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360 Degree Leadership

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360 Degree Leadership

  1. 1. The 360 Degree Leader
  2. 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. 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. 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. 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. 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. 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. 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. 9. The Five Levels of Leadership 5. Respect 4. Reproduction 3. Production 2. Permission 1. Position
  10. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 35. The Seven Principles for “Leading Across”
  36. 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. 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. 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. 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. 40. The Leadership Loop Caring Succeeding Learning Leading Appreciating Verbalizing Contributing
  41. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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....