360_LEADER_Whitepaper.pdf

LEADER

LEADERSHIP IS INFLUENCE

IN EVERY DIRECTION

THE IMPORTANCE OF BECOMING

A 360-DEGREE LEADER

LEADERSHIP IS INFLUENCE IN EVERY DIRECTION

The Importance of Becoming a 360-Degree Leader

Copyright © 2022 by Maxwell Leadership

All rights reserved.

No part of this work may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system, except as may be expressly permitted by the 1976 Copyright Act or in writing from Maxwell Leadership.

However, this work is intended to benefit you and your team.

Feel free to share it within your organization with those who may benefit from it.

LEADERSHIP IS INFLUENCE IN EVERY DIRECTION

The Importance of Becoming a 360-Degree Leader

What do leaders look like? Can you put two people side-by-side and instantly tell the better leader? Our culture may be inclined to see leaders as powerful, impressive, and charismatic, but the truth is leadership is not about how you look or the position you hold; leadership is about how much influence you have in the eyes of those around you.

In The 21 Irrefutable Laws of Leadership, John Maxwell states the in Law of Influence that the true measure of leadership is influence – nothing more, nothing less. True leadership cannot be awarded, appointed, or assigned.

It comes only from influence, and that cannot be mandated. It must be earned.

“THE ONLY THING A TITLE CAN BUY YOU IS A LITTLE TIME–

EITHER TO INCREASE YOUR INFLUENCE OR TO UNDERMINE IT.”

JOHN C. MAXWELL

While great leaders can impact large groups of people, the reality is that ninety-nine percent of all leadership occurs not from the top but from the middle of an organization. You do not need to be the top leader in your organization to lead effectively. You can even learn to make an impact through your leadership if the person you report to is not a good leader. So, what’s the secret? You learn to develop your influence from wherever you are in the organization by becoming a 360-Degree Leader. You learn to lead up, lead across, and lead down.

I CAN’T LEAD IF I AM NOT AT THE TOP!

This is called the Position Myth, and nothing could be further from the truth.

Many people think that leadership comes from having a title or position.

While having a leadership title or position does grant you some level of influence, it is the lowest level, and people only follow you because they have to; you’re the boss.

Originally called the “5 Levels of Influence,” the “5 Levels of Leadership” describes how influence is earned and how navigating these five levels will increase leadership effectiveness.

“THE TRUE MEASURE OF LEADERSHIP IS

INFLUENCE—NOTHING MORE, NOTHING LESS.”

THE LAW OF INFLUENCE (THE 21 IRREFUTABLE LAWS OF LEADERSHIP)

THE 5 LEVELS OF INFLUENCE

The reality is that 99 percent of all leadership occurs not from the top but from the middle of an organization. Usually, an organization has only one person who is the leader. So, what do you do if you are not that one person?

You learn to develop your influence from wherever you are in the organization by becoming a 360-Degree Leader. You learn to lead up, lead across, and lead down.

Leadership is dynamic, and the right to lead must be earned individually with each person you meet. Where you are on the “staircase of leadership” depends on your history with that person. And with everyone, we start at the bottom of the five steps or levels. That bottom (or first) level is position.

You can only start from the position you have been given, whatever it is:

production-line worker, administrative assistant, salesperson, foreman, pastor, assistant manager, and so forth. Your position is whatever it is. From that place, you have certain rights that come with your title. But if you lead people using only your position, and you do nothing else to increase your influence, then people will follow you only because they have to. They will follow only within the boundaries of your job description. The lower your stated position, the less positional authority you possess. The good news is that you can increase your influence beyond your title and position. You can “move up” the staircase of leadership to higher levels.

If you move to level two, you begin to lead beyond your position because you have built relationships with the people you desire to lead. You treat them with dignity and respect. You value them as human beings. You care about them, not just the job they can do for you or the organization. Because you care about them, they begin to trust you more. As a result, they give you permission to lead them. In other words, they begin to follow you because they want to.

