There are motivational writers and motivational speakers, and then there's John Maxwell. John has been called America's No. 1 leadership authority by the American Management Association, and has won the Mother Teresa Prize for Global Peace and Leadership from the Luminary Leadership Network. He has trained more than 6 million leaders in 196 countries.

John Maxwell literally wrote the book -- or more accurately, 13 books -- on leadership. He's written dozens of other books on relationships, preparation and other subjects. But his latest book, "Intentional Living," is an absolute must-read, no matter what occupation you are in.

I've known John for many years, and he never fails to amaze me with his energy and passion for living. And now, he has generously documented his formula for the benefit of all.

Drawing on the assumption that everyone wants his or her life to matter, John explains how age, wealth and fame are not necessary ingredients for making a positive impact on the world.

Rather, he says, the key to living a life that matters is being "intentional." John writes, "If you possess the desire to make a difference, place a high value on people, and are willing to team up with others, significance is within your reach."

John's inspiration came from a gift his assistant gave him 40 years ago. It was a book titled "The Greatest Story Ever Told." But when he opened it, he was surprised to find all the pages were blank. Between the pages she had included a note that read: "John, your life is before you. Fill these pages with kind acts, good thoughts and matters of your heart. Write a great story with your life."

So that's exactly what he did. John was determined to make every day matter.

He writes: "We should never let what we cannot do keep us from doing what we can do. A passive life does not become a meaningful life."

In other words, he challenges us to start small, but dream big.

John is a master list-maker. His advice is easy to follow, because he lays out the important elements of an intentional life. He includes plenty of self-evaluation questions, and identifies the trade-offs that lead to greater opportunities.

I was especially taken with John's analogy about positive anticipation. "To me, living a life that matters is like building a house," he writes. "The process started as I opened the first door, which was 'I want to make a difference.' Once I went through that first doorway ... I discovered some wonderful ways that I could make a difference in the lives of others."

He goes on to add a second room: doing something that makes a difference. That room led him to discover his strengths, like leading, communicating and connecting.

The third door was doing something that makes a difference with people who make a difference. "This new room was filled with people who were potential partners in significance," he explains. "I'm grateful for this because of my personal limitations. Alone I can do only so much."

For many years, his house of significance had just three rooms. Then he found another door of opportunity: at a time that makes a difference. He says, "People who open this door live with intentionality ... They are living the significance cycle: anticipation, action, abundance, anticipation, action, abundance."

In short, John has removed all the excuses that can sabotage an intentional life.

One of my favorite sayings, courtesy of Charlie "Tremendous" Jones, is that our lives basically change in two ways: the people we meet and the books we read. I've collected friends and networked vigorously, and my library is bursting at the seams with self-improvement and inspirational books.

And no matter how many books I read, I realize that nothing will change until I make up my mind to change. I can't rely on anyone else to do it for me. I have to make the best of my opportunities, and create opportunities when none seem to exist.

Mackay's Moral: It's not enough to have good intentions; you have to live them.

I am convinced that "trust" is the most important five-letter word in business -- not "sales" or "money." Trust can be fragile, especially in the workplace. Once it's broken, few companies, managers or employees ever win it back.

At every level of every organization, workers need to understand the importance of keeping their word and living up to the organization's values. Customers and co-workers want to know they can depend on management. Trust between managers and employees is crucial to the long-term enthusiasm, loyalty and productivity of the company.

If you have ever been on the receiving end of a broken promise or a warranty that doesn't cover whatever is wrong with your item, you understand all too well why trust is central to a working relationship.

And although I preach this message constantly, I'm always surprised at the people and companies that just don't get it -- they think the rules don't apply to them. Believe me, they do.

The late management consultant and author Peter Drucker once wrote of trust: "In the ethics of interdependence there are only obligations, and all obligations are mutual obligations. Harmony and trust -- that is, interdependence -- require that each side be obligated to provide what the other side needs to achieve its goals and to fulfill itself."

Your "trust fund" grows in many large and small ways. To develop a healthy balance of trust in your work relationships, make these "deposits" every day:

-- Tell the truth. Never assume that certain people "can't handle the truth." Be as honest with your employees as you expect them to be with you. If you get caught in a lie, your employees won't trust you. You may get a second chance, but don't count on it.

-- Share information. By demonstrating that you are willing to keep employees informed, you help them make good decisions on their own. And it builds their confidence while increasing their willingness to actively participate in the growth of the organization.

-- Speak one-on-one with employees. There's no better way to build a relationship of trust than through personal, face-to-face contact.

-- Resolve conflicts quickly. Whether a dispute is between two employees or two departments, promptly resolving the situation will prevent its escalation and minimize disruption of productivity. Better yet, allow the disputing parties to find a solution. Doing that shows you trust them to use their best judgment.

