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From being a lone nut to a leader
The document discusses the concept of leadership, emphasizing that effective leadership often occurs from within the middle of an organization rather than solely from the top. It debunks common myths about leadership and presents the five levels of leadership, highlighting the importance of influence, relationships, and personal development. Additionally, it outlines challenges faced by middle leaders and principles for effectively 'leading up' to support higher management.
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From being a lone nut to a leader
- 1. FROM A LONENUT INTO A LEADER Dr. Dion Forster Alpha Africa EXPOSED – Shining a light on corruption Unashamedly Ethical
- 2. ARE YOU ALONE NUT OR A TRUE LEADER?
- 3. Whoever wants tobe first must be last of all and servant of all. Jesus (Mark 9:35)
- 4. LEADING FROM THEMIDDLE YOUYOU Your manager / Church leaders Your Peers Your Peers Your staff / volunteers
- 5. LEADING FROM THEMIDDLE The reality is that 99 percent of all leadership occurs not from the top, but from the middle of an organization. John Maxwell
- 6. SECTION 1: THEMYTHS OF LEADING FROM THE MIDDLE OF THE ORGANIZATION
- 7. SECTION 1: THEMYTHS OF LEADING FROM THE MIDDLE OF THE ORGANIZATION Myth #1: The Position Myth: "I can't lead if I am not at the top." Myth #2: The Destination Myth: "When I get to the top, then I'll learn to lead." Myth #3: The Influence Myth: "If I were on top, then people would follow me.”
- 8. SECTION 1: THEMYTHS OF LEADING FROM THE MIDDLE OF THE ORGANIZATION Myth #5: The Freedom Myth: "When I get to the top, I'll no longer be limited." Myth #6: The Potential Myth: "I can't reach my potential if I'm not the top leader." Myth #7: The All-or-Nothing Myth: "If I can't get to the top, then I won't try to lead."
- 9. MYTH # 1:THE POSITION MYTH: “I CAN’T LEAD IF I AM NOT ON TOP” REALITY: “The true measure of leadership is influence-- nothing more, nothing less.” “Leadership is a choice you make, not a place you sit.”
- 10. Leadership development isa dynamic process, and you cannot just wait on being given a position to start to lead. You must build relationships and gain influence naturally. The right to lead must be earned individually with each person that you meet. Where you are on the staircase of leadership depends on your history with that person. And with everyone, we start at the bottom of the five steps or levels. John Maxwell
- 17. THE FIVE LEVELSOF LEADERSHIP 1 Position: • Rights - People follow you because they have to. 1 Permission: • Relationships - People follow because they want to. 1 Production: • Results - People follow because of what you have done for the organization/team.
- 18. THE FIVE LEVELSOF LEADERSHIP 4. People Development: • Reproduction - People follow because of what you have done for them. 4. Personhood: • Respect - People follow because of who you are and what you represent.
- 19. SECTION 2: CHALLENGESOF LEADING FROM THE ‘MIDDLE’
- 20. SECTION 2: CHALLENGESOF LEADING FROM THE ‘MIDDLE’ Challenge #1: The Tension Challenge: The Pressure of Being Caught in the Middle Challenge #2: The Frustration Challenge: Following an Ineffective Leader Challenge #3: The Multi-Hat Challenge: One Head . . . Many Hats Challenge #4: The Ego Challenge: You're Often Hidden in the Middle
- 21. SECTION 2: CHALLENGESOF LEADING FROM THE ‘MIDDLE’ Challenge #5: The Fulfillment Challenge: Leaders Like the Front More than the Middle Challenge #6: The Vision Challenge: Championing the Vision Is More Difficult When You Didn’t Create It Challenge #7: The Influence Challenge: Leading Others Beyond Your Position Is Not Easy
- 22. SECTION 3: THEPRINCIPLES OF ‘LEADING UP’
- 23. You can tellwhether you are becoming a servant by how you act when people treat you like one. Gordon MacDonald
- 24. SECTION 3: THEPRINCIPLES OF ‘LEADING UP’ Lead-Up Principle #1: Lead Yourself Exceptionally Well Lead-Up Principle #2: Lighten Your Leader's Load Lead-Up Principle #3: Be Willing to Do What Others Won’t
- 25. SECTION 3: THEPRINCIPLES OF ‘LEADING UP’ Lead-Up Principle #4: Do More than Manage - Lead! Lead-Up Principle #5: Invest in Relational Chemistry Lead-Up Principle #6: Be Prepared Every Time You Take Your Leader's Time
- 26. SECTION 3: THEPRINCIPLES OF ‘LEADING UP’ Lead-Up Principle #7: Know When to Push and When to Back Off Lead-Up Principle #8: Become a Go-To Player Lead-Up Principle #9: Be Better Tomorrow than You Are Today
- 27. “Great leaders allhave one thing in common. They know that acquiring and keeping good leaders is a leader’s most important task.” - John Maxwell, Developing leaders around you
- 28. Great leaders aremeasured not just on how many are following them, but on how many other leaders they are raising up and developing.
