The 360

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The 360 LeaderDeveloping Your Influence from
Anywhere in the Organization

• Dr. John C. Maxwell

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The 360 Leader

• Leadership Myths
• Leadership Challenges
• Lead-Up Principles
• Lead-Across Principles
• Lead-Down Principles
• Leadership Values

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The Position Myth

• I cant lead if Im not at the top.

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The Destination Myth

• When I get to the top, then Ill learn to lead.

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The Influence Myth

• If I were on top, then people would follow me.

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The Inexperience Myth

• When I get to the top, Ill be in control.

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The Freedom Myth

• When I get to the top, Ill no longer be
  limited.

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The Potential Myth

• I cant reach my potential if Im not the top
  leader.

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The All-or-Nothing Myth

• If I cant get to the top, then I wont try to
  lead.

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The Tension Challenge

• The pressure of being caught in the middle.

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The Key to Navigating the Tension Challenge

• Learn to lead despite the restrictions others
  have placed on you.

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Factors that Impact Tension

• Empowerment
• Initiative
• Environment
• Job Parameters
• Appreciation

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Relieving the Tension Challenge

• Become comfortable with the middle
• Know what to own and what to let go
• Find quick access to answers
• Never violate your position or trust with the
  leader
• Find a way to relieve stress

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The Frustration Challenge

• Following an Ineffective Leader

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The Key to Navigating the Frustration Challenge

• Your job isnt to fix the leader its to add
  value. If the leader wont change, then change
  your attitude or your work address.

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Leaders No One Wants to Follow

• The Insecure Leader
• The Visionless Leader
• The Incompetent Leader
• The Selfish Leader

• The Chameleon Leader
• The Political Leader
• The Controlling Leader

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Middle Leaders Add Value

• Develop a solid relationship with your leader
• Identify and appreciate your leaders strengths
• Commit yourself to adding value to your leaders
  strengths

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Middle Leaders Add Value

• Get permission to develop a game plan to
  complement your leaders weaknesses
• Expose your leader to good leadership resources
• Publicly affirm your leader

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The Multi-Hat Challenge

• One HeadMany Hats

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The Key to Navigating the Multi-Hat Challenge

• Knowing what hat to put on and then enjoying the
  challenge.

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The Pressure of Wearing Many Hats

• People at the bottom of an organization
• People at the top of an organization
• People in the middle of an organization

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Handling the Multi-Hat Challenge

• Remember that one hat sets the context when
  interacting with others
• Dont use one hat to accomplish a task required
  for another hat
• When you change hats, dont change your
  personality

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Handling the Multi-Hat Challenge

• Dont neglect any hat you are responsible to
  wear
• Remain flexible

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The Ego Challenge

• Youre Often Hidden in the Middle.

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The Key to Navigating the Ego Challenge

• Remember that consistently good leadership gets
  noticed.

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Handling the Ego Challenge

• Concentrate more on your duties than on your
  dreams
• Appreciate the value of your position
• Find satisfaction in knowing the real reason for
  the success of a project

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Handling the Ego Challenge

• Embrace the compliments of others in the middle
  of the pack
• Understand the difference between self-promotion
  and selfless promotion

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The Fulfillment Challenge

• Leaders Like the Front More Than the Middle

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The Key to Navigating the Fulfillment Challenge

• Leadership is more disposition than position
  influence others from wherever you are.

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Why Leaders Like the Front

• The front is the most recognized position for a
  leader
• The view is better from the front
• Leaders in front get to determine the direction

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Why Leaders Like the Front

• Leaders can set the pace
• Leaders enjoy being in on the action

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How to be Fulfilled

• Develop strong relationships with key people
• Define a win in terms of teamwork
• Engage in continual communication
• Gain experience and maturity
• Put the team above your personal success

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The Vision Challenge

• Championing the Vision Is More Difficult When You
  Didnt Create It

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The Key to Navigating the Vision Challenge

• The more you invest in the vision, the more it
  becomes your own.

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Responding to the Vision Challenge

• Attack it
• Ignore it
• Abandon it

• Adapt to it
• Champion it
• Add value to it

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The Influence Challenge

• Leading Others Beyond Your Position is Not Easy

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The Key to Navigating the Influence Challenge

• Think influence, not position.

