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The
360 Degree
  Leader
What does 360 degree
      Leadership entail ?
Leading Down
Interacting with subordinates,observation and listening,transferring
vision, and rewarding productive people


Leading Up
Being able to do what others won’t, knowing when to push back, and
when to back off


Leading Across
Completing your peers, letting the best ideas win
Some ask: Why should I
        care?

 Learn to increase your power to lead people no matter where you
             are positioned in the company’s hierarchy

 To grasp the truth behind the seven myths of leadership that keep
                 one from being an effective leader.

  To exercise influence in all directions, using principles, skills and
       insights that allow you to lead in multiple directions.

  To influence those you work for, those you work with and those
                        who work for you.
Think about:
A leader who has had a great impact on their business, organization or
environment.

  Can you describe their leadership styles.

  Why do people respect them?

  Why do people follow them?
Those are great leaders--but how can I lead if I
am not at the top of the organizational chart?

    By Influencing People


                      Making Things Happen


      Helping Advance the Organization


    But to do so—you must overcome the Seven Myths   of
    Leadership
Since many of us are leading from the
              middle...


   Do you automatically follow your boss?

   Do you sometimes question his/her direction?

   Have you ever supported someone without a leadership title?

   Does every manager in your organization have the same level of
   influence.
Make a list of the following:

     People who work for you

     People on the same level as you

     People you report to


   This is just for your reference during the presentation
The Seven Myths of Leadership
1. The Position Myth

2. The Destination Myth

3. The Influence Myth

4. The Inexperience Myth

5. The Freedom Myth

6. The Potential Myth

7. The All or Nothing Myth
The Five Levels of Leadership

                          5. Respect

                4. Reproduction

          3. Production

     2. Permission

 1. Position
# 1 The Position Myth
          “ You can’t lead if you’re not up front and on top”




Leading misperception about Leadership

Some wait for authority to be given with a position


Leadership is about influence.

Building relationships and gaining confidence of others.

It has little to do with your position in an organization.
The First Step:   Position

       Reality Check: This is where most managers start

       People will follow only because they have too

       Follow only within the boundaries of job description

       It’s the least effective approach

       Usually resulting in high turnover and low moral of followers

       The good news is you can improve

           Your Influence will not extend beyond your job description
The Second Step:     Permission
      People follow you because they want to—at least for some
      time

      Developed by building relationships-treat people with
      dignity and respect

      When you care about the people you lead, trust increases

      They give you permission to lead-- they want to


  This allows work to be fun.. but staying too long at this level will cause
           some highly motivated followers to become restless
Third Step:   Production
        If people you lead succeed because of your resullts and
        contribution to the team, they look to you more and
        more.

        People follow you for what you have successfully done for
        the organization


     Success is sensed by more people on your team. Problems are fixed by
                         the momentum of your team.
Fourth Step:   Reproduction

        People follow you for what you have done for them

        Your commitment to developing leaders will ensure on-
        going growth

        You pour yourself into the individuals you lead-mentoring,
        enhancing their skills, sharpen their leadership ability



           Do what ever you can to achieve and stay at this level
Fifth Step:   Respect
       People follow you for who you are and what you represent

       Out of your control---only others can put you there

       Rare--achieved by leading from the first four levels for a long
       period of time.


     Reserved for those leaders who have spent years growing people and
                                organizations
# 2 The Destination Myth
         “When you get to the top—then you will be able to lead.”


          How would you prepare to run a marathon?

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.
# 3 The Influence Myth
 “If you’re at the top—people will naturally follow you.”

People without leadership experience overestimate the
importance of a title

A title does not magically transform you into a leader.

Influence must be earned

A position gives you a chance to try out your style

Position does not make a leader---but a leader can make the
position
# 4 The Inexperience Myth
“When I get to the top then I will be ready to exert control”



   If I was leader-- we would not have done this...

   Good news: desire to improve org is sign of leadership ability.

