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El ABC del coaching
El autor esta reconocido como el principal guru del liderazgo. El coaching esta mas vigente que nunca en todos los ambitos: artes deportes gerencia. La palabra coach tiene prestigio porque implica saber experiencia guia y liderazgo. Libro de management de interes tambien para estudiantes docentes deportistas y lideres en cualquier area. Formato: 14 x 21 5 cm. Tapa blanda con solapas. Impreso a un color.
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Published January 1, 2020
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About the author
John C. Maxwell
998 books5,841 followersJohn Calvin Maxwell is an American author, speaker, and pastor who has written many books, primarily focusing on leadership. Titles include The 21 Irrefutable Laws of Leadership and The 21 Indispensable Qualities of a Leader. Some of his books have been on the New York Times Best Seller List.
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April 14, 2019
Think Like a Mentor
(1) Make people development your top priority.
(2) Limit who you take along. Use the Pareto Principle (80/20). If you focus on the top 20 percent, you will get an 80 percent return.
(3) Develop relationships before starting out.
(4) Give help unconditionally.
(5) Let them fly with you for a while. Let them learn with you, like the Hebrew approach (not the Greeks!). It looks like this:
I do it.
I do it--and you watch.
You do it--and I watch.
You do it.
(This also forms a neat chiasm).
(6) Put fuel in their tank. Share resources: books, dvds, etc.
(7) Stay with them until they can solo successfully.
“Leaders who attract followers…..Need to be needed.
Leaders who develop leaders…..Want to be succeeded.
Leaders who attract followers…..Want recognition.
Leaders who develop leaders…..want to reproduce themselves.
Leaders who attract followers…..Focus on others’ weaknesses.
Leaders who develop leaders…..Focus on others’ strengths.
Leaders who attract followers…...Want to hold on to power.
Leaders who develop leaders…...Want to share power” (36).
“Make it part of your habit to look for things going right.” Sometimes this was the only thing that kept me going at certain jobs.
Five Step Mentor Model
I model
I mentor.
I monitor
I motivate.
I multiply.
(1) Make people development your top priority.
(2) Limit who you take along. Use the Pareto Principle (80/20). If you focus on the top 20 percent, you will get an 80 percent return.
(3) Develop relationships before starting out.
(4) Give help unconditionally.
(5) Let them fly with you for a while. Let them learn with you, like the Hebrew approach (not the Greeks!). It looks like this:
I do it.
I do it--and you watch.
You do it--and I watch.
You do it.
(This also forms a neat chiasm).
(6) Put fuel in their tank. Share resources: books, dvds, etc.
(7) Stay with them until they can solo successfully.
“Leaders who attract followers…..Need to be needed.
Leaders who develop leaders…..Want to be succeeded.
Leaders who attract followers…..Want recognition.
Leaders who develop leaders…..want to reproduce themselves.
Leaders who attract followers…..Focus on others’ weaknesses.
Leaders who develop leaders…..Focus on others’ strengths.
Leaders who attract followers…...Want to hold on to power.
Leaders who develop leaders…...Want to share power” (36).
“Make it part of your habit to look for things going right.” Sometimes this was the only thing that kept me going at certain jobs.
Five Step Mentor Model
I model
I mentor.
I monitor
I motivate.
I multiply.
Read
March 29, 2013This is my first book by John Maxwell. It seems that Christian bookstore like selling his books but I didn't find anything particularly Christian about it; and to me it was rather strange after I learned that he was a former successful Pastor! From what I gather I wonder if he's more of the seeker sensitive sort. Nevertheless I don't want to take away from the books' general principles and pointers on leadership and in particular mentoring. The biggest take away here is that of raising people to excel beyond you. He also made a good point that sometimes you cannot invest in everybody lest you burn out. My chief concern is all that stuff about self-confidence and telling people they are better than they really are strategy. Most illuminating part of the book is towards the end when he talked about how people can empathize with your failure but success can make others envious of you. I felt the book was more for the corporate world than ministry.
October 15, 2022
Short read, packed with actionable advice. I hoped that it explains more the theory of mentoring vs coaching. But it jumped right into practical advice. Which I cannot complain about, because many book on the topic are too fluffy. So it‘s nice to get one that‘s actionable.
I recommend this book to everyone who considers coaching or mentoring others. Or is in a leadership position.
I recommend this book to everyone who considers coaching or mentoring others. Or is in a leadership position.
