Notesale: Turn your study into money

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usiness

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Book

Business Book Review™
We Select and Review Only the
Best Business Books You Should Read
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Maxwell
©2005 by John C
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ISBN: 0-7852-6092-7

Reviewed by Susan Williams

Introduction
The frustrating tensions battled every day in leadership are universal, and leaders today face the challenge of
influencing people from all sides of an organization
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John C
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Many managers with leadership responsibilities feel that because they are not the main leader, that they cannot
influence their bosses, peers, and subordinates
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Once leaders can incorporate these principles into their
own style of management, they will be able to influence others in every direction and become a 360-Degree Leader
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23, No
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THE MYTHS OF LEADING FROM THE
MIDDLE OF AN ORGANIZATION

Only 360-Degree Leaders can influence people at
every level of the organization
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Myth #1 can be referred to as the position myth, where
people believe they must have a certain title to lead
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These people
might wait for a more senior leader to empower them with
authority, instead of building relationships with others to
influence naturally
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However,
people can move beyond the boundaries of their position by
building respectful relationships and valuing each person
as a unique individual who gives something positive to the
organization
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Part of contributing to the team is to develop others’ skills
that sharpen their ability to lead
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In these situations, leaders value
their people enough to mentor them and make them more
valuable to the company
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Leaders should
be able to exert their influence from anywhere in the
organization
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The thinking goes something like this: “When I’m a leader,
then I’ll figure out how to influence others in a positive
way,” rather than learning these principles in order to be a
leader
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The
beginning of the journey may require people to adopt new
ways of thinking, new skills, and new habits
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Myth #3 is based on the belief that nobody will
follow unless the manager is “on top”
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This is
not the case
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Maxwell

Key Concepts
John C
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Lead-Up: Leading up is the process of
influencing a leader
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2
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These
leaders help peers achieve positive results,
let the best idea win, and garner mutual
respect
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3
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This involves
walking through the halls, transferring the
vision, and rewarding for results
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injoy
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thomasnelson
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Heenan and Warren Bennis
The Extraordinary Leader
By: John H
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No matter what position people hold, they
must earn their level of influence over time
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An example of
this belief is the thinking that things would be different “if
I were the boss”
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23, No
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Maxwell

goals
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His is also a good example of a 360-Degree
control a manager can have at the top of an organization
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high-level position is no guarantee of the ability to exert
Myth #7 is the all-or-nothing belief that people won’t
influence
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try to lead unless they can get to the top
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Leaders at the top do not
leaders
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necessarily have it made
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And
always do what they want
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”
always be boundaries
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These leaders make a
its challenges, an effective 360-Degree Leader can learn
great impact, but at the same time, many leaders have less
to lead from the side, from above, and from below and
freedom instead of more
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Myth #6 is based on the thinking that people cannot
reach their potential unless they’re top leaders
...
While people need to strive to do their best,
Leaders in the middle of an organization often
they don’t necessarily need to aspire to be at the top of their
experience frustration and struggle to succeed
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Often the greatest impact is made from the
seven common challenges that leaders in the middle of
middle
...
Recognizing and identifying these
For example, Vice President Dick Cheney exerts a huge
challenges enables leaders to devise solutions and resolve
amount of influence while knowing that the top position is
issues
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He believes he has reached his potential
Challenge #1 is referred to as the tension challenge,
where leaders may not be sure of where they stand
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Maxwell is known as America’s
and can get in trouble by overstepping their authority
...
He
initiative without overstepping their boundaries
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Leaders must empower
Academy at West Point, and sports organizations
others to make their own judgments and take appropriate
such as the NCAA, the NBA, and the NFL
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These leaders make things happen
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other organizations dedicated to helping people
Moreover, they need to realize that each organization
reach their leadership potential
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Good leaders assess their
EQUIP, a non-profit organization
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for a Change, and the two million sellers,
There are several ways to relieve tension which include
Developing the Leader Within You and The 21
becoming comfortable in the middle, knowing what to own
Irrefutable Laws of Leadership
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23, No
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Maxwell

