life and apply the proper principle at the right time to navigate successfully.

Seek wisdom and everything else will be added unto you. What are you waiting for? Aren’t you tired of having life happen to you rather than making life happen? Laurie and I certainly were. We discovered Biblical principles applied to our lives and our business made all the difference. Perhaps its time replace your limiting beliefs with the truth so you can live the life you’ve always wanted.

Below is a short segment of this month’s talk.

Sincerely,

Orrin Woodward

Posted in Leadership/Personal Development, LIFE Leadership | 21 Comments »

You Cannot Lead Who You Need

Posted by Orrin Woodward on August 12, 2014

Leaders must have posture (a mixture of self-respect and love for others) to build a following. For people will not respect a person who begs and pleads them to follow. Instead, people follow a leader who knows where he is going and invites them to come along while maintaining his self-respect, dignity, and direction. In short, you cannot lead those you need. LIFE Leadership is about building a leader’s self-respect so that he can serve others needs.

Posture is the recognition that life is a parade and that a person’s leadership is not for everyone. Therefore, maintain your self-respect, recognize that God will lead the right people to you, and work constantly on becoming a better leader for the right people better. I cannot emphasize enough the importance of posture. In fact, once a person has developed unquestioned character and work-ethic, posture becomes the one of the key differences between success and failure.

I love serving people but I have learned through many years experience that my effectiveness is directly related to the hunger and respect the student has for the information I share. For example, if a student does not respect the leader’s time then he does not respect his information either. Posture is recognizing the line between service to others and self-respect. Every great leader must have self-respect before he can expect others to respect him. Indeed, it’s only when this posture is set that a leader is capable of making a difference in others lives.

Perhaps the best description I ever read on posture came from Dr. James Dobson in his fantastic marriage book called What Wives Wish Their Husbands Knew About Women. I know it sounds crazy, but in the middle of seeking to be a better husband for Laurie, God directed me to one of the biggest breakthroughs in my personal leadership journey – Posture with People.  Dr. Dobson was explaining his own posture journey with his future wife Shirley. I will let him explain the principle in his own words:

Dr. James Dobson

Dr. James Dobson

When we first met, she was a lowly sophomore in college and I was a lofty senior. I viewed myself as a big man on campus, and my relationship with this young coed mattered little to me. She, in turn, had been very successful with boys, and was greatly challenged by the independence I demonstrated. She wanted to win me primarily because she wasn’t sure that she could . . . but her enthusiasm inhibited my own interest in return.

After graduation, we had one of those lengthy conversations well known to lovers the world over, when I said I wanted her to date other fellows while I was in the Army, because I didn’t plan on getting married soon. I’ll never forget her reaction. I expected Shirley to cry and hold onto me. Instead, she said, “I’ve been thinking the same thoughts, and I would like to date other guys. Why don’t we just go our separate ways, for now.” Her answer rocked me. For the first time in our relationship, she was moving away from me. What I didn’t know was that Shirley stoically closed her front door and then cried all night.

I went to the Army and returned to a nearby school (USC) for my graduate training. By this time, Shirley was an exalted senior and I was a collegiate has-been. She was homecoming queen, senior class president, a member of Who’s Who in American Colleges and Universities, and one of the most popular girls in her class. As might be expected, she suddenly looked very attractive to me. I began to call several times a day, complain about who she was spending her time with, and try to find ways to please my dream girl. However, the moment Shirley saw my enthusiasm and anxiety, her affection began to die. Gone was the challenge which had attracted her two years before. Instead, I had become just another fellow pounding on her door and asking for favors.

One day after a particularly uninspiring date, I sat down at my desk and spent two solid hours thinking about what was happening. And during the course of that introspection, I realized the mistake I was making. A light flashed in my head and I grabbed a pen and wrote ten changes I was going to make in our relationship. First, I was determined to demonstrate self-respect and dignity, even if I lost the one I now loved so deeply. Secondly, I decided to convey this attitude every time I got the chance: “I am going somewhere in life, and I’m anxious to get there. I love you, and hope you choose to go with me. If you do, I’ll give myself to you and try to make you happy. However, if you choose not to make the journey with me, then I can’t force my will on you. The decision is yours, and I’ll accept it.”

