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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Archive for the ‘Leadership/Personal Development’ Category

Everything rises and falls on leadership.

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 »

Great Leaders Change the Game

Posted by Orrin Woodward on May 29, 2013

The best leaders change the rules of the game; consequently, changing the game itself. So many think it takes money to make money, but that isn’t the case. In reality, what it takes are ideas disciplined by knowledge, experience, and leadership. My high school wrestling coaches taught me a fundamental principle of life – never wrestle another person’s game. In other words, if I wrestled someone who was good at the single-leg takedown, I would quickly tie him up and beat him with a bear-hug. The key, then, is to find your strengths and make the competitors wrestle your game.

For instance, Amazon’s Jeff Bezos changed the rules of book-selling by going to an internet-only model, eschewing stores,  massive overhead, etc. This radically changed the rules of the game, giving Bezos a major competitive advantage over his competitors. Despite not having the same level of upfront capital, profits, or experience, Amazon changed the nature of the book business, satisifying millions of customers and making Bezos wealthy. Interestingly, it was just an idea – a metaphysical concept – that Bezos had the courage of his convictions to pursue that changed everything in the book field.

Since everyone reading this has a brain capable of ideas, the question is: do you have the courage to use it to outthink, outwork, and out-lead the competition? If you do, then you will be a champion of champions. In essence, there are two roads before you. One is a path of leadership and building the path to your dreams. The second is a path of non-leadership and surrendering your dreams for the bread crumbs of life.

LIFE Leadership teaches people how to take the first road. Leadership isn’t easy and I will never say it is, but then again struggling everyday from the effects of non-leadership is much more difficult longterm. The leadership road has been one of the greatest experiences of my life, revealing me to me, and teaching me where I need to grow and change. I have never regretted the journey nor will you if you have the courage to finish what you start. 🙂

Sincerely,

Orrin Woodward

Posted in Leadership/Personal Development, LIFE Leadership | 26 Comments »

Patrick Henry: Patriot Hero

Posted by Orrin Woodward on May 28, 2013

Modern Interpretation of Patrick Henry

Modern Interpretation of Patrick Henry

Patrick Henry, during the Revolutionary War, was considered one of the Top 5 leaders in Colonial America. Indeed, he was several times the governor of the largest State (Virginia), the most powerful speaker in any assembly, and a man of unquestioned character and rectitude. His love of freedom made him stand at the front of the line when England threatened the liberty of the states.  His most famous line, “Give me liberty or give me death,” has fanned the flames of freedom around the world.

Interestingly, something changed after America’s victory over England. First, Patrick Henry refused to go to Philadelphia to participate in the Constitutional Convention saying, “He smelled a rat.” Second, Henry quickly joined forces with George Mason, Richard Henry Lee, George Clinton, and others in resisting the new proposed government. Although Patrick Henry felt changes should be made to the Articles of Confederation, he felt a total rewrite was unnecessary and a dangerous innovation.

In consequence, the same man, who several decades before, was the brightest star at the birth of the revolution for supporting liberty against oppressive taxation and arbitrary government force, now was publicly castigated, belittled, and shoved aside, for daring to speak out on the dangers he saw in the new government for oppressive taxation and arbitrary government force. In other words, when Patrick Henry spoke of liberty against English oppression, his support was heartily supported, but when he spoke of the same dangers in the new proposed government, he was severely criticized.

Patrick Henry understood human nature as well as any of the founders. In truth, his objections were valid and America today is suffering from all of the concerns, and more, that Henry expressed in the Virginia Ratification debates. The price of liberty is eternal vigilance and Patrick Henry defended liberty even at the price of his esteemed reputation, career advancement, and lasting legacy. Truth is truth and when one is afraid to speak truth, when so much is at stake, one becomes a coward. Patrick Henry was no coward.

Unfortunately, Henry, although seeing the problem with the current proposal, did not suggest a workable alternative. In politics, one of the oldest dictums is, “You can’t beat something with nothing,” and even Henry’s leadership could not overcome this law. Nonetheless,  he fought to add a Bill of Rights (thankfully for America he won here), stronger states checks on federal government to resist consolidation (centralization), and stronger checks on the taxing power because he felt the power to tax was the power to control.

Oliver DeMille and I share in LeaderShift a proposal to address each of these concerns and more. Knowing that we cannot beat something with nothing, we proposed a workable alternative to the runaway inflation, debts, and federal consolidation. For instance, placing real limits on the power to tax, forbidding government to print fiat money, and decentralizing leadership away from Washington to the state and local levels. Instead of endless complaining about what’s wrong, perhaps it’s time to start doing something that is right. This is the LeaderShift! I have attached just a portion of one speech he made at the Virginia Ratification Debates that Patrick Henry gave in defense of  liberty over tyranny.

