Leader Version 1

8/2/2019 Leader Version 1

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360 Leader

Ability is what youre capable of doing.

Motivation determines what you do.Attitude determines how well you do it.*

(*Lou Holtz)


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The 360 Leader*Leading from the

MiddleDevelop your influence from anywhere in the organization. The middle ofthe organization is often the optimal place to practice, exercise, and extendyour influence (99% of all leadership takes place there).

* Maxwell, John C. The 360 Leader. Nelson Business. 2005

The principals of the 360-degree leader: Lead Up, Lead Across, Lead Down

The360

Leader

Your Boss

Your BosssPeers

Your BosssPeers

Your Peers Your Peers

Your PeersSubordinates

Your PeersSubordinates

Your Subordinates


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You can lead others from anywhere in an organization. For example: atentry level, people will want to follow you by the example you set andhow you treat them.

True leadership has little to do with your title. It is about:

Who you are

The values you demonstrate

How well you do your job

The quality of relationships you build with co-workers andmanagement

Leadership: a Choice You Make,Not a Place You Sit


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Whats on Your Stop Doing List?

Most of us lead busy, but undisciplined lives. We have ever-expanding to-

do lists, trying to build momentum by doing, doing, doing and doing more.And it rarely works. Those who build the good-to-great companies, however,made as much use of stop doing lists as the to-do lists. They display aremarkable amount of discipline to unplug all sorts of extraneous junk.

Jim Collins, Good to Great

You must be ruthless in your judgment of what you should not do. Just because youlike something doesnt mean it should stay on your to-do list:

If it is a strength, do it. If it helps you grow, do it. If your leader says you must handle it personally, do it.

Anything else is a candidate for your stop doing list.

Focus your time in this way: 80% of the time work where you are

strongest 15% of the time work where you are

learning 5% of the time work in other necessar


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Lead Up Principal #1, continued

Manage your energy. Even people with high energy can have that energysucked right out of them under difficult circumstances

The ABCs of energy-drain

Activity without direction doing things that dont seem to matter. Burden without action not being able to do things that really matter Conflict without resolution not being able to deal with whats thematter

Manage your thinking. Take time out to think about the real priorities. Aminute of thinking is often more valuable than an hour of unplanned work.


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The greatest enemyof good thinking

is busyness John C. Maxwell

Lead Up Principal #1, continued

Manage your words. If you wish to have your words carry weight, then

weigh them well. If you have something worthwhile to say, say it brieflyand well. If you dont, sometimes the best thing to do is stay silent.

Manage your personal life. You can doeverything right at work and manage yourselfwell there, but if your personal life is a mess, itwill eventually turn everything else sour.


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Additional Lead UpPrincipals:

2. Lighten your leaders load

3. Be willing to do what others wont

4. Do more than manage lead! (managers work with processes leaders work with people)

5. Invest in relational chemistry (people wont go along with you if theycant get along with you)

6. Be prepared every time you take your leaders time

7. Know when to push and when to back off

8. Become a go-to player (few things elevate a person above his/her peersthe way becoming a go-to player does)

9. Be better tomorrow than you are today


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1. Practice a leadership loop

(people always move towardsomeone who increases them andaway from someone who decreasesthem.)

1. Put completing fellows leaders

ahead of competing with them

1. Be a friend

Your best friendis he who bringsout the best thatis within you. Henry Ford

LeadingAcross

4. Avoid office politics

5. Expand your circle of acquaintances

6. Let the best idea win

7. Dont pretend you are perfect

1. Caring

2. Learning

3. Appreciating

4. Contributing5. Verbalizing

6. Leading

7. Succeeding


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Leading AcrossThe Leadership Loop

1. CaringIf you are not a people person, it may be the first step you need to take. Put

yourself in others shoes (How to Win Friends and Influence People DaleCarnegie)

2. LearningMake an effort to get to know people as individuals.

3. AppreciatingSee your peers as unique resources and treat them with respect.

4. ContributingDont keep your best stuff to yourself. Add value to those around you.

5. VerbalizingAffirm people! Think of your favorite teacher you ever had (that teacher probably

made you feel good about yourself!)

6. LeadingAfter the first 5 steps, youre in a position to influence.

7. SucceedingGreat leaders dont use eo le so the can win. The lead eo le so the can win


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Leading AcrossLou Holtz

When Lou Holtz was coaching Notre Dames footballteam, he was quoted as saying, Do whats right! Dothe best you can and treat others the way you want tobe treated, because they will ask three questions:

Can I trust you? Do you believe in this? Are you committed to

this have a passion for this?

Do you care about me as a person?