. . . The first night when I applied the new formula was one of the most thrilling experiences of my life. The girl who is now my wife saw me starting to slip away on that evening, and she reacted with alarm. We were riding in silence in my car, and Shirley asked me to pull over to the curb and stop. When I did she put her arms around my neck and said, “I’m afraid I’m losing you and I don’t know why. Do you still love me?” I notice by the reflected light of the moon that she had tears in her eyes. She obviously didn’t hear my thumping heart as I made my little speech about my solitary journey in life. You see, I had reestablished the challenge for Shirley, and she responded beautifully.

The psychological force which produced our see-saw relationship is an important one, since it is almost universal in human nature. . . we crave that which we cannot attain, but disrespect that which we can’t escape. The axiom is particularly relevant in romantic matters, and has probably influenced your love life, too. Now the forgotten part is that marriage does not erase or change it. Whenever one marriage partner grovels in his own disrespect . . . when he reveals his fear of rejection by his mate . . . when he begs and pleads for a handout . . . he often faces a bewildering attitude of disdain from the one he needs and loves.

Just as in the premarital relationship, nothing douses more water on a romantic flame than for one partner to fling himself emotionally on the other, accepting disrespect in stride. He says in effect, “No matter how badly you treat me, I’ll still be here at your feet, because I can’t survive without you.” That is the best way I know to kill a beautiful friendship.

So what am I recommending . . . that husbands and wives scratch and claw each other to show their independence? No! That they play a sneaky cat and mouse game to recreate a “challenge”? Not at all! I am merely suggesting that self-respect and dignity be maintained in the relationship.

How can you improve your leadership posture? Please share your thoughts.

Sincerely,

Orrin Woodward

Posted in Leadership/Personal Development | 42 Comments »

William Bradford on Property and Prosperity

Posted by Orrin Woodward on June 30, 2014

Private Property and Prosperity

And Justice For All

And Justice For All

The right to private property, as I discuss in my recently released Guinness World Record breaking book And Justice For All: The Quest for Concord, is an essential part of a working civilization. Without it, injustice and apathy quickly destroy the Six Duties of Society productivity. This isn’t just my opinion, it has been proven over and over again throughout history. For instance, the Pilgrims (a Godly group of Puritan separatist) attempted a communal approach to land when they first arrived in Plymouth, The catastrophic results nearly wiped out the colony.

Why? Because people quickly discover that regardless of how much work they do, they share in the rewards equally. This causes a Gresham’s Law decline in productivity as everyone seeks to do the minimum possible. However, because few work under this plan, famine and hunger result. For the past 20 years I have studied the effects of of compensation upon results. LIFE Leadership realizes that in a Compensated Community, the rewards must follow those who do the work. In other words, private property reigns.

William Bradford, the leader of the Plymouth Colony discovered this for himself. In fact, he captured the challenge and response in his history of the settlement. Private Property is the only way that a person can reap what he has sown. If he does not work, he will not eat as Paul stated. Hunger, it seems, has historically been a great motivator for people to act. A modern equivalent is the statement that a timid salesperson has skinny kids. :) If a person can eat without working, rest assured many people will follow Gresham’s Law and choose the same path.

Indeed, remember that someone always owns property. The choices are 1) private individuals with no monopoly of force or 2) the State with a monopoly of force. If feel much safer knowing private people own property, not only for the productivity gains, but also for the protection of liberty inherent within ownership. Private property tells the State to keep it hands off this private sphere. However, if the State owns everything then the peopler are merely serfs or slaves.

Leon Trotsky, the Russian communist, said as much when he cynically changed the Biblical admonition to work into “He who will not obey will not eat.” Simply put, allowing the State to own the land means the people are at the mercy of those in power. Therefore, those who hate private property inadvertently support oppression of the people and depression of the economy. Perhaps its time to learn from our Bradford’s history of the Plymouth Plantation.