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People Follow Leaders

• They know leaders who care
• They trust leaders with character
• They respect leaders who are competent
• They can approach consistent leaders
• They admire leaders with commitment

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Lead Yourself Exceptionally Well

• Lead-Up Principle 1

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Self-Management

• Emotions
• Time
• Priorities
• Energy

• Thinking
• Words
• Personal Life

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Lighten Your Leaders Load

• Lead-Up Principle 2

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Lifting Your Leaders Load

• Shows you are a team player
• Shows gratitude for being on the team
• Makes you part of something bigger
• Gets you noticed
• Increases your value and influence

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How to Lift Your Leaders Load

• Do your own job well first
• When you find a problem, provide a solution
• Tell leaders what they NEED to hear, not what
  they WANT to hear
• Go the second mile

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How to Lift Your Leaders Load

• Stand up for your leader whenever you can
• Stand in for your leader whenever you can
• Ask your leader how you can lift the load

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Be Willing to do What Others Wont

• Lead-Up Principle 3

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Doing What Others Wont 360 Leaders

• Take the tough jobs
• Pay their dues
• Work in obscurity
• Succeed with difficult people
• Put themselves on the line

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Doing What Others Wont 360 Leaders

• Admit faults but never make excuses
• Do more than expected
• Are the first to step-up and help
• Perform tasks that are not their job
• Take responsibility for their responsibilities

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Do More Than Manage - Lead

• Lead-Up Principle 4

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Moving Beyond Management

• Leaders think longer term
• Leaders see within the larger context
• Leaders push boundaries
• Leaders put emphasis on intangibles

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Moving Beyond Management

• Leaders learn to rely on intuition
• Leaders invest power in others
• Leaders see themselves as agents of change

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Invest in Relational Chemistry

• Lead-Up Principle 5

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Leading Connecting

• Listen to your leaders heartbeat
• Know your leaders priorities
• Catch your leaders enthusiasm
• Support your leaders vision
• Connect with your leaders interests

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Leading Connecting

• Understand your leaders personality
• Earn your leaders trust
• Learn to work with your leaders weaknesses
• Respect your leaders family

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Be Prepared Every Time You Take Your Leaders Time

• Lead-Up Principle 6

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Be Prepared

• Invest 10x
• Dont make your boss think for you
• Being something to the table
• When asked to speak, dont wing it

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Be Prepared

• Learn to speak your boss language
• Get to the bottom line
• Give a return on your leaders investment

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Know When to Push and When to Back Off

• Lead-Up Principle 7

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When to Push Forward

• Do I know something my boss doesnt but needs
  to?
• Is time running out?
• Are my responsibilties at risk?
• Can I help my boss win?

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When to Back Off

• Am I promoting my own personal agenda?
• Have I already made my point?
• Must everyone but me take the risk?
• Does the atmosphere say no?
• Is the timing right only for me?
• Does my request exceed our relationship?

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Become a Go-To Player

• Lead-Up Principle 8

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Go-To Players Produce When

• The pressures on
• When resources are few
• When the momentum is low

• When the load is heavy
• When the leader is absent
• When the time is limited

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Be Better Tomorrow Than You Are Today

• Lead-Up Principle 9

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How Growth Helps You Lead

• The better you are, the more people listen
• The better you are, the greater your value today
• The better you are, the greater your potential
  for tomorrow

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How to Become Better Tomorrow

• Learn your craft today
• Talk your craft today
• Practice your craft today

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Understand, Practice, and Complete the Leadership
Loop

• Lead-Across Principle 1

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The Leadership Loop

• Caring Take an interest in people
• Learning Get to know people
• Appreciating Respect people
• Contributing Add value to people

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The Leadership Loop

• Verbalizing Affirm people
• Leading Influence people
• Succeeding Win with People

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Put Completing Fellow Leaders Ahead of Competing
with Them

• Lead-Across Principle 2

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Balancing Competing Completing

• Acknowledge your natural desire to compete
• Embrace healthy competition
• Put competition in its proper place
• Know where to draw the line

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Be a Friend

• Lead-Across Principle 3

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To Teamwork, Add Friendship

• Friendship is the foundation of influence
• Friendship is the framework for success
• Friendship is the shelter against sudden storms

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How to Be a Friend

• Listen!
• Find common ground not related to work
• Be available beyond business hours
• Have a sense of humor
• Tell the truth when others dont

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Avoid Office Politics

• Lead-Across Principle 4

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Two Ways to Get Ahead

• Production
• Depend on how they grow
• Focus on what they do
• Become better than they appear
• Provide substance
• Do whats necessary
• Control their destiny
• Grow into the next level
• Base decisions on principles

• Politics
• Depend on who they know
• Focus on what they say
• Appear better than they are
• Take shortcuts
• Do whats popular
• Let others control their destiny
• Hope to be given the next level
• Base decisions on opinions

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Avoiding Political Damage

• Avoid gossip
• Stay away from petty arguments
• Stand up for whats right, not just for whats
  popular

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Avoiding Political Damage

• Look at all sides of the issue
• Dont protect your turf
• Say what you mean, and mean what you say

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Expand Your Circle of Acquaintances

• Lead-Across Principle 5

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How to Expand Your Circle

• Expand beyond your Inner Circle
• Expand beyond your expertise
• Expand beyond your strengths
• Expand beyond your personal prejudices
• Expand beyond your routine

