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360-Degree Leadership

Chuck Terrell\'s 360-Degree Leadership presentation, Staff Leadership Academy, June 2008, Richmond, VA

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360-Degree Leadership

  1. 1. STAFF LEADERSHIP ACADEMY <ul><li>June, 2008 </li></ul>
  2. 2. THE 360° LEADER <ul><li>Developing your influence from anywhere in the organization </li></ul>360°
  4. 4. LIST 3 LEADERS WHO HAVE HAD A GREAT IMPACT ON THEIR ORGANIZATION OR ENVIRONMENT: <ul><li>1 </li></ul><ul><li>2 </li></ul><ul><li>3 </li></ul><ul><li>Reality is that 99 percent of all leadership occurs not from the top but from the middle of an organization. </li></ul><ul><li>Only 360-Degree Leaders influence people at every level of the organization. </li></ul>
  5. 5. People I Report To People on the Same Level People on the Same Level People who Work for Me
  6. 6. LEADERSHIP MYTHS <ul><li>I can’t lead if I am not at the top. </li></ul><ul><li>When I get to the top, then I’ll learn to lead. </li></ul><ul><li>If I were on top, then people would follow me. </li></ul><ul><li>When I get to the top, I’ll be in control. </li></ul><ul><li>When I get to the top, I’ll no longer be limited. </li></ul><ul><li>I can’t reach my potential if I’m not the top leader. </li></ul><ul><li>If I can’t get to the top, then I won’t try to lead. </li></ul>
  7. 7. ANSWER THE FOLLOWING QUESTIONS AS TRUE OR FALSE <ul><li>My position within the organization limits my ability to lead others. ____ </li></ul><ul><li>The opportunity to lead will come only when I’m at the top of my organization. ___ </li></ul><ul><li>My influence with others is directly related to my title. ____ </li></ul><ul><li>It is “out-of-line” to try to influence those above me, and I resent it when someone who reports to me tries to influence me. ____ </li></ul>
  8. 8. TRUTH <ul><li>Building relationships with others on a team to gain influence naturally has a greater impact than possessing a title. </li></ul>
  9. 9. THE FIVE LEVELS OF LEADERSHIP <ul><li>Personhood </li></ul><ul><li>People Development </li></ul><ul><li>Production </li></ul><ul><li>Permission </li></ul><ul><li>Position </li></ul>
  10. 10. POSITION <ul><li>Rights </li></ul><ul><li>People follow because they have to. </li></ul><ul><li>NOTES: Your influence will not extend beyond the lines of your job description. The longer you stay here, the higher the turnover and lower the morale. </li></ul>
  11. 11. PERMISSION <ul><li>Relationships </li></ul><ul><li>People follow because they want to. </li></ul><ul><li>NOTE : People will follow you beyond your stated authority. This level allows work to be fun. Caution: Staying at this level without rising will cause highly motivated people to become restless. </li></ul>
  12. 12. PRODUCTION <ul><li>Results </li></ul><ul><li>People follow because of what you have done for the organization. </li></ul><ul><li>NOTE: This is where success is sensed by most people. They like you and what you are doing. Problems are fixed with very little effort because of momentum. </li></ul>
  13. 13. PEOPLE DEVELOPMENT <ul><li>Reproduction </li></ul><ul><li>People follow because of what you have done for them. </li></ul><ul><li>NOTE: This is where long-range growth occurs. Your commitment to developing leaders will ensure ongoing growth to the organization and </li></ul><ul><li>to people. Do whatever you can to achieve an stay on this level. </li></ul>
  14. 14. PERSONHOOD <ul><li>Respect </li></ul><ul><li>People follow because of who you are and what you represent. </li></ul><ul><li>NOTE : This step is reserved for leaders who have spent years growing people and organizations. Few make it. Those who do are bigger than life. </li></ul>
  15. 15. TRUE AND FALSE REVIEW <ul><li>If you answered True to question 1 or 3, consider the following: </li></ul><ul><li>If you answered True to question 2 or 4, consider the following: </li></ul>
  16. 16. THE DESTINATION MYTH <ul><li>True or False </li></ul><ul><li>To learn leadership skills I must first be in a position of leadership. ___ </li></ul><ul><li>It’s too risky to emerge as a midlevel leader. If I make mistakes at my current level, I’ll never be given the opportunity to move up in the organization. ___ </li></ul><ul><li>There is no need to prepare for a leadership position that I may never reach. ___ </li></ul><ul><li>I’ll have time to learn about leadership when I’m placed in a position of leadership. ___ </li></ul>
  17. 18. TRUE OR FALSE <ul><li>If you answered True to question 1 or 2, consider the following: </li></ul><ul><li>If you answered True to question 3 or 4, consider the following: </li></ul>
  18. 19. THE INFLUENCE MYTH <ul><li>“ If I were on the top, then people would follow me.” </li></ul><ul><li>People who have no leadership experience have tendency to overestimate the importance of a leadership title. A position gives you a chance. </li></ul>
  19. 20. THE INEXPERIENCE MYTH: <ul><li>“ When I get to the top, I’ll be in control.” </li></ul><ul><li>Ok, be honest. Have you ever found yourself saying something like: “You know, if I were in charge, we wouldn’t have done this, and we wouldn’t have done that. </li></ul><ul><li>Position does not give you total control—or protect you. Many factors control the organization. </li></ul><ul><li>Are you seeing the big picture? </li></ul>
