360 Leader

“Ability is what you’re capable of doing. Motivation determines what you do. Attitude determines how well you do it.*” Click to edit Master subtitle style

(*Lou Holtz)

The 360° Leader* Leading from the Middle organization. Develop your influence from anywhere in the
Your Boss Your Boss’s Peers Your Boss’s Peers

The “middle” of the organization is often the optimal place to practice, exercise, and extend your influence (99% of all leadership takes place there).

Your Peers

The 360° Leader

Your Peers

Your Peer’s Subordinates Your Subordinates

Your Peer’s Subordinates

The principals of the “360-degree leader”: Lead Up, Lead Across, Lead Down
* Maxwell, John C. The 360° Leader. Nelson Business. 2005

Leadership: a Choice You Make, Not a Place You Sit
You can lead others from anywhere in an organization. For example: at entry level, people will want to follow you by the example you set and how you treat them. True leadership has little to do with your title. It is about:

Who you are The values you demonstrate How well you do your job The quality of relationships you build with co-workers and management

They display a remarkable amount of discipline to unplug all sorts of extraneous junk. If your leader says you must handle it personally. Good to Great You must be ruthless in your judgment of what you should not do.What’s on Your “Stop Doing” List? “Most of us lead busy. And it rarely works. doing – and doing more. do it. do it. If it helps you grow. but undisciplined lives. Those who build the good-to-great companies. trying to build momentum by doing. do it. Just because you like something doesn’t mean it should stay on your “to-do” list: • • • • If it is a strength. made as much use of “stop doing” lists as the “to-do” lists. Focus your time in this way: • 80% of the time – work where you are strongest • 15% of the time – work where you are learning • 5% of the time – work in other necessary . however. doing. Anything else is a candidate for your “stop doing” list. We have ever-expanding “todo” lists.” – Jim Collins.

But. both will escape. the old proverb will be true: if you chase two rabbits. Leaders display emotional reaction based on the impact they want to make on others. Scott Peek Manage your priorities. They know a lot about a lot of things. you won’t value your time. you won’t be able to accomplish the other eight principals) Manage your emotions. . Manage your time. not on how they want to feel. Leading Up “Until you value yourself. Middle leaders are often expected to work long hours to get work done. The best leaders are generalists.” – M. Workers at the bottom often punch a time clock.Especially Valuable Early in Your Career Lead Up Principal #1: Lead Yourself Exceptionally Well (If you can’t accomplish this. Leaders at the top can delegate. unless they prioritize.

A minute of thinking is often more valuable than an hour of unplanned work.Lead Up Principal #1. . ü Burden without action – not being able to do things that really matter ü Conflict without resolution – not being able to deal with what’s the matter ü Manage your thinking. continued Manage your energy. Even people with high energy can have that energy sucked right out of them under difficult circumstances “The ABCs of energy-drain” Activity without direction – doing things that don’t seem to matter. Take time out to think about the real priorities.

If you wish to have your words carry weight. “The greatest enemy of good thinking is busyness” – John C. You can do everything right at work and manage yourself well there. but if your personal life is a mess. Manage your personal life. Maxwell . continued Manage your words. If you have something worthwhile to say. say it briefly and well. then weigh them well. sometimes the best thing to do is stay silent. it will eventually turn everything else sour.Lead Up Principal #1. If you don’t.

Be willing to do what others won’t 4. Become a go-to player (few things elevate a person above his/her peers the way becoming a go-to player does) 9. Be prepared every time you take your leader’s time 7. Invest in relational chemistry (people won’t go along with you if they can’t get along with you) 6. Lighten your leader’s load Additional Lead Up Principals: 3. Do more than manage – lead! (managers work with processes – leaders work with people) 5. Know when to push and when to back off 8. Be better tomorrow than you are today .2.

Leading 3. Contributing 1. 5. Avoid office politics Expand your circle of acquaintances Let the best idea win Don’t pretend you are perfect 5.” – Henry Ford Leading Across 7. Learning 6. Appreciating 1. Verbalizing 4.) Put completing fellows leaders ahead of competing with them Be a friend 4. Practice a leadership “loop” (people always move toward someone who increases them and away from someone who decreases them.1. Succeeding 1. 6. 7. Caring 2. . “Your best friend is he who brings out the best that is within you.

” it may be the first step you need to take. Leading After the first 5 steps. Put yourself in others shoes (“How to Win Friends and Influence People” – Dale Carnegie) 2. They lead people so they can win . 3. 5. you’re in a position to influence. Add value to those around you. Learning Make an effort to get to know people as individuals. Caring If you are not a “people person. Verbalizing Affirm people! Think of your favorite teacher you ever had (that teacher probably made you feel good about yourself!) 6.Leading Across “The Leadership Loop” 1. Contributing Don’t keep your best stuff to yourself. 7. Appreciating See your peers as unique resources and treat them with respect. Succeeding Great leaders don’t use people so they can win. 4.

