Orrin Woodward on LIFE & Leadership

Inc Magazine Top 20 Leader shares his personal, professional, and financial secrets.

  • Orrin Woodward

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    Former 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 financial, 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. 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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Network Marketing & The Five Laws of Decline

Posted by Orrin Woodward on July 28, 2013

The Five Laws of Decline (FLD) are present in all organizations. The key is to learn how to check them before the destroy the organizations culture. Just as a healthy organism can check diseases from harming its health, healthy organizations can check the FLD and maintain a healthy culture. Nonetheless, unless leaders are aware of the FLD and specifically design cultures to combat them, the organization will succumb to the FLD.

I first articulated the FLD in my book RESOLVED: 13 Resolutions for LIFE and expanded on it with Oliver DeMille in LeaderShift. Here is a video I shot with my friend and the creator of Network Marketing’s MasterMind Even, Art Jonak. The videos describe each of the FLD and how they work within Network Marketing organizations. LIFE Leadership was designed with a specific intent to check the FLD. I hope you enjoy the video and begin implementing the concepts in your business and life.

Sincerely,

Orrin Woodward

Posted in LIFE Leadership | 20 Comments »

Lord Acton: Modern History

Posted by Orrin Woodward on July 25, 2013

Lord Acton

Lord Acton

John Dalberg-Acton (Lord Acton) was one of the greatest minds and historians of his era. Counselor to Prime Minister William Gladstone, Lord Acton probably understood the battle between freedom and force better than anyone. Unfortunately, his much anticipated work on the history of freedom was never completed. Nonetheless, historians, who have read his notes and annotations, have raved about his immense wisdom on people, power, and politics.

Recently, I completed a series of lectures from Lord Acton in his book Modern History. There were so many nuggets in this book that I wanted to highlight the whole thing! In any event, I want to share with you one segment of the book where he talks about the origins of England’s conflict with its American colonies. I hope you enjoy it as much as I did.

Sincerely,

Orrin WoodwardLIFE Leadership Co-Founder

Then came the larger question of taxation. Regulation of external traffic was admitted. England patrolled the sea and protected America from the smuggler and the pirate. Some remuneration might be reasonably claimed; but it ought to be obtained in such a way as not to hamper and prohibit the increase of wealth. The restrictions on industry and trade were, however, contrived for the benefit of England and to the injury of her colonies. They demanded that the arrangement should be made for their mutual advantage. They did not go so far as to affirm that it ought to be to their advantage only, irrespective of ours, which is our policy with our colonies at the present time. The claim was not originally excessive. It is the basis of the imputation that the dispute, on both sides, was an affair of sordid interest. We shall find it more just to say that the motive was empire on one side and self–government on the other.

It was a question between liberty and authority, government by consent and government by force, the control of the subject by the State, and the control of the State by the subject. The issue had never been so definitely raised. In England it had long been settled. It had been settled that the legislature could, without breach of any ethical or constitutional law, without forfeiting its authority or exposing itself to just revolt, make laws injurious to the subject for the benefit of English religion or English trade. If that principle was abandoned in America it could not well be maintained in Ireland, and the green flag might fly on Dublin Castle. This was no survival of the dark ages. Both the oppression of Ireland and the oppression of America was the work of the modern school, of men who executed one king and expelled another. It was the work of parliament, of the parliaments of Cromwell and of William III. And the parliament would not consent to renounce its own specific policy, its right of imposing taxes.

The crown, the clergy, the aristocracy, were hostile to the Americans; but the real enemy was the House of Commons. The old European securities for good government were found insufficient protection against parliamentary oppression. The nation itself, acting by its representatives, had to be subjected to control. The political problem raised by the New World was more complicated than the simple issues dealt with hitherto in the Old. It had become necessary to turn back the current of the development of politics, to bind and limit and confine the State, which it was the pride of the moderns to exalt. It was a new phase of political history. The American Revolution innovated upon the English Revolution, as the English Revolution innovated on the politics of Bacon or of Hobbes. There was no tyranny to be resented. The colonists were in many ways more completely their own masters than Englishmen at home. They were not roused by the sense of intolerable wrong.

