The document discusses the concept of 360 degree leadership. It describes leading down by interacting with subordinates, transferring vision, and rewarding people. It describes leading up by doing what others won't, knowing when to push back or back off. It describes leading across by completing peers and letting the best ideas win. It discusses overcoming the myths of leadership by influencing people in all directions regardless of position in the hierarchy.

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....