2. Ninety-nine percent of all leadership occurs not
from the top but from the middle of an
organization
3. Myths
Myth 1
The position myth
(I can’t lead if I am not on
the top)
Consequences
• Position : people follow because they have
to.
• Permission: people follow because they
want to.
• Production: people follow for what you
have done for the organization.
• People development: people follow
because what you have done for them.
• Personhood: people follow because who
you are and what you have done for them.
4. Myths
Myth 2
The destination myth
(when I get to the top,
then I’ll learn to lead)
Consequences
• Becoming a good leader is a lifelong
learning process.
• It’s a mistake to day dream about “one
day when you’ll be on top” instead of
handling today so that it prepares you for
tomorrow.
• When opportunity comes, it will be too
late to prepare”.
5. Myths
Myth 3
The influence myth
(if I were on top, then
people would follow me)
Consequences
• People who have no experience of
leadership tend to overestimate the
importance of it.
• A position doesn’t make a leader; a leader
can make a position.
6. Myths
Myth 4
The inexperience myth
(when I get to the top, I’ll
be in control)
Consequences
• The desires to innovate to improve to
create and to find a better way are all
leadership characteristics.
• Being at the top has its own sets of
problems and challenges.
7. Myths
Myth 5
Freedom myth
(when we get to the top
we’ll no longer be
limited)
Consequences
• The amount of responsibilities you take
on increases faster than the amount of
authority you receive.
• Encouraging members to work their way
of increasing their potential.
8. Myths
Myth 6
The potential myth
(I can’t reach my potential
if I’m not the top leader)
Consequences
• People should strive for the top of their
game, not the top of the organization
9. Myths
Myth 7
The all or nothing myth
(if i can’t get to the top,
then i won’t try to lead)
Consequences
• If I can’t be the captain of the team then I
will take my ball and go home.
• I wonder if its all worth it.
10. Challenge
s
Defining and recognizing
them will help you to
navigate the world of the
middle, where you are
trying to be a good leader
even though you are not
“the leader.”
11. 1. The tension challenge
• Empowerment: Good leaders rarely think in term of boundaries, they think
in term of opportunities.
• Initiative: How do you balance initiating and not overstepping your
boundaries. Stronger the natural desire to initiate, the greater the potential
for tension.
• Environment: An organization takes on the personality of its leader.
• Job parameters: When you really have a handle on your job, it reduces the
tension of being in the middle.
• Appreciation:The greater your desire to achieve credit and recognition, the
more frustrated you are likely to become at the middle of the organization.
12. 1. The tension challenge
• Become comfortable in the middle: Comfort is really a function of expectation.
• Know what you own and what to let go: One of the biggest thing you can do is,
ask what is expected of you and then maintain a dialogue concerning expectations
with the people to whom you are concerned.
• Find quick access to answer when you are caught in the middle: Having a good
rapport with the people around you.
• Never violate your position or your trust of the leader: Trust is built one block at
a time but when it breaks the entire wall comes down. (David Branker)
No “ if I were in charge conversation”.
• Find a way to relieve stress: “Things I will never do to my team when i become a
top leader”
13. 2. The frustration challenge
Leaders no one want to follow,
• Insecure leader: Every decision is put through their self centeredness
• Visionless leader: Where there is no vision, people perish
• Incompetent leader: Advice is seldom welcome, and those who receive it, like it the least.
• The selfish leader: The selfish leader will lead others for his own gain and for the detriment
of others.Tom peters
• The chameleon leader: Valuable time and efforts are wasted in predicting the leader’s next
move.
• The political leader: Well, some of my friends are for it and some are against it. As for me,
I’m for my friends.
• The controlling leader: It’s difficult to generate momentum when the people you work for
are interrupting.
14. 2. The frustration challenge
Solution: No matter what our circumstances, our greatest limitation isn’t the leader
above us, it’s the spirit within us.
• Adding value:
• Develop a solid relationship with your leader.