-- Avoid showing favoritism. Equal treatment must be practiced to promote trust, teamwork and respect.

-- Don't guess when you don't know an answer. When you make a mistake, admit it so you can move on and start fixing it. Honesty is the best way to show people you're dependable. Be straightforward. Admit that you don't have a ready answer rather than waffling or throwing out a haphazard reply that lacks credibility.

-- Show flexibility in your decision-making. Make exceptions to the rules when common sense dictates it. And consider unusual alternatives for problems that can't be resolved by typical methods.

-- Put other people's interests before yours. Focus on what's best for your organization and people, not just on what will benefit you and your career. When employees see your good intentions, they'll often make heroic efforts on your part.

-- Keep your promises. Don't commit to a promise you can't deliver. Think about what's realistic, and do your best to live up to your word. Your employees will notice.

-- Behave ethically. Do the right thing in all your dealings with others. Stand up for your employees, and at the same time, refuse to accept anything but the best from them -- and from yourself.

A remarkable example of trust exists in the deep blue sea, in an arrangement between the shark and the pilot fish. Sharks, as we know, will eat almost any ocean dweller -- except for the pilot fish. In fact, they invite pilot fish to join them for -- not as -- lunch. The smaller fish act as an automatic toothpick and eat the leftover food between the sharks' mighty teeth.

In this unlikely partnership, the shark gets clean teeth and the pilot fish get nourishment. Both swim away satisfied, trusting that the next encounter will be just as successful.

Mackay's Moral: For any successful working relationship, trust is a must.

A construction worker walked up to the reception desk at a doctor's office and was asked why he was there.

"I have shingles," he replied.

The receptionist asked for his name, address and insurance information and told him to have a seat.

Ten minutes later, a nurse called his name, took him back to the examining room and asked him again why he came to the office. Again, he answered, "I have shingles." She asked him some medical questions and told him to stay there until he could be seen.

A short while passed, and a different nurse entered the room, took his blood pressure and temperature, and asked him to change into a gown. She assured him the doctor would see him shortly.

Thirty minutes later, the doctor finally appeared. He said, "I understand you have shingles. Where are they?"

The construction worker replied, "Outside in my truck. Where do you want them? And can I get dressed now?"

Talk about a breakdown in communication!

It's been said that a message sent is only as good as the receiver's perception of it.

Verbal communications tend to create confusion and misunderstanding for a very simple reason: the 500 most commonly used words in the English language have more than 14,000 definitions.

To make communication really work, we have to make sure the people we're talking to clearly understand what we are saying, and that we understand it just as clearly. Communication requires effective sending and receiving. To avoid a breakdown in communications, break down your message so that everyone can understand it.

The most basic yet crucial leadership skill is communication. From time to time, re-evaluate your performance in these fundamental areas: speaking, listening, writing, leading meetings and resolving conflict.

Good verbal skills are essential. You have to be able to explain your requests, instructions, ideas and strategies to people inside and outside your organization. Look for opportunities to hone your speaking skills at conferences, in meetings and among friends. Pay attention to the people around you. Repeat and paraphrase what they say to make sure you understand -- and to show that you take their opinions seriously.

The paper trail you leave tells people a lot about how clearly you think and express yourself. Don't send even the simplest email without rereading it critically to be sure it says exactly what you want it to say.

Sharpen your ability to keep meetings on track and elicit productive comments. You should encourage other people to share their ideas without letting discussions meander aimlessly. Remember that every meeting should begin with a solid agenda and conclude with a commitment for action. And it is helpful to circulate a written recap so that no details are overlooked and everyone has the same information.

Conflict can be subtle, but you still must defuse it if you want things to get done. You'll use a lot of the skills already discussed to encourage people to open up and clear the air about their disagreements. Maintaining good communication is most important when conflicting ideas arise. Don't shy away from the disagreements: Often, a combination of ideas can result in a great outcome.

Finally, never underestimate the value of not saying something. Silence can be a very effective form of communication, and can prevent problems. Even carefully chosen words can be turned against you.

Consider the challenge said to have once faced Thomas Edison. A big company wanted to buy one of his inventions. But Edison had no idea how much he should ask for it, so he requested a few days to think about the price.

Edison and his wife discussed the offer. He was stunned when his wife suggested he ask for $20,000, a huge price tag in those times. But he agreed to float that figure.

When he met with the company representatives, he intended to ask for $20,000. But he just couldn't get the number out, and remained silent. After an uncomfortable silence, the Western Union rep finally said, "How about $100,000?" For the second time in a few days, Edison was stunned. His silence said much more than his words.

Mackay's Moral: Talk is cheap, but misunderstandings can be costly.