The point at issue was a very subtle and refined one, and it required a great deal of mismanagement to make the quarrel irreconcilable. Successive English governments shifted their ground. They tried the Stamp Act; then the duty on tea and several other articles; then the tea duty alone; and at last something even less than the tea duty. In one thing they were consistent: they never abandoned the right of raising taxes. When the colonists, instigated by Patrick Henry, resisted the use of stamps, and Pitt rejoiced that they had resisted, parliament gave way on that particular measure, declaring that it retained the disputed right. Townshend carried a series of taxes on imports, which produced about three hundred pounds, and were dropped by Lord North. Then an ingenious plan was devised, which would enforce the right of taxation, but which would not be felt by American pockets, and would, indeed, put money into them, in the shape of a bribe. East Indiamen were allowed to carry tea to American ports without paying toll in England.

The Navigation Laws were suspended, that people in New England might drink cheap tea, without smuggling. The duty in England was a shilling a pound. The duty in America was threepence a pound. The shilling was remitted, so that the colonies had only a duty of threepence to pay instead of a duty of fifteenpence. The tea–drinker at Boston got his tea cheaper than the tea–drinker at Bristol. The revenue made a sacrifice, it incurred a loss, in order to gratify the discontented colonials. If it was a grievance to pay more for a commodity, how could it be a grievance to pay less for the same commodity? To gild the pill still further, it was proposed that the threepence should be levied at the British ports, so that the Americans should perceive nothing but the gift, nothing but the welcome fact that their tea was cheaper, and should be spared entirely the taste of the bitterness within. That would have upset the entire scheme. The government would not hear of it. America was to have cheap tea, but was to admit the tax. The sordid purpose was surrendered on our side, and only the constitutional motive was retained, in the belief that the sordid element alone prevailed in the colonies. That threepence broke up the British empire.

Twelve years of renewed contention, ever coming up in altered shape under different ministers, made it clear that the mind of the great parent State was made up, and that all variations of party were illusory. The Americans grew more and more obstinate as they purged the sordid question of interest with which they had begun. At first they had consented to the restrictions imposed under the Navigation Laws. They now rejected them. One of the tea ships in Boston harbour was boarded at night, and the tea chests were flung into the Atlantic. That was the mild beginning of the greatest Revolution that had ever broken out among civilised men. The dispute had been reduced to its simplest expression, and had become a mere question of principle. The argument from the Charters, the argument from the Constitution, was discarded. The case was fought out on the ground of the Law of Nature, more properly speaking, of Divine Right. On that evening of 16th December 1773, it became, for the first time, the reigning force in History. By the rules of right, which had been obeyed till then, England had the better cause. By the principle which was then inaugurated, England was in the wrong, and the future belonged to the colonies. The revolutionary spirit had been handed down from the seventeenth–century sects, through the colonial charters.

As early as 1638 a Connecticut preacher said: “The choice of public magistrates belongs unto the people, by God’s own allowance. They who have the power to appoint officers and magistrates, it is in their power, also, to set the bounds and limitations of the power and place unto which they call them.” In Rhode Island, where the Royal Charter was so liberal that it lasted until 1842, all power reverted annually to the people, and the authorities had to undergo re–election. Connecticut possessed so finished a system of self–government in the towns, that it served as a model for the federal Constitution. The Quakers of Pennsylvania managed their affairs without privilege, or intolerance, or slavery, or oppression. It was not to imitate England that they went into the desert. Several colonies were in various ways far ahead of the mother country; and the most advanced statesman of the Commonwealth, Vane, had his training in New England. After the outrage on board the Dartmouth in Boston harbour the government resolved to coerce Massachusetts, and a continental Congress met to devise means for its protection.