Sincerely,

Orrin Woodward: LIFE Leadership 

When I asked that question, I thought the meaning of my interrogation was obvious. The fate of this question and of America may depend on this. Have they said, We, the states? Have they made a proposal of a compact between states? If they had, this would be a confederation. It is otherwise most clearly a consolidated government.

The question turns, sir, on that poor little thing the expression, We, the people, instead of the states, of America. I need not take much pains to show that the principles of this system are extremely pernicious, impolitic, and dangerous. Is this a monarchy, like England a compact between prince and people, with checks on the former to secure the liberty of the latter? Is this a confederacy, like Holland an association of a number of independent states, each of which retains its individual sovereignty? It is not a democracy, wherein the people retain all their rights securely.

Had these principles been adhered to, we should not have been brought to this alarming transition, from a confederacy to a consolidated government. We have no detail of these great considerations, which, in my opinion, ought to have abounded before we should recur to a government of this kind. Here is a resolution as radical as that which separated us from Great Britain. It is radical in this transition; our rights and privileges are endangered, and the sovereignty of the states will be relinquished: and cannot we plainly see that this is actually the case?

The rights of conscience, trial by jury, liberty of the press, all your immunities and franchises, all pretensions to human rights and privileges, are rendered insecure, if not lost, by this change, so loudly talked of by some, and inconsiderately by others. Is this tame relinquishment of rights worthy of freemen? Is it worthy of that manly fortitude that ought to characterize republicans?

It is said eight states have adopted this plan. I declare that if twelve states and a half had adopted it, I would, with manly firmness, and in spite of an erring world, reject it. You are not to inquire how your trade may be increased, nor how you are to become a great and powerful people, but how your liberties can be secured; for liberty ought to be the direct end of your government.

Having premised these things, I shall, with the aid of my judgment and information, which, I confess, are not extensive, go into the discussion of this system more minutely.

Is it necessary for your liberty that you should abandon those great rights by the adoption of this system? Is the relinquishment of the trial by jury and the liberty of the press necessary for your liberty? Will the abandonment of your most sacred rights tend to the security of your liberty? Liberty, the greatest of all earthly blessings give us that precious jewel, and you may take every thing else!

But I am fearful I have lived long enough to become an old-fashioned fellow. Perhaps an invincible attachment to the dearest rights of man may, in these refined, enlightened days, be deemed old-fashioned; if so, I am contented to be so. I say, the time has been when every pulse of my heart beat for American liberty, and which, I believe, had a counterpart in the breast of every true American; but suspicions have gone forth suspicions of my integrity publicly reported that my professions are not real. Twenty-three years ago was I supposed a traitor to my country? I was then said to be the bane of sedition, because I supported the rights of my country.

I may be thought suspicious when I say our privileges and rights are in danger. But, sir, a number of the people of this country are weak enough to think these things are too true. I am happy to find that the gentleman on the other side declares they are groundless. But, sir, suspicion is a virtue as long as its object is the preservation of the public good, and as long as it stays within proper bounds: should it fall on me, I am contented: conscious rectitude is a powerful consolation. I trust there are many who think my professions for the public good to be real. Let your suspicion look to both sides. There are many on the other side, who possibly may have been persuaded to the necessity of these measures, which I conceive to be dangerous to your liberty.

Guard with jealous attention the public liberty. Suspect every one who approaches that jewel. Unfortunately, nothing will preserve it but downright force. Whenever you give up that force, you are inevitably ruined.

Posted in Freedom/Liberty, Leadership/Personal Development | 24 Comments »

Entrepreneur as Leader

Posted by Orrin Woodward on May 22, 2013

An entrepreneur must be a leader. Why? Because he or she must build and lead teams of people to accomplish the task, satisfy the customer, and do so at a price that leaves profit for the team members. In other words, ineffective leaders soon prove to be ineffective entrepreneurs because the customer isn’t satisfied nor the teams paid well. Nonetheless, many would-be entrepreneurs start business while ignoring the importance of leadership to the health of their enterprise.

Entrepreneurs should enter into markets where they feel they can satisfy the customers better than their competitors. For instance, Jack Welch, in his early days, was called “Neutron Jack” because he refused to be in a business sector where he couldn’t improve to either #1 or #2. His philosophy of business led him to get out of markets where he couldn’t be the best, and move into markets where he could be the best, thus maximizing profits for the company and ensuring employment for the workers. Incidentally, few seem to understand that only a profitable company can maintain its workers. Since profit is the life-blood of any business, when a company is losing money, it’s similar to a patient losing blood.  In both instances, death results if the bleeding isn’t checked.

Accordingly, leaders are constantly studying the vital signs of their business, ensuring the business is not bleeding to death. In fact, leaders must be PDCA champions, constantly making adjustment in the areas where it can have the most impact. They don’t just change things to make change, however. Instead, they listen, study, and analyze until they determine which area of change could have the biggest impact on the bottom line. Then they do something unheard of in our modern world, namely, take massive action to drive the team and business forward.