January 21, 2021
1st biz book of 21: ✅
Decent book diving into what being a “mentoring leader” looks like. Some good stories, nuggets and quotes.
“There is no success without a successor.”
John Maxwell
Decent book diving into what being a “mentoring leader” looks like. Some good stories, nuggets and quotes.
“There is no success without a successor.”
John Maxwell
July 27, 2023
bolo to oka, vela zakladnych veci dobre vysvetlenych ale zaroven vela krat sa opakovali a straaasne vela "vaty"
August 3, 2025
Some quotes:
- Truly successful people, raise others up. And they don’t feel threatened by the thought of having others become more successful and move to a higher level. They are growing and striving for their potentials; they aren’t worried about having someone replace them.
- Everyone wants to feel worthwhile.
- if you desire to raise another person up, then you need to become one of her staunchest supporters.
- people will follow you only when they believe in you. that principle applies even when you are offering to develop other people and raise them to a higher level.
- The more you understand people, the greater your chance of success in mentoring.
- Commit yourself to developing people.
- Spent some time with mentees outside environment where you typically see them.
- When you start developing people, you should never fo into it with the idea of getting something out of it. You have to go into the process expecting nothing but personal satisfaction.
- never work alone. I know that sounds too simple, but it is truly the secret to developing others.
- Always select people and match them to tasks according to their strengths. Anyone who spends most of their time working in an area of weakness foe a prolonged period of time will get frustrated and burned-out. but a person developed in an area of strength will be catapulted toward her potential.
- Problem: Lack of clear direction, bureaucracy, isolation, busywork, poor or dishonest communication.
- Once you begin to develop others, check to see that you are not leaving obstacles in their path. Give them clear direction, positive support, and freedom to fly.
- if your dream is big and will require the teamwork of a group of people, then any potential leaders you select to go with youu on the journey will need to be people of influence.
- People who attract and team up only with followers will never be able to do anything beyond what they can personally touch or support. For each person they interact with, they are influencing only one person - a follower. But people who attract leaders influence many other people through their interaction.
- If you want good ideas, you need a lot of ideas.
- Some leaders are so insecure that when they see potential all-star, they try to push that person down because they worry that his or her high performance will make them look bad.
- When the people you lead do not believe in themselves, you can help them believe in themselves.
- If we catch people doing something right, it gives them positive reinforcement. It helps them tap into their potential. It makes them want to do better.
- Make it part of your daily agenda to look for things going right. They don’t have to be big things, though of course you want to praise those things as well.
- When we examine ourselves, we naturally give ourselves the benefit of the doubt. Why? Because we see ourselves in the light of our intentions. On the other hand, when we look at others, we usually judge them according to their actions.
- think about how much more positive our interaction with others would be if we believed in them and give them the benefit of a doubt, just as we do for ourselves.
- Discover their true strengths → Most people do not discover their strengths on their own.
- Give them the right job. Moving someone from a job he hates to the right job aca be life changing.
- Identify the skills they’ll need, and provide world class training.
- Build people up by encouragement. Give people credit by acknowledgments. Giv people recognition by gratitude.
- When you are interested in doing something, you do it only when it is convenient. When you are committed to something, you accept no excuse. Don’t equip people who are merely interested. Equip the ones who are committed.
- Commitment is the one quality above all others that enables a potential leader to become a successful leader. Without commitment, there can be no success.
- You must be sure to not undersell the jo — let people kow what it is going to take. only then will they know what they are committing to. If they won’t commit don’t go only further in the equipping process. don’t waste your time.
- people need clear objectives set before them if they are to achieve anything of value. Success never comes instantaneously. It comes from taking many small steps.
- Make the goals attainable. Nothing will make people want to quit faster than facing unachievable goals.
- Make the goals require a “stretch”.
- Put the goals in writing. When people write down their goals, it makes them more accountable for those goals.
- People need the encouragement of being told they are doing well on a regular basis. They also need to hear as soon as possible when they are not doing well.
- Discuss feelings *→ Measure progress →* Give feedback → Give encouragement.
- Great leaders admit their mistakes and accept the consequences rather than trying to blame others.
- Consistency is a crucial part of developing potential leaders. When we are consistent, our people learn to trust us.
- We must give positive acknowledgement and encouragement to the producers, and we must be careful not to reward the idle.
- Invest money in people; it always yields the highest return on your investment.
