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99% of

leadership
all
happens in the middle
You can learn to make an

+
im pact
even if you report to someone
who is not a good leader
 Need to lead in 3
directions–
 Need to lead in 3
directions–
 Need to lead in 3
directions–
The true measure of leadership is

influence
nothing more, nothing less
 You must earn
the right to lead
Dis position
NOT
Some things to think about:
1) Can you think of any examples of
middle leaders, who clearly exert an
influence beyond the bounds of their
position?
2) How would you rate your influence
in all three directions (up, across and
down)?
Success – need 2

learn s much
s u can about
leadership b
leadership position
4u have a
If you do not try out your
leadership and decision
making skills when the
stakes are low
 you are likely to get in trouble when the cost
of making a mistake is high
 A position
gives you a
chance, but it
cannot
guarantee
influence --
that must be
earned
 A
position
doesn’t
make a
leader
 A leader

can
make
the
position
Some things to think about:
1) How can one prepare for leadership before
gaining a leadership position?
2) Can you think of any leaders who have
acquired more influence than their position
holds?
Or conversely, of any leaders who have
squandered the influence appropriate to their
position?
 The higher you
go the more
you realize
how many
factors control
the
organization
@ the top U need
ever bit of

influence
U can muster
 It doesn’t
matter what
job you do
or what

po sition
you obtain–
you WILL have
limits
 The amount of
responsibility
you have
increases
faster than the
authority
you are
granted
 You must tailor
your responses
to a greater
variety
of
people
to maximize
their potential
 Your rights
decrease as
your
responsibilities
increase
Customer,
worker,
leader, CEO
Some things to think about:
1) How much control do you have over your
daily work? How much is dictated by
organisational needs and the needs of the
people you work with?
2) Do you agree that an individual's rights
become restricted as they work their up the
organisational ladder?
 Strive for the

top of
your
game, not
the top of the
organization
 Example given is
Cheney – “You plug
him in and he works
anywhere. He just
has a real good way
of fitting in and
working his
environment.”
 “I believe that
individuals can
become better
leaders

wher ever
they are
You can change people’s lives .
You can be
someone who

+ value
 You can learn to

influence
people at
every level of the
organization– even
if you never get to the
top
 By

helping
others,
you can help
yourself.”
 By

helping
others,
you can help
yourself.”
Some things to think about:
1) Can you think of anyone who has made a great
contribution to some organisation from a
position other than the top?
2) Would you agree with Maxwell "that individuals can
become better leaders wherever they are... You can
change people's lives. You can be someone who adds
value. You can learn to influence people at every level
of the organisation - even if you never get to the top"?
How might that perspective apply to you in your
current position?
support the leader ,

+ value to the organization, and

distinguish urself
from the rest of the pack by doing your work with excellence
Manage ur

emo
r
Manage u

time

Manage ur
(85% on your strengths, 15% learning,
5% other)
Manage your

energy
Manage your

thinking
Manage ur
Manage ur

personal
life
 Do ur own j b o



well 1 st
When you find a problem, provide a solution
Tell ‘em what the need to hear not what they want to hear
Go the extra mile
 Stand up for the leader whenever you can
 Stand in for the leader whenever you can
 Ask how you can lift the load
Some things to think about:
1) Have you ever worked for or with
someone who did not lead themselves
well? What was
the effect that they had on you and others
in the organisation?
2) Which of these seven areas do you
struggle most with? What one, practical
step might
you take to address this?
When u find a

problem
, provide a

solution
Tell ‘em what
they need 2

hear not what


they want to hear
G o
for the leader
whenever u can
Stand
in for the leader
whenever you can
Stand
in for the leader
whenever you can
Ask how u can

lift the

load
Some things to think about:
1) Do you have a friend or family member who is
always prepared to help you out, and who adds value
to your life? What is their impact/influence as a result of
this attitude?
2) Can you think of any other ways in which you might
help someone in leadership in any organisation in
which you are involved (possibly using your instincts as
Maxwell suggests)?
3) Which of these practical techniques (1-7 above, or
your answer to question 2) could you
put into practise?
Take the

