Narrator: One night, a young John Maxwell was studying late in the college library where his father served as president. He heard a sound from the stacks—his father, weeping. Peeking around the corner, he saw his father on his knees, praying with raw anguish. He was expressing his hurt and frustration over a group of board members who were actively working to undermine him and his vision for the college. But then, in the middle of his prayer, his father’s tone shifted. He began asking God not for retribution, but to forgive these men and to bless them. Witnessing this profound act of grace in the face of betrayal, Maxwell knew he was seeing something extraordinary. This moment, he would later realize, was a living lesson in a philosophy of leadership that seems increasingly rare in a world rife with division.

That philosophy is the subject of John C. Maxwell's book, The High Road: Bringing People Together in a World That Divides. It serves as a guide for leaders who wish to rise above the common, often destructive, ways people interact, offering a path to unite rather than divide, to build up rather than tear down.

Narrator: Maxwell posits that every leader, in any situation, stands at a crossroads with three potential paths. The first is the low road, a path defined by selfishness. Low-road leaders are takers; they manipulate, they put themselves first, and they work against anyone who doesn't serve their agenda. The second is the middle road, which is the path of fairness and transaction. Middle-road leaders operate on a principle of "an eye for an eye," seeking equitable exchange and reciprocity. While not malicious, this path is limiting because it is conditional.

The third path, and the book's central focus, is the high road. This is the path of selflessness, where leaders prioritize others. High-road leaders give first without expecting anything in return, they value every person, and they strive to bring people together. They understand that disagreement is natural, but disrespect is destructive. A powerful historical example of this is Abraham Lincoln. During the Civil War, a time of unparalleled division, Lincoln filled his cabinet with his political rivals. He didn't surround himself with yes-men; he invited his sharpest critics to the table, listened to their counsel, and gave them credit for their ideas. He took the blame when his generals failed but shared the glory of their victories. By choosing the high road, Lincoln was able to learn, adapt, and ultimately guide a fractured nation through its darkest hour.

Narrator: The entire philosophy of high-road leadership rests on a single, foundational belief: the intrinsic value of every person. This principle was crystallized for Maxwell on the night of his college graduation. He asked his father for the secret to a successful career, and his father’s advice was simple yet profound: "Son, value people, believe in them, and love them unconditionally. Do those things every day, and you will be successful."

This isn't just about being nice; it's about seeing potential in others, even when they don't see it in themselves, and extending grace. However, to truly value others, a leader must first come to terms with their own humanity. Maxwell uses the analogy of the eagle and the hippopotamus to describe this internal duality. The eagle in us wants to soar, to achieve great things, but it can also lead to looking down on others. The hippopotamus, in contrast, wants to wallow in the mud of our flaws and shortcomings. A high-road leader acknowledges both. They recognize their own capacity for error and imperfection, which fosters the humility and empathy needed to extend grace to others when they inevitably fall short.

Narrator: In a world that often operates on transactions, high-road leaders choose a different currency: generosity. They give more than they take, not just in money, but in time, opportunity, connections, and experience. This requires moving away from a scarcity mindset, which fears there isn't enough to go around, to an abundance mindset, which believes that giving freely enriches everyone.

The opposite of this generous spirit is the destructive habit of keeping score. Maxwell learned this lesson painfully early in his career. A wealthy businessman in his small church, Arnold, treated Maxwell and his wife to dinner every week for over three years. Maxwell was deeply grateful. But when he announced he was leaving for a new position, Arnold was furious, exclaiming, "How could you leave us after all I’ve done for you?" Maxwell realized Arnold hadn't been giving a gift; he had been making a down payment, and he was now calling in the debt. Keeping score poisons relationships by creating obligation, guilt, and entitlement. The antidote is grace—the willingness to forgive, to give without remembering, and to take without forgetting.

Narrator: High-road leaders do not hide behind a facade of perfection. They embrace authenticity, understanding that, as speaker Craig Groeschel says, "People would rather follow a leader who is always real than one who is always right." Authenticity is about being open with your flaws and strengths, valuing character over reputation, and being honest when you make a mistake.

A striking example of this is Jamie Kern Lima, founder of IT Cosmetics. When she got her first big break on the QVC shopping channel, she was advised to use flawless models. Instead, she went on national television and wiped the makeup off her own face, revealing her severe rosacea. This act of raw vulnerability was her turning point. Viewers connected with her authenticity, and her company's sales exploded.

Hand in hand with authenticity is accountability. High-road leaders take ownership of outcomes, both good and bad. They embody the spirit of the sign President Harry Truman kept on his desk: "The Buck Stops Here." They understand that responsibility is about the present task, but accountability is about owning the results afterward. This courage to take ownership, especially for failures, builds immense credibility and trust, which are the bedrock of any healthy leadership environment.

Narrator: Leaders are often said to see more and see it before others. Maxwell argues this isn't a mystical gift but the result of a cultivated big-picture perspective. Seeing the "bigger picture" allows a leader to understand context, anticipate challenges, and connect disparate ideas. Astronaut William Shatner experienced this profoundly after his trip to space. Looking down at the Earth, he was overcome with emotion, describing it as the "most profound experience" he could imagine. This "overview effect" gave him a new, interconnected perspective on life, humanity, and our planet.

This bigger-picture perspective fuels the final practice of a high-road leader: intentionally desiring the best for others. It’s not enough to simply wish people well; a leader must actively work to make it happen. This is exemplified by the legendary basketball player Bill Russell. Despite being a superstar, Russell’s primary focus was on elevating his teammates. He famously said, "The most important measure of how good a game I played was how much better I’d made my teammates play." He used his strength to give strength to others, enlarging their capabilities and empowering them to succeed. This intentional act of service is the ultimate expression of high-road leadership.

Narrator: The central message of The High Road is that leadership is not a set of techniques to be deployed but a fundamental choice about the kind of person one chooses to be. It is the deliberate decision to rise above the divisive, self-serving instincts that dominate so much of our world and to instead commit to a path of service, unity, and grace. It is about understanding that true influence is built not by taking, but by giving; not by being right, but by being real; and not by seeking personal glory, but by desiring the best for others.

The greatest challenge the book presents is that the high road is often the most difficult and least crowded path. In a culture that frequently rewards low-road behavior with short-term gains, choosing to value people, forgive freely, and act with integrity requires immense courage and conviction. The question it leaves us with is not just about leadership, but about life: which road are you traveling, and where is it taking the people who follow you?