- Personal development of your people is one of the most important things a mentoring leader will ever do.
- When a leader is learning, growing and pursuing his own dreams, he is more likely to help others pursue their own.
- Lead everyone differently.
- Use organisational goals for individual development.
- Good leaders are willing to have hard conversations to start the growth process for the people under their care.
- The joy of the accomplishment is diminished when no one celebrates with you.
- Oscar Wilde: Anybody can sympathise with the suffering of a friend, but it takes a very fine nature to sympathise with a friend’s success.
- The problem is that because people so readily identify with failure, they sometime have a hard time connecting with success. And if they don’t identify with success, they may resent it.
- Four negative characteristics that can trip us a leader: guilt, anger, greed, and jealousy. → “I have to make an extra effort to celebrate the success of other people who do what I do.”
- If most people were honest, they would admit to feeling of jealousy or envy when they witness others’ success — even when the people succeeding are close friends or individuals they’ve mentored.
- Truly successful people, raise others up. And they don’t feel threatened by the thought of having others become more successful and move to a higher level. They are growing and striving for their potentials; they aren’t worried about having someone replace them.
- Everyone wants to feel worthwhile.
- if you desire to raise another person up, then you need to become one of her staunchest supporters.
- people will follow you only when they believe in you. that principle applies even when you are offering to develop other people and raise them to a higher level.
- The more you understand people, the greater your chance of success in mentoring.
- Commit yourself to developing people.
- Spent some time with mentees outside environment where you typically see them.
- When you start developing people, you should never fo into it with the idea of getting something out of it. You have to go into the process expecting nothing but personal satisfaction.
- never work alone. I know that sounds too simple, but it is truly the secret to developing others.
- Always select people and match them to tasks according to their strengths. Anyone who spends most of their time working in an area of weakness foe a prolonged period of time will get frustrated and burned-out. but a person developed in an area of strength will be catapulted toward her potential.
- Problem: Lack of clear direction, bureaucracy, isolation, busywork, poor or dishonest communication.
- Once you begin to develop others, check to see that you are not leaving obstacles in their path. Give them clear direction, positive support, and freedom to fly.
- if your dream is big and will require the teamwork of a group of people, then any potential leaders you select to go with youu on the journey will need to be people of influence.
- People who attract and team up only with followers will never be able to do anything beyond what they can personally touch or support. For each person they interact with, they are influencing only one person - a follower. But people who attract leaders influence many other people through their interaction.
- If you want good ideas, you need a lot of ideas.
- Some leaders are so insecure that when they see potential all-star, they try to push that person down because they worry that his or her high performance will make them look bad.
- When the people you lead do not believe in themselves, you can help them believe in themselves.
- If we catch people doing something right, it gives them positive reinforcement. It helps them tap into their potential. It makes them want to do better.
- Make it part of your daily agenda to look for things going right. They don’t have to be big things, though of course you want to praise those things as well.
- When we examine ourselves, we naturally give ourselves the benefit of the doubt. Why? Because we see ourselves in the light of our intentions. On the other hand, when we look at others, we usually judge them according to their actions.
- think about how much more positive our interaction with others would be if we believed in them and give them the benefit of a doubt, just as we do for ourselves.
- Discover their true strengths → Most people do not discover their strengths on their own.
- Give them the right job. Moving someone from a job he hates to the right job aca be life changing.
- Identify the skills they’ll need, and provide world class training.
- Build people up by encouragement. Give people credit by acknowledgments. Giv people recognition by gratitude.
- When you are interested in doing something, you do it only when it is convenient. When you are committed to something, you accept no excuse. Don’t equip people who are merely interested. Equip the ones who are committed.
- Commitment is the one quality above all others that enables a potential leader to become a successful leader. Without commitment, there can be no success.
- You must be sure to not undersell the jo — let people kow what it is going to take. only then will they know what they are committing to. If they won’t commit don’t go only further in the equipping process. don’t waste your time.
- people need clear objectives set before them if they are to achieve anything of value. Success never comes instantaneously. It comes from taking many small steps.
- Make the goals attainable. Nothing will make people want to quit faster than facing unachievable goals.
- Make the goals require a “stretch”.
- Put the goals in writing. When people write down their goals, it makes them more accountable for those goals.
- People need the encouragement of being told they are doing well on a regular basis. They also need to hear as soon as possible when they are not doing well.
- Discuss feelings *→ Measure progress →* Give feedback → Give encouragement.