• Identify and appreciate your leaders strength
• Commit yourself to adding value to leaders strength
• Get permission to develop a game plan to complement your leaders weakness
• Expose your leader to good leadership resources
• Publicly affirm your leader
15. 3. The multi hat challenge
Handling the multi hat challenge:
• Contexts change as hat changes
• Balancing act, not using one hat for accomplishing something wanted or the
other hat
• Change hat but not personality
• Don’t neglect any hat that you are responsible to wear
• Remain flexible
16. 4. The ego challenge
Dealing with it;
• Concentrate more on duties than on dreams: Constantly deliver good and you will be
noticed
• Appreciate the value of your position: Every position has value but often we do not value
it much.
• Find satisfaction in knowing the real reason for the success of a project: If we focus on
being some other place because we think it’s better, then we will neither enjoy where we
are nor do what we must to succeed.
• Embrace the complement of others in the middle of the pack: I have come up with a
scale that measures the power of a complement and what i suspect is its lasting impact
based on who says it.
• Understand the difference between self promotion and selfless promotion: If you don’t
toot your own horn, no one will toot it for you.
I just want to help the team make beautiful music.
17. 5. The fulfillment challenge
Why leaders like the front:
• The most recognized place: “ I want to be praised”
• The view is better from the front: “ Cannot neglect what their position
allows them to see”
• Get to determine the direction: “ Direction and timing”
• Can set the pace: Achievers often cross the finish line first, leaders don’t.
• Enjoy being in on the action: Mainly occurs in the middle of an
organization.
18. 5. The fulfillment challenge
“See the big picture”
• Strong relationship with key people:The one who is busy helping the person, who
is below him, does not have the time to envy the person above him.
• Define a win in terms of team work: One leader no matter how god, does not
make a team.
• Engage in continual communication: Recipient of communication is important
but communicating up is also important.
• Gain experience and maturity:The more you effectively fulfill your role as a leader
in the middle, the more fulfilled you will be.You get the chicken by hatching the
egg, not smashing it.
• Put the tam above your personal success: Helping others to win.
19. 6. The vision challenge
Reaction:
• Attack it: Attitude towards change is different when didn’t help to create it.
• Ignore it: Do their own thing.
• Abandon it: Leave the organization.
• Adapt to it: Find a way to align with the vision.
• Champion it: Take the leaders vision and turn it into reality.
• Add value to it: Once add value, you have eliminated the vision challenge.
20. 7. The influence challenge
• People follow leaders they know, leaders who care.
• Leaders they trust, leaders with character.
• Leaders they respect, leaders who are competent.
• Leaders they can approach, leaders who are competent.
• Leaders they admire, leaders with commitment.
22. Principle 1: Lead yourself exceptionally well.
• Manage emotions: when to display and when to delay.
• Manage time: instead of thinking what you do and what you want in terms
of money, think in terms of time.
• Manage priorities: if you chase two rabbits, both will escape.
• Manage energy: high energy low IQ.
• Manage thinking: a minute of thinking is often more valuable than an hour
of talk or unplanned work.
• Manage words: if you wish to make sure that your words carry weight,
don’t forget to weight them well
• Manage personal life: having those closest to me, love and respect me the
most.
23. Principle 2: lighten your leaders load.
• Do own job well first: lift leaders load to prevent him lift yours
• When find a problem, provide a solution: way of quickly becoming creative and
resourceful.
• Tell what they need to hear not what they want to hear: very few executives
want to be surrounded by yes man.
• Go the second mile: when you do more than what we are asked, you certainly
stand out from the crowd.
• Stand up for your leader whenever you can: loyalty means executing decision as
if it were his own.
• Stand in for leader whenever you can: pour water or gasoline is own choice.
• Ask leader how he can lift the load: if you are doing your job well, it’s a good
chance your leader will ask you to help them out.
24. Principle 3: be willing to do what others won’t.
• 360 leaders take the tough job: problem solving skills will always be needed because
people will always have problems.
• Pay their dues: nobody who ever gave their best ever regretted it.
• Work in obscurity: let efforts be known by results.
• Succeed with difficult people: finding common ground and connecting with them.
• Put themselves on the line: play it smart but don’t play it safe.
• Admits faults but never makes excuses: it’s easier to move from failure to success than
from excuse to success.
• Do more than expected: when you do more than expected you stand out.
• The first to step up and help: being the first to offer help to them helps them feel like a
million bucks.
• Perform tasks that are not their job: jumping in and getting it done themselves.
• Take responsibility for their responsibilities: they take hold of their responsibilities and
follow through with them 100%.