   Bad news: We over estimate how much control a leader has

   No matter where you are at in the organization—leadership is
   your ability to get the attention and support of others.
# 5 The Freedom Myth
  “When you get to the top you’ll be free at last of limitations”


In Reality: the higher you go—the more people:

  Expect of you
  Demand of you.
Leaders must rely on the actions of others for success

  Employees. Customers, Investors

  The Leader has less freedom than you may think
# 6 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 thier 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
# 7 The All or Nothing Myth
   “If you can’t get to the top, then you shouldn’t even try.”


Reality Check: This is recipe for Disillusionment, Cynicism,
Bitterness

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
To succeed you need to overcome
           Seven Challenges
The Tension Challenge

The Frustration Challenge

The Multi-hat Challenge

The EGO Challenge

The Fulfillment Challenge

The Vision Challenge

The Influence Challenge
To succeed you need to overcome
           Seven Challenges
The Tension Challenge

The Frustration Challenge

The Multi-hat Challenge

The EGO Challenge

The Fulfillment Challenge

The Vision Challenge

The Influence Challenge
The Tension Challenge

The pressures of being caught in the middle

Your authority derives from someone else.

That person can: Fire You

                  Demote you

                  Reassign you

     Hard to know where you stand
There are five factors that affect the

           degree of tension you encounter in the middle

         • Empowerment:
                How much authority and responsibility does your boss gives you?

         • Initiative:
                Can you balance your actions without overstepping your boundaries?

         • Environment:
                Does the organization or leaders DNA create a unique situation for you?

         • Job Parameters:
                How well you know and do your job.

         • Appreciation:
                How you cope with not getting the credit you may deserve.

Which of the these are
 roadblocks for you ?
Overcoming the Tension Challenges


        Become comfortable with the middle (tied to expectations)
        Know what to own and what to let go
              Clear lines of responsibilities
              Known expectations
        Find quick answers when in the middle
              Information is critical
        Never violate your position or the trust of the leader
              Avoid the “ if I was in charge conversation with
              employees”

        Find a way to relieve stress
The Frustration Challenge
May happen if you find yourself following an ineffective leader

  Ineffective bosses include those who are:
     Insecure

        Vision-less
           Overly political
                Selfish
                  Controlling

                      Downright Incompetent
The Frustration Challenge Solution

      The Solution lies within you

           Our greatest limitation is not the leader above us--its our
           spirit and attitude ( disposition more than position)

           Key--Don’t fix the leader—add value

      To add value:

           Build the best relationship as you can with that leader
           Identify leader’s strengths and weaknesses
           Provide help if the leader requests it

           Build up your leader any time you can do so truthfully
The Multi-Hat Challenge

Upper level leaders can decide what they want to work on.

   Those in the middle have little choice

   Must live up to the demands and expectations of leaders, followers,
   customers and vendors

   Every role you play has its own responsibilities.

    Flexibility required to interact with people.

You have to be consistent and predictable with everyone—or you won’t
seem trustworthy.
The EGO Challenge
Leaders in the middle tend to be invisible

Consistently good leadership gets noticed—eventually

Concentrate more on duties and production than dreams

Focus on the satisfaction derived from doing a job well

Take satisfaction from peer compliments

There is a difference between self promotion and selfless
protion
The Fulfillment Challenge

The leaders natural preference for leading from “ out front” or
“on top” rather than in the middle

When you are the lead dog—the view always changes
  If not--the view is not all that exciting (not exactly scenic)

Truth is—the dog in front of the pack is not always the
leader...the person driving the sled is in charge.
The best leaders get the most satisfaction from not winning the
race—but from helping the team win.

Leading from the middle has its own satisfactions:

    Developing strong relationships with key people

    Defining winning in terms of teamwork

    Use time to gain experience and maturity

    Put the organization ahead of your own dreams.
The Vision Challenge
    Championing a vision is more difficult when you did not create it


A person in the middle can:

     Atttack or Critize it

     Ignore it--do thier own thing

     Abandon it and leave

     Adapt to it and find way to aligh with it

More you invest in the vision of the organization—the more it
will become your own

The blending of the leaders vision and the followers
contribution to it--- is when it becomes most powerful
The Influence Challenge

Leading others beyond your position is not easy.

