This presentation is a summary of section 2 (of 6) of the book "The 360º Leader" by best-selling author John C Maxwell. Challenges and solutions include: * Tension (the pressure of being caught in the middle), * Frustration (following an ineffective leader), * Multi-Hat (one person – demands and expectations from all quarters), * Ego (being hidden in the middle), * Fulfillment (stuck in the middle, when would rather be in front), * Vision (how to champion it when you did not create it), * Influence (influencing others whom you do not manage).

1. “The 360º Leader”
The 360 Leader
book by John Maxwell
Presented by Greg Makowski
The middle of an organization is often the optimal
place to practice, exercise and extend your influence!
Section 2) The Seven Challenges
360º Leaders Face
1

2. Brown Bag Objectives
Provide a taste of the material
The b k i
Th book is 300+ pages
Cover only the 2nd section - of six sections in the
book, ~75 p g
, pages
Motivate and Engage the audience
elicit 30- 60 second stories from the audience that
relates to the points being made
p g
Seek out WISDOM OF THE GROUP
(RINGING cell phones result in a $10 donation to the Leukemia
( G G $ 0
and Lymphoma Society, www.LLS.org)
2

3. Your Boss
Your Boss’s Your Boss’s
Peers Peers
Your Peers The 360º Your Peers
Leader
Your Peer’s Your Peer’s
Subordinates Subordinates
S b di
Your Subordinates
Y S b di t
www.360degreeLeader.com 3

4. Section 2: The Challenges 360º Leaders Face
360º
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:
MULTI-HAT
One Head… Many Hats
4) The EGO Challenge:
) g
You’re Often Hidden in the Middle
5) The FUFILLMENT Challenge:
Like the Front More than the Middle
6) The VISION Challenge:
Championing the Vision When You Didn t Create It
Didn’t
7) The INFLUENCE Challenge:
Leading Others Beyond Your Position is Not Easy 4

5. 1) The TENSION Challenge:
The Pressure of Being Caught In the Middle
1.1) Empowerment: How much authority and Responsibility does
the p
person above g you, and how clear are the lines?
give y ,
In the book It’s Your Ship, former Navy Captain Michael Abrashoff reported:
“When I took command of Benfold, I realized no one could make every decision. I
drew a Line in the sand
sand.
If the consequences of the decision could result in injury, or waste of taxpayer’s
money, I had to be consulted.
I would stand by my crew, hopefully they would learn from their mistakes. Th
ld db h f ll h ld l f h i i k The
more responsibility they were given, they more they learned.”
1.2) Initiative:
) How do you balance Initiating and Not Overstepping
y g pp g
your Boundaries?
Good leaders rarely think in terms of boundaries; they think of
opportunities
You need to realize the stronger your desire to initiate, the greater potential
for tension 5

6. 1) The TENSION Challenge:
The Pressure of Being Caught In the Middle
1.3) Environment: What is the leadership DNA?
Military; mom & pop; fortune 500; startup
Personality of leader (i.e. Abrashoff)
Assess your environment, be self-aware
Can you thrive and/or adapt to the environment?
1.4) Job Parameters: How well do you know your job, and how to
do it?
The less familiar the work, the greater the tension
The m re vague the e ectati ns the greater the tension
more a e expectations, reater tensi n
1.5) Appreciation: Can you live without the credit?
“What’s causing so much disharmony among the nations is the fact that some
want to beat the big drum, few are willing to face the music, and none will play
second fiddle.” 6

7. 1) The TENSION Challenge:
Humor
7

8. 1) The TENSION Challenge:
SOLUTIONS to the tension challenge
S1) Become Comfortable with the Middle
Comfort is a function of expectations (work on yourself!)
The wider the gap between what you imagine, and reality, ….
Talk things out with your boss
g y
S2) Know What to “Own” & What to Let Go
Take final
T k f l responsibility – the buck stops with me
bl h b k h
Live with integrity – doing what you said you would do, when and how you said you
would do it
S3) Find Quick Access to Answers When Caught in
the Middle
8

9. 1) The TENSION Challenge:
SOLUTIONS to the tension challenge
S4) Never Violate your Position or the Trust of the
Leader
Violating this trust can lead to increasing tension to the breaking point
Trust is built one block at a time, but when violated, the entire wall comes
crashing down.
When you have been empowered, it is on behalf of those you report to,
never to serve your own interest.
Your character and integrity will be eventually tested
S5) Find a Way to Relieve Stress
Write down, don’t vent to others
Work out or other outlets
9

10. 2) The FRUSTRATION Challenge:
Following an Ineffective Leader
Leaders No One Wants to Follow
2.1) Insecure: Think everything is about them & filter info
2.2) Visionless: 1) fail to provide direction 2) lack passion
2.3) Incompetent: “Advice is seldom welcome, and those who need it
most like it the least” – Samuel Johnson (Turkey)
2.4) Selfish: “..will attempt to lead others for their own gain and for the
) p g
detriment of others” -- Tom Peters (0 sum)
2.5) Chameleon: (depression teacher, world round or flat ?)
Problem: hard to know how they will react or to predict
react,
2.6) Political: hard to predict, motivated to get ahead
2.7) Controlling: micromanagement – either a perfectionist or doesn’t
believe others contributions are as good
b li th t ib ti d
10

