360 Leader

Ability is what youre capable of doing. Motivation determines what you do. Attitude determines how well you do it.* Click to edit Master subtitle style

(*Lou Holtz)

The 360 Leader* Leading from the Middle organization. Develop your influence from anywhere in the
Your Boss Your Bosss Peers Your Bosss Peers

The middle of the organization is often the optimal place to practice, exercise, and extend your influence (99% of all leadership takes place there).

Your Peers

The 360 Leader

Your Peers

Your Peers Subordinates Your Subordinates

Your Peers Subordinates

The principals of the 360-degree leader: Lead Up, Lead Across, Lead Down
* Maxwell, John C. The 360 Leader. Nelson Business. 2005

Leadership: a Choice You Make, Not a Place You Sit

You can lead others from anywhere in an organization. For example: at entry level, people will want to follow you by the example you set and how you treat them. True leadership has little to do with your title. It is about:

Who you are The values you demonstrate How well you do your job The quality of relationships you build with co-workers and management

Whats on Your Stop Doing List?

Most of us lead busy, but undisciplined lives. We have ever-expanding todo lists, trying to build momentum by doing, doing, doing and doing more. And it rarely works. Those who build the good-to-great companies, however, made as much use of stop doing lists as the to-do lists. They display a remarkable amount of discipline to unplug all sorts of extraneous junk. Jim Collins, Good to Great You must be ruthless in your judgment of what you should not do. Just because you like something doesnt mean it should stay on your to-do list:

If it is a strength, do it. If it helps you grow, do it. If your leader says you must handle it personally, do it. Anything else is a candidate for your stop doing list.

Focus your time in this way: 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

Especially Valuable Early in Your Career

Lead Up Principal #1: Lead Yourself Exceptionally Well (If you cant accomplish this, you wont be able to accomplish the other eight principals) Manage your emotions. Leaders display emotional reaction based on the impact they want to make on others, not on how they want to feel. Manage your time. Leaders at the top can delegate. Workers at the bottom often punch a time clock. Middle leaders are often expected to work long hours to get work done.

Leading Up

Until you value yourself, you wont value your time. M. Scott Peek

Manage your priorities. The best leaders are generalists. They know a lot about a lot of things. But, unless they prioritize, the old proverb will be true: if you chase two rabbits, both will escape.

Lead Up Principal #1, continued

Manage your energy. Even people with high energy can have that energy sucked right out of them under difficult circumstances The ABCs of energy-drain Activity without direction doing things that dont seem to matter. Burden without action not being able to do things that really matter Conflict without resolution not being able to deal with whats the matter

Manage your thinking. Take time out to think about the real priorities. A minute of thinking is often more valuable than an hour of unplanned work.

Lead Up Principal #1, continued

Manage your words. If you wish to have your words carry weight, then weigh them well. If you have something worthwhile to say, say it briefly and well. If you dont, sometimes the best thing to do is stay silent.

Manage your personal life. You can do everything right at work and manage yourself well there, but if your personal life is a mess, it will eventually turn everything else sour.
The greatest enemy of good thinking is busyness John C. Maxwell

2. Lighten your leaders load

Additional Lead Up Principals:

3. Be willing to do what others wont 4. Do more than manage lead! (managers work with processes leaders work with people) 5. Invest in relational chemistry (people wont go along with you if they cant get along with you) 6. Be prepared every time you take your leaders time 7. Know when to push and when to back off 8. Become a go-to player (few things elevate a person above his/her peers the way becoming a go-to player does) 9. Be better tomorrow than you are today

1.

Practice a leadership loop (people always move toward someone who increases them and away from someone who decreases them.) Put completing fellows leaders ahead of competing with them Be a friend 4.
Your best friend is he who brings out the best that is within you. Henry Ford

Leading Across
7. Succeeding

1. Caring 2. Learning

6. Leading

3. Appreciating

1.

5. Verbalizing

4. Contributing

1.

Avoid office politics Expand your circle of acquaintances Let the best idea win Dont pretend you are perfect

5. 6. 7.

Leading Across The Leadership Loop

1.

Caring

If you are not a people person, it may be the first step you need to take. Put yourself in others shoes (How to Win Friends and Influence People Dale Carnegie)

2. Learning
Make an effort to get to know people as individuals.

3. Appreciating
See your peers as unique resources and treat them with respect.

4. Contributing
Dont keep your best stuff to yourself. Add value to those around you.

5. Verbalizing
Affirm people! Think of your favorite teacher you ever had (that teacher probably made you feel good about yourself!)

6. Leading
After the first 5 steps, youre in a position to influence.

7. Succeeding

Great leaders dont use people so they can win. They lead people so they can win

Leading Across Lou Holtz

When Lou Holtz was coaching Notre Dames football team, he was quoted as saying, Do whats right! Do the best you can and treat others the way you want to be treated, because they will ask three questions:

Can I trust you? Do you believe in this? Are you committed to this have a passion for this? Do you care about me as a person?