Posted in Freedom/Liberty | 19 Comments »

Murray Rothbard: Society, Freedom, & Inequality

Posted by Orrin Woodward on July 19, 2013

The Essential Rothbard

The Essential Rothbard

I finished reading David Gordon’s book The Essential Rothbard several days ago and I am simply blown away. I have read and enjoyed at least ten Murray Rothbard books, but his depth, range, and insights keep me coming back for more. Indeed, there are few authors who have read as much on diverse subjects such as economics, sociology, history, politics, and law among others! Nonetheless, to me, what’s more amazing, is his ability to tie it all together in a comprehendible and systematic framework.

In fact, outside of his agnosticism, Rothbard’s research has led him down a similar path on society, freedom, and man, as my research and leadership has led me. And, even in the Christian area, Rothbard’s Thomistic philosophy centered around natural law is about as close to a Christian mindset as a person can go without the work of God’s grace. Simply put, Rothbard is a genius of the highest magnitude.

Unfortunately, in today’s society, true genius is rarely welcomed or recognized. Let me provide just one example of Rothbard’s insights from his penetrating book Freedom, Inequality, Primitivism and the Division of LaborImagine if enough people in LIFE Leadership understand these principles and apply them in their daily lives. I truly believe a LeaderShift would result.

Sincerely,

Orrin Woodward

On the other hand, the more despotic the society, the more restrictions on the freedom of the individual, the more uniformity there will be among men and the less the diversity, and the less developed will be the unique personality of each and every man. In a profound sense, then, a despotic society prevents its members from being fully human.

If freedom is a necessary condition for the full development of the individual, it is by no means the only requirement. Society itself must be sufficiently developed. No one, for example, can become a creative physicist on a desert island or in a primitive society. For, as an economy grows, the range of choice open to the producer and to the consumer proceeds to multiply greatly. Furthermore, only a society with a standard of living considerably higher than subsistence can afford to devote much of its resources to improving knowledge and to developing a myriad of goods and services above the level of brute subsistence. But there is another reason that full development of the creative powers of each individual cannot occur in a primitive or undeveloped society, and that is the necessity for a wide-ranging division of labor.

“The freer the society, then, the greater will be the variety and the diversity among men, for the more fully developed will be every man’s uniquely individual personality.”

No one can fully develop his powers in any direction without engaging in specialization. The primitive tribesman or peasant, bound to an endless round of different tasks in order to maintain himself, could have no time or resources available to pursue any particular interest to the full. He had no room to specialize, to develop whatever field he was best at or in which he was most interested. Two hundred years ago, Adam Smith pointed out that the developing division of labor is a key to the advance of any economy above the most primitive level. A necessary condition for any sort of developed economy, the division of labor is also requisite to the development of any sort of civilized society. The philosopher, the scientist, the builder, the merchant — none could develop these skills or functions if he had had no scope for specialization. Furthermore, no individual who does not live in a society enjoying a wide range of division of labor can possibly employ his powers to the fullest. He cannot concentrate his powers in a field or discipline and advance that discipline and his own mental faculties. Without the opportunity to specialize in whatever he can do best, no person can develop his powers to the full; no man, then, could be fully human.

While a continuing and advancing division of labor is needed for a developed economy and society, the extent of such development at any given time limits the degree of specialization that any given economy can have. There is, therefore, no room for a physicist or a computer engineer on a primitive island; these skills would be premature within the context of that existing economy. As Adam Smith put it, “the division of labor is limited by the extent of the market.” Economic and social development is therefore a mutually reinforcing process: the development of the market permits a wider division of labor, which in turn enables of further extension of the market.

