The document discusses two challenges that 360-degree leaders face: the multi-hat challenge and the ego challenge. The multi-hat challenge refers to the need to wear many hats and take on different roles to satisfy the demands of leaders, customers, vendors, and followers. The ego challenge arises from 360-degree leaders often not receiving credit for their work and being "hidden in the middle" of an organization. Leaders must focus on their duties rather than dreams or promotion to properly handle these challenges.

1. “The 360º Leader”by John C. Maxwell Section 2 -The Challenges 360º Leaders Face(with personal assessments) Challenge #3. The Multi-Hat Challenge Challenge #4. The Ego Challenge 1

2. Facilitate a session on: Challenges 3 and 4, Section 2, from “The 360° Leader” by John C. Maxwell 2 Objectives

3. 1) The TENSION Challenge: The Pressure of Being Caught in the Middle 2) The FRUSTRATION Challenge: Following an Ineffective 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 Didn’t Create it 7) The INFLUENCE Challenge Leading Others Beyond your Position is Not Easy 3 Section 2: The Challenges 360º Leaders Face

4. 4 3) The Multi-Hat ChallengeOne Head ... Many Hats Demands from Leaders at the Top LEADERS IN THE MIDDLE Demands from Customers Expectations from Vendors Expectations from Followers

5. List the “hats” that you are currently required to wear: 5 3) The Multi-Hat ChallengeOne Head ... Many Hats Personal Assessment

6. Remember that the hat sets the context when interacting with others 6 3) The Multi-Hat ChallengeOne Head ... Many Hats – How to handle ... ... If you change hats, keep in mind that the context changes. ... The goal often determines the role and the approach to take.

7. Define at least three roles you have as they relate to wearing various “hats”: A. B. C. 7 3) The Multi-Hat ChallengeOne Head ... Many Hats Personal Assessment

8. Don’t use one hat to accomplish a task required for another hat 8 3) The Multi-Hat ChallengeOne Head ... Many Hats – How to handle ... ... Take the time to cultivate each working relationship on its own terms, and act accordingly.

9. How can you determine what “hat” you need to wear in a given situation: 9 3) The Multi-Hat ChallengeOne Head ... Many Hats Personal Assessment

10. When you change hats, don’t change your personality 10 3) The Multi-Hat ChallengeOne Head ... Many Hats – How to handle ... ... Your attitude and behavior should be consistent and predictable with everyone. Otherwise, you won’t be trustworthy in the eyes of anyone you work with.

11. Under what circumstances are you most tempted to modify your personality to fit the situation? How could this adversely affect the level of trust others put in you? 11 3) The Multi-Hat ChallengeOne Head ... Many Hats Personal Assessment

12. Don’t neglect any hat you are responsible to wear 12 3) The Multi-Hat ChallengeOne Head ... Many Hats – How to handle ... ... If you are being asked to wear many hats by people in your organization, then you must be sure not to neglect any one of them.

13. What tools or tactics can you utilize to keep track of your various responsibilities? 13 3) The Multi-Hat ChallengeOne Head ... Many Hats Personal Assessment

14. Remain flexible 14 3) The Multi-Hat ChallengeOne Head ... Many Hats – How to handle ... ... There are so many demands on leaders in the middle of the organization, they can’t afford to be rigid; they need to be able to change hats at a moment’s notice.

15. How do you normally react to change? What can you do differently to become more flexible? 15 3) The Multi-Hat ChallengeOne Head ... Many Hats Personal Assessment

16. 16 4) The EGO ChallengeYou’re often hidden in the middle ... Leaders in the middle of the pack don’t get the credit they desire and often deserve ... The challenge is to be a team player and remain content while contributing.

17. Concentrate more on your duties than your dreams. 17 4) The EGO ChallengeYou’re often hidden in the middle – How to handle ... ... To find one who can play second fiddle with enthusiasm – that’s a problem. ... if you consistently deliver the goods, you will be noticed. And more importantly, you will be content with the job you do even at those times when others don’t recognize your efforts.