- Great leaders admit their mistakes and accept the consequences rather than trying to blame others.
- Consistency is a crucial part of developing potential leaders. When we are consistent, our people learn to trust us.
- We must give positive acknowledgement and encouragement to the producers, and we must be careful not to reward the idle.
- Invest money in people; it always yields the highest return on your investment.
- Personal development of your people is one of the most important things a mentoring leader will ever do.
- When a leader is learning, growing and pursuing his own dreams, he is more likely to help others pursue their own.
- Lead everyone differently.
- Use organisational goals for individual development.
- Good leaders are willing to have hard conversations to start the growth process for the people under their care.
- The joy of the accomplishment is diminished when no one celebrates with you.
- Oscar Wilde: Anybody can sympathise with the suffering of a friend, but it takes a very fine nature to sympathise with a friend’s success.
- The problem is that because people so readily identify with failure, they sometime have a hard time connecting with success. And if they don’t identify with success, they may resent it.
- Four negative characteristics that can trip us a leader: guilt, anger, greed, and jealousy. → “I have to make an extra effort to celebrate the success of other people who do what I do.”
- If most people were honest, they would admit to feeling of jealousy or envy when they witness others’ success — even when the people succeeding are close friends or individuals they’ve mentored.
May 21, 2017
I was just recently introduced to the 101 series from Maxwell with this book. I found the book to be very good. I plan to incorporate the others (currently 4) into my reading backlog.
This book is small and packed with lists and explanations so for me this one I couldn't listen to while exercising.
Some of the key points I took from the book:
-people will only follow the leader when they believe in you
-it's easier to dismiss someone then to develop them
-if your going to mentor someone make sure the relationship is there first
-a list on how mentors unknowingly restrict growth
-a list of 10 things Maxwell looks for in people he mentors
-5 areas potential leaders need support
-a list of 8 things about mentoring others
-share your failures, some people can relate easier to failure then success
-I liked this comment in the book paraphrased, "there are plenty of people in the right place at the right time, but being able to recognize it is key." Help those you mentor know when they are in that place so they don't let it go by.
And finally...
"The journey is a lot more fun if you take someone with you!"
Enjoy this quick read and see if your equipping others or developing others.
Enjoy
Jeff
This book is small and packed with lists and explanations so for me this one I couldn't listen to while exercising.
Some of the key points I took from the book:
-people will only follow the leader when they believe in you
-it's easier to dismiss someone then to develop them
-if your going to mentor someone make sure the relationship is there first
-a list on how mentors unknowingly restrict growth
-a list of 10 things Maxwell looks for in people he mentors
-5 areas potential leaders need support
-a list of 8 things about mentoring others
-share your failures, some people can relate easier to failure then success
-I liked this comment in the book paraphrased, "there are plenty of people in the right place at the right time, but being able to recognize it is key." Help those you mentor know when they are in that place so they don't let it go by.
And finally...
"The journey is a lot more fun if you take someone with you!"
Enjoy this quick read and see if your equipping others or developing others.
Enjoy
Jeff
September 18, 2019
Es el indicado para cualquiera que quiera aprender a tratar con gente y potenciar sus virtudes.
October 7, 2021
John Maxwell’s 101 Series of ten books are not in-depth looks at a subject, but rather a helpful introduction. I was drawn to this particular volume because of my interest in mentoring. I have never turned down anyone wanting to enter into a mentoring or discipling relationship with me, feeling it is what I should be doing as a leader. In addition, even though I’m the mentor, I always learn a lot from these relationships. Maxwell writes that you’ll never regret the time you invest in people, as raising up others is one of the greatest joys a leader can have.
Maxwell tells us that it is essential to focus on raising others to a higher level. He writes that the more you understand people, the greater your chance of success in mentoring. And if you have highly developed people skills and genuinely care about others, the process will probably come to you naturally.
Throughout the book he gives practical advice on the different aspects of mentoring emerging leaders, including getting to know each other, what he looks for in a potential leader that he wants to mentor, believing in the person you are mentoring, putting people into their strength zones, equipping and developing, commitment, goals, earning authority, encouragement, multiplying leaders, trust, consistency, hope, and celebrating success.
Mentoring 101 is a helpful introduction on how to mentor emerging leaders.
Below are 15 of my favorite quotes from the book:
• True success is knowing your purpose, growing to reach your maximum potential, and sowing seeds to benefit others.
