“ The 360º 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 1) The Seven Myths of Leading from the Middle of an Organization

Brown Bag Objectives Provide a taste of the material The book is 300+ pages Cover only the first section - of six sections in the book Motivate and Engage the audience elicit 30-second stories from the audience that relates to the points being made ( RINGING cell phones result in a $10 donation to the Leukemia and Lymphoma Society, www.LLS.org )

Provide a taste of the material

The book is 300+ pages

Cover only the first section - of six sections in the book

Motivate and Engage the audience

elicit 30-second stories from the audience that relates to the points being made

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

The 360º Leader Your Boss’s Peers Your Boss’s Peers Your Boss Your Peers Your Peers Your Subordinates Your Peer’s Subordinates Your Peer’s Subordinates www.360degreeLeader.com

Section 1: The Myths of Leading from the Middle of an Organization 1) The POSITION Myth “ I can’t lead if I am not at the top” 2) The DESTINATION Myth “ When I get to the top, then I’ll learn to lead” 3) The INFLUENCE Myth “ If I were on top, then people would follow me” 4) The INEXPERIENCE Myth “ When I get to the top, I’ll be in control” 5) The FREEDOM Myth “ When I get to the top, I’ll no longer be limited” 6) The POTENTIAL Myth “ I can’t reach my potential if I’m not the top leader” 7) The ALL-OR-NOTHING Myth “ If I can’t get to the top, then I won’t try to lead” Q) Show of hands: Who has fallen into any of these Myths, or can relate emotionally?

1) The POSITION Myth

“ I can’t lead if I am not at the top”

2) The DESTINATION Myth

“ When I get to the top, then I’ll learn to lead”

3) The INFLUENCE Myth

“ If I were on top, then people would follow me”

4) The INEXPERIENCE Myth

“ When I get to the top, I’ll be in control”

5) The FREEDOM Myth

“ When I get to the top, I’ll no longer be limited”

6) The POTENTIAL Myth

“ I can’t reach my potential if I’m not the top leader”

7) The ALL-OR-NOTHING Myth

“ If I can’t get to the top, then I won’t try to lead”

1) The POSITION Myth “I can’t lead if I am not at the top” “ Leadership” and “position” are not directly tied to each other Leadership can develop over time as influence naturally builds. The “right to lead” must be earned Leadership is a choice you make, not a place you sit. Introduced in the book “ Developing the Leader Within You ” are… 5 levels of leadership development

“ Leadership” and “position” are not directly tied to each other

Leadership can develop over time as influence naturally builds.

The “right to lead” must be earned

Leadership is a choice you make, not a place you sit.

Introduced in the book “ Developing the Leader Within You ” are…

5 levels of leadership development

1) The POSITION Myth 5 levels of Leadership Development 1.1) Position [Rights] People follow you because they have to Influence doesn’t extend beyond the lines of your job description. The longer you stay at this level, they higher the turnover, and the lower the morale. 1.2) Permission [Relationships] People follow you because they want to … beyond your stated authority This levels allows work to be fun Staying at this level to long causes highly motivated people to be restless.

1.1) Position [Rights]

People follow you because they have to

Influence doesn’t extend beyond the lines of your job description.

The longer you stay at this level, they higher the turnover, and the lower the morale.

1.2) Permission [Relationships]

People follow you because they want to

… beyond your stated authority

This levels allows work to be fun

Staying at this level to long causes highly motivated people to be restless.

1) The POSITION Myth 5 levels of Leadership Development 1.3) Production [Results] People follow you because they of what you have done for the organization This is where success is sensed by most people Problems are fixed with little effort because of momentum. 1.4) People Development [Reproduction] People follow you because of what you have done for them. This is where long-range growth occurs. Your commitment to developing leaders will ensure ongoing growth. Do whatever you can to achieve this level.

1.3) Production [Results]

People follow you because they of what you have done for the organization

This is where success is sensed by most people

Problems are fixed with little effort because of momentum.

1.4) People Development [Reproduction]

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

This is where long-range growth occurs.

Your commitment to developing leaders will ensure ongoing growth.

Do whatever you can to achieve this level.

1) The POSITION Myth 5 levels of Leadership Development 1.5) Personhood [Respect] People follow you because of who you are and what you represent. This step is reserved for leaders who have spent years growing people and organizations. Few make it. Those who do are larger than life.

1.5) Personhood [Respect]

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

This step is reserved for leaders who have spent years growing people and organizations.

