360 leader session handout tms

360 Leader
Developing your Influence from
Anywhere in the Organisation

360 Leader
360 Leader
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Document Revision
Revision Date 6/7/2015
Table of Contents
360 Leader 3
The Myths 3
360 Leader 11
The Challenges 11
360 Leader 25
Leading Up 25
360 Leader 31
Leading Across 31
360 Leader 34
Leading Down 34

360 Leader
360 Leader
The Myths
What myths of leading in the middle of the organisation
have you bought into?

360 Leader
360 Leader
The Myths
Before we delve into the myths I want to remind you of
Law #2 in the 21 Irrefutable Laws of Leadership.
Leadership is influence, nothing more, nothing less.
You can influence anyone at any time in any situation.
Your level of influence with that individual will
determine how ‘easily’ you influence them (or not).
Through my own research and having assessed some
45,000 leaders across the globe. One thing I can assure
you of. The higher your level of influence in an
organization and in life with the people that you work
with, play with, worship with, sell to, or buy from… the
FEWER SKILLS of influencING you NEED to use.
Conversely. The lower your level of influence with
someone, the more influencING skills you need to use.
This is critical for people in the middle to understand.
WHATEVR your position in relation to another person in
the organization… your LEVEL of Influence and your
ability to use influencING skills (Motivating, persuading,
cajoling, negotiating and so on) determines your total
influence on that person.
Just because you are not the top person in the
organization does not mean that you cannot influence
(i.e. lead) If anything, it’s a cop out to suggest that you
cannot lead until you are at the top. It’s an excuse. But
that is the POSITION MYTH that many leaders in the
middle hold.
Leadership (how you influence another) is a choice you
make, not a place you sit.

360 Leader
360 Leader
The Myths
“When I get to the top, then I’ll learn to lead”
“When opportunity comes, it’s too late to prepare.” John
Wooden
Remind yourself about Law#3 in the 21 Irrefutable Laws
of Leadership is “Leadership develops daily, not in a
day.”
I’ve met more leaders who hold onto this myth than the
others. Or at least it seems that way. In fact, 80% of my
work as a leadership coach comes to me because of
this… In particular, I have found that the stronghold of
this myth lies in HR. “We’ll invest in their leadership
development…. When they have the position of leader”
TOO LATE!
You’ve just gone and promoted someone into a senior
leadership role who hasn’t yet bothered to learn how to
lead! Now we’re playing catch up.
Develop your leadership deliberately daily and soon you
will have the job title to go along with it. And guess
what? You’ll be better prepared and ready to actually do
the leadership they’re paying you to do.

360 Leader
360 Leader
The Myths
The INFLUENCE Myth is where someone thinks “If I were
on top, then people would follow me.”
I know several leaders in the middle like this. Are you
one of them?
In quite a few cases I’ve met them because they’ve been
given the position and now find that, well, no-one is
following them. This is the person that says “It’s lonely at
the top”. Well if it’s lonely at the top, you ain’t leading –
you’re taking a walk alone.
Are you sure people will follow when you’re on top? Just
by being given a leadership title enables you to do that
does it?
To accomplish anything as a leader you need to
remember the Law of Buy-in 14
th
from the 21 Irrefutable
Laws of Leadership.
People buy into the leader, then the vision.
A position doesn’t make a leader, but a leader can make
the position
You may be able to grant someone a position, but you
cannot grant them real leadership. Influence must be
earned.

360 Leader
360 Leader
The Myths
“When I get to the top, then I’ll be in control”
You know someone who thinks this. They’re the person
who’s usually complaining about the current leadership,
often cynical, perhaps scoffing. And they say something
like this “If I were in charge, then I would get everyone
to…”
OK, fantastic. For the rest of today, I hereby give you the
title “President of the United States of America”. Now
you have the title. What have you done about the
enormous debt burden? When are you going to reduce
taxes? When are you going to withdraw the troops?
When are you going to sort out the banks? When are
you going to… and the list goes on. Very swiftly you will
realise that the leadership title means nothing.
What you find is that a leader has to give up to go up.
The leader has to remember the Law of Sacrifice.