25. Principle 4: do more than manage… LEAD!!
• Think longer term: managers are the people who do things right, while leaders are
the people who do the right things.
• See within the larger content: see their area as the part of a larger process and
see hoe=w all the pieces of the puzzle fit together.
• Push boundaries: wanting to take new territories.
• Put emphasis on intangibles: become comfortable, more than confident with
these things.
• Learn to rely on intuition: intuitions alone may never be enough to go on but you
should always follow your intuitions.
• Invest power in others: leading isn’t about controlling, it’s about releasing.
• See themselves as agents of change: they want more than to just see progress,
they want to make it happen.
26. Principle 5: Invest in relational chemistry.
• Listen to leaders: if you feel that your relationship is solid, you may try to be
direct.
• Know leaders priorities: more acquaintance better understandability.
• Catch leader’s enthusiasm: creating a bond between us and leaders.
• Support leaders vision: promote your leaders dreams, he will promote you.
• Connect with leader’s interest: knowing enough about leaders to relate to them
beyond job.
• Understand leader’s personality: being flexible if the same personality type
comes up.
• Earn leader’s trust: loyalty publicly results in leverage privately.
• Work with leader’s weakness: focus on positive, work around negative.
• Respect leader’s family: being kind and respectful to boss’s family members.
27. Principle 6: be prepared every time you take your leaders time.
• Invest 10 X: ten minutes preparation for every minute he speaks.
• Don’t make boss think for you: taking the time for himself before asking questions.
• Bring something to the table: take an idea someone puts on the table and make it
better.
• When asked to speak don’t wing it: if you don’t put in the work, you eventually get
found out.
• Learn to speak your boss’ language: not to become a yes man but for being able to
connect.
• Get to the bottom line: as the time goes by and the relation builds, just get to the
point.
• Give a return on your leaders investment: not only take the time, but take the council
and run with it.
28. Principle 7: KnowWhenTo PushWhenTo BackOff
• Do I know something my boss doesn’t but needs to know: need to
communicate to her so than her or the organization doesn’t get hurt.
• Ask yourself is time running out: seize the opportunity, take a risk and push
forward.
• Ask yourself are my responsibilities at risk: not being perfect but being
effective.
• Ask yourself can I help my boss win: recognize opportunities for leaders to
win.
29. Principle 8 – BecomeA GoTo Player
• When pressure is on: find a way to make things happen no matter what.
• Resources are few: takes lot of effort and gives no financial return.
• When momentum is low: move forward to create momentum.
• When load is heavy: having the capacity to lift load with them, will have an
influence on them.
• When leader is absent: step forward to lead, distinguish yourself.
• When time is limited: taking every opportunity to make things happen.
30. Principle 9 - BE BETTERTOMORROWTHANYOUARETODAY
• LEARNYOUR CRAFTTODAY:There is no time like the present to become an
expert at your craft.
• TALKYOUR CRAFTTODAY: it fuels their passion, it teaches them new skills
and insights, and it prepares them to take action.
• PRACTICEYOUR CRAFTTODAY: By making yourself better, you make
others better.
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32. Lead-Across Principle #1
UNDERSTAND, PRACTICE,AND
COMPLETETHE LEADERSHIP LOOP
• CARING—TAKEAN INTEREST IN PEOPLE: If you’re not a people person, that may be the
first step you need to take.
• LEARNING—GETTO KNOW PEOPLE: as much as you can, try to put yourself in their
shoes.
• APPRECIATING—RESPECT PEOPLE: We should strive to see others’ unique experiences
and skills as a resource and try to learn from them.
• CONTRIBUTING—ADDVALUETO PEOPLE: If you give with no strings attached and try to
help others win, they will, in time, come to trust your motives.
• VERBALIZING—AFFIRM PEOPLE: If you want to influence your peers, become their best
cheerleader.
• LEADING—INFLUENCE PEOPLE: influence them to help them win.
• SUCCEEDING—WINWITH PEOPLE: Great leaders don’t use people so that they can win.
They lead people so that they all can win together.
33. Lead-Across Principle #2
PUT COMPLETING FELLOW
LEADERS AHEAD OF COMPETING
WITHTHEM
• ACKNOWLEDGEYOUR NATURAL DESIRETO COMPETE: The key to
being competitive is channeling it in a positive way.