People follow leaders they know: leaders who care
Leaders with character
Leaders who are consistent

They admire: Leaders with commitment

If you work hard at these challenges- people will want to follow
you.
The Seven Principles
        for
 “Leading Across”
Principle 1
  Understand, Practice and
Complete the Leadership Loop
 Leadership is not a one-time event—it’s an on going process
 that takes time, especially with peers.

 Pitfalls:
      Attempt to gain influence too quickly
      Don’t take short cuts
Caring:
   Taking an interest in people—liking them as human
   beings
   Look for value in every person
   Put yourself in others shoes
   Find reasons to like them

Learning
   Getting to know them as individuals, know thier
   story,apprieciate thier diffferences
Appreciating
   See each others experiences and skills as resources and learn
   from them

Contributing
   Adding value to individuals, helping them grow and become
   better as workers and people
   Don’t keep your best stuff to ourself
   Fill in their gaps
   Invest in thier growth and Take them along

Verbalizing
   Affirming people—acknowledge their accomplishments-- be
   thier cheerleader
Leading
    Means influencing them by building on the solid
    relationships you’ve established
    Need to take the next step---

Succeeding
    Winning with them
    Helping others win-- brings more opportunity from
    others who want the same.

      People ask three main questions of a leader:

                    Can I trust you?
Do you believe in this, commited and passionate for this?
          Do you care about me as a person?
The Leadership Loop
                Caring

Succeeding                   Learning



Leading
                               Appreciating


  Verbalizing
                     Contributing
Principle 2
 Complete Fellow Leaders

Put “completing” leaders ahead of
“competing” with them.


Winning at all costs will end up costing you
the support of your peers
Nothing wrong with embracing healthy
competition
But organizations need competition and
collaboration in order to win.
Put competition in its proper place
When your peers are in trouble they need to
know that you will be there for them.
Competing v Completing

✦   Scarcity Mind set   Abundance Mind set
✦   Me First            Organization First
✦   Destroys Trust      Develops Trust
✦   Thinks win-lose     Thinks win-win
✦   Single Thinker      Shared Thinking
✦   Exculding others    Including others
Principle 3
     Be a Friend to Peers
Friends are people that you believe in and
trust.
Friendship is the foundation of influence and
the framework for success—and the shelter
against the crises that inevitably arise in work
life.
How to go about being a friend to other employees?
Listen to one another
	

 Find common ground not related to work
   Make yourself available after business hours
	

 Have a sense of humor
	

 Tell the truth when others don’t
       A friend is one who warns you.

       Headed for trouble they tell you

       Blinded by emotions they tell you,

       Your work is slipping-- they tell you
Principle 4
            Avoid Office Politics
Two ways to get ahead in organizations:
	

 	

     Good Way--Working hard

	

   	

   Bad Way— Working the angles

People who rely on production:
       Emphasize how they can grow.

       Believe that actions speak louder than words

       Base decisions on principles
People who rely on Politics:


   Emphasize whom they know
   Focus on what they say rather than what
   they do
   Base decisions on the opinions of others
Principle 5
       Expand your Circle of
          Acquaintances
If everyone you know looks, thinks and acts the way you do,
it severely limits your potential for leadership. Expand
beyond your inner circle.
Every friend you have has a friend you don’t know… by
getting to know them you double, triple, quadruple your
circle of friends.
Expand beyond your expertise—if you are creative—get to
know someone who is analytical.