- 29. DON’T MISS THESIMPLEST THINGS!
- 30. The way todevelop the next generation: • Pray for them • Love them • Believe in them • Minister to them • Encourage them • Challenge them • Trust them • Share with them
- 31. One thing Iknow: The only ones among you who will be really happy are those who will have sought and found how to serve. Albert Schweitzer
Editor's Notes
- #22 The Tension Challenge: The Pressure of Being Caught in the Middle Factors That Impact the Tension Empowerment - How much authority/responsibility does your leader give you, and how clear are the lines of authority? Initiative – How do you balance initiating and not overstepping your boundaries? How do you know when to push back and how hard to push? Environment – What is the leadership DNA of the organization and the leader? Job Parameters – How well do you know your job and how to do it? Appreciation – Can you live without the credit? How to Relieve the Tension Challenge Become Comfortable with the Middle Know What to “Own” and What to Let Go Find Quick Access to Answers When Caught in the Middle Never Violate Your Position or the Trust of the Leader Find a Way to Relieve Stress 2) The Frustration Challenge: Following an Ineffective Leader “ Your job is not to fix the leader; it’s to add value.” Maxwell notes there are many types of ineffective leaders; insecure, visionless, incompetent, selfish, chameleon, political, and controlling ones. Solution: Add value to the leader. How? Develop a Solid Relationship With Your Leader Identify and Appreciate Your Leader ’s Strengths Commit to Adding Value to Your Leader ’s Strengths Get Permission to Develop a Game Plan to Complement Your Leader ’s Weaknesses Expose Your Leader to Good Leadership Resources Publicly Affirm Your Leader 3) The Multi-Hat Challenge: One Head…Many Hats 4) The Ego Challenge: You ’re Often Hidden in the Middle 5) The Fulfillment Challenge: Leaders Like the Front More Than the Middle 6) The Vision Challenge: Championing the Vision is More Difficult When You Did Not Create It How People Respond to the Vision Challenge Attack it-Criticize and Sabotage the Vision. Why? They did not help create it, they don ’t understand it, they don ’ t agree with it, they don’t know it, they feel unneeded to achieve it, they are not ready for it. Ignore it-Do Their Own Thing Adapt to it-Find a Way to Align With the Vision Champion it-Take the Leader ’s Vision and Make it a Reality Add Value to it 7) The Influence Challenge All leaders face this challenge…the only solution is to become the kind of leader other people want to follow. And what kind of leader is that? People Follow Leaders They Know—Leaders Who Care People Follow Leaders They Trust—Leaders With Character People Follow Leaders They Respect—Leaders Who Are Competent People Follow Leaders They Admire—Leaders With Commitment “ I want a position that will make people follow me, to, I want to become a person whom people will want to follow.”