If the scope of the market and the extent of the division of labor are mutually reinforcing, so too are the division of labor and the diversity of individual interests and abilities among men. For just as an ever-greater division of labor is needed to give full scope to the abilities and powers of each individual, so does the existence of that very division depend upon the innate diversity of men. For there would be no scope at all for a division of labor if every person were uniform and interchangeable. (A further condition of the emergence of a division of labor is the variety of natural resources; specific land areas on the earth are also not interchangeable.) Furthermore, it soon became evident in the history of man that the market economy based on a division of labor was profoundly cooperative, and that such division enormously multiplied the productivity and hence the wealth of every person participating in the society. The economist Ludwig von Mises put the matter very clearly:

Historically division of labor originates in two facts of nature: the inequality of human abilities and the variety of the external conditions of human life on the earth. These two facts are really one: the diversity of Nature, which does not repeat itself but creates the universe in infinite, inexhaustible variety….

These two conditions … are indeed such as almost to force the division of labor on mankind. Old and young, men and women cooperate by making appropriate use of their various abilities. Here also is the germ of the geographical division of labor; man goes to the hunt and woman to the spring to fetch water. Had the strength and abilities of all individuals and the external conditions of production been everywhere equal the idea of division of labor could never have arisen … No social life could have arisen among men of equal natural capacity in a world which was geographically uniform….

Once labor has been divided, the division itself exercises a differentiating influence. The fact that labor is divided makes possible further cultivation of individual talent and thus cooperation becomes more and more productive. Through cooperation men are able to achieve what would have been beyond them as individuals….

The greater productivity of work under the division of labor is a unifying influence. It leads men to regard each other as comrades in a joint struggle for welfare, rather than as competitors in a struggle for existence.

Freedom, then, is needed for the development of the individual, and such development also depends upon the extent of the division of labor and the height of the standard of living. The developed economy makes room for, and encourages, an enormously greater specialization and flowering of the powers of the individual than can a primitive economy, and the greater the degree of such development, the greater the scope for each individual.

“No one can fully develop his powers in any direction without engaging in specialization.”

If freedom and the growth of the market are each important for the development of each individual and, therefore, to the flowering of diversity and individual differences, then so is there a casual connection between freedom and economic growth. For it is precisely freedom, the absence or limitation of interpersonal restrictions or interference, that sets the stage for economic growth and hence of the market economy and the developed division of labor.

Posted in Freedom/Liberty, LIFE Leadership | 25 Comments »

LIFE Leadership Hires Bill Sankbeil as Chief Legal Counsel

Posted by Orrin Woodward on July 17, 2013

Jim Collins’s famous statement (paraphrased) is “Get the right people on the bus; the wrong people off the bus; and then get the right people in the right seat on the bus” Following this principle, LIFE Leadership continues to add wisdom, talent, and expertise into its corporate offices with the hiring of top legal professional Bill Sankbeil. Since 2007, Bill has been my personal and professional lawyer. My trust and respect for this true gentlemen of barristers continues to increase with time.

Bill Sankbeil, as Chief Legal Counsel, will work on international expansion, rules/regulations/compliance, and corporate structures as LIFE Leadership expands across the globe. I have found one of the key secrets to success is to surround yourself with better people than yourself, cast the vision, and get out of the way of the high-achievers so they can perform. Below is an article I wrote on Mr. Sankbeil after he won the prestigious Cook-Friedman Civility Award. In sum, Bill is a proven performer who adds a key ingredient into LIFE Leadership’s plan to reach millions of people.

Please help me in extending a warm welcome to my friend and legal mentor, Bill Sankbeil, into the LIFE Leadership community.

Sincerely,

Orrin Woodward

Bill Sankbeil

William “Bill” Sankbeil, my good friend and legal counsel, is not just another lawyer. Without exaggeration, I can say his advice, strategy, and encouragement has been pivotal to me personally and professionally. When I first met him, I sensed right away that he was honest, hard-working, and possessed a top legal mind. Now, after working with him for five years, his consistent professionalism and competency has only deepened my respect.

Essentially, what separates Bill is his willingness to go the extra mile for his clients. Indeed, I remember the first week I met him, apologizing for having to call him at his lake house in Northern Michigan. He ended up working most of the weekend on an urgent matter without complaint. I wasn’t just impressed; I was blown away. Think about it. Here is one of the perennial “Who’s Who” top legal counsels dropping his weekend plans to help out a new client he hardly knows. Over time, I realized this high-level of personalized service was standard operating procedure for Bill.