Website to help expand: Linkedin
www.linkedin.com
Principle 6
        Let the Best Idea Win
Just because the idea is yours—it doesn’t mean it’s the best.
Ideas are the lifeblood of a dynamic organization. They are
rarely the possession of one individual.
Take all ideas seriously—not just your own.
Encourage and protect creative people and their ideas.
Don’t take it personally if your ideas are rejected.
Principle 7
Don’t Pretend You’re Perfect.
Admit your limitations
Ask for advice
Be open to learning from others
Understand that pride and pretenses are the enemies of real
leadership.



            Your Key Takeaway....

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360 Degree Leadership

  • 1. The 360 Degree Leader
  • 2. What does 360 degree Leadership entail ? Leading Down Interacting with subordinates,observation and listening,transferring vision, and rewarding productive people Leading Up Being able to do what others won’t, knowing when to push back, and when to back off Leading Across Completing your peers, letting the best ideas win
  • 3. Some ask: Why should I care? Learn to increase your power to lead people no matter where you are positioned in the company’s hierarchy To grasp the truth behind the seven myths of leadership that keep one from being an effective leader. To exercise influence in all directions, using principles, skills and insights that allow you to lead in multiple directions. To influence those you work for, those you work with and those who work for you.
  • 4. Think about: A leader who has had a great impact on their business, organization or environment. Can you describe their leadership styles. Why do people respect them? Why do people follow them?
  • 5. Those are great leaders--but how can I lead if I am not at the top of the organizational chart? By Influencing People Making Things Happen Helping Advance the Organization But to do so—you must overcome the Seven Myths of Leadership
  • 6. Since many of us are leading from the middle... Do you automatically follow your boss? Do you sometimes question his/her direction? Have you ever supported someone without a leadership title? Does every manager in your organization have the same level of influence.
  • 7. Make a list of the following: People who work for you People on the same level as you People you report to This is just for your reference during the presentation
  • 8. The Seven Myths of Leadership 1. The Position Myth 2. The Destination Myth 3. The Influence Myth 4. The Inexperience Myth 5. The Freedom Myth 6. The Potential Myth 7. The All or Nothing Myth
  • 9. The Five Levels of Leadership 5. Respect 4. Reproduction 3. Production 2. Permission 1. Position
  • 10. # 1 The Position Myth “ You can’t lead if you’re not up front and on top” Leading misperception about Leadership Some wait for authority to be given with a position Leadership is about influence. Building relationships and gaining confidence of others. It has little to do with your position in an organization.
  • 11. The First Step: Position Reality Check: This is where most managers start People will follow only because they have too Follow only within the boundaries of job description It’s the least effective approach Usually resulting in high turnover and low moral of followers The good news is you can improve Your Influence will not extend beyond your job description
  • 12. The Second Step: Permission People follow you because they want to—at least for some time Developed by building relationships-treat people with dignity and respect When you care about the people you lead, trust increases They give you permission to lead-- they want to This allows work to be fun.. but staying too long at this level will cause some highly motivated followers to become restless
  • 13. Third Step: Production If people you lead succeed because of your resullts and contribution to the team, they look to you more and more. People follow you for what you have successfully done for the organization Success is sensed by more people on your team. Problems are fixed by the momentum of your team.
  • 14. Fourth Step: Reproduction People follow you for what you have done for them Your commitment to developing leaders will ensure on- going growth You pour yourself into the individuals you lead-mentoring, enhancing their skills, sharpen their leadership ability Do what ever you can to achieve and stay at this level
  • 15. Fifth Step: Respect People follow you for who you are and what you represent Out of your control---only others can put you there Rare--achieved by leading from the first four levels for a long period of time. Reserved for those leaders who have spent years growing people and organizations
  • 16. # 2 The Destination Myth “When you get to the top—then you will be able to lead.” How would you prepare to run a marathon? 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.