• EMBRACE HEALTHY COMPETITION: Competition can definitely help
motivate a team to get going.
• PUT COMPETITION IN ITS PROPER PLACE: The whole goal of healthy
competition is to leverage it for the corporate win.
• KNOW WHERETO DRAWTHE LINE: Anytime it lowers morale and hurts
the team, it’s unhealthy and out of line.
34. Lead-Across Principle #3
BE A FRIEND
• LISTEN!: A true friend is one who hears and understands when you share
your deepest feelings.
• FIND COMMON GROUND NOT RELATEDTO WORK: more in common
with him than hating the same people.
• BE AVAILABLE BEYOND BUSINESS HOURS: leadership isn’t limited to
nine to five, friendship can’t be either.
• HAVE A SENSE OF HUMOR: Humor can quickly bond people who might
not otherwise have a lot in common.
• TELLTHETRUTH WHEN OTHERS DON’T: Not everybody is willing to do
that, because they don’t want to risk the relationship, or they really don’t
care enough to make the effort.
35. Lead-Across Principle #4
AVOID OFFICE POLITICS
• AVOID GOSSIP: When the eagles are silent, the parrots begin to jabber.
• STAY AWAY FROM PETTY ARGUMENTS: It is a sign of maturity when someone
knows what’s petty and what’s not—when to jump in, and when to sit back and
listen.
• STAND UP FOR WHAT’S RIGHT, NOT JUST FOR WHAT’S POPULAR: When
someone is being treated in a way that you would not want to be treated, then it’s
time to stand up.
• LOOK AT ALL SIDES OFTHE ISSUE: you have the opportunity to see things from
perspectives that many others don’t.
• DON’T PROTECTYOUR TURF: What matters is the team.
• SAY WHATYOU MEAN, AND MEAN WHATYOU SAY: make sure that what you
say, what you do, and what you say you do all match.
36. Lead-Across Principle #5
EXPANDYOUR CIRCLE OF ACQUAINTANCES
• EXPAND BEYONDYOUR INNER CIRCLE: To get outside of your comfort zone,
why not start with those in your comfort zone
• EXPAND BEYONDYOUR EXPERTISE: when there is connection and
understanding between departments, everyone wins.
• EXPAND BEYONDYOUR STRENGTHS: meet people with strengths very different
from your own, learn to celebrate their abilities and get to know them better.
• EXPAND BEYONDYOUR PERSONAL PREJUDICES: We prejudge people we
haven’t met because of their race, ethnicity, gender, occupation, nationality,
religion, or associations. And it really does limit us.
• EXPAND BEYONDYOUR ROUTINE: It’s an investment in time—and influence—
that is always worth making.
37. Lead-Across Principle #6
LETTHE BEST IDEAWIN
• LISTEN TO ALL IDEAS: great thinking comes when good thoughts are shared in a
collaborative environment where people contribute to them, shape them, and take
them to the next level.
• NEVER SETTLE FOR JUST ONE IDEA: The same kind of free-market mentality
that drives the largest economy in the world can also drive organizations.
• LOOK IN UNUSUAL PLACES FOR IDEAS: Rarely does a good idea come looking
for you.
• DON’T LET PERSONALITY OVERSHADOW PURPOSE: Set aside your pride and
listen.
• PROTECT CREATIVE PEOPLE ANDTHEIR IDEAS: If you desire the best idea to
win, then become a champion of creative people and their contributions to your
organization.
• DON’TTAKE REJECTION PERSONALLY: Be passionate about your work and have
the integrity to stand up for your ideas. But also know when to compromise.
38. Lead-Across Principle #7
DON’T PRETENDYOU’RE PERFECT
• ADMITYOUR FAULTS: Nothing is more disarming, and nothing does a better job
of clearing the decks relationally.
• ASK FOR ADVICE: people get things done if they asked for help when they needed
it instead of trying to fake it until they make it.
• WORRY LESS ABOUT WHAT OTHERSTHINK: People who consider the opinions
of others too much often perform too little.
• BE OPENTO LEARNING FROM OTHERS: If you really desire others to see you as
an approachable person, go a step beyond just willingness to admit your
weaknesses.