• A great joy in my life has been to see how leaders I’ve developed and equipped have turned around and repeated the process with others.
• You can only lead people whose leadership ability is less than or equal to your own. To keep attracting better and better leaders, you will have to keep developing your leadership ability.
• Commitment is the one quality above all others that enables a potential leader to become a successful leader. Without commitment, there can be no success.
• I have found that the greatest achievers in life are people who set goals for themselves and then work hard to reach them. What they get by reaching the goals is not nearly as important as what they become by reaching them.
• Leaders must earn authority with each new group of people.
• People need the encouragement of being told they’re doing well on a regular basis. They also need to hear as soon as possible when they are not doing well.
• We leaders must provide ourselves as models to copy.
• I have learned that trust is the single most important factor in building personal and professional relationships.
• Hope is one of the greatest gifts mentors can give to those around them. Its power should never be underestimated.
• When you equip people, you teach them how to do a job. Development is different. When you develop people, you are helping them improve as individuals. You are helping them acquire personal qualities that will benefit them in many areas of life, not just their jobs.
• Development always pays higher dividends than equipping because it helps the whole person and lifts him to a higher level.
• Personal development of your people is one of the most important things a mentoring leader will ever do.
• When you equip people, you base what you do on your needs or those of the organization. You teach people what you want them to know so that they can do a job for you. On the other hand, development is based on their needs.
• If you want others to succeed alongside you, then you must encourage them, mentor them, and celebrate their successes.
Maxwell tells us that it is essential to focus on raising others to a higher level. He writes that the more you understand people, the greater your chance of success in mentoring. And if you have highly developed people skills and genuinely care about others, the process will probably come to you naturally.
Throughout the book he gives practical advice on the different aspects of mentoring emerging leaders, including getting to know each other, what he looks for in a potential leader that he wants to mentor, believing in the person you are mentoring, putting people into their strength zones, equipping and developing, commitment, goals, earning authority, encouragement, multiplying leaders, trust, consistency, hope, and celebrating success.
Mentoring 101 is a helpful introduction on how to mentor emerging leaders.
Below are 15 of my favorite quotes from the book:
• True success is knowing your purpose, growing to reach your maximum potential, and sowing seeds to benefit others.
• A great joy in my life has been to see how leaders I’ve developed and equipped have turned around and repeated the process with others.
• You can only lead people whose leadership ability is less than or equal to your own. To keep attracting better and better leaders, you will have to keep developing your leadership ability.
• Commitment is the one quality above all others that enables a potential leader to become a successful leader. Without commitment, there can be no success.
• I have found that the greatest achievers in life are people who set goals for themselves and then work hard to reach them. What they get by reaching the goals is not nearly as important as what they become by reaching them.
• Leaders must earn authority with each new group of people.
• People need the encouragement of being told they’re doing well on a regular basis. They also need to hear as soon as possible when they are not doing well.
• We leaders must provide ourselves as models to copy.
• I have learned that trust is the single most important factor in building personal and professional relationships.
• Hope is one of the greatest gifts mentors can give to those around them. Its power should never be underestimated.
• When you equip people, you teach them how to do a job. Development is different. When you develop people, you are helping them improve as individuals. You are helping them acquire personal qualities that will benefit them in many areas of life, not just their jobs.
• Development always pays higher dividends than equipping because it helps the whole person and lifts him to a higher level.
• Personal development of your people is one of the most important things a mentoring leader will ever do.
• When you equip people, you base what you do on your needs or those of the organization. You teach people what you want them to know so that they can do a job for you. On the other hand, development is based on their needs.
• If you want others to succeed alongside you, then you must encourage them, mentor them, and celebrate their successes.
August 29, 2022
My dad, daughter and I got away for a mini-retreat the other night. They had bought some BB gun rifles and targets and wanted to spend a day together shooting their new buys. My dad so kindly showed my daughter all about the gun, the different types of targets, and then proceeded to teach her how to shoot. He first showed her how to shoot by him shooting first. Then he demonstrated shooting again as she held hers and mimicked each thing he did while standing by his side. Then my dad encouraged her to shoot as he observed her, allowing him to see where he could provide feedback and suggestion to her stance, or aim, yet letting her put to test all she had just learned from him. Finally, he stepped back and just cheered her on. It wasn’t long before he began calling her "Annie Oakley” as she was nailing targets left and right.
