Professional Documents
Culture Documents
Ability is what youre capable of doing. Motivation determines what you do. Attitude determines how well you do it.* Click to edit Master subtitle style
(*Lou Holtz)
The 360 Leader* Leading from the Middle organization. Develop your influence from anywhere in the
Your Boss Your Bosss Peers Your Bosss Peers
The middle of the organization is often the optimal place to practice, exercise, and extend your influence (99% of all leadership takes place there).
Your Peers
Your Peers
The principals of the 360-degree leader: Lead Up, Lead Across, Lead Down
* Maxwell, John C. The 360 Leader. Nelson Business. 2005
Who you are The values you demonstrate How well you do your job The quality of relationships you build with co-workers and management
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 necessary
Leading Up
Until you value yourself, you wont value your time. M. Scott Peek
Manage your priorities. The best leaders are generalists. They know a lot about a lot of things. But, unless they prioritize, the old proverb will be true: if you chase two rabbits, both will escape.
Manage your energy. Even people with high energy can have that energy sucked 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 the matter
Manage your thinking. Take time out to think about the real priorities. A minute of thinking is often more valuable than an hour of unplanned work.
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 briefly and well. If you dont, sometimes the best thing to do is stay silent.
Manage your personal life. You can do everything right at work and manage yourself well there, but if your personal life is a mess, it will eventually turn everything else sour.
The greatest enemy of good thinking is busyness John C. Maxwell
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 they cant 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 peers the way becoming a go-to player does) 9. Be better tomorrow than you are today
1.
Practice a leadership loop (people always move toward someone who increases them and away from someone who decreases them.) Put completing fellows leaders ahead of competing with them Be a friend 4.
Your best friend is he who brings out the best that is within you. Henry Ford
Leading Across
7. Succeeding
1. Caring 2. Learning
6. Leading
3. Appreciating
1.
5. Verbalizing
4. Contributing
1.
Avoid office politics Expand your circle of acquaintances Let the best idea win Dont pretend you are perfect
5. 6. 7.
Caring
If 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 Dale Carnegie)
2. Learning
Make an effort to get to know people as individuals.
3. Appreciating
See your peers as unique resources and treat them with respect.
4. Contributing
Dont keep your best stuff to yourself. Add value to those around you.
5. Verbalizing
Affirm people! Think of your favorite teacher you ever had (that teacher probably made you feel good about yourself!)
6. Leading
After the first 5 steps, youre in a position to influence.
7. Succeeding
Great leaders dont use people so they can win. They lead people so they can win
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 those questions, then you have a very good chance of making an impact on their lives.
Leading Down
1. Walk slowly through the halls 2. See everyone as a 10 (see them as who they can become) 3. Develop each team member as a person (cherish the B performer and help them 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)
2. 3. 4. 5. 6. 7.
Belief - Lifts Talent (Joe Namath: SBIII) Passion - Energizes Talent Initiative Activates Talent Focus Directs Talent Preparation Positions Talent Practice Sharpens Talent Perseverance Sustains Talent
8.
8.
Courage Tests Talent (Churchill/WW II/Spitfires) Teachability Expands Talent Character Protects Talent Relationships Influence Talent Responsibility Use of Talent Teamwork Individuals make it to the top only with the help of others
8.
8.
8.
8.
Someone who not only has talent, but also makes 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 talent in and making the right decisions to maximize that talent.
More than 50% of all CEOs of fortune 500 companies 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 LowerHalf Club in school. More than 50% of millionaire entrepreneurs never finished college!
II
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, stories and anecdotes adopted into the book.
Part I
CONNECTING PRINCIPLES Click to edit Master subtitle style
(CONNECTING PRINCIPLES)
criteria for understanding the value of people. advancement and promotion - Jim Collins: Those who build great companies for professionals is an that the ultimate throttle on growth isthe ability to get and ability to keep enough of the right people. communicate effectively. v Connecting @ 3 Different Levels Harvard Business - one-on-one (80% to 90% of all connecting) Review
It starts with your ATTITUDE! - The ability to connect with others begins with The number one
v
understand
- in a group
- with an audience
(CONNECTING PRINCIPLES)
Ego Maturity is the - Leaders, speakers and ability to see and act on behalf of own importance. sense of their others.
v v
disproportionate
The Three Questions People Always Ask Themselves 1. Do You Care For Me? Mutual concern creates connection between people 2. Can You Help Me? 3. Can I Trust You?