Predictably, a person cannot sow into others lives for multiple decades like Bill has without reaping a bountiful harvest in return. Bill Sankbeil is reaping that harvest and recently received the much-deserved prestigious Cook-Friedman Civility Award. According to the Federal Bar Association (FBA) in the Eastern District of Michigan:

This award will be called the Julian Abele Cook, Jr.- Bernard A. Friedman FBA Civility Award, in recognition of the dedication to civility of two outstanding jurists: former Chief Judge Julian Abele Cook, Jr.,  who, in 1998, constituted the first Civility Committee in the Eastern District of Michigan and fostered the implementation of the Court’s Civility Principles; and Chief Judge Bernard A. Friedman who formed the Court’s second Civility Committee in 2007, and fostered the implementation of the Eastern District’s “Lawyer’s Commitment of Professional Civility.”

The Julian Abele Cook, Jr. – Bernard A. Friedman FBA Civility Award shall be awarded yearly at the Chapter’s Annual Dinner.

In selecting an attorney to receive the award, the following criteria shall be utilized:

1. The attorney has been significantly engaged in the practice of civil law;
2. The attorney demonstrates the highest levels of legal competency and Professionalism;
3. The attorney’s conduct is in accordance with the highest standards of professional integrity and personal courtesy as set forth in the Civility Principles of the United States District Court for the Eastern District of Michigan;
4. The attorney has demonstrated, while fulfilling the fundamental duty to represent clients vigorously, a mindfulness of the equally important obligation to the administration of justice, which is a truth-seeking process designed to resolve human and societal problems in a rational, peaceful and efficient manner; and
5. The attorney is guided by a fundamental sense of dignity, decency, candor and fair play.

This award is a fitting capstone for the Bill’s prolific career of character-centered service to numerous firms and individuals. It is added to his already impressive list of accomplishments documented below:

Mr. Sankbeil is a Fellow of the American College of Trial Lawyers and served as the Chair of the Michigan State Committee (2002-2004). He is listed in the Bet the Company Litigation, Commercial Litigation and Antitrust Law categories in the “Best Lawyers in America” (in all editions since its inception), “Chambers USA – America’s Leading Lawyers for Business”, and in “Michigan Super Lawyers”.  He is also a Fellow of the Michigan State Bar Foundation, a former President of the Wayne State Law Alumni Association (1985-1987), is currently serving on the Executive Committee, Board of Visitors Wayne State University Law School. He is a member of the State Bar of Michigan and served as the Chairperson, Antitrust Law Section in 1981-1982 and was a member of the Mediation Rule Committee, appointed by the Michigan Supreme Court in 1994. He is a member of the American Bar Association and served as a Council member of the Antitrust Law Section from 1992-1995, was Vice Chair of the Antitrust Law Section in 1995-1996, Chaired or was Vice Chair of various other committees, and served on numerous other task forces. Mr. Sankbeil is also a member of the Litigation Section. He is listed in “An International Who’s Who of Competition Lawyers” and in “A Guide to the World’s Leading Competition and Antitrust Lawyers”. Mr. Sankbeil has been a speaker at numerous seminars and programs concerning various aspects of litigating complex cases. Mr. Sankbeil is a graduate, cum laude, of Wayne State University Law School. He received his undergraduate degree in Business Administration from Michigan State University.

For me, no matter how impressive Bill’s awards are, what I am most impressed with is for forty-plus years, Bill practiced the legal profession with class and character. Few, in the rough and tumble legal atmosphere, can claim that victory. Congratulations Bill Sankbeil, your dignity, decency, and integrity are a model for the next-generation of barristers around the world.

