The Law of Significance

It’s 2015 and my intent is to help groups and organizations build successful teams. Over the next few months, I will discuss and summarize the book, The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team by John C. Maxwell, Published in Nashville, Tennessee by Thomas Nelson, Inc., 2001.

There is no secret that I enjoy working in, building, and developing teams.  My life experiences are real examples of my passion for making a positive impact, particularly with teams of people who work together to accomplish goals.

As a former student-athlete and student leader, I have had a strong appreciation for teamwork.  As a certified leadership speaker, trainer and coach with the John Maxwell Team I work with companies, professional groups, sports teams and nonprofit organizations to equip them for personal and professional growth. I use personality strengths, proven leadership principles and the teamwork laws to take groups to an elevated level of excellence. This leads to positive team relationships fostering genuine connections that ultimately allow teams to reach their vision effectively.

So let’s dig in!

The Law of Significance – One is too small of a number to achieve greatness.

Teamwork is at the center of phenomenal accomplishments and once we recognize its value we can then become better team players.

THERE ARE NO PROBLEMS WE CANNOT SOLVE TOGETHER AND VERY FEW WE CAN SOLVE BY OURSELVES. -LYNDON JOHNSON

Key Impressions:

  • Teamwork is the heart of great achievement.
  • Teams involve more people, thus affording more resources, ideas, and energy.
  • Teams benefit from multiple perspectives.

People still want to do things by themselves because of:

  1. Ego

You don’t want to give anyone else credit. “Spinning more plates doesn’t increase your talent, it increases your likelihood of dropping a plate.” To achieve something really big, let go of your ego, and get ready to be part of a team.

  1. Insecurity

Working with some leaders in a higher education setting I noticed that they were not willing to practice teamwork because they felt threatened by other colleagues and/or direct reports.  Secure leaders give power to others. Insecure leaders fail to build teams because:

  • They want to maintain total control
  • They fear being replaced by someone more capable
  1. Naiveté

Some people simply underestimate the difficulty of achieving big things. As a result, they try to go it alone. This decision can be fatal such as ruining creditability, losing a large contract or being terminated from a job.

  1. Temperament

Some people aren’t very outgoing and don’t think in terms of team building. It never occurs to them to enlist others to achieve something. This can, of course, be solved by completely understanding their own personality strengths – then, staff your weaknesses.

As I reflect over my collegiate athletic experience with the Purdue Women’s Track and Field Team, I now know that our team was living the “law of significance.” In May 1999, we needed each other to accomplish the “Mt. Everest type challenge” of winning the B1G Conference Team Championship Title. Throughout that entire season, we linked up and decided that one person was truly too small of a number to achieve greatness. Several members contributed to the point total at the conference meet by concentrating on “we” instead of “me,” thus garnering the team title. What a day for the team!!!

The Law of Significance – One is too small of a number to achieve greatness.

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