tough
jobs
Pay
ur
dues
B willing 2 work in

obscurity
Succeed with

diffi cult

pe ople
Put urself on the

line
 Admit

fau
but…
s
lt
D o > ex pec ted
Be the 1 st

step up
& help
Do tasks that are

not ur job
Take
responsibility
Some things to think about:
1) Do you know someone with a
"whatever-it-takes" attitude? What is their
impact on their
organisation?
2) How would you handle being asked to
do something that is not part of your job
description?
Think

long
term
See the
larger
context

(bi g
picture)
sh boundaries
Pu
Watch the

in tangibles
Rely on ur

in tuition
Invest

po
in others
wer
C urself as
Some things to think about:
1) Can you think of a situation where an
organisation has experienced a problem,
where the cause lay not with the obvious,
but with "intangibles“?
Listen 2
leader’s
heartbeat–
what makes them

tick
Know the
leader's

priorities
Catch their

enthus iasm
Support their

vision
Conne ct
with their
interests
Understand their

p erson ality
Earn their

tr ust
Learn to work
with their
weaknesses
Respect their

fam ily
Some things to think about:
1) What are the things that make you
laugh/cry/sing? What are the things that
make your
leader laugh/cry/sing?
2) What are your leader's weaknesses?
How could you work with them, or around
them?
Invest 10 x
Don’t make the

boss think
4u
Bring
something
2 the

tabl e
When asked to
speak, don’t

wing it
L earn 2 speak
their

l anguage
Get 2 the
bottom line
a return on their

in v stment
e
Some things to think about:
1) Do you ask good questions? How can
you make a more effective contribution to
meetings with your leader?
2) There can be a tension between getting
to the point and allowing time for a
relationship to
grow and develop. How can one manage
this effectively?
Dou know
something
that the boss needs to know
but doesn’t?
Is time
running

o ut?
Are your responsibilities at

risk?
Can you help the
boss

wi n ?
Promoting

own
agenda
Already made your

p o in t
Risk is placed on

everyone but

u
Atmosphere says

n
Timing is

o nly
right 4 U
Request

ex ee c
the relationship
ds
Some things to think about:
1) Is your primary inclination to push too
hard, or to remain silent or back off too
easily?
How can you develop a better balance?
2) Getting the timing right is a critical
skill. How does one "hasten slowly" in
practice?
Produce when--

The pressure is
on
Produce when—

Resources
are

few
Produce when

Momentum
is l ow
 Produce when—
 Load is

heavy
Produce when—

Leader is

absent
Produce when—

Time is

limit ed
Some things to think about:
1) How do you react to high-pressure
situations?
2) Can you think of someone who is a
consistent "momentum maker"? How do
they do
this?
Be >
gro wth
oriented
Less

goal
oriented
People will listen

Competence >
cre dibility >
influence
Your

al ue

increases
Your po
increases
tential
Learn,
talk, &
practice ur
craft 2day
Some things to think about:
1) Have you ever had a sense that
you had "arrived"? What was the
outcome?
2) Who do you admire as a leader?
How might you be able to benefit from
spending some intentional time with
them?
 Find, gather, recruit and enlist followers
 Care- take an

i nterest
in p eople
take an
interest in
people
Learn- get to know
people and their

strengths
Appreciate-

respect
people
+ value
to people
Verbalize-

affirm
people
Lead-
influence
people
Succeed-

win
with
people
Some things to think about:
1) Can you think of a person who increases (or
decreases) you? What is your reaction to them?

2) How would the people around you answer the


three questions "(1) Can they trust you?
(2) Do you believe in this? Are you committed to
this - have a passion for this? (3) Do you
care about them?"?
Acknowledge ur

natural
desire 2

compete
Embrace healthy

competition
Put competition in its

proper
place
 Know where

to draw
the l ine
Some things to think about:
1) How competitive are you naturally? How
easy do you find it to channel your
competitiveness in productive/healthy
ways?
2) Have you ever experienced unhealthy
competition within an organisation?
What was the result?
isten
L
Find common
o
ground n t
related to work
Be available
beyond business
hou rs
Have a sense of

h um r o
truth
Tell the

when others

don’t
Some things to think about:
1) How good a listener are you? How
has this affected your relationships?
2) How easy do you find it to tell others
difficult truths? How would you react to
someone pointing out a failing in your
own conduct at work?
A void
g ossi p
Stay away
fr petty arguments
Stand up for what
is