The third level is the production level. You move to this phase of leadership with others because of the results you achieve on the job. If the people you lead succeed in getting the job done because of your contribution to the team, they will look to you more and more to lead the way. They follow you because of what you’ve done for the organization.

To reach the fourth level of leadership, you must focus on developing others.

Accordingly, this is called the people-development level of leadership. Your agenda is to pour yourself into the individuals you lead—mentor them, help them develop their skills, and sharpen their leadership ability. What you are doing, in essence, is leadership reproduction. You value them, add value to them, and make them more valuable. At this level, they follow you because of what you’ve done for them.

The fifth and final level is the pinnacle level, but it is not a level one can strive to reach because it is outside your control. Only others can put you there, and they do so because you have excelled in leading them from the first four levels for an extended period of time. You have earned the reputation of a level-five leader.

INFLUENCING IN EVERY DIRECTION

Not everyone understands what it means to influence others in every direction—those you work for, the people who are on the same level as you, and those who work for you. Some people are good at leading the members of their team, but they seem to alienate the leaders in other departments of the organization. Other individuals excel at building a great relationship with their boss, but they have no influence with anyone below them in the organization. A few people can get along with just about anybody, but they never seem to get any work done. On the other hand, some people are productive, but they can’t get along with anybody. But 360-Degree Leaders are different. Only 360-Degree Leaders influence people at every level of the organization. By helping others, they help themselves.

LEADERSHIP IS A CHOICE YOU MAKE, NOT A PLACE YOU SIT.

YOU CAN LEAD OTHERS FROM ANYWHERE IN AN ORGANIZATION.

Leading in all directions will require you to learn three different sets of leadership skills.

SKILLS FOR LEADING UP

Leading up is the 360-Degree Leader’s greatest challenge. Most leaders want to lead, not be led. But most leaders also want to have value added to them.

If you take the approach of wanting to add value to those above you, you have the best chance of influencing them.

INFLUENCING OTHERS IS A MATTER OF DISPOSITION, NOT POSITION.

MANAGE YOURSELF WELL

Nothing will make a better impression on your leader than your ability to manage yourself. If your leader must continually expend energy managing you, you will be perceived as someone who drains time and energy. However, if you manage yourself well, your boss will see you as someone who maximizes opportunities and leverages personal strengths. That will make you someone your leader turns to when the heat is on.

A key component of managing yourself well is managing your emotions. Good leaders know when to display emotions and when to delay them. The bottom line in managing your emotions is that you should put others—not yourself— first in how you handle and process emotions. Whether you delay or display your emotions should not be for your gratification.

Managing yourself also includes how you manage your time, your priorities, your energy, and your thinking. If you are constantly busy working on things that are not priorities for the team or organization, you will undermine your ability to increase your influence with others.

LIGHTEN YOUR LEADERS LOAD

As an employee, you can do one of two things for your leader. You can make the load lighter, or you can make it heavier. If you help lift the load, then you help your leader succeed. When the boss succeeds, the organization succeeds. Conversely, it is almost impossible for you to win if your boss fails.

When you look for ways to lighten your leader’s load, you communicate that you are a team player and are grateful to be on the team. You can increase your influence with your leader by adding value to them in ways that make their job easier.

From the perspective of the top leader, the question that must be asked is, “Am I better off with them on the team?” That’s really the bottom line for a leader. If you make your leaders feel that they are better off because you are part of the team, your value goes up, and so does your influence.

By far, the best thing you can do to lighten your leader’s load is to do your job incredibly well. If your leader must continually step in to help do your job, you have just made their job heavier.

It’s good to anticipate what your leader may need or want. It’s even better to come right out and ask. If you are doing your job and doing it well, chances are your leader will be glad to tell you how you can help.

“LEADERSHIP IS MORE DISPOSITION THAN POSITION—

INFLUENCE OTHERS FROM WHEREVER YOU ARE.”