I sat there watching their interaction and grateful for the care and instruction my dad was providing my daughter. The time he was investing in her, the cheering her on as she hit the target, and guided instruction if she missed. I just happened to be finishing up the book Mentoring 101 by John C. Maxwell as all of this unfolded, and thought to myself what a perfect example of mentoring I just had displayed before my eyes in watching my father and my daughter.
In Mentoring 101, the author provides the steps needed to effectively reproduce your success in someone else. He explains how to choose the right person to mentor, how to create the right environment for leaders to thrive and grow, and how to get started. From adopting a mentor’s mind-set and finding who you should mentor, to how you can set them up for success and even watching people pass you by, the author provides both clarity and easily applicable strategies that will overall help you “grow and become the best person you can be” through your mentoring.
Labeled as a Business-Personal-Faith book as joy can be brought to all mentors regardless of if you are serving as one in a business role, personal role model, or even a woman or man of faith. Bottomline is to be intentional in developing others, serving others, and being a positive leader of influence.
www.hollycurby.com/resources-list
I sat there watching their interaction and grateful for the care and instruction my dad was providing my daughter. The time he was investing in her, the cheering her on as she hit the target, and guided instruction if she missed. I just happened to be finishing up the book Mentoring 101 by John C. Maxwell as all of this unfolded, and thought to myself what a perfect example of mentoring I just had displayed before my eyes in watching my father and my daughter.
In Mentoring 101, the author provides the steps needed to effectively reproduce your success in someone else. He explains how to choose the right person to mentor, how to create the right environment for leaders to thrive and grow, and how to get started. From adopting a mentor’s mind-set and finding who you should mentor, to how you can set them up for success and even watching people pass you by, the author provides both clarity and easily applicable strategies that will overall help you “grow and become the best person you can be” through your mentoring.
Labeled as a Business-Personal-Faith book as joy can be brought to all mentors regardless of if you are serving as one in a business role, personal role model, or even a woman or man of faith. Bottomline is to be intentional in developing others, serving others, and being a positive leader of influence.
www.hollycurby.com/resources-list
September 1, 2020
I like John C. Maxwell and the 101 series. The books are concise without a lot of fluff. Although sometimes the fluff can add to the understanding of the message being conveyed.
This books contains little fluff, but good information on how to approach mentoring, and we all mentor someone whether we realize it or not. It could be our children, a young sports team, co-workers, etc. This book provides a good foundation for the thought process of mentoring others. Mentoring is helping others to grow as a person, not just in teaching a new skill.
John Maxwell mentions his early failures and struggles in mentoring and what he learned on the way to developing his mentoring ability. This book allows the reader to minimize the struggles while learning how to mentor others, but like any developmental book, we must take action on what we have read to ingrain the knowledge in our minds so we can do it continuously and naturally.
This is a book to be read several times in impress the knowledge in our mind and should be referred back to as we develop our mentoring ability. Thank goodness it is a relatively short book. Good things do come in small packages.
This books contains little fluff, but good information on how to approach mentoring, and we all mentor someone whether we realize it or not. It could be our children, a young sports team, co-workers, etc. This book provides a good foundation for the thought process of mentoring others. Mentoring is helping others to grow as a person, not just in teaching a new skill.
John Maxwell mentions his early failures and struggles in mentoring and what he learned on the way to developing his mentoring ability. This book allows the reader to minimize the struggles while learning how to mentor others, but like any developmental book, we must take action on what we have read to ingrain the knowledge in our minds so we can do it continuously and naturally.
This is a book to be read several times in impress the knowledge in our mind and should be referred back to as we develop our mentoring ability. Thank goodness it is a relatively short book. Good things do come in small packages.
January 9, 2022
John Maxwell does it again. Another fine book, this one on mentorship. The only problem with the book, it was too short. The book is a great one to take on a trip because it is bite-sized. The book dimensions are smaller and it is only 118 pages long.
Mr. Maxwell packed so much insight into his books. He provides many relevant quotes, frameworks for leadership but my favorite is his personal stories. He spoke about a time about where his father wrote a note to remind him as a son about how to treat people:
1) Build people up with encouragement
2) Give people credit by acknowledgement
3) Give people recognition by gratitude
If we all treated others at work, in our lives and families like that, would life be so much better.
I recommend this book for those wanting some key learnings to prepare for mentorship.