violating trust, and finding ways to relieve stress
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Moreover, it’s critical to avoid violating people’s trust
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Leaders at the top of an organization may be able
to choose what they do, but they also feel the weight of
success or failure of the whole organization
...
if you have a vision when your leader does not, you can rely on
skill
...
”
from leaders at the top, customers,
expectations from followers, and
their authority and position
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These leaders have to
it’s extremely difficult to manage tension and sustain
get along with everyone and survive the dynamics of
authority
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Leaders who are able to handle multiple tasks
Tension can also be relieved by eliminating stress
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behavior, commitment to the responsibility, and
Challenge #2 is one of frustration, where the issue
flexibility
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Being in this
Challenge #4 is the ego challenge
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middle don’t always get the credit they deserve, which
Insecure leaders can cause this frustration becaus
the leader
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The 360-Degree Leader
managing emotions by controlling them and knowing when
connects the understanding of the vision from the top to the
to display certain ones
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By aligning themselves with
Leaders must also be able to manage their time
...
And
value, they will not do anything constructive with it
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The best way for
with proper time management is priority management
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personal lives
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The challenge is to lead others beyond
not follow, respect, or partner with them
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Leadership is influence, and without
both position and the ability to persuade others, people
Lead-Up Principle #2: “If you help lift the load, then you
will not follow
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”
want to follow
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Those who can successfully lift the load
competence, and remain consistent and committed to the
from their leaders demonstrate their commitment to the
cause
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Leaders who lift others up are noticed; the result
they will be able to exert influence, one of the requirements
is that others will want to help in return
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increases leaders’ value and influence, improving overall
productivity
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They can start by doing their own job well
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Then it’s essential that leaders hear the truth and
across with colleagues, and lead down with followers
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People should stand up for their
of these skills draws on different principles
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Leading up is the process of influencing a leader
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Success in this case would mean leaders above
dialogue
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23, No
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These leaders work in obscurity and keep their egos at
bay
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While being the first to take on the tough
jobs, 360-Degree Leaders sometimes must put themselves,
but not the organization on the line, admit faults, do more
than is expected, and perform tasks that may not be part
of their job description
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Managers work with processes while leaders work
with people
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Leaders lead the people who manage the
process
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By necessity, managers often must operate in
the moment
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Taking organizations into the future requires
leaders to push boundaries, find better ways of doing

John C
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Lead-Up Principle #6
All leaders value time
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Maxwell asserts that the best way to do this is to spend
ten minutes preparing for every minute meeting with a
leader
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Good thinking will also enable people to “bring something
to the table”
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There are other ways to be prepared
when taking time from a leader: be prepared when asked
to speak; learn to speak the boss’s language; get to the
bottom line, and provide return on the leader’s investment
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Lead-Up Principle #7
Timing is essential to good leadership
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Therefore, it’s essential that
“It doesn’t matter whom you’re helping, whether it’s your boss, leaders understand when time is running
a peer, or someone working for you
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And when you help
push ahead
...
”
responsibilities are at risk and figuring
out how to help the boss win can bring
things, and encouraging progress and innovation
...
Learning to
also must learn to use their intuition when working with
back off is appropriate in many situations, perhaps after a
such intangibles as morale, motivation, emotions, and
point has been made, or when the timing is off
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Lead-Up Principle #5
Part of working successfully with these inevitable
intangibles is the establishment of good relationships no
matter whether people are leading up, across, or down
the organization
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One way to encourage strong
connections is to listen to people to find out what is
important to them
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Once these aspects are understood, leaders

Lead-Up Principle #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
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These players produce under pressure when the
momentum is low, when the load is heavy, and when the
leader is absent
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Basically, no matter
how tough a situation is, these team players excel
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23, No
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Maxwell

Lead-Up Principle #9
Lead-Across Principle #3
Many people do not realize that they’re on an ongoing
No matter how people perceive their coworkers or
journey requiring growth and improvement each day
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Being a friend
times
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In the workplace, if the goal is to
damaging their leadership ability
...
”
is a constant, they

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