2. About the Book
John Calvin Maxwell (born 1947) is an author, speaker,
and pastor who has written more than 60 books,
primarily focusing on leadership.
This book has 320 pages and
6 Sections
Published in 2005
Published by Thomas Nelson Inc.
U.S.A.
3. 360 Degree Leadership:
Leading Up, Down, and Across the Organization
V.C.
Peers Peers
Faculty
“The reality is that 99 percent of all leadership
occurs not from the top, but from the middle
of an organization.” John Maxwell
H.O.D
4. Section 1: The Myths of Leading From the
Middle of the Organization
Myth #1: The Position Myth: "I can't lead if I am not at the
top."
Myth #2: The Destination Myth: "When I get to the top, then
I'll learn to lead."
Myth #3: The Influence Myth: "If I were on top, then people
would follow me."
Myth #4: The Inexperience Myth: "When I get to the top, I'll
be in control."
Myth #5: The Freedom Myth: "When I get to the top, I'll no
longer be limited."
Myth #6: The Potential Myth: "I can't reach my potential if I'm
not the top leader."
Myth #7: The All-or-Nothing Myth: "If I can't get to the top,
then I won't try to lead."
5. How to resolve those Myths
Understand that the true measure of leadership is
influence, nothing else.
Build relationships and gain influence naturally.
Leadership is a choice you make, not a place you
sit.
Leadership development is a dynamic process,
and you cannot just wait on being given a
position to start to lead.
The right to lead must be earned individually with
each person that you meet.
6. The Five Levels of Leadership
1) Position: People follow because they have to.
Your influence will not extend beyond your lines of authority.
2)Permission: People follow because they want to.
People will follow you beyond your stated lines of authority.
3)Production: People follow because of what you have done
for the organization.
People like you and what you are doing.
4)People Development: People follow because of what you
have done for them.
Here your focus is on developing others; you mentor them and help them
and you make them more valuable.
5)Personhood: People follow because of who you are and
what you represent.
Few people make this level, and only others can put you here. It takes years
of working through the other five levels, growing people and organizations.
7. 1) The Tension Challenge: The Pressure of Being
Caught in the Middle
Factors That Impact the Tension
Empowerment - How much authority/responsibility does your leader give
you, and how clear are the lines of authority?
Initiative – How do you balance initiating and not overstepping your
boundaries? How do you know when to push back and how hard to push?
Environment – What is the leadership DNA of the organization and the
leader?
Job Parameters – How well do you know your job and how to do it?
Appreciation – Can you live without the credit?
Section 2: The Challenges 360 Degree Leaders Face
8. How to Relieve the Tension Challenge
Become Comfortable with the Middle
Know What to “Own” and What to Let Go
Find Quick Access to Answers When Caught in the Middle
Never Violate Your Position or the Trust of the Leader
Find a Way to Relieve Stress
9. 2) The Frustration Challenge:
Following an Ineffective Leader
“Your job is not to fix the leader; it’s to add value.”
Maxwell notes there are many types of ineffective leaders; insecure, visionless,
incompetent, selfish, chameleon, political, and controlling ones.
Solution: Add value to the leader.
1) Develop a Solid Relationship With Your Leader
2) Identify and Appreciate Your Leader’s Strengths
3) Commit to Adding Value to Your Leader’s Strengths
4) Get Permission to Develop a Game Plan to Complement
Your Leader’s Weaknesses
5) Expose Your Leader to Good Leadership Resources
6) Publicly Affirm Your Leader
10. 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 Did Not Create It
7) The Influence Challenge
The solution is to become the kind of leader other people want to
follow. And what kind of leader is that?
People Follow Leaders They Know—Leaders Who Care
People Follow Leaders They Trust—Leaders With Character
People Follow Leaders They Respect—Leaders Who Are
Competent
People Follow Leaders They Admire—Leaders With
Commitment
11. Section 3: The Principles 360 Degree Leaders
Practice To Lead Up
Lead-Up Principle #1: Lead Yourself Exceptionally Well
Lead-Up Principle #2: Lighten Your Leader's Load
Lead-Up Principle #3: Be Willing to Do What Others Won't
Lead-Up Principle #4: Do More than Manage - Lead!