Few make it.

Those who do are larger than life.

Leadership (by Scott Adams)

2) The DESTINATION Myth “When I get to the top, then I’ll learn to lead” When John Maxwell meets some people socially, and describes his writing and speaking, some say “ When I become a leader, I will read some of your books” If you want to succeed, then you need to learn as much as you can about leadership before you have a leadership position. Analogy with training for a marathon Learned in the trenches Mistakes made in the middle have smaller stakes

When John Maxwell meets some people socially, and describes his writing and speaking, some say

“ When I become a leader, I will read some of your books”

If you want to succeed, then you need to learn as much as you can about leadership before you have a leadership position.

Analogy with training for a marathon

Learned in the trenches

Mistakes made in the middle have smaller stakes

3) The INFLUENCE Myth “If I were on top, then people would follow me” You can grant someone a position… But you cannot grant them real leadership. Influence must be earned.

You can grant someone a position…

But you cannot grant them real leadership.

Influence must be earned.

3) The INFLUENCE Myth “If I were on top, then people would follow me” President Woodrow Wilson had a housekeeper who constantly lamented that she and her husband didn’t possess more prestigious positions in life One day she approached the president after she heard the Secretary of Labor had resigned “ My husband is perfect – He is a laboring man, knows what labor is. If you appointed my husband, he would be influential”

President Woodrow Wilson had a housekeeper who constantly lamented that she and her husband didn’t possess more prestigious positions in life

One day she approached the president after she heard the Secretary of Labor had resigned

“ My husband is perfect –

He is a laboring man, knows what labor is.

If you appointed my husband, he would be influential”

4) The INEXPERIENCE Myth “When I get to the top, I’ll be in control” Have you ever thought… If I were in charge, we wouldn’t have done X, but Y instead? Good News: your desire is the mark of a leader Bad News: without experience being the top person, you would likely overestimate the amount of control you have at the top

Have you ever thought…

If I were in charge, we wouldn’t have done X, but Y instead?

Good News: your desire is the mark of a leader

Bad News: without experience being the top person, you would likely overestimate the amount of control you have at the top

4) The INEXPERIENCE Myth “When I get to the top, I’ll be in control” It can be easy to think life “at the top” is easier In 1998, Fortune named Carly Fiorina the most powerful woman executive in the US She was CEO of HP In 2002, she orchestrated a merger with Compaq, to compete with Dell. Things didn’t go as well for the next 2 years. In December 2004, she was very upbeat Two months later, the board asked for her resignation

It can be easy to think life “at the top” is easier

In 1998, Fortune named Carly Fiorina the most powerful woman executive in the US

She was CEO of HP

In 2002, she orchestrated a merger with Compaq, to compete with Dell.

Things didn’t go as well for the next 2 years.

In December 2004, she was very upbeat

Two months later, the board asked for her resignation

Madeleine Albright: “ I prefer the term SMART POWER instead of SOFT POWER” Scott Adams: What Others Say about Power and Influence

Madeleine Albright:

“ I prefer the term SMART POWER instead of SOFT POWER”

Scott Adams:

5) The FREEDOM Myth “When I get to the top, I’ll no longer be limited” Related Myths When I get to the top, I’ll have it made. When I finally finish climbing the corporate ladder, I’ll have time to rest. When I own the company, I’ll be able to do whatever I want. When I’m in charge, the sky will be the limit!

Related Myths

When I get to the top, I’ll have it made.

When I finally finish climbing the corporate ladder, I’ll have time to rest.

When I own the company, I’ll be able to do whatever I want.

When I’m in charge, the sky will be the limit!

5) The FREEDOM Myth “When I get to the top, I’ll no longer be limited” In many organizations, as you move up the ladder, you may even find that the amount of responsibility you take on increases faster than the amount of authority you receive. … SMART POWER instead of SOFT POWER

In many organizations,

as you move up the ladder,

you may even find that the amount of responsibility you take on increases faster

than the amount of authority you receive.

5) The FREEDOM Myth “When I get to the top, I’ll no longer be limited” CEO Leader Worker Customer Rights DECREASE as you climb in the organization Rights Responsibilities Responsibilities INCREASE as you climb in the organization

6) The POTENTIAL Myth “I can’t reach my potential if I’m not the top leader ” How many kids say … ? “ Someday, I want to grow up to be vice president of the United States” The First Monster.com commercial “ When I grow up, I want to crawl my way up to middle management” http://www.youtube.com/watch?v=rJB0CzlzSwY monster - first commercial.mp4 People should strive for the Top of their game , not the top of the organization

How many kids say … ?