If the people around you can answer yes to all those questions, then you have a very good chance of making an impact on their lives.

Leading Down
1. Walk slowly through the halls 2. See everyone as a 10 (see them as who they can become) 3. Develop each team member as a person (cherish the B performer and help them develop) 4. Place people in their strength jobs

5. Model the behavior you desire 6. Transfer the vision 7. Reward for results (praise effort, but reward only results)

360 Leaders Possess Qualities Every Organization Needs

Communication Links to all levels of the organization Security Finds identity in self, not position Resourcefulness Finds creative ways to make things happen Maturity Puts the team before self Endurance Remains consistent in character and competence over the long haul Countability Can be counted on when it counts.

The Self-Assessment Test Try It!

Talent is Never Enough

By: John C. Maxwell Click to edit Master subtitle style

To become a Talent-Plus Person you need:

1.

2. 3. 4. 5. 6. 7.

Belief - Lifts Talent (Joe Namath: SBIII) Passion - Energizes Talent Initiative Activates Talent Focus Directs Talent Preparation Positions Talent Practice Sharpens Talent Perseverance Sustains Talent

8.

8.

Courage Tests Talent (Churchill/WW II/Spitfires) Teachability Expands Talent Character Protects Talent Relationships Influence Talent Responsibility Use of Talent Teamwork Individuals make it to the top only with the help of others

8.

8.

8.

8.

Success = Talent Meeting Opportunity

A Talent-Plus Person is:

Someone who not only has talent, but also makes the right decisions to develop and benefit from that talent. Everyone has talent in some area, the key is figuring out what area you have the most talent in and making the right decisions to maximize that talent.

Facts to prove talent alone is never enough

More than 50% of all CEOs of fortune 500 companies had C or C- averages in college. 65% of all U.S. senators came from the bottom of their classes. 75% of U.S. Presidents were in the LowerHalf Club in school. More than 50% of millionaire entrepreneurs never finished college!

EVERYONE COMMUNICATES/ FEW CONNECT*

WHAT THE MOST EFFECTIVE PEOPLE DO DIFFERENTLY I Connecting Principles 1. Connecting Increases Your Influence in Every Situation 2. Connecting Is All About Others 3. Connecting Goes Beyond Words 4. Connecting Always Requires Energy 5. Connecting Is More skill Than Natural Talent Connecting Practices 6. Connectors Connect on Common Ground 7. Connectors Do the Difficult Work of Keeping It Simple 8. Connectors Create an Experience Everyone Enjoys 9. Connectors Inspire People 10. Connectors Live What They Communicate

II

John C. Maxwell, Everyone Communicates, Few Connect, Thomas Nelson, 2010 *Pre-publication: manuscript posted on Maxwell blog for 11 weeks 100,000 hits with 70 plus quotes, stories and anecdotes adopted into the book.

Part I
CONNECTING PRINCIPLES Click to edit Master subtitle style

(CONNECTING PRINCIPLES)

( 1 ) Connecting Increases Your Influence in Every Situation

We are bombarded with 35,000 messages per day! v Connecting is the ability to identify with people and relate to them in a way that increases your influence with them.
v

criteria for understanding the value of people. advancement and promotion - Jim Collins: Those who build great companies for professionals is an that the ultimate throttle on growth isthe ability to get and ability to keep enough of the right people. communicate effectively. v Connecting @ 3 Different Levels Harvard Business - one-on-one (80% to 90% of all connecting) Review

It starts with your ATTITUDE! - The ability to connect with others begins with The number one
v

understand

- in a group

- with an audience

(CONNECTING PRINCIPLES)

( 2 ) Connecting Is All About Others

The Light Bulb Moment: If you first help people get what they want, they will help you get what you want. v Its Not About Me! - Get over yourself its not about you: its about them.
v

Ego Maturity is the - Leaders, speakers and ability to see and act on behalf of own importance. sense of their others.
v v

teachers can develop a

disproportionate

The Three Questions People Always Ask Themselves 1. Do You Care For Me? Mutual concern creates connection between people 2. Can You Help Me? 3. Can I Trust You?

(CONNECTING PRINCIPLES)

( 3 ) Connecting Goes Beyond Words

v v v

What we say: 7% of what is believed The way we say it: 38% What others see: 55%

Four Components of Connection

(1) (2) (3) (4)

What People See - Connecting Visually (85/15 Principle) What People Understood - Connecting Intellectually What People Feel - Connecting Emotionally (Confidence: Ty Cobb) What People Hear - Connecting Verbally

(CONNECTING PRINCIPLES)

( 4 ) Connecting Always Requires Energy

Five Ways to Use Energy for Connecting

v v v v v

Connecting Requires Initiative: Go First (10 Rule) Connecting Requires Clarity: Prepare Connecting Requires Patience: Slow Down Connecting Requires Selflessness: Give (Joe DiMaggio) Connecting Requires Stamina: Recharge

