Book Review - 360 Leader Noor Zakiyah

NOOR ZAKIYAH BINTI ISA 860714235064

SIDANG D KADET PTD BIL.2/2014

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The 360-Degree Leader

Developing Your Influence from Anywhere in the Organization

By John C. Maxwell

John C. Maxwell, author of The 360-Degree Leader, explains the idea of 360-

Degree Leadership is that we should be able to "lead up", influencing our leaders,

"lead across", influencing our peers, and "lead down", influencing those lower

down the organisational hierarchy.

SECTION I

He introduces the first section which deals about the myths of leading from the

middle of an organisation. He points out that 99 percent of all leadership occurs

not from the top but from the middle of an organization. Everyone can lead

even if we are not on top of the organisation by developing our influence from

wherever we are in the organization.

He also notes that not everyone good in every direction of leading in an

organisation. There are people who are good at leading the members of their own

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.

Maxwell then introduces the even myths believed by many people who lead from

the middle of organizations.

Myth #1: The Position Myth – I cannot lead if I'm not at the top

Maxwell highlights the misconception people have about leadership, which

leadership comes simply from having a position or title. A place at the top will not

automatically make anyone a leader as stated in The Law of Influence in The 21

Irrefutable Laws of Leadership: “The true measure of leadership is influence -

nothing more, nothing less”.



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Myth #2: The Destination Myth When – I get to the top, then I'll learn to Lead Maxwell starts the chapter with a story about his writer, Charlie Wetzel, a fairly keen recreational runner who managed to complete a marathon easily with rigorous preparation. “Leadership is very similar. If you want to succeed, you need to learn as much as you can about leadership before you have a leadership position”.

To be a successful leader, one needs to learn to lead before the opportunity

comes as Hall of Fame basketball coach John Wooden said, “When opportunity

comes, it’s too late to prepare”.

Myth #3: The Influence Myth If - I were on top, then people would follow me

People believe that leadership position provides the ability to be influential. This

is not true because influence must be earned. A position provides a chance for

someone to try out his/her leadership skills. According to Maxwell, “A position

doesn’t make a leader, but a leader can make the position”.

Myth #4: The Inexperience Myth - When I get to the top, I'll be in control

Myth 4 is based on the belief that when someone become the boss, he’ll

automatically be in control. It is easy to overestimate the amount of control one

has when he is on top of the organisation. Being on top of the organisation has

its own challenges and problems.

Myth #5: The Freedom Myth - When I get to the top, I'll no longer be limited

Maxwell highlights the misconception about freedom that people believe they will have when they reach the top position in their organisation. Maxwell uses a diagram to show that responsibilities increase as one goes up through and organisation, while rights decrease. Myth #6: The Potential Myth - I can't reach my potential if I'm not the top leader Myth 6 is based on the thinking that people cannot reach their potential unless they’re top leaders. The reality is that most people never get to the top of an organization as a leader. As an example of this, Maxwell mentions the career of



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Vice President Dick Cheney who possesses all the qualities one would need to run for president of the United States, yet he knows that the top position is not his best role. Cheney is contented having realised his potential as an effective deputy. Myth #7: The All or Nothing Myth If - I can't get to the top, then I won't try to lead Myth 7 comes about as people tend to define successful as being on top. Many people simply giving up when they faced with the reality that one is unlikely to become the top leader in an organisation

SECTION II

In this section, Maxwell highlights the 7 challenges that leader in the middle of an

organisation often experience.

Challenge #1: The Tension Challenge - The Pressure of Being Caught in the

Middle

The tension affects leaders by empowerment, initiative, environment, job

parameters, and appreciation. The lines of authority and responsibility impacts

how strongly Tension Challenge. The more vaguely the lines are drawn, the

greater the potential for stress. Maxwell states that “the key to successfully

navigating the tension challenge is to learn to lead despite the restrictions others

have placed on you”.