“Do what’s right! Do the best you can and treat others the way you want to be treated.Leading Across “Lou Holtz” When Lou Holtz was coaching Notre Dame’s football team. . because they will ask three questions: • • • Can I trust you? Do you believe in this? Are you committed to this – have a passion for this? Do you care about me as a person?” If the people around you can answer yes to all those questions. then you have a very good chance of making an impact on their lives. he was quoted as saying.

See everyone as a “10” (see them as who they can become) 3. Develop each team member as a person (cherish the “B” performer and help them develop) 4. Model the behavior you desire 6. but reward only results) .Leading Down 1. Transfer the vision 7. Reward for results (praise effort. Place people in their strength jobs 5. Walk slowly through the halls 2.

360° Leaders Possess Qualities Every Organization Needs Communication – Links to all levels of the organization Security – Finds identity in self. The Self-Assessment Test – Try It! . not position Resourcefulness – Finds creative ways to make things happen 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.

Talent is Never Enough By: John C. Maxwell Click to edit Master subtitle style .

8. 2. 8. 7. 5. 8. Courage – Tests Talent (Churchill/WW II/Spitfires) Teachability – Expands Talent Character – Protects Talent Relationships – Influence Talent Responsibility – Use of Talent Teamwork – Individuals make it to the top only with the help of others… 8. Success = Talent Meeting Opportunity . 8. Belief . 6. 4.To become a Talent-Plus Person you need: 1.Lifts Talent (Joe Namath: SB“III”) Passion .Energizes Talent Initiative – Activates Talent Focus – Directs Talent Preparation – Positions Talent Practice – Sharpens Talent Perseverance – Sustains Talent 8. 3.

but also makes the right decisions to develop and benefit from that talent. the key is figuring out what area you have the most talent in and making the right decisions to maximize that talent. Everyone has talent in some area.A Talent-Plus Person is: • • Someone who not only has talent. .

S. Presidents were in the LowerHalf Club in school. 75% of U.Facts to prove talent alone is never enough • • • • More than 50% of all CEOs of fortune 500 companies had C or C. senators came from the bottom ½ of their classes. More than 50% of millionaire entrepreneurs never finished college! . 65% of all U.averages in college.S.

Few Connect”.000 hits with 70 plus quotes. 2010 *Pre-publication: manuscript posted on Maxwell blog for 11 weeks – 100. Connectors Live What They Communicate II †John C. Connecting Increases Your Influence in Every Situation 2. Maxwell.EVERYONE COMMUNICATES/ FEW CONNECT†* WHAT THE MOST EFFECTIVE PEOPLE DO DIFFERENTLY I Connecting Principles 1. Connectors Connect on Common Ground 7. . Connecting Goes Beyond Words 4. Connecting Is More skill Than Natural Talent Connecting Practices 6. Thomas Nelson. Connecting Is All About Others 3. Connectors Do the Difficult Work of Keeping It Simple 8. Connectors Inspire People 10. Connectors Create an Experience Everyone Enjoys 9. stories and anecdotes adopted into the book. “Everyone Communicates. Connecting Always Requires Energy 5.

Part I CONNECTING PRINCIPLES Click to edit Master subtitle style .

” communicate effectively.in a group .(CONNECTING PRINCIPLES) ( 1 ) Connecting Increases Your Influence in Every Situation We are bombarded with 35. v criteria for understanding the value of people. advancement and promotion .000 messages per day! v “Connecting” is the ability to identify with people and relate to them in a way that increases your influence with them.with an audience .” v Connecting @ 3 Different Levels – Harvard Business .one-on-one (80% to 90% of all connecting) Review It starts with your “ATTITUDE”! .The ability to connect with others begins with “The number one v understand .Jim Collins: “Those who build great companies for professionals is an that the ultimate throttle on growth is…the ability to get and ability to keep enough of the right people.

speakers and ability to see and act on behalf of own importance.Leaders. sense of their others.” v It’s Not About Me! . “Can You Help Me?” 3. they will help you get what you want.Get over yourself – it’s not about you: it’s about them. v v teachers can develop a disproportionate The Three Questions People Always Ask Themselves 1. “Do You Care For Me?” Mutual concern creates connection between people 2.(CONNECTING PRINCIPLES) ( 2 ) Connecting Is All About Others The Light Bulb Moment: “If you first help people get what they want. v Ego Maturity is the . “Can I Trust You?” .

(CONNECTING PRINCIPLES) ( 3 ) Connecting Goes Beyond Words v v v What we say: 7% of what is believed The way we say it: 38% “ “ “ “ What others see: 55% “ “ “ “ Four Components of Connection (1) (2) (3) (4) What People See .Connecting Emotionally (Confidence: Ty Cobb) What People Hear .Connecting Intellectually What People Feel .Connecting Visually (85/15 Principle) What People Understood .Connecting Verbally .

instead of something for somebody.Malcolm Bane .(CONNECTING PRINCIPLES) ( 4 ) Connecting Always Requires Energy Five Ways to Use Energy for Connecting v v v v v Connecting Requires Initiative: Go First (10’ Rule) Connecting Requires Clarity: Prepare Connecting Requires Patience: Slow Down Connecting Requires Selflessness: Give (Joe DiMaggio) Connecting Requires Stamina: Recharge “If you wait until you can do everything for everybody.” . you ‘ll end up not doing anything for anybody.

