Session 1: The Law of Magnetism

According to Maxwell, The Law of Magnetism states that “Who You Are is Who You Attract” (Maxwell). For example, if I want to attract positive, creative leaders, I need to demonstrate those qualities myself.  

This concept resonated with me as it really made a lot of sense. Last year in TALONS, I was a member of both successful and dysfunctional groups. In one group, we had a mutual respect for each others’ ideas and opinions and approached the project with a positive, supportive attitude. Everyone in the group felt comfortable to brainstorm ideas and offer suggestions without judgement. Our group completed our assignment on time and were happy with the result. However, in a different group, right from the start, I encountered negativity towards the project in general. Not every group member saw value in the assignment which was hard to work with. I felt my ideas were disregarded and in return, I was inclined to listen less to them. Attitude, whether positive or negative, is contagious. If a leader is positive, they will attract people with the same attitude. 

In the future, I will try to be self aware that my attitude, energy level, values, and body language are contagious. I will ensure that I am demonstrating the leadership qualities I want in my team before expecting others to do it too. If I find that I am still not attracting the leaders that I would like in my group, I will take action by seeking guidance from a leader I respect. 

Session 2: Momentum Makers vs Momentum Breakers

John Maxwell highlights the importance of momentum and identifies the type of people who affect momentum. Momentum is similar to inertia. If a group’s progress has stopped, it’s hard to get going again. On the other hand, if a group is working well together, they can easily overcome obstacles that get in their way. Maxwell says that Momentum Breakers are the type of people who get in the way of effective leaders. These Momentum Breakers stop progress through their attitude, actions, and disinterest. Momentum Takers say and do tasks that drain momentum. They don’t bring their own energy into the group, but rely on the leader to take them through it. If the momentum stops, the momentum takers usually do not start it back up again. Momentum fakers appear to have momentum but are really takers in disguise. Finally, Maxwell identifies Momentum Makers as leaders who start momentum. Momentum Makers have a clear goal, focus on the future, are willing to take risks to continue momentum, and are appreciative of people around them. 

I feel this principle is a life lesson, as I will always be working in groups for my entire life. Being able to identify the different types of people that affect momentum and learning how to motivate and lead them will be crucial to get tasks done. 

In future group assignments, I will self assess my own personal momentum and the energy I bring to the group. I will aspire to be a Momentum Maker, by maintaining a clear vision, showing gratitude to my group members, and taking action against obstacles. 

Session 3: Travel Agent vs Tour Guide

In session 3, John Maxwell introduces an analogy, “The Travel Agent vs The Tour Guide”, to distinguish two types of leaders. A travel agent sells people on a destination without actually having been there. They sell the idea, and then their work is done. In contrast, a tour guide needs to be an expert about a destination, and lead their followers from start to finish. 

I connected with this idea based on experiences in TALONS. During planning the TALONS Garage Sale last year, I asked my friends to bring in donations for us to use. They often said back to me, “Why don’t you bring your own stuff?”. I realize now that I was being a “Travel Agent”, as I had not brought anything in either at that point. However, I later became a “Tour Guide”, after I canvassed my neighbourhood, and collected a lot of items.

For future events, I will consider whether I am experienced with a task before I ask of others to do it for me. I need to make sure that I stick to the “Tour Guide” model. As well, I will make sure that I am actively involved in the process that I’m leading. I need to prove to who I’m mentoring that I am responsible and a credible leader. One of the most important aspects of a good bond between the mentor and the mentee is trust. Finally, I will share my advice and personal stories from past experiences to my mentees. 

Session 4: 

John Maxwell stresses the importance of the relationship between an apprentice and mentor in modelling and leadership. Specifically, he suggests that both the apprentice and the mentor ask themselves two questions: are they compatible, and is there mutual respect? 

I agree that being comfortable with the person you are working with boosts productivity. During my In-Depth project last year, I asked Mr. Bingley, a teacher at Gleneagle, to be my mentor. At first, I was intimidated by him. However, after a few mentoring sessions, I realized that we had a lot in common. I found myself looking forward to meeting with Mr. Bingley, and was sad when COVID-19 prevented us from meeting in person. I respect his advice, especially after he told me stories of his work in the business world. I tried my best to apply his advice to my Tri-Fold business. As well, I am currently a mentor to the Grade 9’s in planning TALONS events. I think Makenna and I have compatibility because we are both adaptable and proactive learners. For example, in planning our Cirque Du Soleil event, Makenna came in to help design and create the goodie bags even though she didn’t have a block 1 class that day. I tried to pass on skills and knowledge I had learned from my TALONS 9 year, such as being proactive and completing required tasks in advance. 

In my future experiences, I will seek out commonalities with my mentor, and mentees. I will share my personal stories to foster an environment of respect and supportiveness.