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

Brown Bag ObjectivesBrown Bag ObjectivesProvide a taste of the material

Th b k i 300+ The book is 300+ pagesCover only the 2nd section - of six sections in the book, ~75 pages, p g

Motivate and Engage the audienceMotivate and Engage the audienceelicit 30- 60 second stories from the audience that relates to the points being madep gSeek out WISDOM OF THE GROUP

( G G $ 0 (RINGING cell phones result in a $10 donation to the Leukemia and Lymphoma Society, www.LLS.org)

2

Your Boss

Your Boss’s Peers

Your Boss’s Peers

The 360º The 360º The 360º The 360º Leader Leader

Your Peers Your Peers

Your Peer’s Subordinates

Your Peer’s S b di

Y S b di t

Subordinates Subordinates

Your Subordinates

3www.360degreeLeader.com

Section 2: Section 2: The Challenges 360The Challenges 360ºº Leaders FaceLeaders Face

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: 3) The MULTI-HAT Challenge: One Head… Many Hats

4) The EGO Challenge: ) gYou’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 Championing the Vision When You Didn t Create It

7) The INFLUENCE Challenge: Leading Others Beyond Your Position is Not Easy 4

1) The TENSION Challenge:1) The TENSION Challenge:The Pressure of Being Caught In the MiddleThe Pressure of Being Caught In the MiddleThe Pressure of Being Caught In the MiddleThe Pressure of Being Caught In the Middle1.1) Empowerment: How much authority and Responsibility does

the person above give you, and how clear are the lines?p g 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 sanddrew a Line in the sand.

If the consequences of the decision could result in injury, or waste of taxpayer’s money, I had to be consulted.

I ld d b h f ll h ld l f h i i k Th I would stand by my crew, hopefully they would learn from their mistakes. 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 opportunitiesopportunities

You need to realize the stronger your desire to initiate, the greater potential for tension 5

1) The TENSION Challenge:1) The TENSION Challenge:The Pressure of Being Caught In the MiddleThe Pressure of Being Caught In the MiddleThe Pressure of Being Caught In the MiddleThe Pressure of Being Caught In the Middle1.3) Environment: What is the leadership DNA?

Military; mom & pop; fortune 500; startupMilitary; 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 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 a e the e ectati ns the reater the tensi nThe more vague the expectations, the greater the tension

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

1) The TENSION Challenge:1) The TENSION Challenge:HumorHumorHumorHumor

7

1) The TENSION Challenge:1) The TENSION Challenge:SOLUTIONS to the tension challengeSOLUTIONS to the tension challengeSOLUTIONS to the tension challengeSOLUTIONS to the tension challenge

S1) Become Comfortable with the MiddleComfort is a function of expectations (work on yourself!)The wider the gap between what you imagine, and reality, ….

Talk things out with your bossg y

S2) Know What to “Own” & What to Let GoT k f l b l h b k h Take final responsibility – the buck stops with me

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 Middlethe Middle

8

1) The TENSION Challenge:1) The TENSION Challenge:SOLUTIONS to the tension challengeSOLUTIONS to the tension challengeSOLUTIONS to the tension challengeSOLUTIONS to the tension challenge

S4) Never Violate your Position or the Trust of the LeaderLeader

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 StressS5) Find a Way to Relieve StressWrite down, don’t vent to others

Work out or other outlets

9

2) The FRUSTRATION Challenge: 2) The FRUSTRATION Challenge: Following an Ineffective Leader Following an Ineffective Leader Following an Ineffective Leader 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 gdetriment 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 predictProblem: hard to know how they will react, or to predict

2.6) Political: hard to predict, motivated to get ahead

2.7) Controlling: micromanagement – either a perfectionist or doesn’t b li th t ib ti d believe others contributions are as good

10

2) The FRUSTRATION Challenge: 2) The FRUSTRATION Challenge: HumorHumorHumorHumor

11

2) The FRUSTRATION Challenge: 2) The FRUSTRATION Challenge: SolutionsSolutionsSolutionsSolutionsAdd value: Our greatest limitation isn’t our leader – but our spirit

