The 360º Leader (Section 1 of 6)

““The 360º Leader” The 360º Leader” book by John Maxwellbook by John MaxwellPresented by Greg MakowskiPresented by Greg Makowski

The middle of an organization is often the optimal place to practice, exercise and

extend your influence!

Section 1) The Seven Myths of Leading from the Middle of an

Organization1

Brown Bag ObjectivesBrown Bag ObjectivesProvide a taste of the material

The book is 300+ pages Cover only the first section - of six sections

in the book

Motivate and Engage the audience elicit 30-second stories from the audience

that relates to the points being made

(RINGING cell phones result in a $10 donation to the Leukemia and Lymphoma Society, www.LLS.org)

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The The 360º 360º

Leader Leader

Your Boss’s Peers

Your Boss’s Peers

Your Boss

Your Peers

Your Peers

Your Subordinates

Your Peer’s Subordinates


3www.360degreeLeader.com

Section 1: The Myths of Section 1: The Myths of Leading from the Middle of Leading from the Middle of an Organizationan Organization

1) The POSITION Myth“I can’t lead if I am not at the top”

2) The DESTINATION Myth“When I get to the top, then I’ll learn to lead”

3) The INFLUENCE Myth“If I were on top, then people would follow me”

4) The INEXPERIENCE Myth“When I get to the top, I’ll be in control”

5) The FREEDOM Myth“When I get to the top, I’ll no longer be

limited”

6) The POTENTIAL Myth“I can’t reach my potential if I’m not the top

leader”

7) The ALL-OR-NOTHING Myth“If I can’t get to the top, then I won’t try to

lead”

Q) Show of hands:

Who has fallen into

any of these Myths, or can

relate emotionally?

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1) The POSITION Myth1) The POSITION Myth“I can’t lead if I am not at the top”“I can’t lead if I am not at the top”

“Leadership” and “position” are not directly tied to each other

Leadership can develop over time as influence naturally builds.◦ The “right to lead” must be earned

Leadership is a choice you make, not a place you sit.

Introduced in the book “Developing the Leader Within You” are…◦ 5 levels of leadership development

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1) The POSITION Myth1) The POSITION Myth5 levels of Leadership Development5 levels of Leadership Development

1.1) Position [Rights]◦People follow you because they have to◦ Influence doesn’t extend beyond the lines of

your job description.◦The longer you stay at this level, they higher

the turnover, and the lower the morale.

1.2) Permission [Relationships]◦People follow you because they want to◦… beyond your stated authority◦This levels allows work to be fun◦Staying at this level to long causes highly

motivated people to be restless.6


1.3) Production [Results]◦People follow you because they of what you

have done for the organization◦This is where success is sensed by most

people◦Problems are fixed with little effort because

of momentum.

1.4) People Development [Reproduction]◦People follow you because of what you have

done for them.◦This is where long-range growth occurs.◦Your commitment to developing leaders will

ensure ongoing growth.◦Do whatever you can to achieve this level.

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1.5) Personhood [Respect]◦People follow you because of who you

are and what you represent.◦This step is reserved for leaders who

have spent years growing people and organizations.

◦Few make it.◦Those who do are larger than life.

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Leadership Leadership (by Scott Adams)(by Scott Adams)

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2) The DESTINATION Myth2) The DESTINATION Myth“When I get to the top, then I’ll learn “When I get to the top, then I’ll learn to lead”to lead”

When John Maxwell meets some people socially, and describes his writing and speaking, some say◦“When I become a leader, I will read some

of your books”

If you want to succeed, then you need to learn as much as you can about leadership before you have a leadership position.◦Analogy with training for a marathon◦Learned in the trenches◦Mistakes made in the middle have smaller

stakes10

3) The INFLUENCE Myth3) The INFLUENCE Myth“If I were on top, then people would “If I were on top, then people would follow me”follow me”

You can grant someone a position…

But you cannot grant them real leadership.

Influence must be earned.

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3) The INFLUENCE Myth3) The INFLUENCE Myth“If I were on top, then people would “If I were on top, then people would follow me”follow me”

President Woodrow Wilson had a housekeeper who constantly lamented that she and her husband didn’t possess more prestigious positions in life

One day she approached the president after she heard the Secretary of Labor had resigned

“My husband is perfect – ◦He is a laboring man, knows what labor

is.◦If you appointed my husband, he would

be influential”12

4) The INEXPERIENCE Myth4) The INEXPERIENCE Myth“When I get to the top, I’ll be in “When I get to the top, I’ll be in control”control”

Have you ever thought…◦If I were in charge, we wouldn’t have

done X, but Y instead?

Good News: your desire is the mark of a leader

Bad News: without experience being the top person, you would likely overestimate the amount of control you have at the top 13

4) The INEXPERIENCE Myth4) The INEXPERIENCE Myth“When I get to the top, I’ll be in “When I get to the top, I’ll be in control”control”

It can be easy to think life “at the top” is easier

In 1998, Fortune named Carly Fiorina the most powerful woman executive in the US◦She was CEO of HP

In 2002, she orchestrated a merger with Compaq, to compete with Dell.◦Things didn’t go as well for the next 2 years.