Mr. Maxwell packed so much insight into his books. He provides many relevant quotes, frameworks for leadership but my favorite is his personal stories. He spoke about a time about where his father wrote a note to remind him as a son about how to treat people:
1) Build people up with encouragement
2) Give people credit by acknowledgement
3) Give people recognition by gratitude
If we all treated others at work, in our lives and families like that, would life be so much better.
I recommend this book for those wanting some key learnings to prepare for mentorship.
August 12, 2020
Un libro que debes leer si quieres o te dedicas a desarrollar, guíar, liderar personas en cualquier ámbito.
De fácil lectura y con un contenido entretenido y sustancioso.
Te enseñará:
🔸A liderarte a ti para poder liderar a otros.
🔸Lo que las personas realmente desean para sentirse motivadas y dar lo mejor de sí.
🔸Cómo tener éxito mentoreando a otros.
🔸La mentalidad del mentor.
🔸De qué manera puedes preparar al mentee para alcanzar su propio éxito.
🔸Técnicas para desarrollar y potenciar las fortalezas de tu mentee.
🔸Establecer metas correctamente para crecer.
🔸Cómo sacar el mejor provecho del fracaso y usarlo como escalón para el éxito.
Es un buen extracto sobre liderazgo y mentoring en apenas 120 páginas. De gran utilidad y sin desperdicio alguno.
De fácil lectura y con un contenido entretenido y sustancioso.
Te enseñará:
🔸A liderarte a ti para poder liderar a otros.
🔸Lo que las personas realmente desean para sentirse motivadas y dar lo mejor de sí.
🔸Cómo tener éxito mentoreando a otros.
🔸La mentalidad del mentor.
🔸De qué manera puedes preparar al mentee para alcanzar su propio éxito.
🔸Técnicas para desarrollar y potenciar las fortalezas de tu mentee.
🔸Establecer metas correctamente para crecer.
🔸Cómo sacar el mejor provecho del fracaso y usarlo como escalón para el éxito.
Es un buen extracto sobre liderazgo y mentoring en apenas 120 páginas. De gran utilidad y sin desperdicio alguno.
This entire review has been hidden because of spoilers.
December 14, 2025
Mentorship 101 by John C. Maxwell is a fantastic, concise read packed with value. There were so many great reminders throughout the book, along with a nice mix of new tidbits sprinkled in that still felt fresh and practical. It’s a very quick read (I finished it in about two hours) but it doesn’t feel light or surface-level in any way.
This is the second book I’ve read by Maxwell, and once again I really enjoyed both his writing style and the depth of his knowledge. He has a way of communicating leadership principles that are clear, relatable, and immediately applicable. Any leader (or aspiring leader) would benefit from reading this book. Highly recommend!
This is the second book I’ve read by Maxwell, and once again I really enjoyed both his writing style and the depth of his knowledge. He has a way of communicating leadership principles that are clear, relatable, and immediately applicable. Any leader (or aspiring leader) would benefit from reading this book. Highly recommend!
August 23, 2017
A resource for a Mentoring program I am developing for our church -- From the publisher: A great little book packed with wisdom and instruction to add to the successful 101 series from John C. Maxwell. This book explores the timeless principles that have become Dr. Maxwell's trademark style. In a concise, straightforward voice, Maxwell focuses on essential and time-tested qualities necessary for developing mentoring relationships that make a difference in the lives of your colleagues and the life of your business.
June 5, 2018
It is my first book about mentoring. I believe it can be considered a good overview for someone starting or wishing to get some insights on mentoring.. especially because it is very short, the language is really accessible and the examples are interesting. It was also my first book from J Maxwell, so it was not "repetitive". Definitely many topics will be better understood (in depth) by people that already have some experience.
I believe that if you are already experienced in the topic and is looking for deeper analysis this book might not be exactly the best reference
I believe that if you are already experienced in the topic and is looking for deeper analysis this book might not be exactly the best reference
August 29, 2023
I really liked his leadership philosophy and it's definitely a 101 level book so a great launch pad. I think everything he recommends is suitable to our organization and intentions with mentoring. The one small thing that was a little cringey is that he is/was a pastor of a mega church and definitely gives off Osteen vibes, but not in a bad way. He only refers to it insomuch as relatable anecdotes to support his mentoring methods, but when someone's goal is to have the biggest church ever ... I dunno about that.
Read
April 22, 2025Being a leader means that you hold the responsibilities to mentor yourself and people around you, it isn’t about being the best but being able to see other potential and yourself.