18. Do you tend to focus more of your energy on promotion or production? Why? 18 4) The EGO ChallengeYou’re often hidden in the middle Personal Assessment

19. Appreciate the value of your position. 19 4) The EGO ChallengeYou’re often hidden in the middle – How to handle ... Every position has value, but too often we don’t value that position. You make it important by valuing it. I didn’t actually build it myself. But it was based on an idea of mine. ... If we focus on being some other place because we think it’s better, then we will neither enjoy where we are nor do what we must to succeed.

20. What I do adds value by: 20 4) The EGO ChallengeYou’re often hidden in the middle Personal Assessment

21. Find satisfaction in knowing the real reason for the success of a project 21 4) The EGO ChallengeYou’re often hidden in the middle – How to handle ... ... leaders who led their organizations quietly and humbly, were much more effective than flashy charismatic, high profile leaders... Good leaders understand they don’t really deserve all the credit for the success of an organization. Success comes from the people who get the work done – especially the leaders in the middle of the organization. When you know you’re making a significant contribution, you need less external motivation.

22. I find satisfaction in my work because: 22 4) The EGO ChallengeYou’re often hidden in the middle Personal Assessment

23. Embrace the compliments of others in the middle of the pack 23 4) The EGO ChallengeYou’re often hidden in the middle – How to handle ... Everyone enjoys kind words from the boss, and many seek them out. But the praise of a colleague who’s walked in your shoes really does mean more.

24. List a middle of the pack leader whom you will compliment today: 24 4) The EGO ChallengeYou’re often hidden in the middle Personal Assessment

25. Understand the difference between self-promotion and selfless promotion 25 4) The EGO ChallengeYou’re often hidden in the middle – How to handle ... SELF-PROMOTION SELFLESS PROMOTION Others first Build up Share information Give credit Pass the ball Share the ball Motivate others Me first Move up Guard information Take credit Hog the ball (star) Dodge the ball (blame) Manipulate others I just want to help the team make beautiful music

26. What ideas, products, or services provided by your organization are so important that you would allow someone else to take credit for them even though you contributed? 26 4) The EGO ChallengeYou’re often hidden in the middle Personal Assessment

27. 27 Back up Slides

28. 1) The POSITION Myth “I can’t lead if I am not at the top” 2) The DESTINATION Myth “When I get to the top, then I’ll learn to lead” 3) The INFLUENCE Myth “If I were on top, then people would follow me” 4) The INEXPERIENCE Myth “When I get to the top, I’ll be in control” 5) The FREEDOM Myth “When I get to the top, I’ll no longer be limited” 6) The POTENTIAL Myth “I can’t reach my potential if I’m not the top leader” 7) The ALL-OR-NOTHING Myth “If I can’t get to the top, then I won’t try to lead” 28 Section 1) The Myths of Leading from the Middle of an Organization

29. 1) The TENSION Challenge: The Pressure of Being Caught in the Middle 2) The FRUSTRATION Challenge: Following an Ineffective 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 Didn’t Create it 7) The INFLUENCE Challenge Leading Others Beyond your Position is Not Easy 29 Section 2) The Challenges 360º Leaders Face

30. Lead yourself Exceptionally Well Lighten your Leader’s Load Be Willing to Do What Others Won’t Do More than Manage—Lead! Invest in Relational Chemistry Be Prepared Every time you Take your Leader’s Time (10x rule) Know When to Push and When to Back Off Become a Go-To Player Be Better Tomorrow than you are Today 30 Section 3) Principles to Lead Up

31. Understand, Practice and Complete the Leadership Loop Put Completing Fellow Leaders Ahead of Competing with Them Be a Friend Avoid Office Politics Expand Your Circle of Acquaintances Let the Best Idea Win Don’t Pretend You’re Perfect 31 Section 4) Principles to Lead Across

32. Walk Slowly Through the Halls See Everyone as a “10” Develop Each Team Member as a Person Place People in Their Strength Zones Model the Behavior You Desire Transfer the Vision Reward for Results 32 Section 5) Principles to Lead Down

33. A Leadership Team is More Effective Than Just One Leader Leaders are Needed at Every Level of the Organization Leading Successfully at One Level is a Qualifier for Leading at the Next Level Good Leaders in the Middle Make better Leaders at the Top 360º Leaders Possess Qualities Every Organization Needs 33 Section 6) The Value of 360º Leaders