Sincerely,

Orrin Woodward

Posted in LIFE Leadership | 47 Comments »

Curtis & Debbie Spolar: LIFE Leadership Policy Council

Posted by Orrin Woodward on July 15, 2013

New Policy Council Members Curtis and Debbie Spolar

Curtis & Debbie Spolar

Curtis & Debbie Spolar

LIFE Leadership would like to welcome Curtis and Debbie Spolar as new Policy Council  (PC) members. They, along with Holger and Lindsey Spiewak, are the newest members of the strategic planning board. The Spolar’s have over 20 years experience in the leadership field and bring a wealth of knowledge and wisdom to our leadership team.

More importantly, however, is the Spolar’s impressive lives of character and integrity. Curtis has consistently done the right thing because it is the right thing since I began mentoring with him back in 2006. In fact, I have never seen him take the path of least resistance rather than do what is right.

Above all, Curtis and Debbie have become some of our best friends, as we discovered we had so much in common, through building leadership organizations together. The future is bright for the Spolar’s and LIFE Leadership as we develop plans for international expansion.

Everything rises and falls on leadership; therefore, LIFE Leadership is poised to rise to the top through the leadership competence of new PCs like the Spolars and Spiewak’s. Please help me congratulate Curtis and Debbie on a job well done. Below is a video interview with Curtis on the mentoring process.

Sincerely,

Orrin Woodward
LIFE Leadership Chairman of the Board

Posted in LIFE Leadership | 31 Comments »

HBRN’s Leadership Factory: Special Guest Holger Spiewak

Posted by Orrin Woodward on July 12, 2013

LIFE Leadership Policy Council Member Holger Spiewak on the Leadership Factory

HBRN's Leadership Factory with Orrin Woodward

HBRN’s Leadership Factory with Orrin Woodward

Tony Cannuli and I interviewed LIFE Leadership’s brand new Policy Council member Holger Spiewak. Holger’s personal story of change and growth has inspired thousands of others to change their lives. Holger has three Masters degrees – a Masters in education, Applied Mathematics, and Business – and could have moved to the top in corporate America. Instead, however, he started his leadership journey of growth and change. For a person cannot lead others until he has proven he can lead himself.

I count it an honor to have had a front row seat in Holger’s life transformation. From accepting Christ, meeting the woman of his dreams, and building a leadership company, Holger’s achievements speak volumes to the idea that a man following God’s plan cannot be stopped. Holger and Lindsey Spiewak have five wonderful children and speak around North America on leadership and liberty. This interview is filled with leadership nuggets that will catapult a leader ahead if he has the courage to apply the lessons.

Thank you Holger for living a life of courage and conviction.

Sincerely,

Orrin Woodward

Posted in Leadership/Personal Development | 11 Comments »

American Politics: The Buck Stops Over There

Posted by Orrin Woodward on July 10, 2013

Here is an article that Oliver DeMille and I wrote on the American Political scene. In contrast to the political method of passing the buck, LIFE Leadership teaches people to accept personal responsibility. For leadership is only possible when a person accepts responsibility. With few exceptions, the Republicans and Democrats are too focused on party, promotion and popularity to lead anyone anymore. This must change. Indeed, when a person chooses to be part of the solution, and not part of the problem, he is on his way to leading change.

Sincerely,

Orrin Woodward

The Buck Stops Over There 
by Orrin Woodward and Oliver DeMille

Harry Truman: The Buck Stops Here

Harry Truman: The Buck Stops Here

President Obama’s handling of the recent scandals reveals a lot about his leadership. One of the first principles of leadership is to take responsibility– something the President has proven loathe to do. Where Harry Truman is said to have put a small sign on his desk that read “The Buck Stops Here,” the current administration prefers to point fingers elsewhere.

Yet the number of scandals continues to increase. At first, Fast and Furious seemed to be an isolated scandal, a reminder that Washington bears watching and that free societies require the vigilance of the media and citizenry. As Fast and Furious heated up in the media and on Capitol Hill, the White House deflected questions to other agencies—as if these agencies don’t report directly to the Oval Office.