JOHN C. MAXWELL

BE WILLING TO DO WHAT OTHERS WON’T

Few things gain the appreciation of a top leader more quickly than an employee with a whatever-it-takes attitude. 360-Degree Leaders must be willing and able to think outside of their job description, to be ready to tackle the kinds of jobs that others are too proud or too frightened to take

on. These things are what often elevate 360-Degree Leaders above their peers. And remember, being noticed is one of the first steps to influencing the person above you.

SKILLS FOR LEADING ACROSS

A leader who can lead only followers is limited in what they can do. To be truly successful as a leader, you must lead and influence other leaders. This means the leaders over you and other leaders working alongside you in the organization.

Influencing your peers is often the most challenging influence to develop but can be the most rewarding. Your peers don’t have to follow you. To build influence with your peers, they need reasons to respect and follow you. How do you do that? By helping your peers win. If you can help them succeed, you will help the organization and help yourself.

LEARNING THE LEADERSHIP LOOP

Many people who have difficulty leading across have trouble because their approach is too shortsighted. They try to gain influence too quickly. Leading is not a one-time event; it’s an ongoing process that takes time—especially with peers. You cannot expect to succeed at a high level with your peers if you have not invested the time and effort to navigate the Leadership Loop.

CARING, LEARNING, AND APPRECIATING

The journey of developing influence with your peers begins with how you see people. At step one on the Leadership Loop, you start with taking an interest in people. Many leaders are so action-oriented and agenda-driven that they don’t make people a high enough priority. People want to know you care about them.

Showing that you care for someone is a good start, but you also need to get to know them. This is step two on the Leadership Loop. Take the time to talk to your peers in the organization. Ask to hear their stories. Try to discover their best skills. Learn to appreciate their differences. Ask for their opinions on work-related issues. And as much as you can, try to put yourself in their shoes.

Step three on the Leadership Loop is about showing appreciation for the people you work alongside. Do you recognize their unique skills and experiences and learn from them? If you treat people with admiration and respect, they are more likely to do the same to you. This is how influence is created.

CONTRIBUTING AND VERBALIZING

“FEW THINGS INCREASE THE CREDIBILITY OF LEADERS MORE

THAN ADDING VALUE TO THE PEOPLE AROUND THEM.”

JOHN MAXWELL

Your journey of developing influence with your peers continues with adding value to others. Think about the people in your life who have contributed to your growth. Do they have more or less influence on you?

To add value to your peers starts with an abundance mindset. A leader with an abundant mindset shares freely to help others grow and learn.

Adding value also occurs when you use your strengths to offset your peers’ weaknesses.

Verbalizing is all about affirming people. When you affirm someone, you praise their strengths, acknowledge their accomplishments, and compliment them on the work they are doing. When you can add value to others and affirm their contribution to the team, you have earned the right to continue around the Leadership Loop.

LEADING AND SUCCEEDING

The things you’ve done up to now have served to build your relationship with your peers, give you credibility, and display that your motives are good. With that kind of history, you will have earned the opportunity to influence them.

But influencing others is not the end of the road. If your sole motivation is merely to get people to listen to you or do what you want, then you’ve really missed the boat. If you desire to become a 360-Degree Leader, you need to take the next step. You need to help them win!

Good leaders balance two significant motivations. The first is to fulfill their vision. The second motivation is to see others succeed. Great leaders don’t use people so that they can win. They lead people so that they all can win together. If that is genuinely your motivation, you can become the kind of person others want to follow—whether they are beside, above, or below you in the organizational hierarchy.

SKILLS FOR LEADING DOWN

Because 360-Degree Leaders are non-positional, they lead through influence, not position, power, or leverage. They take that approach with those above and alongside them and with those who work under them. This is what makes 360-Degree Leaders unique—and so effective. They take the time and effort to earn influence with their followers just as they do with those over whom they have no authority.

