A leader’s potential is largely shaped by those closest to them.
Only teamwork makes the dream work. Every leader – with or without direct reports – needs a support system of people they can rely on: their inner circle.
The law in detail
Four steps through the law: understand, check, connect, apply. Open any topic to read more.
The core messageWhat the law says – and what it doesn’t
The people closest to you shape how far you get. A strong inner circle makes up for your weaknesses and makes you better than you would be alone.
- It does not say
- That you should surround yourself only with friends or like-minded people. A good inner circle brings strengths you lack and contradicts you when necessary.
- That your own contribution doesn’t matter. You choose, develop and lead this circle – that remains your responsibility.
- Strictly speaking
- “Largely shaped” does not mean “fixed.” The evidence shows that the makeup and quality of a leadership team help shape results; how much varies from case to case.
- A close circle has a downside: those outside it get less information, trust and opportunity. Make sure your inner circle doesn’t turn into a closed club.
- Applies to
- The executive team of a company, the leadership circle of a church, the board of a club, your marriage and your closest friendships.
The explanationNo one is strong at everything – not even in all 21 Leadership Laws.
No one is strong at everything – not even in all 21 Leadership Laws.
That’s why wise leaders surround themselves with strong people who make up for what they lack and together make them better than they would be alone. That can be a leadership team, but just as well confidants, mentors or fellow volunteers.
- Not every leader chooses their inner circle deliberately.
- If you surround yourself with people who have no goals, you easily adopt their attitude.
- And a circle that closes itself off quickly looks like a clique to everyone else – so it pays to choose it deliberately and keep it open.
The signs3 signs the law is at work · 3 that it is missing
- You can name who belongs to your inner circle – confidants, mentors or your leadership team – and what strength each person brings.
- At least one person close to you openly disagrees with you – and you listen.
- You deliberately invest time in the people closest to you and let them grow.
- Your closest circle consists mainly of people who agree with you.
- Out of habit you keep people close who slow you down or drag you down.
- Those outside your inner circle – on the team, in the church or across the whole organization – experience it as a clique no one can get past.
The research4 sources: 1 primary study, 1 theory, 1 review, 1 meta-analysis · 1975–2014 · with the limits of the research
- low
- moderate
- high
Moderate – Top management teams, inner circle in the leader dyad, shared leadership.
- 1975Fred Dansereau Jr., George Graen & William J. Haga
Leaders form closer relationships with some followers (in-group) than with others.
- 1984Donald C. Hambrick & Phyllis A. Mason
Strategic decisions reflect the leadership team, not just the individual.
- 2004Mason A. Carpenter, Marta A. Geletkanycz & Wm. Gerard Sanders
State of research on the composition and effects of top management teams.
Composition and quality of the leadership team affect outcomes, but the effects are inconsistent. A tight inner circle can disadvantage outsiders.
The originJohn C. Maxwell · “The Law of the Inner Circle”
- 1998OriginJohn C. Maxwell
The 21 Irrefutable Laws of Leadership, Law 11
- The Law of the Inner CircleIn essence: How far a leader gets depends on the people closest to them.
- todayWEGVISOR: The Law of the Inner Circle
The WEGVISOR version, the “Law of the Inner Circle”, takes up Maxwell’s idea in the core statement “A leader’s potential is largely shaped by those closest to them” and deliberately softens his “determined.” Research on leadership teams supports “help shape” and shows that a close circle can put outsiders at a disadvantage.
The related laws and qualitiesQ15 Relationships · L12 Empowerment · L13 Addition · Q06 Courage
You build a strong inner circle through relationships. Without genuine care, the people close to you remain role-holders, not confidants.
An inner circle only works if you give it real responsibility. If you decide everything yourself, you have listeners, but no circle that makes you better.
You strengthen your inner circle by investing in its people. The more value you add to them, the more they can give back.
It takes courage to bring people close who are stronger than you – and courage to part ways with someone who holds you back.
The action points5 stages of growth – from first awareness to passing it on
- Become aware Write down the three to five people you rely on most and note for each how they make you stronger.
- Lay the foundations This week, pick one person who could strengthen your inner circle and invite them to a first conversation.
- Make it a habit Regularly share with people in your inner circle responsibility you have carried alone so far, and once a month discuss what they need for it.
- Deepen deliberately Check which ability your inner circle lacks, win over someone who is stronger at it than you, and ask the circle to disagree with you openly.
- Pass it on This quarter, help someone you support – a colleague, a mentee or a leader who reports to you – to build their inner circle deliberately; if you lead a team yourself, make sure your circle carries the work and makes decisions even without you.
The reflection questions5 questions for you or a conversation with others
- Who are the people who shape my thinking and actions most?
- Which of my weaknesses does my inner circle make up for – and which not?
- Who close to me tells me uncomfortable truths?
- Whom do I keep close out of habit, even though the connection doesn’t move me forward?
- How do people outside my inner circle experience my decisions – and who hears about them last?
Take your time with one question. Write down your answer – or talk it over with someone you trust.
The picture to rememberA tight, bright circle orbits the center. It determines how far the outer circles reach.
- A tight, bright circle orbits the center.
- It determines how far the outer circles reach.
What the Law of the Inner Circle looks like in practice
World champions who sweep their own locker room
After every match, the All Blacks clean their own locker room, a tradition called “Sweeping the Sheds.” Rugby’s most successful team picks players for character, not just talent.
When the winning team becomes the obstacle
The team with which Larry Ellison built Oracle became a brake as the company grew: inefficient processes, resistance to change. Ellison refilled key positions despite tensions and long-standing loyalties.
Lincoln brings his rivals into the cabinet
Abraham Lincoln appointed his political rivals William H. Seward, Salmon P. Chase and Edwin M. Stanton to his cabinet. With humility, humor and listening he won their respect and united big egos to preserve the Union.