This became a pattern when the IRS and Benghazi scandals dominated the news for a week, with the President and his closest advisors firing a top official (who was slated to retire anyway and wasn’t asked to leave for a couple of weeks) and casting blame on others. The agencies were at fault, the White House assured us, not the President. In fact, according to this narrative, the President was the great solution to these scandals.

Then came more scandals, and this leadership pattern deepened. Deflect blame. Act like the President is the solution, not part of the problem. Promise to clean house. Talk tough. Don’t apologize. Don’t take responsibility. Blame terrorism. Send out aides to argue technicalities. Point fingers at executive agencies, never at the Executive.

This was the Obama Administration’s response to the AP scandal, the military sex scandal, the PRISM scandal, and the revelation that the government is collecting and storing people’s emails and phone records.

The military sex scandal is particularly illuminating. The crux of the problem lies in the military’s policy of allowing direct commanders to determine how to handle allegations of sexual assault. This is a clear conflict of interest, since the commanders central mission is to win in battle. Charging soldiers with crimes removes them from their duties and weakens the commanders’ fighting force. As a result, many commanders prefer to sweep things under rug wherever possible.

The Administration seems to fancy the same approach. If an agency under its leadership abuses power, the White House is prone to make excuses, redirect blame, and act as if this was an isolated act by a rogue official. But the President and his top team are responsible for setting the tone and culture of the agencies.

Even Chris Matthews has been critical of the President’s refusal to take responsibility for executive agencies, and the The New York Times Editorial Board wrote that the President has lost all credibility on how he’s handled these scandals.
Other presidential administrations have behaved in a similar way, from missing WMDs to political targeting of state attorneys general under the Bush Administration. The executive branch must be closely watched in any free society, and administrations that pursue a policy of redirecting blame to lower agencies.

Ironically, the concern is even higher for an administration whose overall policy approach has been to increase America’s trust in government and desire for more government programs. The Five Laws of Decline are at play, and one of them, the Law of Diminishing Returns, has made it so no one person can oversee government anymore. For every scandal that gets exposed, there are others brewing.

If the President is right and the Oval Office can no longer keep tabs on the executive branch, this is a national emergency. On the current scale, it’s practically Watergate every month. If we elect a president to oversee the government, yet he protests he can’t, something is deeply, structurally wrong. If nobody can seem to find “The Buck,” Leviathan is looming.

Posted in Freedom/Liberty, Leadership/Personal Development | 43 Comments »

Mental Fitness Challenge Contest

Posted by Orrin Woodward on July 8, 2013

The Mental Fitness Challenge (MFC) competition, focused on supplying the best personal development program packages to customers across North America, was a huge success. The two winners of the contest (Mike and Kurt) shared their thoughts om the MFC personal development program in this video recorded at the LIFE Leadership Event. In fact, Mike started as a customer, who helped three other people enjoy the benefits of the MFC, thus receiving his MFC for FREE! This video is powerful stuff! The MFC program is built around the RESOLVED: 13 Resolutions for LIFE book and it is changing North America one person at a time! If the reader doesn’t have his or her Mental Fitness Challenge, it can be ordered here

Sincerely,

Orrin Woodward

Posted in Leadership/Personal Development, Mental Fitness Challenge (MFC) | 19 Comments »

Zinzino Leadership Conference: Exponential Compound Growth

Posted by Orrin Woodward on July 5, 2013

This past week, I went to Norway to speak at a leadership conference hosted by my good friends and Zinzino founders Orjan and Hilde Saele. The conference was impressive as the crowd was over the top excited and the leaders are growing numbers. Not surprisingly, the Saele’s model this behavior and are constantly growing and changing to become better leaders. In fact, that is why they value the LIFE Leadership training materials so highly.

Interestingly, during the weekend, Orjan shared with me a concept of how a domino can knock over another domino 50% larger than itself. After only a few dominoes, the size of the domino being knocked over increases greatly from where one originally started. I quickly saw the connection of dominoes being knocked over that were 50% bigger and an organization growing at 50% compounded yearly. For in both examples, the small beginnings lead to huge results after several iterations of compounding.