right,
not just for
what is
popular
ook @ all
L
sides of the
s
is ue
 Don’t

protect
your turf
Say what u

mean
& mean what u
say
Some things to think about:
1) Do you know someone who gossips?
What is their impact on the organisation,
and on you?
2) Do you know someone who could be
described as an "office statesman"? What
sets them apart from office politicians?
x
E pand beyond

ur inner circle
x
E pand

beyond ur

e xpertise
 E xpand
beyond ur
strengths
 Expand
beyond your

pe rsonal
j
e udices
pr
x
E pand beyond ur

routine
Some things to think about:
1) How easy do you find making new
contacts and friends? How can you
extend your current circle of
acquaintances?
2) To what extent have you let your
prejudices, routines, strengths, etc. shape
your networking? How can you start to
overcome any such obstacles?
Ideas have
in ectual,
tell

physical &
emotional
investment
 Listen to

all ideas
 Never
settle for

just 1
Look 4 ideas in

un usual
places
Don’t let personality

overshadow
pu rpose
Pro tect
creative
people &
their ideas
Don’t take
rejection
pers onally
Some things to think about:
1) Do you agree with Harvey Firestone
that ""Capital [and experience aren't] so
important in business... What is important
is ideas"?
2) How easy do you find it to let go of your
own idea when a better, competing idea
comes along? Do you take the rejection
personally?
Admit ur
faults
Ask 4

ad vice
Worry
less
about what
others think
 Be o pen 2

learning fr others
u
P t aw ay
pride &

pret ense
Some things to think about:
1) Can there be too much honesty and
openness in a working relationship?
2) How open are you about your
weaknesses and failings? Do you
think these things would really be a
surprise to those who work with you?
 Take the time and effort to earn influence with
your followers just as you do with those over

no
whom you have

authority
S lo w
down- travel @
their

s peed
Express
a
that u c re
 Create a
healthy

ba lance
of personal &

pro
interest
Pay attention
when people start

avoiding u
Tend to
the people
& they will tend
to the
business
Some things to think about:
1) How easy do you find it to slow down and
connect with people in informal, every-day
situations? How could you improve in this
area?
2) How much of an interest should one take
in personal matters in the workplace?
Where does this balance lie for you?
 See them as who

they can
become
 Let them borrow
your

belief
in them
 Catch them

doing
something

right
Believe the Best -
G ive others the
 Realize there are

d ifferen t
outcomes that are

a 10
 Treat them

like a 10
Build people up by

n o
E c uragement
Give people credit by

A cknowledge
Ex press

sincere

ti u
gra t de
Some things to think about:
1) Who was your favourite teacher?
Why?
2) How easy do you find it to see the
best in others?
Can any of the tips above help you to
improve in this area?
 This is a long

term
p sroce s
What are their
dreams &
desi e r s?
 L ead each
1
diff erently
Link
organizational goals

and indi vidual


development
H elp them
o
kn w

the mselves
 Be ready to have

hard
conversations
Celebrate the
right wins
 Teach what they need
to grow and develop
Prep are them for

ers
lead hip

C 1, do 1,
teach 1
Some things to think about:
1) How could organisational goals be
harnessed to help you or someone whose
development you are responsible for to
grow? What steps can you take to bring
about the alignment of gaol, strength and
opportunity?
2) Is there a "hard conversation" you need
to have? What is holding you back?
 Discover their

true
strengths
Give them
 Identify
the skills
they need
and
provide
world-class
training
Some things to think about:
1) Would you agree that working in your strength
zone is likely to produce more personal
fulfilment, both at work and in the rest of your life?
2) "If you could be doing anything, what would it
be?" Are you playing to your strengths?
What would need to be changed to provide you
with a better "fit"?
ur behavior
termines the
de

c ultu re
ttitu
ur a de
determines the

atmosphere
Your values
determine the
decisions
 Your
investment
determines
the
return
What is worse than
training your people