If you wait until you can do everything for everybody, instead of something for somebody, you ll end up not doing anything for anybody. - Malcolm Bane

(CONNECTING PRINCIPLES)

( 5 ) Connecting Is More Skill Than Natural Talent

v

Relationships Insight Success Ability Sacrifice -

Who You Know

What You Know What You Have Done

What You Can Do How You Have Lived

Part II
CONNECTING PRACTICES Click to edit Master subtitle style

(CONNECTING PRACTICES)

( 6 ) Connectors Connect on Common Ground

Cultivating a Common Ground Mind-Set
Availability - I Will Choose to Spend Time With Others v Listening - I Will Listen My Way to Common Ground v Questions - Drucker (The Father of Modern People like people who Management): like them. My greatest strength as a consultant is to be ignorant and ask a few questions.
v

Thoughtfulness - I Will Think of Others First v Openness - Be Open to What Others Think and Say v Likeability - I Will Care About People (If people like you, they will listen to you!)
v

(CONNECTING PRACTICES)

( 7 ) Connectors Do the Difficult Work of Keeping It Simple Simplicity:

v The measure of a great teacher isnt what he or she knows; its what the students know.

Talk to People, Not Above Them Get to the Point Say It Over and Over Again Say It Clearly Say Less Give People Clarity or Simplicity

(CONNECTING PRACTICES)

( 8 ) Connectors Create An Experience Everyone Enjoys

Take Responsibility For Your Listeners v Communicate In Their World v Capture Peoples Attention From the Start v Activate Your Audience v Say It So It Sticks v Be Visual v Tell Stories Our Brains Are Programmed Much More for Stories Than
v

For Abstract Ideas or PowerPoint Slides

(CONNECTING PRACTICES)

( 9 ) Connectors Inspire People

What They Know (+) What They See Inspiration Equation (+) What They Feel Total = Inspiration
v

Motivated employees are 87% less likely to leave an organization.

When a Communicator is Able to Bring These Factors Into Alignment, It Creates a Synergy That Inspires People. People Need to Know That You Have High Expectations of Them. People Need to See Your Conviction. People Need to Feel Your Passion for the Subject and Them.

(CONNECTING PRACTICES)

( 10 ) Connectors Live What They Communicate

v

If You Want to Connect Well With People, You Must Become the Kind of Person You Would Like to Connect With. Self Doubt kills Self Confidence Admit Mistakes Be Accountable Lead the Way You Live For Connectors, Credibility Is the Most Important Issue

People will not always remember what you said or what you did, but they will always remember how you made them feel.

5 Levels of Leadership
John C. Maxwell

* Maxwell, John C. The 5 Levels of Leadership: Proven Steps to Maximize Your Potential. Center Street. 2011.

5 Levels of Leadership
Respect: People follow because of who you are and what you represent.

5. Pinnacle

4. People Development
Reproduction: People follow because of what you have done for them.

3. Production
Results: People follow because of what you have done for the organization.

2. Permission
Relationships: People follow you because they want to.

1. Position
Rights: People follow you because they have to.

Rights: People follow you because they have to.

1. Position

Position is the lowest level of leadership the entry level. Nothing is wrong with having a leadership position. Everything is wrong with using a position to get people to follow. Position is a poor substitute for influence. It is the only level that does not require ability and effort to achieve. Anyone can be appointed to a position.

Relationships: People follow you because they want to.

2. Permission

The most essential quality for leadership is not perfection but credibility. People must be able to trust you. - Rick Warren

When you like people and treat them like they have value, you begin to develop influence with them. You develop trust. The agenda on Level 2 isnt preserving position. Its getting to know people and figuring out how to get along with them. You can like people without leading them, but you cannot lead people well without liking them.

Results: People follow because of what you have done for the organization.

3. Production

Leaders get things done! Work gets done, morale improves, profits go up, goals are achieved. On Level 3, leaders gain influence and credibility. Leading and influencing others becomes fun. When youre winning, nothing hurts. NFL quarterback Joe Namath

Reproduction: People follow because of what you have done for them.

4. People Development

Leaders become great, not because of their power, but because of their ability to empower others. The result of Level 4 is reproduction; leaders reproduce themselves. Leaders change the lives of the people they lead. Accordingly, their people follow them because of what their leaders have done for them personally. And their relationships are often lifelong.

Respect: People follow because of who you are and what you represent.

5. Pinnacle

Leaders on Level 5 develop people to become Level 4 leaders. It is the most difficult leadership task of all, but the payoff is that Level 5 leaders develop Level 5 organizations. They create legacy in what they do. Their leadership gains a positive reputation. Level 5 leaders often transcend their position, their organization, and sometimes their industry.

There are two types of people in the business community: those who produce results and those who give you reasons why they didnt. - Peter Drucker

John Maxwell: Word of the Day

Humility