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7/31/2019 The 360 Leader
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The 360 Leader
Leading From the Middle
John C. Maxwell
7/31/2019 The 360 Leader
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Myths of Leading from the Middle
The Position Myth: I cant lead if Im not on
top
The Destination Myth: When I get to the
top, then Ill learn to lead
The Influence Myth: If I were on top, then
people would follow me
The Inexperience Myth: When I get to the
top, then Ill be in control
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Myths of Leading from the middle
The Freedom Myth: When I get to the top,
Ill no longer be limited
The Potential Myth: I cant reach my
potential if Im not the top leader
The All or Nothing Myth: If I cant get to the
top, then I wont try to lead
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Challenges Facing 360 Leaders
The Tension Challenge the pressure of
being caught in the middle.
Factors that impact the tension
Empowerment Authority and responsibility
Initiative How to balance initiating vs
overstepping boundaries
Job Parameters Knowledge
Appreciation Who gets the credit
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How to Relieve Tension Challenge
Get comfortable in the middle
Get clear lines of communication
Get quick answers
Maintain trust of the leader
Find a way to relieve stress
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Bad Leadership
The Insecure Leader
The Visionless Leader
The Incompetent Leader
The Selfish Leader
The Chameleon Leader
The Political Leader (see Chameleon)
The Controlling Leader
The Bully Leader
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How to Relieve Bad Leadership
Challenge
Find common ground
Identify and appreciate leaders strengths
Leverage strengths and add value
Get permission to develop a game plan
Expose the leader to good leadershipresources
Publicly affirm the leader
Stay true to yourself
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Leading Up
Be the type of person that others want to follow
Manage emotions
Manage time Until you value your time, you will
not do anything with it M. Scott Peck
Manage priorities
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 areas
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Leading Up
Create a stop doing list
Become a specialist
The ABCs of energy management
Activity without direction doing things thatdont matter
Burden without action not being able to do
things that really matter Conflict without resolution not being able todeal with the issue
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Leading Up
THINK
Make your words have value
LISTEN
Create balance in your life Do your job well
For every problem you identify, bring a solution
Be honest tell the leader what they need to
hear, not what they want to hear Stand up for the leader
Stand in for the leader
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Leading Across
Expand your circle of acquaintances
beyond:
Your inner circle
Your expertise
Your strengths
Your personal prejudices
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Leading Across
Take an interest in people
Get to know people
Respect people
Add value to people
Fill in their gaps
Share with others
Invest in their growth Take them along
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Leading Across
Affirm people compliment in public, be genuine
Enjoy healthy competition it creates camaraderie
Be a friend
Listen
Find an interest not related to work
Be available outside business hours
Have a sense of humor Be truthfulA friend is one who warns you
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Leading Across
When the eagle are silent, the parrotsbegin to jabber, W. Churchill avoidoffice politics
Evade petty arguments Stand up for whats right not popular
Maximize your vantage point from the middle,look at all sides of the issue
Be credible and consistent
Let the best idea win
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Leading Across
Be Real/Authentic
Admit your faults
Ask for advice
Be open to learning from others
Put away pride and pretense (BE REAL)
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Leading Down
Slow down
Express that you care
Create balance of personal andprofessional interest
Pay attention when people start to avoid
you Its about the people. Tend to the people,
they will tend to the business
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Leading Down
See everyone as a 10 not a 2
Catch them doing something right
Believe the best
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Leading Down
Develop each team member as a person.Remember please, that development is along term process
Discover each persons dreams Lead each person uniquely
Facilitate each persons self knowledge
Engage in hard conversations readily
CELEBRATE
Empower and prepare them for leadership
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Leading Down
Discover their strengths
Give them the right job
Provide world class training
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Leading Down
Model desired behavior
The leaders
Behavior determines the culture
Attitude determines the atmosphere
Values determines the decisions
Investment determines the return Work ethic determines the productivity
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Leading Down
Transfer the Vision with
Clarity
Connection to past, present and future
Purpose
Goals
Stories (STAR)
Passion
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Leading Down
Reward for results
Praise publicly and privately talk is cheap
unless you back it up with money
Remember please, you get what you pay for
Reward individually
Give perks beyond pay
Promote
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Team Building
Visionary leaders are willing to hire peoplebetter than themselves
Wise leaders shape people into teams
Wise leaders listen
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Without a Leader
Vision is lost
Decisions are delayed
Agendas multiply Conflicts are extended
Morale is low
Production is reduced Success is difficult
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Qualities of 360 Degree Leaders
Adaptability
Discernment
Perspective
Communication
Security
Servanthood
Resourcefulness
Maturity
Endurance
Countability