• PUT AWAY PRIDE AND PRETENSE: If we make it our goal to impress them, we
puff up our pride and end up being pretentious—and that turns people off.
39. Lead-Across Principle #7
DON’T PRETENDYOU’RE PERFECT
• ADMITYOUR FAULTS: Nothing is more disarming, and nothing does a better job
of clearing the decks relationally.
• ASK FOR ADVICE: people get things done if they asked for help when they needed
it instead of trying to fake it until they make it.
• WORRY LESS ABOUT WHAT OTHERSTHINK: People who consider the opinions
of others too much often perform too little.
• BE OPENTO LEARNING FROM OTHERS: If you really desire others to see you as
an approachable person, go a step beyond just willingness to admit your
weaknesses.
• PUT AWAY PRIDE AND PRETENSE: If we make it our goal to impress them, we
puff up our pride and end up being pretentious—and that turns people off.
41. Lead-Down Principle #1
WALK SLOWLYTHROUGHTHE HALLS
• SLOW DOWN: To connect with people, you travel at their speed.
• EXPRESSTHATYOU CARE: We all desire a personal touch from someone who
cares about us.
• CREATE A HEALTHY BALANCE OF PERSONAL AND PROFESSIONAL
INTEREST: Your desire should be to help, not to invade someone’s privacy or make
them feel uncomfortable.
• PAY ATTENTION WHEN PEOPLE START AVOIDINGYOU: always slows down
enough to be looking, listening, and reading between the lines.
• TENDTOTHE PEOPLE, ANDTHEY WILLTENDTOTHE BUSINESS: Leaders who
tend only to business often end up losing the people and the business.
•
42. Lead-Down Principle #2
SEE EVERYONE AS A “10”
• SEETHEM AS WHOTHEY CAN BECOME: When you find it, do your best to draw
it out.
• LETTHEM “BORROW”YOUR BELIEF INTHEM: When the people you lead don’t
believe in themselves, you can help them believe in themselves.
• CATCHTHEM DOING SOMETHING RIGHT: It helps them tap into their potential.
It makes them want to do better.
• BELIEVE THE BEST—GIVE OTHERSTHE BENEFIT OFTHE DOUBT: you give
others the same consideration you give yourself.
• REALIZE THAT “10” HAS MANY DEFINITIONS: everyone can be a 10 in some
area.You can always focus on that area when encouraging one of your employees.
• GIVETHEMTHE “10”TREATMENT: People usually rise to the leader’s
expectations—if they like the leader.
43. Lead-Down Principle #3
DEVELOP EACHTEAM MEMBERAS A PERSON
• SEE DEVELOPMENTAS A LONG-TERM PROCESS: As you approach the development of your people,
think of it as an ongoing process, not something you can do once and then be done.
• DISCOVER EACH PERSON’S DREAMSAND DESIRES: If you know what those dreams are and you
develop them in a way that brings those dreams within reach, you not only harness that energy, but you
also fuel it.
• LEAD EVERYONE DIFFERENTLY: You have to figure out what leadership buttons to push with each
individual person on your team.
• USE ORGANIZATIONAL GOALS FOR INDIVIDUAL DEVELOPMENT: The only scenario where there are
no losses is when something is good for the organization and the individual.
• HELPTHEM KNOWTHEMSELVES: it is the first responsibility of a leader who develops others to help
them define the reality of who they are.
• BE READYTO HAVE A HARD CONVERSATION: get past the discomfort of having difficult conversations
for the sake of the people they lead and the organization.
• CELEBRATETHE RIGHT WINS: extra incentive and encouragement to go after the things that will help
them improve.
• PREPARETHEM FOR LEADERSHIP: develop a strong loyalty to you because they know that you have
their best interests at heart and you have proven it with your actions.
44. Lead-Down Principle #4
PLACE PEOPLE INTHEIR STRENGTH ZONES
• DISCOVERTHEIRTRUE STRENGTHS: Successful people find their own
strength zones. Successful leaders find the strength zones of the people they
lead.
• GIVETHEMTHE RIGHT JOB: Don’t be afraid to move people around if
they’re not shining the way you think they could.
• IDENTIFYTHE SKILLSTHEY’LL NEED AND PROVIDEWORLD-CLASS
TRAINING: All players have a place where they add the most value
45. Lead-Down Principle #5
MODELTHE BEHAVIORYOU DESIRE
• YOUR BEHAVIOR DETERMINESTHE CULTURE: the only way to change the culture is to
change your behavior.
