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1-Page Summary of The 360 Degree Leader

Overview

In The 360 Degree Leader (2005), John C. Maxwell argues that people in the middle of an organizational hierarchy can develop leadership skills and increase their influence with those around them. This book expands on his previous work, Leadership Goldmine (2001). People who develop their leadership skills are more likely to advance in an organization and be prepared for a formal position of authority. However, even those without formal authority still play an important role in determining the success of an organization by influencing others to get things done. Most leadership takes place somewhere in the middle of any hierarchy.

Organizations can benefit from identifying and encouraging leaders at every level. These people are able to influence their superiors, peers, and subordinates. This ability helps them advance professionally and improve the organization as a whole. Anyone can develop these skills by learning how to lead in all directions.

In order to be influential, you need to develop meaningful relationships. Instead of competing with your peers, you should work together and help each other out. If you want to lead people, make a commitment to achieving the best outcomes for the organization so that everyone can succeed. A 360 Degree Leader helps his or her peers do well by helping them achieve their goals.

The best way to increase influence is by supporting and inspiring your team. By investing in the development of others, you can ensure that they are using their strengths and will be ready when it’s time for them to lead.

Key Point 1: Developing the skills of a 360 Degree Leader doesn’t depend on holding a formal leadership position.

In traditional organizations, middle-level leaders are often constrained by a lack of authority and recognition. However, aspiring leaders should remember that leadership skills can be developed at any level in the organization. In fact, senior positions often require more 360 degree leadership skills than lower levels do.

When a company is already successful, it can benefit from hiring new leaders who have experience with growth. For example, Birchbox was facing challenges in scaling up and its leaders decided to hire people for leadership positions. The leaders were acting on what they thought was best for the business even though they had already proven themselves as effective leaders.

Middle managers are often more connected to every stage of the production process. They can hit on ideas that might not occur to executives, such as Super Dry Beer for Asahi in Japan.

Key Point 2: Some leaders rise to the occasion of a sudden promotion. But most successful executives depend on leadership skills developed through their experience in middle management roles.

Although it’s possible to be a leader without any influence, the authority that comes with leadership will diminish if you don’t have any. To get this influence, you need to develop relationships with your superiors, peers and subordinates.

A Harvard Business School professor recounted the story of a CFO who was initially hesitant to share his ideas and opinions. The CFO felt as though he only had influence in one area, when really he could have been influencing others through his leadership position. It took some time for him to realize that it’s okay to speak up about things outside of your expertise because people will appreciate your input.

Key Point 3: Developing leadership traits involves a continual process of self-growth, including honing expertise and modeling ideal behavior.

People look to experts for leadership. It’s important to develop skills, but it’s more important to continue growing and learning than reaching a specific level of achievement.