The 360 Degree Leader
Developing Your Influence from Anywhere in the Organization
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1.0 • 1 Rating
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- £8.49
Publisher Description
Regardless of your position, learn how to lead with impact by utilizing John C. Maxwell's thirty years of experience teaching people how to make a significant difference in their organizations.
As one of the most trusted leadership mentors, John C. Maxwell debunks the myths that hold people back from leaning into and developing their influence. In this inspiring call-to-action, he shows middle managers how to leverage their unique positions and become 360 degree leaders by exercising influence in all directions--up (to the boss), across (among their peers), and down (to those they lead).
In The 360 Degree Leader, you will learn how to:
overcome the challenges facing the vast majority of professionals;understand the pressures and pain points that come from being caught in the middle;and gain the confidence and competence to step into their roles as significant influencers.
Complete with a workbook to help you personalize your leadership journey and the authors’ plethora of stories, studies, and development models and strategies, The 360 Degree Leader equips you with the skills you need to begin making a difference in your organization, career, and life, today--with or without the promotion.
There are endless opportunities for those trying to lead from the middle of an organization. From what you are, your influence is already greater than you know.
PUBLISHERS WEEKLY
In this latest treatise, leadership mega-guru Maxwell (The 21 Irrefutable Laws of Leadership) taps a rich vein of corporate angst: the plight of the middle manager, saddled with responsibilities but lacking real power, torn by conflicting tasks and time-management dilemmas, seething with thwarted ambition. As Macbeth shows, it's a predicament fraught with tragic potential, but the staid, platitudinous treatment given it by Maxwell and ghostwriter Charlie Wetzel drains away the drama. They generally counsel acceptance of limitations. Maxwell tells middle managers to work diligently in subordinate positions, support the CEO's vision, find the good in incompetent or malevolent leaders, infiltrate their bosses' emotional lives ("Listen to your leader's heartbeat.... What makes them laugh?... Cry?.... Sing?") and "stand up for your leader whenever you can." They can thus exert an unsung but crucial "influence" over higherups, while themselves practicing a higher, sublimated form of leadership by selflessly nurturing the potential of their own colleagues and underlings. Unfortunately, Maxwell's practical advice boils down to vague truisms ("when you find a problem, provide a solution") or clich s ("If your boss is a golfer, you may want to take up the game"). His bland injunctions to resignation, patience and self-effacement are unobjectionable, but also uninspiring.