• YOURATTITUDE DETERMINESTHE ATMOSPHERE: The happiest people don’t
necessarily have the best of everything.They just make the best of everything.
• YOURVALUES DETERMINETHE DECISIONS: Decisions that are not consistent with our
values are always short-lived.
• YOUR INVESTMENT DETERMINESTHE RETURN: What’s worse than training your
people and losing them? Not training them and keeping them.
• YOUR CHARACTER DETERMINESTHETRUST: Trust has to be earned, and it usually
comes when you are tested.
• YOURWORK ETHIC DETERMINESTHE PRODUCTIVITY: Leaders truly do set the tone on
the job when it comes to productivity
• YOUR GROWTH DETERMINESTHE POTENTIAL: If you want to increase the potential of
your team, you need to keep growing yourself.
46. Lead-Down Principle #6
TRANSFERTHEVISION
• CLARITY: You have to put all the pieces together for them to help them “get” it.
• CONNECTION OF PAST, PRESENT, AND FUTURE: When people are able to
touch the past, they will be more inclined to reach for the future.
• PURPOSE: Although vision tells people where they need to go, purpose tells them
why they should go.
• GOALS: Without goals and a strategy to achieve them, vision isn’t measurable or
attainable.
• A CHALLENGE: challenge makes good people want to spread their wings and fly.
• STORIES: A story helps them to see that even though they may have to reach to
help achieve the vision, it is within their grasp.
• PASSION: If there is no passion in the picture, then your vision isn’t transferable.
47. Lead-Down Principle #7
REWARD FOR RESULTS
• GIVE PRAISE PUBLICLY AND PRIVATELY: If you praise privately first and then do
it publicly, it is doubly important because it fulfills the longing they had for others
to hear it.
• GIVE MORETHAN JUST PRAISE: If you praise them but don’t raise them, it won’t
pay their bills. If you raise them but don’t praise them, it won’t cure their ills.
• DON’T REWARD EVERYONETHE SAME: Praise effort, but reward only results.
• GIVE PERKS BEYOND PAY: share with the people who work with you, whether it’s
a parking place, free tickets to an event, or use of the corporate suite.
• PROMOTE WHEN POSSIBLE: the best promotions are the ones that don’t need to
be explained because everyone who works with the ones being promoted have
seen them grow into their new jobs.
• REMEMBERTHATYOU GET WHATYOU PAY FOR: If you want to attract and keep
good people, you need to pay them what they’re worth.
48. • Value #1
A LEADERSHIPTEAM IS MORE EFFECTIVETHAN JUST ONE LEADER:
• Value #2
LEADERS ARE NEEDED AT EVERY LEVEL OFTHE ORGANIZATION
• Value #3
LEADING SUCCESSFULLY AT ONE LEVEL IS A QUALIFIER FOR LEADING AT
THE NEXT LEVEL
• Value #4
GOOD LEADERS INTHE MIDDLE, MAKE BETTER LEADERS ATTHETOP
• Value #5
360-DEGREE LEADERS POSSESS QUALITIES EVERY ORGANIZATION
NEEDS
49. CREATE AN ENVIRONMENTTHAT UNLEASHES 360-DEGREE LEADERS
• PLACE A HIGHVALUE ON PEOPLE
• COMMIT RESOURCESTO DEVELOP PEOPLE
• PLACE A HIGHVALUE ON LEADERSHIP
• LOOK FOR POTENTIAL LEADERS
• KNOW AND RESPECTYOUR PEOPLE
• PROVIDEYOUR PEOPLE WITH LEADERSHIP EXPERIENCES
• REWARD LEADERSHIP INITIATIVE
• PROVIDE A SAFE ENVIRONMENTWHERE PEOPLE ASK QUESTIONS, SHARE IDEAS,
ANDTAKE RISKS
• GROWWITHYOUR PEOPLE
• DRAW PEOPLEWITH HIGH POTENTIAL INTOYOUR INNERCIRCLE
• COMMITYOURSELFTO DEVELOPINGA LEADERSHIPTEAM
• UNLEASHYOUR LEADERSTO LEAD