- #23 Lead-Up Principle #1 Lead Yourself Exceptionally Well Before leading others, you must first lead yourself. If you would not follow yourself, why should anyone else? To do so, you must self-manage the following: 1) Manage Your Emotions - Put others first and ask, “What is best for the team?” 2) Manage Your Time - What is the best use of your time? What has value and meaning? 3) Manage Your Priorities - You should have a “stop-doing” list. 4) Manage Your Energy - Avoid energy drains. 5) Manage Your Thinking - The greatest enemy of good thinking is busyness. 6) Manage Your Words - The power of words in immense. 7) Manage Your Personal Life – If I can ’t lead myself, others won’t follow, respect, or partner with me. Lead-Up Principle #2 Lighten Your Leader's Load Helping to Lift the Leaders Load, Helps You Too . Lifting shows you are a team player; Lifting shows gratitude for being on the team; Lifting makes you part of something bigger; Lifting gets you noticed; Lifting increases your value and influence How to Lift Your Leader ’s Load 1) Do Your Own Job Well First 2) When You Find a Problem, Provide a Solution 3) Tell Leaders What They Need to Hear, Not What They Want to Hear 4) Go the Extra Mile 5) Stand Up and In for Your Leader Whenever You Can 6) Ask Your Leader How You Can Help Lift the Load Lead-Up Principle #3 Be Willing to do What Others Won’t Take the Tough Jobs Pay Your Dues Work In Obscurity Succeed With Difficult People Put Yourself on the Line Admit Faults But Never Make Excuses Do More Than Expected Are The First To Stand Up and Help Perform Tasks That Are Not Your Job Take Responsibility For What is Yours Lead Up Principle #4 Do More Than Manage---Lead! “ Managers work with processes, leaders work with people.” John Maxwell Leaders Think Longer Term Leaders See Within the Larger Context Leaders Push Boundaries Leaders Put the Emphasis on Intangibles Leaders Learn to Rely on Intuition Leaders Invest Power in Others Leaders See Themselves as Agents of Change
- #25 Lead-Up Principle #1 Lead Yourself Exceptionally Well Before leading others, you must first lead yourself. If you would not follow yourself, why should anyone else? To do so, you must self-manage the following: 1) Manage Your Emotions - Put others first and ask, “What is best for the team?” 2) Manage Your Time - What is the best use of your time? What has value and meaning? 3) Manage Your Priorities - You should have a “stop-doing” list. 4) Manage Your Energy - Avoid energy drains. 5) Manage Your Thinking - The greatest enemy of good thinking is busyness. 6) Manage Your Words - The power of words in immense. 7) Manage Your Personal Life – If I can ’t lead myself, others won’t follow, respect, or partner with me. Lead-Up Principle #2 Lighten Your Leader's Load Helping to Lift the Leaders Load, Helps You Too . Lifting shows you are a team player; Lifting shows gratitude for being on the team; Lifting makes you part of something bigger; Lifting gets you noticed; Lifting increases your value and influence How to Lift Your Leader ’s Load 1) Do Your Own Job Well First 2) When You Find a Problem, Provide a Solution 3) Tell Leaders What They Need to Hear, Not What They Want to Hear 4) Go the Extra Mile 5) Stand Up and In for Your Leader Whenever You Can 6) Ask Your Leader How You Can Help Lift the Load Lead-Up Principle #3 Be Willing to do What Others Won’t Take the Tough Jobs Pay Your Dues Work In Obscurity Succeed With Difficult People Put Yourself on the Line Admit Faults But Never Make Excuses Do More Than Expected Are The First To Stand Up and Help Perform Tasks That Are Not Your Job Take Responsibility For What is Yours
- #26 Lead Up Principle #4 Do More Than Manage---Lead! “ Managers work with processes, leaders work with people.” John Maxwell Leaders Think Longer Term Leaders See Within the Larger Context Leaders Push Boundaries Leaders Put the Emphasis on Intangibles Leaders Learn to Rely on Intuition Leaders Invest Power in Others Leaders See Themselves as Agents of Change Lead Up Principle #5 Invest In Relational Chemistry Listen to Your Leader ’s Heartbeat Know Your Leader ’s Priorities Catch Your Leader ’s Enthusiasm Support Your Leader ’s Vision Connect With Your Leader ’s Interests Understand Your Leader ’s Personality Earn Your Leader ’s Trust Learn to Work With Your Leader ’s Weaknesses Lead Up Principle #6 Be Prepared Every Time You Take Your Leader ’ s Time
- #27 Lead Up Principle #7 Know When to Push and When to Back Off When to Push: 1) Do I Know Something my Leader Doesn’t But Needs To? 2) Is Time Running Out? 3) Are My Responsibilities At Risk? 4) Can I Help My Leader Win? When to Back Off: 1) Am I Promoting A Personal Agenda? 2) Have I Already Made My Point? 3) Is Everyone But Me Taking The Risks? 4) Does The Atmosphere Say, “No”? 5) Is The Timing Right Only For Me? 6) Does My Request Exceed Our Relationship? Lead Up Principle #8 Become a Go-To Player Go to Players Produce Under Pressure Go to Players Produce When Resources are Few Go to Players Produce When Momentum is Low Go to Players Produce When the Leader is Absent Lead Up Principle #9 Be Better Tomorrow Than You Are Today Growth H elps You Lead Up The Better You Are, the More People Listen The Better You Are, the Greater Your Value Today The Better You Are, the Greater Your Potential For Tomorrow