11. 2) The FRUSTRATION Challenge:
Humor
11

12. 2) The FRUSTRATION Challenge:
Solutions
Add value: Our greatest limitation isn’t our leader – but our spirit
Your leadership is as much disposition as position
S1) Develop a Solid Relationship with your Leader
find common ground, get to know him/her
g g
S2) Identify and Appreciate your Leaders Strengths
S3) C
Commit Y
it Yourself t Addi Value to Your Leader’s Strengths
lf to Adding V l t Y L d ’ St th
S4) Get Permission to Develop a Game Plan to Complement your Leader’s
Weaknesses (i e tactfully offer help them with details)
(i.e.
S5) Expose your Leader to Good Leadership Resources (I just finished X,
and I thought you might be interested, or have some comments)
g y g )
S6) Publically Affirm your Leader
12

13. 3) The MULTI-HAT Challenge:
MULTI-
One Head… Many Hats
Head
People at the Bottom:
◦ Like a cook, fewer tasks (prep, cook, clean up)
People at the Top:
◦ Have weight of the org – but can choose what to do
Demands from
Leaders Above
Demands Leaders in Expectations
From Customers The Middle From Vendors
(Sous-chef Expectations
Example) From Followers
13

14. 3) The MULTI-HAT Challenge:
MULTI-
Solutions
S1) Remember that the hat sets the context when interacting with others
You have different “modes” for spouse, children, boss, employees
S2) Don’t use one hat to accomplish a task required for another hat.
An assistant may sit in on a meeting when you are absent – but doesn’t
speak f you
k for
S3) When you change hats, don’t change your personality.
Your attitude and behavior should be consistent and predictable with
everyone – otherwise you won’t be trustworthy in their eyes
S4) Don’t neglect any hat you are responsible to wear
) g y y p
Example of a leader filling in for two absent positions – moving to a
different office for each position
S5) R
Remain fl ibl – need to be able to change hats quickly
i flexible d b bl h h i kl
14

15. 4) The EGO Challenge:
You’re Often Hidden in the Middle
You re
Remember
◦ S
Successful leaders are like icebergs, you only see 10%
f ll d lik i b l
◦ There’s a lot that remains hidden that’s neither exiting nor
glamorous
◦ “True heroism is remarkably sober, very undramatic. It is not the urge to
surpass all others at whatever cost, but the urge to serve others at
whatever the cost.” -- Tennis star Arthur Ashe
S1) Concentrate More on Duties than Your Dreams
We often become so focused on our dreams and goals, that we loose
site of the responsibilities in front of us
If you constantly deliver the goods, you will be noticed
S2) Appreciate the Value of your Position “It’s like the beaver told the
rabbit as they stared up at the immense wall of Hoover Dam, ‘No, I did ’t
bbit th t d p t th i ll f H D ‘N didn’t
build it, but it was based on an idea of mine.’” – Nobel Prize winner
Charles Townes 15

16. 4) The EGO Challenge:
Solutions
S3) Find Satisfaction in Known the Real Reason for the Success of a Project
J Collins,
Jim Co s, in his book Good to Great,
s boo Goo G eat,
states that those who lead quietly and humbly were more effective
than charismatic, high-profile leaders
they know they don’t deserve all the credit
S4) Embrace the Compliments of Others in the Middle of the Pack
Source of compliment Duration
Those who’ve done your work a year
Those who’ve seen your work a month
Those who don’t know your work
y an hour
S5) Understand the Diff. Between Self Promotion and Selfless Promotion
Self Promotion Selfless Promotion Scarcity vs. Abundance
Mentality
Me first Others first
Tim Sanders,
Guard Information Share information Love is the Killer App
16
Take credit Give credit Steve Covey books

17. 4) The EGO Challenge:
Humor
Dilbert, Manager’s Elbow
http://www.youtube.com/watch?v=Ev2_S9TedoY
dilbert - managers elbow.mp4
17

18. 5) The FUFILLMENT Challenge:
Like the Front More than the Middle
Leadership is more disposition than position – influence others
from wherever you are
5.1) The Front is the Most Recognized Position for a Leader
Recognition is a double edged sword, when things go wrong …
5.2) The View is Better from the Front
The mountain top is more exciting if it can only be reached by climbing
p g y y g
5.3) Leaders in the Front Get to Determine the Direction and Timing
5.4) Leaders can Set the Pace – model the behavior you desire
5.5) Leaders Enjoy Being in on the Action
… which may be more in the middle than the top 18