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Let the Best Idea Win

• Lead-Across Principle 6

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Investment in Ideas

• Intellectual Investment
• Physical Investment
• Emotional Investment

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Leading to the Best Idea

• Listen to ALL ideas
• Never settle for just one idea
• Look in unusual places for ideas

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Leading to the Best Idea

• Dont let personality overshadow purpose
• Protect creative people and their ideas
• Dont take rejection personally

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Dont Pretend Youre Perfect

• Lead-Across Principle 7

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Getting Real in Competition

• Admit your faults
• Ask for advice
• Worry less about what others think
• Be open to learning from others
• Put away pride and pretense

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Walk Slowly Through the Halls

• Lead-Down Principle 1

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Tips for Leading Down

• Slow Down
• Express that you care
• Create a healthy balance of personal and
  professional interest
• Pay attention when people start avoiding you
• Tend to the people, and they will tend to the
  business

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See Everyone as a 10

• Lead-Down Principle 2

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Thinking the Most of People

• See them as who they can become
• Let them borrow your belief in them
• Catch them doing something right

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Thinking the Most of People

• Believe the best give others the benefit of the
  doubt
• Realize that 10 has many definitions
• Give them 10 treatment

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Develop Each Team Member as a Person

• Lead-Down Principle 3

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Developing Your People

• See development as a long-term process
• Discover each persons dreams and desires
• Lead everyone differently
• Use organizational goals for individual
  development

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Developing Your People

• Help them know themselves
• Be ready to have a hard conversation
• Celebrate the right wins
• Prepare them for leadership

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Place People in Their Strength Zones

• Lead-Down Principle 4

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Placing People - Strengths

• Discover their true strengths
• Give them the right job
• Identify the skills theyll need and provide
  world-class training

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Model the Behavior You Desire

• Lead-Down Principle 5

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The Leaders Impact

• Your behavior determines the culture
• Your attitude determines the atmosphere
• Your values determine the decisions
• Your investment determines the return

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The Leaders Impact

• Your character determines the trust
• Your work ethic determines the productivity
• Your growth determines the potential

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Transfer the Vision

• Lead-Down Principle 6

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Interpreting the Vision

• Clarity
• Connection
• Purpose
• Goals

• Challenge
• Stories
• Passion

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Reward for Results

• Lead-Down Principle 7

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Effectively Rewarding Results

• Give praise publicly and privately
• Give more than just praise
• Dont reward everyone the same

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Effectively Rewarding Results

• Give perks beyond pay
• Promote when possible
• Remember that you get what you pay for

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A Leadership Team is More Effective Than Just One
Leader

• Value 1

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Leaders Who Build Teams

• Visionary leaders are willing to hire people
  better than themselves
• Wise leaders shape their people into a team
• Secure leaders empower their teams

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Leaders Who Build Teams

• Experienced leaders listen to their teams
• Productive leaders understand that one is too
  small a number to achieve greatness

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Leaders Are Needed at Every Level of the
Organization

• Value 2

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What Happens Without a Leader

• Vision is lost
• Decisions are delayed
• Agendas are multiplied
• Conflicts are extended

• Morale is low
• Production is reduced
• Success is difficult

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Leading Successfully at One Level is a Qualifier
for Leading at the Next Level

• Value 3

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Becoming the Best 360 Leader

• Leadership is a journey that starts where you
  are, not where you want to be
• Leadership skills are the same, but the league
  of play changes
• Great responsibilities come only after handling
  small ones well

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Becoming the Best 360 Leader

• Leading at your current level creates your resume
  for going to the next level
• When you can lead volunteers well, you can lead
  almost anyone

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Good Leaders in the Middle Make Better Leaders at
the Top

• Value 4

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Making Better Leaders

• Every time you add a good leader, you get a
  better team
• Every time you add a good leader, ALL the leaders
  in an organization get better
• Good leaders in the middle add value to the
  leaders above the them

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Making Better Leaders

• Good leaders in the middle release top leaders to
  focus on their priorities
• Good leaders in the middle motivate leaders above
  them to continue growing
• Good leaders in the middle give the organization
  a future

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360 Leaders Possess Qualities Every Organization
Needs

• Value 5

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Qualities of 360 Leaders

• Adaptability quickly adjusts to change
• Discernment understands the real issues
• Perspective sees beyond their own vantage
  point
• Communication links to ALL levels of the
  organization

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Qualities of 360 Leaders

• Security finds identity in self, not position
• Servanthood does whatever it takes
• Resourcefulness finds creative ways to make
  things happen

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Qualities of 360 Leaders

• Maturity puts the team before self
• Endurance remains consistent in character and
  competence over the long haul
• Countability can be counted on when it counts