WALKING SLOWLY THROUGH THE HALLS

How much time do you spend with your people? It is easy for leaders to be so consumed with their tasks each day that they stay in their office or rushing from meeting to meeting. Relationship building is a foundational part of effective leadership. Leaders who forego this critical leadership aspect may fall back to leading based on their title or position.

When you move among your people, you give them (and yourself) the opportunity to connect. Go to meetings early and plan time to check in with people. Swing by the coffee station to see who you might be able to greet.

What if you lead a team of remote workers or teammates that work from home? Can you still walk slowly through the halls? With intentional effort, you can use many web-based tools to check in with people, and if all else fails, pick up the phone.

THE THREE QUESTIONS

Everyone who works for you is asking three questions about you.

If the answer to these questions is “yes,” you are well on your way to a healthy level of influence with that person. If the answer is “no,” you need to ask yourself how you can improve and change the answer to “yes.” How can you provide help to the people on your team? What shows care to each individual, and by the way, the feeling of being cared for is a very personal and individualized thing. And trust is the foundation of leadership. If you have a problem with trust, you need to fix that first, or influence with the people on your team will be very elusive.

SEE EVERYONE AS A “10”

Can you tell when someone believes in you? Well, so can the people on your team tell if you believe in them. Another way to increase influence with those you lead is to see them as a “10”. This doesn’t mean they are a “10”;

it simply means that you see the potential in them, and you believe in their ability to achieve that potential.

360-Degree Leaders get more out of their people because they think more of their people. They respect and value them, and as a result, their people want to follow them. The positive, uplifting attitude that they bring to leadership creates a positive working environment where everyone on the team has a place and purpose—and where everyone shares in the win.

EXAMPLE OF A TRUE 360-DEGREE LEADER

In the early 1900’s, English ship captain and explorer Sir Ernest Shackleton led an ill-fated journey to the South Pole aboard the ship Endurance. While most of the leadership lessons learned from the expedition are centered on Shackleton, many credit the leadership influence of the ship captain Frank Horsley with the successful outcome. Horsley used 360-degree leader skills to influence up to Shackleton, across to the other ship leaders, and down to the crew. Crewman Thomas Orde-Lees wrote, “I have often mentioned Captain Worsley, our skipper. He is a vital spark. His activity & keenness are extraordinary. I am sure he must be invaluable as a helpmeet to Sir Ernest.”

Worsley used his influence to calm and engage the crewmen, encourage and inspire the senior leadership team, and provide Shackleton the insights and support he needed to navigate the many challenges that faced them daily.

“Worsley no longer had a ship to sail but he did not “put his feet up and rest.” He assisted the scientists on board, worked to divert his shipmates and took sightings when he could. After the ship was crushed in October 1915, he–despite his misgivings–led unsuccessful marches across the ice in the hope of reaching land.”1

EVERYTHING RISES AND FALLS ON LEADERSHIP

In his bestselling book, The 21 Irrefutable Laws of Leadership, John Maxwell describes the Law of Process as, “Leadership develops daily, not in a day.” If you desire to be a strong 360-degree leader, you need to examine your daily routines and develop a critical consistency for your leadership development.

As John writes, “See what a person is doing every day, day after day, and you’ll know who that person is and what he or she is becoming.”

Authentic leadership cannot be awarded, appointed, or assigned. It comes only from influence, and that cannot be mandated. It must be earned. The only thing a title can buy is a little time - either to increase your level of influence with others or to undermine it.

To be a true 360-Degree Leader, you must develop your influence daily with the people above, below, and beside you. Leadership is influence. Just because someone has a title doesn’t mean that person is a leader.

The reality is that most people will never be the top leader in an organization. They will spend their careers somewhere in the middle.

Therefore it is essential to develop the skills and mindset of a 360-degree leader.

1 https://nzhistory.govt.nz/media/photo/frank-worsley