19. 5) The FUFILLMENT Challenge:
Solutions – How to be Fulfilled in the Middle
SEE THE BIG PICTURE monster.com - stork.mp4
“The person who keeps busy helping the one who is below him won t have time to
The won’t
envy the person above him.” – education pioneer Henrietta Mears
S1) Develop Strong Relationships with Key People
The key to fulfillment isn’t making every interaction with others go
smoothly; it is developing strong relationships with them
S2) Define a Win in Terms of Teamwork
)
“The main ingredient of stardom is the rest of the team” – John Wooden, bball coach
S3) Engage in Continual Communication
If you are “in” on the vision and how it changes – you won’t b blindsided
“ ” h dh h ’ be bl d d d
S4) Gain Experience and Maturity – it begins with accpt responsibility
The turkey that chases the farmer for food never heard of Thanksgiving!
S5) Put the Team above Your Personal Success – during WWII
Churchill at Atlee worked together – after Atlee won “Prime Minister” 19

20. 6) The VISION Challenge: Championing
the Vision When You Didn t Create It
Didn’t
How People Respond to the Vision Challenge
1) Attack it – Criticize and Sabotage the Vision
They didn’t help create it
y p They don’t know the vision
y
They don’t understand it They feel unneeded to achieve
They don’t agree with it They aren’t ready for it
2) Ignore it – do their own thing
3) Abandon it – Leave the organization
4) Adapt to it – Find a Way to Align with the Vision
20

21. 6) The VISION Challenge: Championing
the Vision When You Didn t Create It
Didn’t
How People Respond to the Vision Challenge (continued)
5) Champion it – Take the Leaders Vision and Make it a Reality
Vision may begin with one person, but it is accomplished through many
Those who Champ. the Vision Those who Didn’t
Placed org’s needs first Placed own needs first
Kept vision before people Kept themselves before the people
Understood their roles Misunderstood their roles
6) Add Value to It
Once you add value to it – you eliminate the vision challenge
Then you are no longer championing another’s vision – but one which you have
contributed
21

22. 22

23. 7) The INFLUENCE Challenge: Leading
Others Beyond Your Position is Not Easy
360º Leaders want to become a person
whom people will want to follow
Think Influence, Not Position
“I prefer to call it SMART POWER, not soft power
I POWER power”
-- Madeleine Albright
People Follow Leaders …
… they know – leaders who care
… th t t
they trust –l d
leaders with character
ith h t
… they respect – leaders who are competent
… they can approach – leaders who are consistent
… they admire – leaders with commitment
23

24. 7) The INFLUENCE Challenge:
Solutions (continued)
INTEGRITY – builds relationships on trust
p
NURTURING – cares about people as individuals
FAITH – believes in people
LISTENING – values what others have to say
UNDERSTANDING – sees from their point of view
ENLARGING – hel s others thr h diffic lties
helps thers through difficulties
CONNECTING – initiates positive relationships
EMPOWERING – gives them the power to lead
24

25. Section 2: The Challenges 360º Leaders Face
360º
(review)
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:
MULTI-HAT
One Head… Many Hats
4) The EGO Challenge:
) g
You’re Often Hidden in the Middle
5) The FUFILLMENT Challenge:
Like the Front More than the Middle
6) The VISION Challenge:
Championing the Vision When You Didn t Create It
Didn’t
7) The INFLUENCE Challenge:
Leading Others Beyond Your Position is Not Easy 25

26. Appendix – Future Presentations
(
(Note: to save YouTube videos to disk, g to www.keepvid.com )
, go p
26

27. Section 3)
Principles to Lead Up
1. Lead yourself Exceptionally Well
2. Lighten your Leader’s Load
3.
3 Be Willing to Do What Others Won’t
Won t
4. Do More than Manage—Lead!
5.
5 Invest in Relational Chemistry
6. Be Prepared Every time you Take your Leader’s
Time (10x rule)
7. Know When to Push and When to Back Off
8.
8 Become a Go-To Player
Go To
9. Be Better Tomorrow than you are Today
27

28. Section 4)
Principles to Lead Across
1. Understand, Practice and Complete the Leadership
Loop
2. Put Completing Fellow Leaders Ahead of
p g
Competing with Them
3. Be a Friend
4. Avoid Office Politics
5. Expand Your Circle of Acquaintances
p q
6. Let the Best Idea Win
7. Don’t Pretend You’re Perfect
28

29. Section 5)
Principles to Lead Down
1. Walk Slowly Through the Halls
2. See Everyone as a “10”
3.
3 Develop Each Team Member as a Person
4. Place People in Their Strength Zones
5.
5 Model the Behavior You Desire
6. Transfer the Vision
7.
7 Reward for Results
29

30. Section 6)
The Value of 360º Leaders
360
1. A Leadership Team is More Effective Than Just One
Leader
2. Leaders are Needed at Every Level of the
y
Organization
3. Leading Successfully at One Level is a Qualifier for
g y
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
30