(CONNECTING PRINCIPLES) ( 5 ) Connecting Is More Skill Than Natural Talent v Relationships Insight Success Ability Sacrifice - Who You Know v What You Know What You Have Done v v What You Can Do How You Have Lived v .

Part II CONNECTING PRACTICES Click to edit Master subtitle style .

” v Thoughtfulness .“I Will Care About People” (If people like you. they will listen to you!) v .“I Will Choose to Spend Time With Others” v Listening .Drucker (“The Father of Modern People like people who Management”): like them.“I Will Listen My Way to Common Ground” v Questions .“I Will Think of Others First” v Openness .(CONNECTING PRACTICES) ( 6 ) Connectors Connect on Common Ground Cultivating a Common Ground Mind-Set Availability . “My greatest strength as a consultant is to be ignorant and ask a few questions.Be Open to What Others Think and Say v Likeability .

(CONNECTING PRACTICES) ( 7 ) Connectors Do the Difficult Work of Keeping It Simple Simplicity: v The measure of a great teacher isn’t what he or she knows. Talk to People. Not Above Them Get to the Point Say It Over and Over Again Say It Clearly Say Less – Give People Clarity or Simplicity v v v v . it’s what the students know.

(CONNECTING PRACTICES) ( 8 ) Connectors Create An Experience Everyone Enjoys Take Responsibility For Your Listeners v Communicate In Their World v Capture People’s Attention From the Start v Activate Your Audience v Say It So It Sticks v Be Visual v Tell Stories – Our Brains Are Programmed Much More for Stories Than v For Abstract Ideas or PowerPoint Slides .

People Need to Know That You Have High Expectations of Them. People Need to Feel Your Passion for the Subject and Them. v .” When a “Communicator” is Able to Bring These Factors Into Alignment. People Need to See Your Conviction.(CONNECTING PRACTICES) ( 9 ) Connectors Inspire People What They Know (+) What They See Inspiration Equation (+) What They Feel Total = Inspiration v “Motivated employees are 87% less likely to leave an organization. It Creates a Synergy That Inspires People.

but they will always remember how you made them feel. Credibility Is the Most Important Issue People will not always remember what you said or what you did. You Must Become the Kind of Person You Would Like to Connect With.(CONNECTING PRACTICES) ( 10 ) Connectors Live What They Communicate v If You Want to Connect Well With People. v v v v . Self Doubt kills Self Confidence Admit Mistakes Be Accountable Lead the Way You Live – For Connectors.

The 5 Levels of Leadership: Proven Steps to Maximize Your Potential. John C. . 2011. Center Street. Maxwell * Maxwell.5 Levels of Leadership John C.

2. People Development Reproduction: People follow because of what you have done for them. 3. . Permission Relationships: People follow you because they want to. Production Results: People follow because of what you have done for the organization. 1. Pinnacle 4. 5.5 Levels of Leadership Respect: People follow because of who you are and what you represent. Position Rights: People follow you because they have to.

It is the only level that does not require ability and effort to achieve. • • • . Position is a poor substitute for influence.Rights: People follow you because they have to. Nothing is wrong with having a leadership position. Anyone can be appointed to a position. 1. Everything is wrong with using a position to get people to follow. Position • Position is the lowest level of leadership – the entry level.

You develop trust. 2. It’s getting to know people and figuring out how to get along with them.” . • • . Permission “The most essential quality for leadership is not perfection but credibility.Rick Warren • When you like people and treat them like they have value. The agenda on Level 2 isn’t preserving position. You can like people without leading them. People must be able to trust you.Relationships: People follow you because they want to. you begin to develop influence with them. but you cannot lead people well without liking them.

nothing hurts.Results: People follow because of what you have done for the organization. 3. Production • Leaders get things done! Work gets done. leaders gain influence and credibility.” – NFL quarterback Joe Namath • • • . “When you’re winning. On Level 3. morale improves. Leading and influencing others becomes fun. goals are achieved. profits go up.

leaders reproduce themselves. Leaders change the lives of the people they lead. 4. The result of Level 4 is reproduction.Reproduction: People follow because of what you have done for them. but because of their ability to empower others. Accordingly. People Development • Leaders become great. their people follow them because of what their leaders have done for them personally. • • . not because of their power. And their relationships are often lifelong.

• • . 5. Level 5 leaders often transcend their position. but the payoff is that Level 5 leaders develop Level 5 organizations. and sometimes their industry. It is the most difficult leadership task of all. Their leadership gains a positive reputation. Pinnacle • Leaders on Level 5 develop people to become Level 4 leaders. They create legacy in what they do.Respect: People follow because of who you are and what you represent. their organization.

Peter Drucker .” .“There are two types of people in the business community: those who produce results and those who give you reasons why they didn’t.

John Maxwell: Word of the Day • “Humility” .

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