The 360-Degree Leader by John C. Maxwell (Book Review)

Leadership challenges are universal, with most leadership happening not from the top but from the middle of an organization. John C. Maxwell, in The 360-Degree Leader, outlines how leaders can influence others in all directions—upward, across, and downward. Many managers believe they can't influence their bosses, peers, or subordinates, but by mastering the principles of leading in all directions, they can add value and become effective 360-Degree Leaders. This approach empowers leaders at any level to create impact throughout the organization.

Key Concepts (principles to help leaders bring value and influence to and from every level of the organization)

1. LEAD-UP: the process of influencing a leader, lightening the leader’s load by being willing to do what other won’t (while knowing when to push forward and when to back off).

2. LEAD-ACROSS: help peers achieve positive results, let the best idea win, and garner mutual respect.

3. LEAD-DOWN: help others realize their potential, become a strong role model, and encourage others to become part of a higher purpose.

Myths of Leading from the Middle of an Organization

1. Position Myth: people believe they must have a specific title to lead (they wait for people in positions of authority to grant them the power to lead instead of building relationships to influence naturally).

2. Destination Myth: people believe they cannot lead until they get to the top.

3. The belief that no one will follow if the person leading is not at the top.

4. The belief that when people get to the top, they’ll automatically be in control.

5. The belief that once leaders make it to the top, their role is a “ticket to freedom.”

6. The belief that people cannot reach their potential unless they’re top leaders.

7. The belief that people wont try to lead unless they can get to the top.

Challenges 360-Degree Leaders Face (leaders in the middle of an orgnanization often experience frustration and struggle to succeed)

1. Tension Challenge: leaders aren’t sure of where they stand, as they have some power, authority, and access to resources but also experience restrictions in other areas and can get in trouble by overstepping their authority.

2. Frustration Challenge: the issue is how to follow an ineffective leader.

3. Wearing Many Hats Challenge: leaders are able to handle multiple tasks and responsibilities, knowing which hat to wear in any given situation (requires consistent behavior, commitment to responsibility, and flexibility).

4. Ego Challenge: leaders in the middle can sometimes experience oversight when it comes to getting the credit they deserve, which damages the ego.

5. Liking the Front more than the Middle Challenge: the right attitude, strong relationships, and a desire to win the team lead to fulfillment anywhere in the organization.

6. Vision Challenge: leaders in the middle are often asked to achieve a vision that is not of their own creation by putting the needs of the organization first, keeping the vision in front of people, and understanding their roles in the process.

7. Influence Challenge: without both position and the power to persuade others, people will not follow.

Principles to LEAD UP (influencing a leader)

1. “Lead yourself. That’s where it all starts. Besides, if you wouldn’t follow yourself, why should anyone else?” (practice self-management and time management)

2. “If you help lift the load, then you help your leader succeed.” Start by doing your own job well!

3. Do what others dont want to do and keep your ego at bay.

4. Leaders lead the people that manage processes and think in the long-term.

5. Connect with the people around you.

6. Be prepared when taking the leader’s time.

7. It’s essential that leaders understand when time is running out, when to hold back, and when to push ahead.

8. “Becoming a team member who gets things done and demonstrates competency, responsibility, and reliability becomes the one people will turn to when things need to happen."

9. Leaders keep learning to better themselves at all times!

Principles to LEAD ACROSS (effective leaders of peer leaders)

1. Leadership is an ongoing process that takes time and energy (The Leadership Loop: caring, learning, appreciating, contributing, verbalizing, leading, and succeeding).

2. Instead of competing, work together to complete projects with peer leaders.

3. “Everyone needs to have a friend at work;” being a friend creates a foundation of influence and provides a framework for success.

4. Avoid office politics.

5. Expand your circle of acquaintances regularly to gain exposure to new ideas.

6. Know when to resist fighting for your own ideas and let the best ideas win.

7. Admit faults, worry less about what others think, put away pride, and be open to learning from others.

Principles to LEAD DOWN (realize your potential, become a strong role model, and encourage others to become part of a higher purpose)

1. Walk the halls, connect with people, and be visible and approachable (create a healthy balance between personal and professional interest in others).

2. Inspire people to believe in themselves and encourage positive growth.

3. Develop your people so they can get the job done at the highest level.

4. Determine people’s strengths, give them the right job, and identify skills needed for people to succeed.

5. Be a consistent role model.

6. Interpret your vision and transfer the vision in a way that will inspire and lead people in the right direction.

7. “Whatever action leaders reward will be repeated;” (praise privately and publicly- both if you can, with a concrete reward).

Conclusion:

Organizations need leaders who can lead in all directions—up, down, and across—referred to as 360-Degree Leaders. These leaders build strong teams by hiring people better than themselves, staying secure in their roles, and listening. Effective leadership at every level is essential, with those who lead well at one level often being ready to move up. Middle leaders, in particular, can be highly effective at the top due to their proximity to workers and their knowledge of the organization. They help top leaders focus on key priorities, enabling broader growth. 360-Degree Leaders possess qualities such as adaptability, discernment, communication, and reliability, and are crucial for driving innovation, solving problems, and identifying new opportunities.

Citation:

Maxwell, J. C. (2005). The 360 leader: developing your influence from anywhere in the organization. Nashville, Nelson Business.