and losing
them?
Not training them
and

keeping
them.
Your
character
determines
the

trust
 Your work ethic
determines the
productivity
Ur growth
determines the
potential
Some things to think about:
1) Draw up a list with three columns headed "What I
Am", "What I Do" and "Results" like
Maxwell did and fill in the rows for yourself. If you
are not seeing the results you want (listed in the third
column) how can you focus on the corresponding
qualities and actions in order to bring about the
results?
2) Can you think of a really positive, optimistic leader
(or perhaps a really pessimistic one) you have
encountered? How marked was the leader's impact
on the organisational atmosphere?
 Clarity
 Connection of
P, P &
Future
 Purpose
 Goals
 Challenge
 Stories
 Passion
Some things to think about:
1) Can you think of an example of a vision that has
been accompanied by great passion?
What was the effect of this on attaining the vision?
2) Would you agree with the characterisation of
large organisations as a collection of smaller
organisations, and that good middle-leadership
can help in bringing about rapid change in the
overall organisation? What is the role of middle-
leadership in this scenario?
Give praise
publicly and
privately
Give >
just praise
 Don’t reward
everyone the
same
 Give perks

beyond
pay
Promote
when possible
 Remember
you get what
you pay for
Some things to think about:
1) How much of this chapter does apply in a
school context? Is it appropriate for a
school to use business-like performance-
based remuneration practices?
2) Do you think it is fair to reward two people
equally when their productivity levels differ
significantly? Why?
 For teams to
develop at every
level, you need
leaders at every
level
 Hire people
better than
yourself

Gianfranco Lanci
 Shape your
people into a
team
 Empower
the team
Listen 2 ur
team
1 is too
small a
number to achieve

gre atne ss
Some things to think about:
1) Would you be prepared to hire someone at a
higher salary than your own? [Consider it
carefully!] Why?
2) Do you agree with Maxwell's analysis of the
trends in leadership from "management" to
"individual leadership" to "team leadership"?
What supports or refutes the view that the
current emphasis is on team leadership?
Everything rises and falls on
leadership. Without a leader—

Vision is
lost
Everything rises and falls on leadership.
Without a leader—

Decisions
r
difficult
A gendas
r

multiplied
 Everything rises and falls
on leadership. Without a
leader—

Co nflicts
are

e xt ended
Everything rises and falls on
leadership. Without a
leader—

Mo rale is
l o w
Everything rises and falls on
leadership. Without a
leader—

Production
is reduced
Everything rises and falls on
leadership. Without a
leader—

Success
is
difficult
Some things to think about:
1) Do you have any experience of a
group that has had no leader? Would
you agree with the consequences that
Maxwell outlines in this chapter?
2) If "vision leaks", how can a leader
maintain it?
 Leadership is a

journey
that starts where
you are , not
where you want to
be
The skills are the
same, just the field
of play is
different
Great responsibilities
only come after you
handle small ones well

"with great power comes great responsibility."


You are creating a

resume
for going to the

next level
If you can lead
volunteers well,
you can lead
almost anyone
Some things to think about:
1) How well are you fulfilling your current
responsibilities? Is there something you
could be doing better in order to develop
your leadership abilities?
2) Would you agree that leading
volunteers is a good test of true leadership
ability? Why?
+ag ood
lea der, get a
g ood team
Good leaders in the middle

+v 2

leaders above
them
Good leaders in the middle

Re lease top
leaders to f ocus
on pri orities
Good leaders in the middle
Motivate top
leaders to

continue
g r ow ing
Good leaders in the middle

Gi v e the

organization
af utu re
Some things to think about:
1) Do you agree that finding the most
effective teams in an organisation is a
good way of locating the best leaders?
Why?
2) Is the competitive aspect referred to
in point 5 above healthy? Why?
Adaptability
Quickly adjusts to
change
Discernment
Understands the real
issues
Perspective
Sees beyond their own
vantage point
 Adaptability
 Discernment

 Perspective
 Communication
 Security
 Servant hood
 Resourcefulness
 Maturity
 Endurance
 Accountability/Dependability
Communication
Links to all levels
Security
Finds id in Self, not
Position
Servant hood
Does whatever it takes
Resourcefulness
Find creative ways to make
things happen
Maturity
Puts the team before
self
Endurance
Remains consistent in
character & competence
over the long haul
Countability
Can be counted on when it
counts
Some things to think about:
1) Are you an "early, middle and late
adapter"? How could you improve your
adaptability?
2) What images or examples does the
term "servant-leader" bring to your
mind? Are they positive or negative?