In December 2004, she was very upbeat◦Two months later, the board asked for her

resignation 14

Madeleine Albright:◦“I prefer the term SMART POWER

instead of SOFT POWER”

Scott Adams:

What Others Say about Power and What Others Say about Power and InfluenceInfluence

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5) The FREEDOM Myth5) The FREEDOM Myth“When I get to the top, I’ll no longer be “When I get to the top, I’ll no longer be limited”limited”

Related Myths◦When I get to the top, I’ll have it made.

◦When I finally finish climbing the corporate ladder, I’ll have time to rest.

◦When I own the company, I’ll be able to do whatever I want.

◦When I’m in charge, the sky will be the limit!

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In many organizations, as you move up the ladder, you may even find that the amount of responsibility you take on increases faster

than the amount of authority you receive.

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… SMART POWER instead of SOFT POWER


CEO

Leader

Worker

Customer

RightsDECREASE

as you climbin the

organization

Rights Responsibilities

ResponsibilitiesINCREASE

as you climbin the

organization

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6) The POTENTIAL Myth6) The POTENTIAL Myth“I can’t reach my potential if I’m not the “I can’t reach my potential if I’m not the top leadertop leader””

How many kids say … ?◦“Someday, I want to grow up to be vice

president of the United States”

The First Monster.com commercial◦“When I grow up, I want to crawl my way

up to middle management”http://www.youtube.com/watch?v=rJB0CzlzSwY monster - first commercial.mp4

People should strive for the◦Top of their game, not the top of the

organization 19

6) The POTENTIAL Myth6) The POTENTIAL Myth“I can’t reach my potential if I’m not the “I can’t reach my potential if I’m not the top leadertop leader””

Dick Cheney◦White House chief of staff to President Ford◦6 term congressman from Wyoming◦Secretary of Defense to 2nd President Bush◦Vice President◦Inconspicuous, off to the side, backing up a

flashier partner

All the credentials for President …◦But the top position is not his best role.◦He is an excellent 360º leader

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7) The ALL-OR-NOTHING Myth7) The ALL-OR-NOTHING Myth“If I can’t get to the top, then I won’t try “If I can’t get to the top, then I won’t try to lead”to lead”

“If I can’t be the captain of the team, then I’ll take my ball and go home”

Consider 6 men featured in Fortune in August of 2005 – on civil rights◦Their battles occurred in corporate

America◦They lead their way into the executive

suite of companies such as Exxon, Phillip Morris, Marriott, General

Foods, TIAA-CREF21

The The 360º 360º

Leader Leader

Your Boss’s Peers

Your Boss’s Peers

Your Boss

Your Peers

Your Peers

Your Subordinates



22www.360degreeLeader.com

Questions? Discussions….

Section 2) Section 2) Challenges 360º Leaders Challenges 360º Leaders FaceFace

1. The Tension Challenge: The pressure of being caught in the middle

2. The Frustration Challenge: Following an Ineffective Leader

3. The Multi-Hat Challenge: One head, many hats

4. The Ego Challenge:You’re often hidden in the middle

5. The Fulfillment Challenge:Leaders like the front more than the middle

6. The Vision Challenge:Championing the vision is more difficult when you didn’t create it

7. The Influence Challenge:Leading others beyond your position is not easy 23

Section 3) Section 3) Principles to Lead UpPrinciples to Lead Up

1. Lead yourself Exceptionally Well2. Lighten your Leader’s Load3. Be Willing to Do What Others Won’t4. Do More than Manage—Lead!5. Invest in Relational Chemistry6. Be Prepared Every time you Take your

Leader’s Time (10x rule)7. Know When to Push and When to Back

Off8. Become a Go-To Player9. Be Better Tomorrow than you are Today24

Section 4) Section 4) Principles to Lead AcrossPrinciples to Lead Across

1. Understand, Practice and Complete the Leadership Loop

2. Put Completing Fellow Leaders Ahead of Competing with Them

3. Be a Friend4. Avoid Office Politics5. Expand Your Circle of Acquaintances6. Let the Best Idea Win7. Don’t Pretend You’re Perfect

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Section 5) Section 5) Principles to Lead DownPrinciples to Lead Down

1. Walk Slowly Through the Halls2. See Everyone as a “10”3. Develop Each Team Member as a Person4. Place People in Their Strength Zones5. Model the Behavior You Desire6. Transfer the Vision7. Reward for Results

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Section 6) Section 6) The Value of 360º LeadersThe Value of 360º Leaders

1. A Leadership Team is More Effective Than Just One Leader

2. Leaders are Needed at Every Level of the Organization

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

4. Good Leaders in the Middle Make better Leaders at the Top

5. 360º Leaders Possess Qualities Every Organization Needs

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Business

The 360º Leader (Section 1 of 6)