Sincerely,

Orrin Woodward

All this while no supplies were heard of, nor did they know when they might expect any. So they began to consider how to raise more corn, and obtain a better crop than they had done, so that they might not continue to endure the misery of want. At length after much debate, the Governor, with the advice of the chief among them, allowed each man to plant corn for his own household, and to trust to themselves for that; in all other things to go on in the general way as before. So every family was assigned a parcel of land, according to the proportion of their number with that in view, — for present purposes only, and making no division for inheritance, — all boys and children being included under some family.

This was very successful. It made all hands very industrious, so that much more corn was planted than otherwise would have been by any means the Governor or any other could devise, and saved him a great deal of trouble, and gave far better satisfaction. The women now went willingly into the field, and took their little ones with them to plant corn, while before they would allege weakness and inability; and to have compelled them would have been thought great tyranny and oppression.

The failure of the experiment of communal service, which was tried for several years, and by good and honest men proves the emptiness of the theory of Plato and other ancients, applauded by some of later times, — that the taking away of private property, and the possession of it in community, by a commonwealth, would make a state happy and flourishing; as if they were wiser than God.

For in this instance, community of property (so far as it went) was found to breed much confusion and discontent, and retard much employment which would have been to the general benefit and comfort. For the young men who were most able and fit for service objected to being forced to spend their time and strength in working for other men’s wives and children, without any recompense. The strong man or the resourceful man had no more share of food, clothes, etc., than the weak man who was not able to do a quarter the other could. This was thought injustice. The aged and graver men, who were ranked and equalized in labour, food, clothes, etc., with the humbler and younger ones, thought it some indignity and disrespect to them. As for men’s wives who were obliged to do service for other men, such as cooking, washing their clothes, etc., they considered it a kind of slavery, and many husbands would not brook it.

This feature of it would have been worse still, if they had been men of an inferior class. If (it was thought) all were to share alike, and all were to do alike, then all were on an equality throughout, and one was as good as another; and so, if it did not actually abolish those very relations which God himself has set among men, it did at least greatly diminish the mutual respect that is so important should be preserved amongst them. Let none argue that this is due to human failing, rather than to this communistic plan of life in itself. I answer, seeing that all men have this failing in them, that God in His wisdom saw that another plan of life was fitter for them.

These matters premised, I will now proceed with my account of affairs here. But before I come to other things I must say a word about their planting this year. They felt the benefit of their last year’s harvest; for by planting corn on their own account they managed, with a great deal of patience, to overcome famine. This reminds me of a saying of Seneca’s (Epis. 123): that an important part of liberty is a well-governed belly, and patience in want.

The settlers now began to consider corn more precious than silver; and those that had some to spare began to trade with the others for small things, by the quart, pottle, and peck, etc.; for they had not money, and if they had, corn was preferred to it. In order that they might raise their crops to better advantage, they made suit to the Governor to have some land apportioned for permanent holdings, and not by yearly lot, whereby the plots which the more industrious had brought under good culture one year, would change hands the next, and others would reap the advantage; with the result that manuring and culture of the land were neglected. It was well considered, and their request was granted.

Every person was given one acre of land, for them and theirs, and they were to have no more till the seven years had expired; it was all as near the town as possible, so that they might be kept close together, for greater safety and better attention to the general employments.

An excerpt from Bradford’s History of the Plymouth Settlement; 1608-1650, by William Bradford, rendered into modern English by Harold Paget and published in 1909, originally titled Of Plymouth Plantation, reprint by Mantle Ministries: San Antonio, TX, 1988, pp. 115-116, 141-142.

Posted in Freedom/Liberty, Leadership/Personal Development, LIFE Leadership | 13 Comments »

LIFE Leadership Breaks Guinness World Record!

Posted by Orrin Woodward on June 25, 2014

And Justice For All

And Justice For All

When Ken Dunn (CEO of Next Century Publishing) informed me that Sammy Lee from Hong Kong had shattered the old Guinness World Records by signing 4,649 books during one book signing, I was impressed. For the previous mark was mid-2000’s and he nearly doubled that amount. Shortly afterwards, Chris Brady suggested that maybe we could break Lee’s world record with the release of my new book. I knew it would demand world-class levels in the process, people, and perseverance, but also knew LIFE Leadership was up for the task.

