The document discusses 360 degree leadership and leading from the middle of an organization. It defines 360 degree leadership as leading down to subordinates, leading up to superiors, and leading across to peers. It explains that leadership is not dependent on title and can be practiced from any level in the organization. It discusses myths about leadership, such as the need to be at the top to lead, and explains that influence comes from earning respect through actions and relationships, not position alone. Leadership is presented as a set of skills that can be developed over time from any level in the organization.

1. 360 Degree Leader
Developing your influence from anywhere in the organization
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2. As a Leader, you are supposed to influence all of the people around you-
360 Degree Leader
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3. Since many of us are leading from the middle...
•Do not blindly follow your boss. Understand the reasons behind his
decisions and give your thought process on everything.Do you automatically follow your boss?
•You should question your boss’s suggestions/directions if you are
not clear why. You are not supposed to blindly follow the orders.
Do you sometimes question his/her
direction?
•Title has nothing to do with the person’s willingness to take
ownership. We should support them.
Have you ever supported someone without
a leadership title?
•I guess not. As the influence will very personal attribute, everybody
in the same title will not have same level of influence.
Does every manager in your organization
have the same level of influence.
•Where ever you are, you can start to practice, exercise and extend
your influence.
The middle of an organization is often the
optimal place to practice, exercise and
extend your influence!
•Leadership is a personal ability. You do not need title for the same.No matter where you are at in the
organization—leadership is your ability to
get the attention and support of others.
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4. What does 360 degree Leadership entail ?
Leading
Down
•Interacting with subordinates , observation and listening , transferring vision, and rewarding
productive people. Leaders at the top who lead down help people realize their potential,
become a strong role model, and encourage others to become part of a higher purpose. This
involves walking through the halls, transferring the vision and rewarding for the results.
Leading
Up
•Being able to do what others won’t, knowing when to push back, and when to back off. This is
a process of influencing a leader. This includes, lightening the leader’s load by being willing to
do what others wont, while when to push forward and when to back off.
Leading
Across
•Completing your peers, letting the best ideas win. Leaders in the middle of the organization
are leaders of leaders. These leaders in the middle of tan org. are the leaders of leaders. These
leaders help peers to achieve positive results, let the best ideas to win and garner mutual
respect. These leaders must develop and maintain credibility, continually exert influence.
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5. The Five Levels of Leadership
Respect
Reproduction
Production
Permission
Position
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6. The First Step : 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, the higher the turnover, and
the lower the morale.
The good news is you can improve.
But your influence will not extend beyond your job description.
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7. The Second Step: Permission [Relationships]
People follow you because they want to
… beyond your stated authority
This levels allows work to be fun
Staying at this level too long causes
highly motivated people to be restless
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8. The Third Step: 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.
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9. The Fourth Step: Reproduction [People Development]
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.
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10. The Fifth Step: Respect [Personhood]
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.
Rare--achieved by leading from the first four levels for a
long period of time.
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11. Seven Myths of Leading from the Middle of an Organization
• “I can’t lead if I am not at the top”.
The POSITION Myth
• “When I get to the top, then I’ll learn to lead”.
The DESTINATION Myth
• “If I were on top, then people would follow me”.
The INFLUENCE Myth
• “When I get to the top, I’ll be in control”.
The INEXPERIENCE Myth
• “When I get to the top, I’ll no longer be limited”
The FREEDOM Myth
• “I can’t reach my potential if I’m not the top leader”.
The POTENTIAL Myth
• “If I can’t get to the top, then I won’t try to lead”.
The ALL-OR-NOTHING Myth
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12. 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.
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13. The DESTINATION Myth
“When I get to the top, then I’ll learn to
lead”
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
- It’s essential to start to practice
leadership before you get into a
situation where you need it.
- Its learned though purposeful
practice.
- It’s a characteristic that you earn---
not a gift you receive.
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14. The INFLUENCE Myth
“If I were on top, then
people would naturally
follow me”
You can grant someone a
position…
But you cannot grant them
real leadership.
Influence must be earned.
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15. 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
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16. The FREEDOM Myth
“When I get to the top, I’ll no
longer be limited”.
In Reality: the higher you go—the
more people:
Expect from you
Demand of you.
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.
The Leader has less freedom than
you may think.
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17. How the Rights, Responsibilities changes with Position
CEO
Leader
Worker
Customer
Rights
DECREASE
as you climb
in the
organization
Rights Responsibilities
Responsibilities
INCREASE
as you climb
in the
organization
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18. The POTENTIAL Myth
“You can’t reach your
potential if you are not
at the top.”
In Reality: Your potential
is something that you
should be realizing along
the way
People should strive to
be at the top of their
game--not the top of the
organization-- work to
achieve your potential.
If you don’t start when
you are in the middle—
You may never get the
chance to lead at all
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19. The ALL-OR-NOTHING Myth
“You can’t reach your potential if
you are not at the top.”
If I can’t be the captain of the team,
then I’ll take my ball and go home.
There is no one place to lead from.
Great leaders in business and social
movements don’t always become
household names- but their
positive influence can be huge.
You can have a powerful effect
wherever you are in an
organization
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20. 360 Degree Leader Q & A

21. More Topics
 360 Degree Leadership
 Time Management &
Multitasking
 Mind Mapping
Techniques
 Negotiation Skills
 Selling Your Ideas
 Ownership
 Conflict Management
 Risk Management
 Decision Making Models
 Skill Gap/SWOT Analysis
 Root Cause Analysis
 Effective Team Meetings
 Demo/Presentation Skills
 Emotional Intelligence
 How Leaders Build Trust
 Upward Management
 Managing Across
 Design Effective Team
Meetings
 Team Member Types
 Building High
Performance Teams