Challenge #2: The Frustration Challenge: Following an Ineffective Leader

Maxwell points out the type of ineffective leader that causes the frustration:

insecure leader, visionless leader, incompetent leader, selfish leader, chameleon

leader, political leader and the controlling leader. The ways to tackle the

frustration and lead effectively are, among others, by building good relationship

with leaders, appreciating their strengths, adding value to those strengths, and

complementing the leader’s weaknesses.



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Challenge #3: The Multi-Hat Challenge: One Head... Many Hats

Challenge #3 is the pressure of wearing many hats in the leadership role. Multi-Hat Challenge is one of the things that keep people from moving up in an organization. Many workers decide they would rather not have all the headaches of leadership and stay where they are, doing just a few things and not wearing a lot of hats. Maxwell states that “the key to successfully navigating the ego challenge is by remembering that consistently good leadership does get noticed”. Challenge #4: The Ego Challenge: You're often hidden in the middle Leaders in the middle don’t always get the recognition they deserve, which can damage the ego. In this short chapter, Maxwell states that “the key to successfully navigating the multi-hat challenge is knowing what hat to put on and then enjoying the challenge”. Challenge #5: The Fulfilment Challenge: Leaders like the front more than the middle Most leaders like being in the front because it is the most recognized position for a leader. By being in front, they get a better view thus get to determine direction and set the pace. However, leadership is more disposition than position. With the right attitude and the right skills, you can influence others from wherever you are in an organization. Challenge #6: The Vision Challenge: Championing the vision is more difficult when you didn't create it Middle-leaders are often asked to achieve a vision other than their own, and one they did not actually generate. Often leaders don’t buy into a vision because they didn’t create it. Other times, they don’t understand it, don’t agree with it, or feel it’s impossible to achieve. In this chapter, Maxwell lists a number of potential responses to the challenge that this entails, ranging from the most negative to the most positive. Challenge #7: The Influence Challenge: Leading others beyond your position is not easy In this chapter, Maxwell outlines a number of different aspects of influence and how this can be developed.



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SECTION III - THE PRINCIPLES 360-DEGREE LEADERS PRACTICE TO LEAD UP Leading up is the process of influencing a leader. The principles of leading up greatly increase the chance for success. In this chapter, Maxwell explains 9 principles that one needs to master in order to lead up which are 1) lead yourself exceptionally well, 2) lighten your leader’s load, 3) be willing to do what others won’t, 4) do more manager’s lead, 5) invest in a relational chemistry, 6) be prepared every time you take your leader’s time, 7) know when to push and when to back off, 8) become a go-to player and lastly 9) be better tomorrow than you are today. In summary, leading up is the most challenging in becoming a 360-degree leader because most leaders want to lead and not be led. But most leaders also want to have value added to them. By consistently applying all 9 principles in our daily life, our influence will increase and we will have more opportunities to lead up. SECTION IV: THE PRINCIPLES 360-DEGREE LEADERS PRACTICE TO LEAD ACROSS Leader who leads across is a leader who leads peer-to- peer. To succeed leading in this way, it is critical to help peers win. Maxwell describes 7 principles in lead across: 1) Understand, Practice, and Complete the Leadership Loop, 2) Put completing fellow leaders ahead of competing with them, 3) Be a friend, 4) Avoid office politics, 5) Expand your circle of acquaintances, 6) Let the best idea win and 7) Don’t pretend you’re perfect. SECTION V: THE PRINCIPLES 360-DEGREE LEADERS PRACTICE TO LEAD DOWN The next section of this book turns to the subject of most people's first thoughts on leadership: leading down. Leaders who lead down help people realize their potential, become a strong role model, and encourage others to become part of a higher purpose. In this chapter, there are 7 underlying principles in order to master the lead down skills: 1) walk slowly through the halls, 2) see everyone as “10”, 3) develop each team member as a person, 4) place people in their strength zones, 5) model the behaviour you desire, 6) transfer the vision and lastly 7) reward for results. SUMMARY Being a 360-Degree Leader is about winning respect and influencing peers to build a successful team environment. The three key concepts: lead up, lead across and lead down will help leaders bring value and influence to and from every level of the organization

Book Review - 360 Leader Noor Zakiyah

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