| Do successful people think differently than | | | | mutually exclusive, as it might appear. Some of us |
| unsuccessful people? John C. Maxwell thinks so | | | | are very competitive, but it isn't a sign of |
| and has written another book, based on the | | | | weakness to collaborate with other good thinkers. |
| premise that successful people have one thing in | | | | The give and take of several good thinkers will |
| common -- how they think -- and that anyone | | | | usually produce a better result than the work of |
| can learn that skill. | | | | an individual. |
| Maxwell identifies 11 different skills of thinking. As | | | | The second skill I found especially important is |
| he says in the introduction, he isn't trying to tell | | | | unselfish thinking. This unselfish thinking, freely |
| the reader what to think, but rather help the | | | | giving of yourself, results in a more fulfilling life. |
| reader learn how to think. Many of us know | | | | Too often we get busy and don't think about |
| people who claim to think carefully about a | | | | what we might do for others, or even how a |
| decision, but in reality are just reviewing their own | | | | decision might affect those around us. People who |
| narrow thoughts, fears, and prejudices. That isn't | | | | practice unselfish thinking find it leads to far |
| real thinking though, at least not the way Maxwell | | | | greater rewards. |
| would describe it. As he succinctly explains each | | | | Do we really need a book telling us how to think? |
| thinking skill, one begins to understand an | | | | As I read through its pages, I questioned that |
| underlying theme. Good thinkers are open minded | | | | myself. It is not the same fare as The 21 |
| and thirsty for knowledge. They are willing to | | | | Irrefutable Laws" or other books of the sort and |
| reach beyond their own beliefs to uncover what | | | | I kept saying to myself, I already know this. I |
| is really true. They approach a subject realistically, | | | | consider myself reasonably good at deducing |
| yet can be creative and are able to explore all the | | | | answers, but not quite possessed of enough |
| possible angles. | | | | hubris to call myself a great thinker. So I looked |
| Though a good leader should adopt all 11 skills, | | | | through the book again and found that each |
| two really resonate with me. The first is the need | | | | thinking skill Maxwell lays out and each step to |
| to question popular thinking. Benjamin Franklin is | | | | obtain that skill are things that could use constant |
| quoted as saying "If everyone is thinking alike, | | | | reminder. But the real reason to read this book, |
| then no one is thinking." This is the crux of | | | | and review it often, is what Maxwell never quite |
| Maxwell's argument against popular thinking. A | | | | says, though it seems to be an underlying theme. |
| good thinker doesn't go along because everyone | | | | That is, a great thinker must start with the |
| else is. At the same time, shared thinking is | | | | humility to admit the need to always strive for |
| important as well. These two skills are not | | | | improvement. |