Whenever I study a business, the first question I ask is: Who is the leader? If an effective leader is in charge, he can overcome lack of capital, lack of resources, and still beat competitors who have plenty of both. Why? Because leaders constantly are developing innovative ways to solve problems while managers focus on the same methods that worked before. I love the saying: If it isn’t broke, then break it and make it better.

When my co-founders and I started LIFE Leadership, we did so with little funds or resources, but we had a superbly talented leadership team. I knew that the leadership team would quickly build the leadership products that could compete with any leadership team anywhere. Interestingly, over the last 18 months LIFE Leadership has become a $50 million dollar conglomerate through building the highest quality personal development products in the industry.

For example, anyone serious about being an entrepreneur ought to purchase and apply the principles from the Mental Fitness Challenge personal development program. The 13 Resolutions are found in my All-Time Top 100 Leadership book RESOLVED: 13 Resolutions for LIFE.  If applied daily, they will radically change the leadership capabilities of any hungry student. In fact, I have hundreds of emails from satisfied customers who did just that.

In summary, if the reader wants to be a successful entrepreneur, then he must be a successful leader. Building a company without building one’s leadership is a fools way to launch a company. For no company will rise higher than the leadership within the company. America needs leaders to create the LeaderShift! What part will the reader play? Here is another segment of the article on the role of entrepreneurs.

Sincerely,

Orrin Woodward

Entrepreneur as exceptional leader

Hans Karl Emil von Mangoldt  (1824-1868) developed the notion that entrepreneurial profit is the rent of ability. He divided entrepreneurial income into three parts: (1) a premium on uninsured risks; (2) entrepreneur interest and wages, including only payments for special forms of capital or productive effort that did not admit of exploitation by anyone other than the owner; and (3) entrepreneurial rents or payments for differential abilities or assets not held by anyone else. The first part is a return on risk taking; the second part from capital use and production effort, and the third part from ability or asset specificity. Alfred Marshall (1842-1924) carried forward Mangoldt’s notion of rent-of-ability by adding the element of leadership to “entrepreneurial” responsibilities. Marshall’s entrepreneurs “must be a natural leader of men who can choose assistants wisely but also exercise a general control over everything and preserve order and unity in the main plan of business. In fulfilling this organizational function, the entrepreneur must always be “on the lookout for methods that promise to be more effective in proportion to their cost than methods currently in use”. Marshall noted that not everyone had the innate ability to perform this entrepreneurial role as these abilities are so great that very few persons can exhibit all of them in a very high degree. Accordingly, he termed the entrepreneurial rents specifically as a “quasi-rent”, which is a return for exceptional natural abilities, which are not made by human effort, and enable the entrepreneur to obtain a surplus income over what ordinary persons could expect for similar exertions following similar investments of capital and labour in their education and start in life.

Posted in Leadership/Personal Development | 15 Comments »

Role of Entrepreneur

Posted by Orrin Woodward on May 15, 2013

I read an interesting article today on the role of entrepreneurs today. I have played each of these roles at various parts in my entrepreneurial journey just like the reader will in theirs. Entrepreneurs gather as many facts and relevant data as possible in their field of endeavor, but, at the end of the day, they must move ahead without any guarantees on the outcomes. Entrepreneurship, in other words, demands faith to a degree an employee is unwilling to endure.

Richard Cantillon, the great French economist, was the first to recognize the important role of the entrepreneur as the catalyst for economic growth. In a true free-enterprise system, entrepreneurs only advance by serving the customers through innovative methods and processes. Customers do not care about good intentions, hard work, or personal problems, they just want results. Entrepreneurs are those rare individuals who blend leadership, strategy, and courage to implement game plans with the goal to satisfy customer demands.

Free Enterprise is another way of saying the customer is king. Whomever satisfies the customers is promoted into leadership. However, as soon as he or she cannot get the job done, they will be replaced by another competitor who will. Tough; Cold-hearted; Unforgiving? These are all epithets hurled at the free enterprise system by those who do not comprehend the importance of customer satisfaction. Imagine a world where people returned phone calls when they said they would, completed tasks on time, and performed quality work that would stand the test of time. Only when the customer has the freedom to reject anything less, the quality of workmanship and results would increase to this level.

In any event, here is to the much criticized entrepreneurs of the world who have served customers without looking for special deals from government. Instead they rely on their innovativeness, courage, and energy to serve customers who freely choose them. The LIFE Leadership organization teaches all of these characteristics in its highly acclaimed audios, videos, and books from top leaders and bestselling authors. In fact, the Mental Fitness Challenge ought to be devoured by every hungry entrepreneur.

The West needs a LeaderShift and entrepreneurs play a leading role. Here is part one of the ongoing series.