I realize that a good leader knows their employee; what’s their strength and weakness and be able to put it in a place they perform the best, and one thing is they’re motivator and a mentor. Being a leader isn’t about leading other to do the job right, but you need to plant the seed of knowledge and wisdom into them, so they know what they’re doing and you can learn together from them.
I realize that a good leader knows their employee; what’s their strength and weakness and be able to put it in a place they perform the best, and one thing is they’re motivator and a mentor. Being a leader isn’t about leading other to do the job right, but you need to plant the seed of knowledge and wisdom into them, so they know what they’re doing and you can learn together from them.
September 26, 2023
I am starting to develop a few mentoring programs so thought this book would be a good start. Unfortunately, even with my novice starting out point, I didn't get much from this one. One thing I did like was the question about what you liked about your favorite teacher - I'll be using that to help new mentors develop a sense of who they'd like to be in the role. Something I didn't like, all the church references.
February 14, 2019
While I did take some useful and helpful tips from this book, I found that a lot of the advice was delivered in fairly vague, self-evident terms without offering actionable suggestions on how to apply the principles. As a result, it acted more as a good reminder of basics rather than providing new or especially insightful ideas.
September 29, 2019
An incredible book, it's a short read but very insightful. I was curious about what people are suppose to look for in a quality mentor and my professor recommended this book to me on how to mentor others. He said by reverse engineering the thought of finding a good mentor we should look at how to mentor other people well to better understand my original question.
November 9, 2019
John Maxwell did an excellent job of covering the basics about mentoring. If you have never done mentoring before or have just started, this is very helpful - focus on the mentee, be respectful, guide - don't tell and look at the long term. If you have had several mentees you can most likely skip this book.
February 15, 2020
I think this is a great book on mentoring. Some things I learned are to always be investing in people who show promise, see their potential, encourage when they do things well, and celebrate their successes, even when their successes surpass yours. I recommend this book to anyone mentoring, even if the person you are mentoring will not be a leader. And who knows, maybe down the road they will be!
July 26, 2023
Big picture view of mentoring in the workplace. I found it helpful to quickly pinpoint what I'm doing currently or what I could do better. Also helpful in analyzing which people in my life are intentional mentors. There were one or two lines I highlighted. In general, though, this is very much an overview and doesn't dig particularly deep in any specific issue.
January 29, 2024
Final book—that is, book 8—of the 101 Collection! 4.5 stars, rounded down. Like Equipping 101, I don’t currently have any sort of mentoring opportunities right now, but I still found this book very helpful. As a matter of fact, the contents inside help me in what to look for in a mentor myself!
But this is definitely a book I will appreciate more once I’m further down in my leadership journey :)
But this is definitely a book I will appreciate more once I’m further down in my leadership journey :)
April 16, 2024
Petit livre contenant quelques perles assez intéressantes. Écrit en 2008, il présente des éléments clés qu'un mentor (ou un coach) doit savoir avant de se lancer dans l'aventure qui consiste à accompagner une personne, que ce soit sur le plan professionnel ou personnel. J'ai pris plusieurs notes dans les marges de ce petit livre, à ne pas déconsidérer.
October 31, 2017
READ OCT 2017
Before reading this, I had the opinion that mentoring was an optional task of a leader. Not anymore. Effective leaders who want to leave a legacy (not for themselves) must mentor someone.
Before reading this, I had the opinion that mentoring was an optional task of a leader. Not anymore. Effective leaders who want to leave a legacy (not for themselves) must mentor someone.
May 11, 2018
At the end of the book, he is being candidly admitted that he too have problem with jealousy with other's success and so does everyone.
He outline the steps. And give the reasons why.
I think this part alone is already providing very valuable insights.
I recommended the book!
He outline the steps. And give the reasons why.
I think this part alone is already providing very valuable insights.
I recommended the book!
December 19, 2018
Do everything with someone. Mentoring is following up giving vision and being secure. It’s important to follow the steps. I do it, they watch, they do it I watch, they do it on their own. Fourth I think was they teach someone. Great practical advice for leading people simply.
March 22, 2019
So far, of the 101 books I’ve read, this is the one I’m most likely to re-read in the future. They’ve all been good, and there’s still some overlap with the others, but this one has some very practical steps that can be taken, a checklist to keep handy and refer back to. Good stuff.
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