Indeed, Orjan later shared a video confirming the domino compounding effect (see below). Notice how a small domino (5 mm X 1 mm) after 29 iterations of 50% larger dominoes leads to a domino larger than the empire state building being knocked over from the energy initiated by the tiny first one. This is a wonderful example of the power of leverage over time and why the largest of movements begin with a few proper actions performed consistently.

This was my 3rd leadership conference in Norway and the Saele’s are leading an organization that is increasing at 50% per year just like the model describes. For every large company starts small, but through consistently compounding its results, it eventually dominates the field. However, in order to compound results, it’s the leaders who must first do what needs to be duplicated. This is the key for all great leadership cultures.

LIFE Leadership has built a great leadership culture because the leadership teams leads from the front. LIFE is an information company that started as a tiny domino, but is multiplying rapidly with time as each person touched by the information shares it with a friend. The three mainstays of LIFE Leadership are Finances, Freedom, and Following (leadership). These seem to resonate with hungry leaders who want to advance in today’s marketplace. Cradle to grave job security is a thing of the past and a person’s true security is in their ability to perform.

What is the readers plan for personal development? Perhaps its time to subscribe to LIFE Leadership’s Launching a Leadership Revolution (LLR) Series where 4 CDs and a book per month can be purchased for $50! If a person thinks education is expensive, he is forgetting about the massive lifetime cost of ignorance. Remember, nothing has a greater ROI than an investment in yourself.

Sincerely,

Orrin Woodward

Posted in Leadership/Personal Development, LIFE Leadership | 35 Comments »

The Quest for Freedom

Posted by Orrin Woodward on July 2, 2013

I continue to study Walter Lippmann’s writings and enjoy his style and thoughts on the evils of collectivism. Unfortunately, when people are scared, they evidently sell their freedom for the illusion of security. This, in fact, is how collectivism thrives today. People in fear submit to masters rather than face the uncertainties of life. LIFE Leadership teaches people the art and science of leadership so that people can face life without fear. Indeed, the NY Times bestseller LeaderShift is a book describing how to avoid collectivism. Below is some of Lippmann’s thoughts on collectivism and mankind.

Sincerely,

Orrin Woodward

Though it is momentarily triumphant, it is a failure, and must fail, because it rests upon a radically false conception of the economy, of law, of government, and of human nature/ But while it is possible to lead mankind by error into disaster, suffering is a hard school in which men do learn to perceive the truth. If the collectivist doctrine conformed to the data of experience and the needs of men, it would not be necessary to administer collectivism by drilling the people, sterilizing them against subversive ideas, terrorizing, bribing, enchanting, and distracting them.

The ants live successfully, it would seem, in a collectivist order: there is no evidence that they require ministers of propaganda, censors, inquisitors, secret police, spies, and informers, to remind them of their collectivist duties. But men do not conform to this scheme of things. Though they have been known to accept servitude submissively and even gratefully, they are in some deep sense different from horses, cows, and domesticated fowl. They persist in troubling the serenity of their masters, having in them some quality which cannot be owned. The lord can count upon his cattle. But he is never so sure of his helots. There is never the same certainty in his sovereignty.

For human beings, however low and abject, are potentially persons. They are made in a different image. And though, as Jan Smuts has said, “personality is still a growing factor in the universe and is merely in its infancy,” it asserts itself and will command respect. Its essence is an energy, however we choose to describe it, which causes men to assert their humanity, and oh occasion to die rather than to renounce it* This is the energy the seers discerned when they discovered the soul of man. It is this energy which has moved men to rise above themselves, to feel a divine discontent with their condition, to invent, to labor, to reason with one another, to imagine the good life and to desire it.

This energy must be mighty. For it has overcome the inertia of the primordial savage.  Against this mighty energy the heresies of an epoch will not prevail. For the will to be free is perpetually renewed in every individual who uses his faculties and affirms his manhood.

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