However, I didn’t just want to break the record, I wanted LIFE Leadership to smash it by topping 6,000 books signed. Of course, this wouldn’t be easy, especially when one considers that Mr. Lee took over 11 hours to sign 4,649 copies of his book. There is no way that I could sign 6,000 copies of my new book And Justice For All at that pace and still speak later in the day. Accordingly, if LIFE Leadership truly wanted to break the Guinness World Record, an interdependent leadership strategy was needed involving people, processes, and perseverance. In other words, not just working hard, but working smart was in order.

The people portion was the area I was least concerned about. With tens of thousands of active members and customers, I knew the people needed to break the record would be in attendance. However, it wasn’t just the number of people, but the quality of the people that made the difference. The LIFE Leadership Convention is filled with people trained on the best leadership information provided on a monthly basis. I believed the people would “buy into” the record-breaking strategy and discipline themselves to get their book signed quickly with few delays. Remember, time was of the essence because even at just 10 seconds per book, to sign 6,686 books would have required over 18 1/2 hours! No way could I have done that and still fulfilled my other responsibilities.

Official Guinness World Record Holder

Guinness World Record Holder

This forced LIFE Leadership to develop a process to hit the 6,000 plus book signing target and do so in under 10 hours. This had never been done before. Undeterred, Chris Brady, Rob Hallstrand, and Michelle Turner planned a process to do what until that day had been impossible. These three studied the constraints in the people and process to improve the book ordering process. From the queue to order the book, to the line to get the book signed, to how the books were placed in front of me, everything was simply world-class. To say that the process achieved its goal would be an understatement. In fact, the old record was broken in under 4 1/2 hours without even taking a break.

Finally, the small part I played in the record was perseverance to serve the people and follow the process. I made a vow at the start of the signing to not remove myself from my chair until after the record was broken. Given the length of time required to break the record previously, I knew my bladder would probably be the weak link. :) Nonetheless, by believing in the people and the process, I sat down and did not move until I had signed over 5,000 books. Even though I was legally allowed 5 minutes every hour that I could break to eat, drink, or use the bathroom, I wanted to beat the record without the luxury of a break.

After my first break, we pressed forward and blasted past 6,000 books on our way to our final count of 6,786 total books signed. This was a team effort and I would like to personally thank everyone involved. First of all, the people who disciplined themselves to follow the process flawlessly. Second, the office personnel for developing a world-class system to break the record. And third, a special thanks to Marc Militello, Neal Ruffner, and John Croyle for making the process fun and orchestrating the process and people through the line at record breaking speed. The Guinness World Record could not have been broken without your efforts.

Last, but not least, I would like to thank Michael Empric, the adjudicator from Guinness World Records, for investing his day in certifying the proceedings. Michael was a treat to work with and said this about LIFE Leadership’s process and people, ““What people often forget is the scope of organizing and coordinating a record attempt this large. The number of people in line was almost like being at a theme park, except instead of Space Mountain, all of these people were waiting in line to buy a book and have it signed by Orrin.” Michael went above and beyond by personally presenting the Guinness World Record plaque on the LIFE Leadership stage in front of a packed out Columbus arena. That was the perfect culmination for the record breaking day as it was a team victory.

LIFE Leadership Crowd - June Convention

LIFE Leadership Crowd – June Convention

In closing, leadership is the art of building belief. When people believe on the inside, a previously impossible task becomes possible. In this case, the impossible became possible once leaders believed and then developed the people, processes, and perseverance to finish. All of this, of course, inspired by the power of the dream. LIFE Leadership’s Guinness World Record performance proves that it is among the best of the best in the leadership field today. I am a blessed man to be associated with such a fine group of leaders on our way to changing the lives of millions of people.

Sincerely,

Orrin Woodward

Orrin & Laurie Woodward GWR Plaque

Orrin & Laurie Woodward GWR Plaque

Guinness World Record Plaque

Guinness World Record Plaque

Guinness World Record Award Ceremony

Michael Empric Presents GWR plaque to Orrin Woodward

Posted in Leadership/Personal Development, LIFE Leadership | 41 Comments »