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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 360Degree 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 cant
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, its 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
doesnt 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, hell
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
theyre 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 leaders 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. MultiHat 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 dont 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 dont buy into a vision because they
didnt create it. Other times, they dont understand it, dont agree with it, or feel
its 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 leaders
load, 3) be willing to do what others wont, 4) do more managers lead, 5) invest
in a relational chemistry, 6) be prepared every time you take your leaders 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) Dont pretend youre 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

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