Sincerely,

Orrin Woodward

Successful entrepreneurs are usually modeled as combinations of innovators (with creative and innovative flair) and managers (with strong general management skills, business know-how, and sufficient contacts). Over the years, economists have, however, described more roles of entrepreneurs. The following is a summary of the economists’ interesting discourse that, aspiring entrepreneurs may, hopefully, find useful.

Entrepreneur as risk-taker
Richard Cantillon (1680-1734) suggested that an entrepreneur is someone who has the foresight and willingness to assume risk and take the requisite action to make a profit (or loss). Cantillon’s entrepreneur is forward-looking, risk-taking, alert though need not be innovative in the strict sense.

Two different kinds of risk were distinguished by Frank Knight (1885-1972): one is capable of being measured (i.e., objective probability that an event will happen) and shifted from the entrepreneur to another party by insurance; the other is un-measurable (i.e., no objective measure of probability of gain or loss), e.g., the inability to predict consumer demand. According to Knight, the entrepreneur takes the latter risk: “true” uncertainty found in situations, which do not repeat themselves with sufficient conformity to make possible a computation of probability (what we nowadays term as “unknown and unknowable”).

Posted in Freedom/Liberty, Leadership/Personal Development, Mental Fitness Challenge (MFC) | 20 Comments »

HBRN’s Leadership Factory: Special Guest Oliver DeMille

Posted by Orrin Woodward on May 10, 2013

Orrin Woodward: HBRN Leadership Factory

Orrin Woodward: HBRN Leadership Factory

Thank you to Home Business Radio Network (HBRN) and my good friend Doug Firebaugh – co-founder of HBRN – for sponsoring HBRN’s Leadership Factory. My co-host Tony Cannuli and I had a wonderful discussion with Oliver DeMille. This is one the listeners will want to watch in full! Oliver was on fire for freedom from the opening question and the dialogue heated up further when Tony digested the Five Laws of Decline (FLD) and how it affects Western Civilization. Oliver explains why and how LeaderShift can check the FLD and restore freedoms.

Oliver’s background as a constitutional scholar for over 25 years and his endless research into the founders made him the perfect co-author for LeaderShift. His background in classical education (he wrote the critically acclaimed Thomas Jefferson Education series) with a love for leadership marries well with my background in leadership and love for classical education. Any person serious about liberty and leadership ought to watch this, take notes, and read LeaderShift. I especially loved Tony’s wrap up to this show. It was clear after discussing for an hour these issues that he was inspired and ready to be part of the LeaderShift! Here is this month’s Leadership Factory!

Sincerely,

Orrin Woodward

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

Mentoring: Do it & Let Them See You Do It

Posted by Orrin Woodward on May 4, 2013

Mentoring and Implementation

Here is the second half of the mentoring introduction. The mentoring process is crucial for building a LeaderShift within culture. The old saying lead, follow, or get out of the way is more relevant today than ever and LIFE will play its part in helping to restore liberty in North America and eventually the world.

Sincerely,

Orrin Woodward

Personally, I have been blessed with wonderful students because I learned to stop listening to what people say and start watching what they do. Just as cream rises to the top, hungry students will reveal themselves within any organization. It is the mentors role to play talent scout and identify the hungry students, not by their words, but by their actions. Success requires both opportunity and preparedness. In the case of mentoring, the mentor offers an opportunity to the prepared mentee and if the student will implement, success will happen.

The mentoring process matters because the success or failure of the next-generation depends upon the quality of mentoring received. Furthermore, one’s personal success depends in large part on his ability to effectively apply the advice from great mentors. In short, consider the following:

1. The world never rises above the quality of its leaders; leadership determines destiny.

2. The quality of our leaders is directly impacted by their ability to mentor others.

3. A leader’s ability to mentor others is determined by his or her mentoring skills, and such skills can be developed and improved.

4. As we improve our mentoring skills and more effectively mentor others in our lives, we directly increase the quality of leadership in our world.

Accordingly, this book is filled with insights, nuggets, and techniques to help both mentors and mentees. Whether a person is an established leader looking to expand his ability to mentor or a hungry student looking to get on a mentors radar screen, this book will help immensely. Contained herein are 77 specific tools to enhance the mentoring process. I cannot recommend this book highly enough and wish I would have had access to this information when I began my leadership journey. It has taken me decades to unpack the wisdom served up in this book.

Author and business leader Jim Rohn (who mentored Tony Robbins, Mark Victor Hansen, Jack Canfield, and Brian Tracy, to name a few) said, “Success is neither magical nor mysterious. Success is the natural consequence of consistently applying the basic fundamentals.” The reader is holding in his hands 77 fundamental tools to improve as a mentee and mentor. Read it, ponder its lessons, and then implement its teaching. Or, as William Wallace would say, “Do it and let them see you do it!”

Posted in Leadership/Personal Development | 25 Comments »