360 Degree Leader

The following are my notes from reading John C. Maxwell's The 360 Degree Leader.

Myths of Leading From the Middle of an Organization

  • "When opportunity comes it's too late to prepare."
  • Levels of Leadership:
Level Source of Influence
Personhood Respect
People Development Reproduction (reproducing leaders)
Production Results
Permission Relationship
Position Right
  • As your responsibility increases within an organisation, your rights (freedom) will decrease.

Leading Up

  • The solution to an ineffective leader above you (not necessarily incompetent, but lacking in at lease one area) is to add value to that leader. Do this by staving their weakness(es). It is vital that you let those that you are leading add value to you.
  • "The more you invest in the vision, the more it becomes your own."
  • "To get the opportunity to pursue your own dreams, you will almost certainly have to succeed in achieving the dreams of others."
  • People follow leaders:
    • Who care / develop relationships
    • Who they trust / have character
    • Who are competent / command respect
    • Who are consistent (in temperment) / approachable
    • Who are committed
  • Create a "stop doing list". If it is a strength (put 85% of your time to strength), if it helps me grow (put 15% of your time to personal development), if it must be done (put 5% of your time to necessary tasks), then do it, otherwise add it to the "stop doing list".
  • 1 minute of thinking > 1 hour of unplanned work
  • It's easier to move from failure to success than from excuses to success.
  • Go-to players create momentum and help carry their leader's load even when their own load is heavy (not just when their work is done).

Leading Across

  • "One of the worst things a leader can do is expend energy on trying to make others think they're perfect."
  • To be real in a competitive environment:
    • Admit your faults to the people you work with; they know anyway.
    • Ask for advice; be open to learning from others.
    • "When the only input you're open to is your own, you get feedback." - Robert Gowland

Leading Down

  • "Leaders aren't necessarily the first to cross the finish line-people who run alone are the fastest. Leaders are the first to bring all of their people across the finish line. They payoff to leadership comes on the back end."
  • To encourage those who work for you, catch them doing something right.
  • "Getting the job done makes you a success. Getting the job done through others makes you a leader. But developing the people while helping them get the job done at the highest level makes you an exceptional leader."
  • Find out the dream(s) of someone you lead, develop that person in a way that brings the dream within reach. In this way you both harness and fuel their energy for the organization's goals.
  • To use organizational goals for individual development (goal, strength, opportunity):
    1. Find a need within the organization (goal).
    2. Find a team member, with a strength that needs developing, to help achieve the goal (strength).
    3. Provide resources the individual needs to achieve the goal (opportunity).
  • To celebrate wins correctly, set the target on both development and the result. The result alone will lead to long term failure as a person may not develop the right strength or habits even while achieving the right result. Allowing this to continue sets them (and by extension, your organization) up for failure in the future.
  • Find a way to work from your area of strength and for those you lead to work from their areas of strength.
  • You have to become what you want your team to become in character and performance.
  • "If your people aren't listening to you, you aren't listening to your people." - Robert Gowland
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