(CONNECTING PRINCIPLES)
What we say: 7% of what is believed The way we say it: 38% What others see: 55%
What People See - Connecting Visually (85/15 Principle) What People Understood - Connecting Intellectually What People Feel - Connecting Emotionally (Confidence: Ty Cobb) What People Hear - Connecting Verbally
(CONNECTING PRINCIPLES)
Connecting Requires Initiative: Go First (10 Rule) Connecting Requires Clarity: Prepare Connecting Requires Patience: Slow Down Connecting Requires Selflessness: Give (Joe DiMaggio) Connecting Requires Stamina: Recharge
If you wait until you can do everything for everybody, instead of something for somebody, you ll end up not doing anything for anybody. - Malcolm Bane
(CONNECTING PRINCIPLES)
Part II
CONNECTING PRACTICES Click to edit Master subtitle style
(CONNECTING PRACTICES)
Thoughtfulness - I Will Think of Others First v Openness - Be Open to What Others Think and Say v Likeability - I Will Care About People (If people like you, they will listen to you!)
v
(CONNECTING PRACTICES)
Talk to People, Not Above Them Get to the Point Say It Over and Over Again Say It Clearly Say Less Give People Clarity or Simplicity
(CONNECTING PRACTICES)
(CONNECTING PRACTICES)
When a Communicator is Able to Bring These Factors Into Alignment, It Creates a Synergy That Inspires People. People Need to Know That You Have High Expectations of Them. People Need to See Your Conviction. People Need to Feel Your Passion for the Subject and Them.
(CONNECTING PRACTICES)
If You Want to Connect Well With People, You Must Become the Kind of Person You Would Like to Connect With. Self Doubt kills Self Confidence Admit Mistakes Be Accountable Lead the Way You Live For Connectors, Credibility Is the Most Important Issue
People will not always remember what you said or what you did, but they will always remember how you made them feel.
5 Levels of Leadership
John C. Maxwell
* Maxwell, John C. The 5 Levels of Leadership: Proven Steps to Maximize Your Potential. Center Street. 2011.
5 Levels of Leadership
Respect: People follow because of who you are and what you represent.
5. Pinnacle
4. People Development
Reproduction: People follow because of what you have done for them.
3. Production
Results: People follow because of what you have done for the organization.
2. Permission
Relationships: People follow you because they want to.
1. Position
Rights: People follow you because they have to.
1. Position
Position is the lowest level of leadership the entry level. Nothing is wrong with having a leadership position. Everything is wrong with using a position to get people to follow. Position is a poor substitute for influence. It is the only level that does not require ability and effort to achieve. Anyone can be appointed to a position.
2. Permission
The most essential quality for leadership is not perfection but credibility. People must be able to trust you. - Rick Warren
When you like people and treat them like they have value, you begin to develop influence with them. You develop trust. The agenda on Level 2 isnt preserving position. Its getting to know people and figuring out how to get along with them. You can like people without leading them, but you cannot lead people well without liking them.
Results: People follow because of what you have done for the organization.
3. Production
Leaders get things done! Work gets done, morale improves, profits go up, goals are achieved. On Level 3, leaders gain influence and credibility. Leading and influencing others becomes fun. When youre winning, nothing hurts. NFL quarterback Joe Namath
Reproduction: People follow because of what you have done for them.
4. People Development
Leaders become great, not because of their power, but because of their ability to empower others. The result of Level 4 is reproduction; leaders reproduce themselves. 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 their relationships are often lifelong.
Respect: People follow because of who you are and what you represent.
5. Pinnacle
Leaders on Level 5 develop people to become Level 4 leaders. It is the most difficult leadership task of all, but the payoff is that Level 5 leaders develop Level 5 organizations. They create legacy in what they do. Their leadership gains a positive reputation. Level 5 leaders often transcend their position, their organization, and sometimes their industry.
There are two types of people in the business community: those who produce results and those who give you reasons why they didnt. - Peter Drucker
Humility