“ Someday, I want to grow up to be vice president of the United States”

The First Monster.com commercial

“ When I grow up, I want to crawl my way up to middle management”

http://www.youtube.com/watch?v=rJB0CzlzSwY

monster - first commercial.mp4

People should strive for the

Top of their game , not the top of the organization

6) The POTENTIAL Myth “I can’t reach my potential if I’m not the top leader ” Dick Cheney White House chief of staff to President Ford 6 term congressman from Wyoming Secretary of Defense to 2 nd President Bush Vice President Inconspicuous, off to the side, backing up a flashier partner All the credentials for President … But the top position is not his best role. He is an excellent 360º leader

Dick Cheney

White House chief of staff to President Ford

6 term congressman from Wyoming

Secretary of Defense to 2 nd President Bush

Vice President

Inconspicuous, off to the side, backing up a flashier partner

All the credentials for President …

But the top position is not his best role.

He is an excellent 360º leader

7) The ALL-OR-NOTHING Myth “If I can’t get to the top, then I won’t try to lead” “ If I can’t be the captain of the team, then I’ll take my ball and go home” Consider 6 men featured in Fortune in August of 2005 – on civil rights Their battles occurred in corporate America They lead their way into the executive suite of companies such as Exxon, Phillip Morris, Marriott, General Foods, TIAA-CREF

“ If I can’t be the captain of the team, then I’ll take my ball and go home”

Consider 6 men featured in Fortune in August of 2005 – on civil rights

Their battles occurred in corporate America

They lead their way into the executive suite of companies such as

Exxon, Phillip Morris, Marriott, General Foods, TIAA-CREF

The 360º Leader Your Boss’s Peers Your Boss’s Peers Your Boss Your Peers Your Peers Your Subordinates Your Peer’s Subordinates Your Peer’s Subordinates www.360degreeLeader.com Questions? Discussions….

Section 2) Challenges 360º Leaders Face The Tension Challenge: The pressure of being caught in the middle The Frustration Challenge: Following an Ineffective Leader The Multi-Hat Challenge: One head, many hats The Ego Challenge: You’re often hidden in the middle The Fulfillment Challenge: Leaders like the front more than the middle The Vision Challenge: Championing the vision is more difficult when you didn’t create it The Influence Challenge: Leading others beyond your position is not easy

The Tension Challenge:

The pressure of being caught in the middle

The Frustration Challenge:

Following an Ineffective Leader

The Multi-Hat Challenge:

One head, many hats

The Ego Challenge:

You’re often hidden in the middle

The Fulfillment Challenge:

Leaders like the front more than the middle

The Vision Challenge:

Championing the vision is more difficult when you didn’t create it

The Influence Challenge:

Leading others beyond your position is not easy

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

Lead yourself Exceptionally Well

Lighten your Leader’s Load

Be Willing to Do What Others Won’t

Do More than Manage—Lead!

Invest in Relational Chemistry

Be Prepared Every time you Take your Leader’s Time (10x rule)

Know When to Push and When to Back Off

Become a Go-To Player

Be Better Tomorrow than you are Today

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

Understand, Practice and Complete the Leadership Loop

Put Completing Fellow Leaders Ahead of Competing with Them

Be a Friend

Avoid Office Politics

Expand Your Circle of Acquaintances

Let the Best Idea Win

Don’t Pretend You’re Perfect

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

Walk Slowly Through the Halls

See Everyone as a “10”

Develop Each Team Member as a Person

Place People in Their Strength Zones

Model the Behavior You Desire

Transfer the Vision

Reward for Results

Section 6) The Value of 360º Leaders A Leadership Team is More Effective Than Just One Leader Leaders are Needed at Every Level of the Organization Leading Successfully at One Level is a Qualifier for Leading at the Next Level Good Leaders in the Middle Make better Leaders at the Top 360º Leaders Possess Qualities Every Organization Needs

A Leadership Team is More Effective Than Just One Leader

Leaders are Needed at Every Level of the Organization

Leading Successfully at One Level is a Qualifier for Leading at the Next Level

Good Leaders in the Middle Make better Leaders at the Top

360º Leaders Possess Qualities Every Organization Needs