  • 17. # 3 The Influence Myth “If you’re at the top—people will naturally follow you.” People without leadership experience overestimate the importance of a title A title does not magically transform you into a leader. Influence must be earned A position gives you a chance to try out your style Position does not make a leader---but a leader can make the position
  • 18. # 4 The Inexperience Myth “When I get to the top then I will be ready to exert control” If I was leader-- we would not have done this... Good news: desire to improve org is sign of leadership ability. Bad news: We over estimate how much control a leader has No matter where you are at in the organization—leadership is your ability to get the attention and support of others.
  • 19. # 5 The Freedom Myth “When you get to the top you’ll be free at last of limitations” In Reality: the higher you go—the more people: Expect of you Demand of you. Leaders must rely on the actions of others for success Employees. Customers, Investors The Leader has less freedom than you may think
  • 20. # 6 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 thier 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
  • 21. # 7 The All or Nothing Myth “If you can’t get to the top, then you shouldn’t even try.” Reality Check: This is recipe for Disillusionment, Cynicism, Bitterness 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
  • 22. To succeed you need to overcome Seven Challenges The Tension Challenge The Frustration Challenge The Multi-hat Challenge The EGO Challenge The Fulfillment Challenge The Vision Challenge The Influence Challenge
  • 23. To succeed you need to overcome Seven Challenges The Tension Challenge The Frustration Challenge The Multi-hat Challenge The EGO Challenge The Fulfillment Challenge The Vision Challenge The Influence Challenge
  • 24. The Tension Challenge The pressures of being caught in the middle Your authority derives from someone else. That person can: Fire You Demote you Reassign you Hard to know where you stand
  • 25. There are five factors that affect the degree of tension you encounter in the middle • Empowerment: How much authority and responsibility does your boss gives you? • Initiative: Can you balance your actions without overstepping your boundaries? • Environment: Does the organization or leaders DNA create a unique situation for you? • Job Parameters: How well you know and do your job. • Appreciation: How you cope with not getting the credit you may deserve. Which of the these are roadblocks for you ?
  • 26. Overcoming the Tension Challenges Become comfortable with the middle (tied to expectations) Know what to own and what to let go Clear lines of responsibilities Known expectations Find quick answers when in the middle Information is critical Never violate your position or the trust of the leader Avoid the “ if I was in charge conversation with employees” Find a way to relieve stress
  • 27. The Frustration Challenge May happen if you find yourself following an ineffective leader Ineffective bosses include those who are: Insecure Vision-less Overly political Selfish Controlling Downright Incompetent
  • 28. The Frustration Challenge Solution The Solution lies within you Our greatest limitation is not the leader above us--its our spirit and attitude ( disposition more than position) Key--Don’t fix the leader—add value To add value: Build the best relationship as you can with that leader Identify leader’s strengths and weaknesses Provide help if the leader requests it Build up your leader any time you can do so truthfully
  • 29. The Multi-Hat Challenge Upper level leaders can decide what they want to work on. Those in the middle have little choice Must live up to the demands and expectations of leaders, followers, customers and vendors Every role you play has its own responsibilities. Flexibility required to interact with people. You have to be consistent and predictable with everyone—or you won’t seem trustworthy.
  • 30. The EGO Challenge Leaders in the middle tend to be invisible Consistently good leadership gets noticed—eventually Concentrate more on duties and production than dreams Focus on the satisfaction derived from doing a job well Take satisfaction from peer compliments There is a difference between self promotion and selfless protion
  • 31. The Fulfillment Challenge The leaders natural preference for leading from “ out front” or “on top” rather than in the middle When you are the lead dog—the view always changes If not--the view is not all that exciting (not exactly scenic) Truth is—the dog in front of the pack is not always the leader...the person driving the sled is in charge.
  • 32. The best leaders get the most satisfaction from not winning the race—but from helping the team win. Leading from the middle has its own satisfactions: Developing strong relationships with key people Defining winning in terms of teamwork Use time to gain experience and maturity Put the organization ahead of your own dreams.