Your leadership is as much disposition as positionYour leadership is as much disposition as position

S1) Develop a Solid Relationship with your Leader find common ground, get to know him/herg g

S2) Identify and Appreciate your Leaders Strengths

S3) C it Y lf t Addi V l t Y L d ’ St thS3) Commit Yourself to Adding Value to Your Leader’s Strengths

S4) Get Permission to Develop a Game Plan to Complement your Leader’s Weaknesses (i e tactfully offer help them with details)Weaknesses (i.e. tactfully offer help them with details)

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 Leader12

3) The MULTI3) The MULTI--HAT Challenge: HAT Challenge: One Head Many HatsOne Head Many HatsOne Head… Many HatsOne Head… Many Hats

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 fromLeaders Above

Leaders inThe Middle

DemandsFrom Customers

ExpectationsFrom Vendors

13

Expectations From Followers

(Sous-chefExample)

3) The MULTI3) The MULTI--HAT Challenge: HAT Challenge: SolutionsSolutionsSolutionsSolutionsS1) 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

k f speak for you

S3) When you change hats, don’t change your personality. Your attitude and behavior should be consistent and predictable with 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 pExample of a leader filling in for two absent positions – moving to a different office for each position

S5) R i fl ibl d b bl h h i klS5) Remain flexible – need to be able to change hats quickly

14

4) The EGO Challenge: 4) The EGO Challenge: You’re Often Hidden in the MiddleYou’re Often Hidden in the MiddleYou re Often Hidden in the MiddleYou re Often Hidden in the Middle

RememberS f l l d lik i b l 10%◦ Successful leaders are like icebergs, you only see 10%

◦ 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 ussite 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 bbit th t d p t th i ll f H D ‘N I did ’t rabbit as they stared up at the immense wall of Hoover Dam, ‘No, I didn’t

build it, but it was based on an idea of mine.’” – Nobel Prize winner Charles Townes 15

4) The EGO Challenge: 4) The EGO Challenge: SolutionsSolutionsSolutionsSolutions

S3) Find Satisfaction in Known the Real Reason for the Success of a Project

Jim Collins, in his book Good to Great, J Co s, s boo Goo to 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 an houry

S5) Understand the Diff. Between Self Promotion and Selfless Promotion Self Promotion Selfless Promotion Scarcity vs. Abundance

MentalityMe first Others first

Guard Information Share information

Take credit Give credit 16

MentalityTim Sanders,

Love is the Killer AppSteve Covey books

4) The EGO Challenge: 4) The EGO Challenge: HumorHumorHumorHumor

Dilbert, Manager’s Elbowhttp://www.youtube.com/watch?v=Ev2_S9TedoY

dilbert - managers elbow.mp4

17

5) The FUFILLMENT Challenge: 5) The FUFILLMENT Challenge: Like the Front More than the MiddleLike the Front More than the MiddleLike the Front More than the MiddleLike the Front More than the MiddleLeadership is more disposition than position – influence others

from wherever you arefrom wherever you are5.1) 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 climbingp 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 top18

5) The FUFILLMENT Challenge: 5) The FUFILLMENT Challenge: Solutions Solutions –– How to be Fulfilled in the MiddleHow to be Fulfilled in the MiddleSolutions Solutions How to be Fulfilled in the MiddleHow 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 person who keeps busy helping the one who is below him won t have time to envy the person above him.” – education pioneer Henrietta Mears

S1) Develop Strong Relationships with Key PeopleThe 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 CommunicationIf “ ” h d h h ’ b bl d d dIf you are “in” on the vision and how it changes – you won’t be blindsided

S4) Gain Experience and Maturity – it begins with accpt responsibility

The turkey that chases the farmer for food never heard of Thanksgiving!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

6) The VISION Challenge: 6) The VISION Challenge: Championing Championing the Vision When You Didn’t Create It the Vision When You Didn’t Create It the Vision When You Didn t Create It the Vision When You Didn t Create It How People Respond to the Vision Challenge