Lead-Up Principle #5: Invest in Relational Chemistry
Lead-Up Principle #6: Be Prepared Every Time You Take Your
Leader's Time
Lead-Up Principle #7: Know When to Push and When to Back
Off
Lead-Up Principle #8: Become a Go-To Player
Lead-Up Principle #9: Be Better Tomorrow than You Are Today
12. Section 4: The Principles 360 Degree Leaders Practice
To Lead Across
Lead-Across Principle #1: Understand, Practice, and
Complete the Leadership Loop
Lead-Across Principle #2: Put Completing Fellow Leaders
Ahead of Competing with Them
Lead-Across Principle #3: Be a Friend
Lead-Across Principle #4: Avoid Office Politics
Lead-Across Principle #5: Expand Your Circle of
Acquaintances
Lead-Across Principle #6: Let the Best Idea Win
Lead-Across Principle #7: Don't Pretend You're Perfect
13. Lead-Across Principle #1: Understand, Practice, and
Complete the Leadership Loop
1. Caring (Take An Interest In People)
6. Leading
(Influence People)
5. Verbalizing (Affirm People)
4. Contributing
Add Value To People
3. Appreciating
(Respect People)
2. Learning
(Get To Know People)
7. Succeeding
(Win With People)
14. Lead-Across Principle #3: Be a Friend
Listen!
Find Common Ground Not Related to Work
Be Available
Have A Sense of Humor
Tell the Truth When Others Don’t
15. Section 5: The Principles 360 Degree Leaders Practice
To Lead Down
Lead-Down Principle #1 Walk Slowly Through the Halls
Lead-Down Principle #2 See Everyone As a "10"
Lead-Down Principle #3 Develop Each Team Member
as a Person
Lead-Down Principle #4 Place People in Their Strength
Zones
Lead-Down Principle #5 Model the Behavior You
Desire
Lead-Down Principle #6 Transfer the Vision
Lead-Down Principle #7 Reward for Results
16. Lead-Down Principle #1 Walk Slowly Through
The Halls
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
17. Lead-Down Principle #2 See Everyone As A “10”
Give Them The “10” Treatment
See Them As Who They Can Become
Let Them “Borrow” Your Belief In Them
Catch Them Doing Something Right
Believe The Best – Give Others The Benefit Of The
Doubt
18. Lead-Down Principle #3 Develop Each Team Member
As A Person
See Development As A Long Term Process
Discover Each Person’s Dreams and Desires
Use Organizational Goals For Individual Development
Help Them Know Themselves
Be Ready To Have A Hard Conversation
Celebrate The Right Wins
Prepare Them For Leadership
19. Lead-Down Principle #4 Place People In Their
Strength Zones
Discover Their True Strengths
Give Them The Right Job
Identify The Skills They Need And Provide World Class
Training
20. Lead-Down Principle #5 Model The Behavior You
Desire
Your Behavior Determines The Culture
Your Attitude Determines The Atmosphere
Your Values Determine The Decisions
Your Investment Determines The Return
Your Character Determines The Trust
Your Work Ethic Determines The Productivity
Your Growth Determines The Potential
21. Lead-Down Principle #6 Transfer The Vision
Important Elements
Clarity
Connection of Past, Present, and Future
Purpose
Goals
Stories
Passion
22. Lead-Down Principle #7 Reward For Results
Give Praise Publicly and Privately
Don’t Reward Everyone The Same
Give Perks Beyond Pay
Promote When Possible
Remember You Get What You Pay For
23. Section 6: The Value of 360 Degree Leadership
Value #1 A Leadership Team Is More Effective than Just
One Leader
Value #2 Leaders Are Needed at Every Level of the
Organization
Value #3 Leading Successfully at One Level Is a Qualifier
for Leading at the Next Level
Value #4 Good Leaders in the Middle Make Better Leaders
at the Top
Value #5 360-Degree Leaders Possess Qualities Every
Organization Needs
24. Conclusion
Remember That Leadership is About Influence
Develop Yourself---Formulate a Plan
Invest Your Time and Energy In Others
Help and Add Value To Your Leader(s)
Cultivate A Leadership Mindset
Recognize and Reward Excellence
Notas del editor
Notes on: Destination Myth: Leaders develop daily, not in a day. Better to make leadership mistakes that are small rather than large.
Influence Myth: Does everyone follow people with leadership positions? Here is a test: make a suggestion about how to accomplish some task in your department. Take note of how receptive people are to your idea. Do they embrace it, or immediately dismiss it? Next do the same thing outside your department and note results.
Inexperience Myth: You will not have control at the top. Everyone is accountable to someone, and even if not, influence succeeds beyond authority.
The Freedom Myth: As you move up in authority, responsibilities increase, sometimes more than the authority.
The Potential Myth: Reality: most people will never be the top leader. How many of you think you will be Chancellor? How about President?
The All or Nothing Myth: You can impact others right where you are. In most cases, leading where you are leads to advancement.