  20. 21. THE FREEDOM MYTH <ul><li>“ When I get to the top, I’ll no longer be limited.” </li></ul><ul><li>When you move up in an organization, the weight of your responsibility increases. The amount of responsibility you take on increases faster than the amount of authority you receive. </li></ul><ul><li>Good leaders go to their people, connect, find common ground, and empower them to succeed. So in some ways, leaders have less freedom as they move up, not more. </li></ul>
  21. 22. CEO LEADER WORKER CUSTOMER Rights Responsibilities
  22. 23. THE POTENTIAL MYTH <ul><li>“ I can’t reach my potential if I’m not the top leader.” </li></ul><ul><li>People should strive for the top of their game, not the top of the organization. Each of us should work to reach our potential, not necessarily the main office in administration. Sometimes you can make the greatest impact from somewhere other than first place. </li></ul>
  23. 24. THE ALL-OR-NOTHING MYTH <ul><li>“ If I can’t get to the top, then I won’t try to lead.” </li></ul><ul><li>If I can’t be the captain of the team, then I’ll take my ball and go home. </li></ul><ul><li>Start believing that you can become a better leader wherever you are. Be improving your leadership, you can impact your organization, an you can change people’s lives. You can be someone who adds value Look for someone to whom you can add value this week. </li></ul>
  24. 25. 360-DEGREE LEADERS PRACTICE TO: <ul><li>Lead Up </li></ul><ul><li>Lead Across </li></ul><ul><li>Lead Down </li></ul>
  25. 26. TO LEAD UP <ul><li>Lead yourself exceptionally well </li></ul><ul><li>Lighten your leader’s load </li></ul><ul><li>Be willing to do what others won’t </li></ul><ul><li>Do more than manage—LEAD </li></ul><ul><li>Invest in relational chemistry </li></ul><ul><li>Be prepared every time you take your leader’s time </li></ul><ul><li>Know when to push and when to back off </li></ul><ul><li>Become a go-to-player </li></ul><ul><li>Be better tomorrow than you are today </li></ul>
  26. 27. TO LEAD ACROSS <ul><li>Understand, practice, an complete the leadership loop </li></ul><ul><li>Put completing fellow leaders ahead of competing with them </li></ul><ul><li>Be a friend </li></ul><ul><li>Avoid office politics </li></ul><ul><li>Expand your circle of acquaintances </li></ul><ul><li>Let the best idea win </li></ul><ul><li>Don’t pretend you’re perfect </li></ul>
  27. 28. TO LEAD DOWN <ul><li>Walk slowly through the halls </li></ul><ul><li>See everyone as a “10” </li></ul><ul><li>Develop each team member as a person </li></ul><ul><li>Place people in their strength zones </li></ul><ul><li>Model the behavior you desire </li></ul><ul><li>Transfer the vision </li></ul><ul><li>Reward for results </li></ul>
  28. 29. 360° LEADERSHIP <ul><li>Only 360-Degree Leaders influence people at every organization. By helping others, they help themselves. </li></ul>
  29. 30. I went on a search to become a leader. I searched high and low. I spoke with authority. People listened. But alas, there was one who was wiser than I, and they followed that individual.          I sought to inspire confidence, but the crowd responded, “ Why should I trust you? ”         I postured, and I assumed the look of leadership with a countenance that flowed with confidence and pride. But many passed me by and never noticed my air of elegance. I ran ahead of the others, pointed the way to new heights. I demonstrated that I knew the route to greatness. And then I looked back, and I was alone.          “ What shall I do? ” I queried. “ I ’ ve tried hard and used all that I know. ” And I sat down and pondered long. And then I listened to the voices around me. And I heard what the group was trying to accomplish. I rolled up my sleeves and joined in the work. As we worked, I asked, “ Are we all together in what we want to do and how to get the job done? ”         And we thought together, and fought together, and we struggled towards our goal.          I found myself encouraging the fainthearted. I sought the ideas of those too shy to speak out. I taught those who had little skill. I praised those who worked hard. When our task was completed, one of the group turned to me and said, “ This would not have been done but for your leadership. ” At first, I said, “ I didn ’ t lead. I just worked with the rest. ” And then I understood, leadership is not a goal. It ’ s a way to reaching a goal. I lead best when I help others to go where we ’ ve decided to go. I lead best when I help others to use themselves creatively. I lead best when I forget about myself as leader and focus on my group … their needs and their goals. To lead is to serve … to give … to achieve together.                                                  - Anonymous  

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Chuck Terrell\'s 360-Degree Leadership presentation, Staff Leadership Academy, June 2008, Richmond, VA


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