If the people around you can answer yes to all thosequestions, then you have a very good chance of

making an impact on their lives.


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LeadingDown

1. Walk slowly through the halls

2. See everyone as a 10 (see them as whothey can become)

3. Develop each team member as a person(cherish the B performer and helpthem develop)

4. Place people in their strength jobs

5. Model the behavior you desire

6. Transfer the vision

7. Reward for results (praise effort, but reward only results)


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360 Leaders Possess QualitiesEvery Organization Needs

Communication Links to all levels of theorganization

Security Finds identity in self, notposition

The Self-Assessment Test Try It!

Resourcefulness Finds creative ways to make things happen

Maturity Puts the team before self

Endurance Remains consistent in character and competence over the longhaul

Countability Can be counted on when it counts.


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Talent is Never Enough

By: John C. Maxwell


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To become a Talent-Plus Person you need:

1. Belief - Lifts Talent(Joe Namath: SBIII)

2. Passion - Energizes Talent

3. Initiative Activates Talent

4. Focus Directs Talent

5. Preparation Positions Talent

6. Practice Sharpens Talent

7. Perseverance Sustains Talent

8. Courage Tests Talent(Churchill/WW II/Spitfires)

8. Teachability Expands Talent

8. Character Protects Talent

8. Relationships Influence Talent

8. Responsibility Use of Talent

8. Teamwork Individuals make itto the top only with the help ofothers

Success = Talent Meeting Opportunity


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A Talent-Plus Person is:

Someone who not only has talent, but alsomakes the right decisions to develop and

benefit from that talent. Everyone has talent in some area, the key is

figuring out what area you have the most talentin and making the right decisions to maximize

that talent.


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Facts to prove talent alone is neverenough

More than 50% of all CEOs of fortune 500companies had C or C- averages in college.

65% of all U.S. senators came from the bottom of their classes. 75% of U.S. Presidents were in the Lower-

Half Club in school. More than 50% of millionaire entrepreneurs

never finished college!


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EVERYONE COMMUNICATES/ FEW CONNECT*WHAT THE MOST EFFECTIVE PEOPLE DO DIFFERENTLY

I Connecting Principles1. Connecting Increases Your Influence in Every Situation

2. Connecting Is All About Others

3. Connecting Goes Beyond Words

4. Connecting Always Requires Energy

5. Connecting Is More skill Than Natural Talent

II Connecting Practices

6. Connectors Connect on Common Ground

7. Connectors Do the Difficult Work of Keeping It Simple8. Connectors Create an Experience Everyone Enjoys

9. Connectors Inspire People

10. Connectors Live What They Communicate

John C. Maxwell, Everyone Communicates, Few Connect, Thomas Nelson, 2010*Pre-publication: manuscript posted on Maxwell blog for 11 weeks 100,000 hits with 70 plus quotes, storiesand anecdotes adopted into the book.


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Part I

CONNECTING PRINCIPLES


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( 1 ) Connecting Increases Your Influence in Every Situation

v We are bombarded with 35,000 messages per day!

v Connecting is the ability to identify with people andrelate to them in a way that increases your influence with them.

v It starts with your ATTITUDE!- The ability to connect with others begins with

understanding the value of people.

- Jim Collins: Those who build great companies understandthat the ultimate throttle on growth isthe ability to get andkeep enough of the right people.

v Connecting @ 3 Different Levels- one-on-one (80% to 90% of all connecting)

- in a group

- with an audience

The number one

criteria foradvancementand promotionforprofessionals is anability tocommunicateeffectively.

HarvardBusiness

Review

(CONNECTING PRINCIPLES)


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( 2 ) Connecting Is All About Others

v

The Light Bulb Moment: If you first help people getwhat they want, they willhelp you get what you want.

v Its Not About Me!- Get over yourself its not about you: its about them.

v Ego- Leaders, speakers and teachers can develop a disproportionate

sense of their own importance.

v The Three Questions People Always Ask Themselves1. Do You Care For Me?

Mutual concern creates connection between people

2. Can You Help Me?

3. Can I Trust You?

Maturity is theability to see andact on behalf ofothers.