  • 33. The Vision Challenge Championing a vision is more difficult when you did not create it A person in the middle can: Atttack or Critize it Ignore it--do thier own thing Abandon it and leave Adapt to it and find way to aligh with it More you invest in the vision of the organization—the more it will become your own The blending of the leaders vision and the followers contribution to it--- is when it becomes most powerful
  • 34. The Influence Challenge Leading others beyond your position is not easy. People follow leaders they know: leaders who care Leaders with character Leaders who are consistent They admire: Leaders with commitment If you work hard at these challenges- people will want to follow you.
  • 35. The Seven Principles for “Leading Across”
  • 36. Principle 1 Understand, Practice and Complete the Leadership Loop Leadership is not a one-time event—it’s an on going process that takes time, especially with peers. Pitfalls: Attempt to gain influence too quickly Don’t take short cuts
  • 37. Caring: Taking an interest in people—liking them as human beings Look for value in every person Put yourself in others shoes Find reasons to like them Learning Getting to know them as individuals, know thier story,apprieciate thier diffferences
  • 38. Appreciating See each others experiences and skills as resources and learn from them Contributing Adding value to individuals, helping them grow and become better as workers and people Don’t keep your best stuff to ourself Fill in their gaps Invest in thier growth and Take them along Verbalizing Affirming people—acknowledge their accomplishments-- be thier cheerleader
  • 39. Leading Means influencing them by building on the solid relationships you’ve established Need to take the next step--- Succeeding Winning with them Helping others win-- brings more opportunity from others who want the same. People ask three main questions of a leader: Can I trust you? Do you believe in this, commited and passionate for this? Do you care about me as a person?
  • 40. The Leadership Loop Caring Succeeding Learning Leading Appreciating Verbalizing Contributing
  • 41. Principle 2 Complete Fellow Leaders Put “completing” leaders ahead of “competing” with them. Winning at all costs will end up costing you the support of your peers
  • 42. Nothing wrong with embracing healthy competition But organizations need competition and collaboration in order to win. Put competition in its proper place When your peers are in trouble they need to know that you will be there for them.
  • 43. Competing v Completing ✦ Scarcity Mind set Abundance Mind set ✦ Me First Organization First ✦ Destroys Trust Develops Trust ✦ Thinks win-lose Thinks win-win ✦ Single Thinker Shared Thinking ✦ Exculding others Including others
  • 44. Principle 3 Be a Friend to Peers Friends are people that you believe in and trust. Friendship is the foundation of influence and the framework for success—and the shelter against the crises that inevitably arise in work life.
  • 45. How to go about being a friend to other employees? Listen to one another Find common ground not related to work Make yourself available after business hours Have a sense of humor Tell the truth when others don’t A friend is one who warns you. Headed for trouble they tell you Blinded by emotions they tell you, Your work is slipping-- they tell you
  • 46. Principle 4 Avoid Office Politics Two ways to get ahead in organizations: Good Way--Working hard Bad Way— Working the angles People who rely on production: Emphasize how they can grow. Believe that actions speak louder than words Base decisions on principles
  • 47. People who rely on Politics: Emphasize whom they know Focus on what they say rather than what they do Base decisions on the opinions of others
  • 48. Principle 5 Expand your Circle of Acquaintances If everyone you know looks, thinks and acts the way you do, it severely limits your potential for leadership. Expand beyond your inner circle. Every friend you have has a friend you don’t know… by getting to know them you double, triple, quadruple your circle of friends. Expand beyond your expertise—if you are creative—get to know someone who is analytical. Website to help expand: Linkedin www.linkedin.com
  • 49. Principle 6 Let the Best Idea Win Just because the idea is yours—it doesn’t mean it’s the best. Ideas are the lifeblood of a dynamic organization. They are rarely the possession of one individual. Take all ideas seriously—not just your own. Encourage and protect creative people and their ideas. Don’t take it personally if your ideas are rejected.
  • 50. Principle 7 Don’t Pretend You’re Perfect. Admit your limitations Ask for advice Be open to learning from others Understand that pride and pretenses are the enemies of real leadership. Your Key Takeaway....