1) Attack it – Criticize and Sabotage the VisionThey didn’t help create it They don’t know the visiony p

They don’t understand it

They don’t agree with it

y

They feel unneeded to achieve

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 Vision20

6) The VISION Challenge: 6) The VISION Challenge: Championing Championing the Vision When You Didn’t Create It the Vision When You Didn’t Create It the Vision When You Didn t Create It the Vision When You Didn t Create It How People Respond to the Vision Challenge (continued)

5) Champion it – Take the Leaders Vision and Make it a RealityVision 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 peopleKept vision before people Kept themselves before the people

Understood their roles Misunderstood their roles

6) Add Value to It6) Add Value to ItOnce you add value to it – you eliminate the vision challengeThen you are no longer championing another’s vision – but one which you have

contributed

21

22

7) The INFLUENCE Challenge: 7) The INFLUENCE Challenge: Leading Leading Others Beyond Your Position is Not EasyOthers Beyond Your Position is Not EasyOthers Beyond Your Position is Not EasyOthers Beyond Your Position is Not Easy360º Leaders want to become a person

whom people will want to followwhom people will want to follow

Think Influence, Not Position“I prefer to call it SMART POWER not soft power”I prefer to call it SMART POWER, not soft power

-- Madeleine Albright

People Follow Leaders … … they know – leaders who care

th t t l d ith h t… they trust – leaders with character… they respect – leaders who are competent

they can approach – leaders who are consistent… they can approach leaders who are consistent… they admire – leaders with commitment

23

7) The INFLUENCE Challenge:7) The INFLUENCE Challenge:Solutions Solutions (continued)(continued)Solutions Solutions (continued)(continued)

INTEGRITY – builds relationships on trustp

NURTURING – cares about people as individuals

F FAITH – believes in people

LISTENING – values what others have to say

UNDERSTANDING – sees from their point of view

ENLARGING hel s thers thr h diffic ltiesENLARGING – helps others through difficulties

CONNECTING – initiates positive relationships

EMPOWERING – gives them the power to lead24

Section 2: Section 2: The Challenges 360The Challenges 360ºº Leaders FaceLeaders Face(review)(review)(review)(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: 3) The MULTI-HAT Challenge: One Head… Many Hats

4) The EGO Challenge: ) gYou’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 Championing the Vision When You Didn t Create It

7) The INFLUENCE Challenge: Leading Others Beyond Your Position is Not Easy 25

Appendix Appendix –– Future PresentationsFuture PresentationsAppendix Appendix Future PresentationsFuture Presentations

(Note: to save YouTube videos to disk, go to www.keepvid.com )( , g p )

26

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

1. Lead yourself Exceptionally Well1. Lead yourself Exceptionally Well2. Lighten your Leader’s Load3 Be Willing to Do What Others Won’t3. Be Willing to Do What Others Won t4. Do More than Manage—Lead!5 Invest in Relational Chemistry5. Invest in Relational Chemistry6. Be Prepared Every time you Take your Leader’s

Time (10x rule)Time (10x rule)7. Know When to Push and When to Back Off8 Become a Go-To Player8. Become a Go To Player9. Be Better Tomorrow than you are Today

27

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

1. Understand, Practice and Complete the Leadership 1. Understand, Practice and Complete the Leadership Loop

2. Put Completing Fellow Leaders Ahead of p gCompeting with Them

3. Be a Friend4. Avoid Office Politics5. Expand Your Circle of Acquaintancesp q6. Let the Best Idea Win7. Don’t Pretend You’re Perfect

28

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

1. Walk Slowly Through the Halls1. Walk Slowly Through the Halls2. See Everyone as a “10”3 Develop Each Team Member as a Person3. Develop Each Team Member as a Person4. Place People in Their Strength Zones5 Model the Behavior You Desire5. Model the Behavior You Desire6. Transfer the Vision7 Reward for Results7. Reward for Results

29

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

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

2. Leaders are Needed at Every Level of the yOrganization

3. Leading Successfully at One Level is a Qualifier for g yLeading 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