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( 3 ) Connecting Goes Beyond Words

v What we say: 7% of what is believed

v The way we say it: 38%

v What others see: 55%

Four Components of Connection

(1) What People See - Connecting Visually (85/15 Principle)(2) What People Understood - Connecting Intellectually(3) What People Feel - Connecting Emotionally (Confidence: Ty Cobb)(4) What People Hear - Connecting Verbally



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( 5 ) Connecting Is More Skill Than Natural Talent

v Relationships - Who You Know

v Insight - What You Know

v Success - What You Have Done

v Ability - What You Can Do

v Sacrifice - How You Have Lived



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Part II

CONNECTING PRACTICES


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( 6 ) Connectors Connect on Common Ground

Cultivating a Common Ground Mind-Set

v Availability - I Will Choose to Spend Time With Othersv Listening - I Will Listen My Way to Common Groundv Questions - Drucker (The Father of Modern

Management):My greatest strength as a consultant is to be ignorant

and ask a few questions.

v Thoughtfulness - I Will Think of Others Firstv Openness - Be Open to What Others Think and Sayv Likeability - I Will Care About People(If people like you, they will listen to you!)

People likepeople wholike them.

(CONNECTING PRACTICES)


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( 7 ) Connectors Do the Difficult Work of Keeping It Simple

Simplicity:

v Talk to People, Not Above Them

v Get to the Point

v Say It Over and Over Again

v Say It Clearly

v Say Less Give People Clarity or Simplicity


The measure ofa great teacher

isnt what heorshe knows; itswhat thestudentsknow.


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( 8 ) Connectors Create An Experience Everyone Enjoys

v Take Responsibility For Your Listeners

v Communicate In Their World

v Capture Peoples Attention From the Start

v Activate Your Audience

v Say It So It Sticks

v Be Visual

v Tell Stories Our Brains Are ProgrammedMuch More for Stories Than

For Abstract Ideas or PowerPoint

Slides




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( 9 ) Connectors Inspire People

What They Know(+) What They See Inspiration Equation

(+) What They Feel

Total = Inspiration

v When a Communicator is Able to Bring These Factors IntoAlignment, It Creates a Synergy That Inspires People.

v People Need to Know That You Have High Expectations ofThem. People Need to See Your Conviction. People Need toFeel Your Passion for the Subject and Them.

Motivatedemployees are87% less likely

to leave anorganization.




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( 10 ) Connectors Live What They Communicate

v If You Want to Connect Well With People, You Must Becomethe Kind of Person You Would Like to Connect With.

v Self Doubt kills Self Confidence

v Admit Mistakes

v Be Accountable

v Lead the Way You Live For Connectors, Credibility Is theMost Important Issue


People willnot alwaysremember

what yousaid orwhatyou did,butthey will

alwaysrememberhow youmade themfeel.


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5 Levels of Leadership

John C. Maxwell

* Maxwell, John C. The 5 Levels of Leadership: Proven Steps to Maximize Your Potential. Center Street. 2011.


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5 Levels of Leadership

5. PinnacleRespect: People follow because of who you are and what you represent.

4. People DevelopmentReproduction: People follow because of what you have done for them.

3. ProductionResults: People follow because of what you have done for the organization.

2. Permission

Relationships: People follow you because they want to.

1. PositionRights: People follow you because they have to.


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1. PositionRights: People follow you because they have to.

Position is the lowest level of leadership the entry level.

Nothing is wrong with havinga leadership position.

Everything is wrong with usinga position to get peopleto follow.

Position is a poor substitute forinfluence.

It is the only level that does not require ability and effortto achieve.Anyone can be appointed to a position.


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3. ProductionResults: People follow because of what you have done for the

organization.

Leaders get things done! Work gets done, moraleimproves, profits go up, goals are achieved.

On Level 3, leaders gain influence and credibility.

Leading and influencing others becomesfun.

When youre winning, nothing hurts. NFL quarterback Joe Namath


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4. People DevelopmentReproduction: People follow because of what you have done for them.

Leaders become great, not because of their power, butbecause of their ability to empower others.

The result of Level 4 is reproduction; leaders reproducethemselves.

Leaders change the lives of the people they lead.Accordingly, their people follow them because of what

their leaders have done for them personally. And theirrelationships are often lifelong.


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5. PinnacleRespect: People follow because of who you are and what you

represent.

Leaders on Level 5 develop people to become Level 4leaders. It is the most difficultleadership task of all, butthe payoff is that Level 5 leaders develop Level 5organizations.

They create legacy in what they do. Their leadershipgains a positive reputation.

Level 5 leaders often transcend their position, theirorganization, and sometimes their industry.


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There are two types of peoplein the business community:those who produce results and

those who give you reasonswhy they didnt.

- Peter Drucker


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John Maxwell: Word of the Day

Humility
http://var/www/apps/conversion/current/tmp/scratch31555/HUMILITY_A_Minute_With_John_Maxwell_Free_Coaching_Video_-_Yo.flvhttp://var/www/apps/conversion/current/tmp/scratch31555/HUMILITY_A_Minute_With_John_Maxwell_Free_Coaching_Video_-_Yo.flv

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