360 Leader
360 Leader
The Myths
More FREEDOM as you climb?
Well I’ve never seen it to be true.
In many organizations, as you move up the ladder, you
may even find that the amount of responsibility you take
on increase faster than the amount of authority you
receive.
I remember when I took my first area management
position to run firstly 3 pub hotels in central London,
which swiftly increased to 6, then 12 and all without any
further increase in my authority or any increase in my
support team. I had the title, and I had the power. But
the weight of the additional responsibilities meant that
something had to give. No way would I get more
supporting resources… more authority.
The solution. GIVE POWER AWAY!
Seriously. It’s called the Law of Empowerment.
It’s like playing golf. At some point you need to learn that
the club is there to do a job. When you let the club do
it’s job… great shots are almost effortless… and they go
further… and with better direction. The tighter you grip
the shaft the worse it is.
The same is true if you hold a dogs leash too tight.
Pull back on the horse’s reins and the horse will go
faster? No, it will slow down.
Empower your people. They will take a load off you… if
you give them your power.

360 Leader
360 Leader
The Myths
Reality: Most People will never be the top leader in an
organization.
If everyone who genuinely believes that they will make it
to the top of their organization did so… who is going to
do the work?
Only when leaders in the middle reach their potential,
will leaders at the top reach their potential.
When we make ourselves better, we then make the
leader better. And when the leader is better, they bring
the people who made them better up higher. Maybe one
day they move on and maybe then you get their position
at the top. But don’t you want a team full of people who
are at the top of their game. And that’s what we should
all strive for. To be at the top of our game, not the top of
our organization.
A Leader’s potential is determined by those around him
or her.

360 Leader
360 Leader
The Myths
Individuals can become better leaders wherever they are
in the organization. Improve your leadership and you can
impact the organization. You can change people’s lives.
You can be someone who adds value. You can learn to
influence people at every level in the organization –
even if you never get to the top. By helping others, you
help yourself.
Which of these myths have you nought into already?

360 Leader
360 Leader
The Challenges
Now that you know the myths of leading in the middle,
it is time to face the challenges.
The pressure of being caught in the middle
Learn to lead with the restrictions others have placed on
you.
This is NOT a problem… it’s a fact of life.
This is not something that is going to go away.
There’s a difference between a problem in life and a fact
of life.
Let me give you an example. I regularly have dreams that
I am flying. I flap my arms and I rise in the air, I swoop, I
soar, I dive, I fly.

360 Leader
360 Leader
The Challenges
Now, I really truly want to do this, but this is NOT a
problem. It is just not going to happen. I cannot fly on
my own. That’s a fact of life. It’s not going to happen.
So how do you relieve the tension challenge?
It’s not enough to simply recognize that leading from
somewhere in the middle of the organization is stressful.
It’s insufficient to simply survive. You want to thrive. And
to do that you need to find some ways to relieve the
tension challenge.
Here are FIVE suggestions of how you might relieve the
tension challenge.
1. Become comfortable with the middle.
1. Comfort is a function of understanding
and valuing your position.
• All leaders, no matter how good
they are, at times, follow.
• All followers at times (if done
correctly) lead.
Remember, in the 21 Laws of leadership, not everyone
can be great at all 21 laws. Is there anyone here who is
exceptional in all 21?
No of course not. In five or six, that might be true. But in
five or six of the laws, I’m average or below average.
Those areas are things that I pass on to others in my
organization.
Like a quarterback on the football team: he doesn’t get
paid to run the ball, he gets paid to know who to give
the ball to.

360 Leader
360 Leader
The Challenges
Be comfortable where you are.
2. Know what to own and what to let go.
• Sit down with the person who is overseeing you
and be clear… “what’s mine… what’s yours?”
Are you trying to carry something that’s not yours?
Is somebody else carrying what is your?
3. Find quick access to answers when caught in the
middle.
• This is especially prevalent in the service
industry. Where the people caught in the middle
are also the front line to the customer. The
customer wants (and deserves!) an immediate
response. But you might not have the authority
to give an answer, or you may not know the
answer.
• Now do please note that this is not about
‘fobbing off’ the customer. If you need to defer to
a higher authority, then do so and tell the
customer when you will get back to them AND,
get back to them within the time you specified
with an answer.
4. Never violate your position or the trust of the leader.
• If you ever want to test the tension challenge to
its breaking point – violate the trust you have
been given in your position.
• Abuse the power of your position
• Intentionally undermine your leader
• Use organization resources for personal
gain
Consider Enron, Lehman, AIG, Northern Rock.
I once had an assistant manager whom I was developing
who, when I was not around for a month when I took
leave for my mother’s funeral: Told other people in the
organization what a bad manager I was; fired our best
receptionist for a minor infraction of policy and hired a
replacement who happened to be his cousin; and was
taking money from the cash received from clients;
covering up his theft by telling others that I had stolen
the money!
Don’t violate the trust.
5. Find a way to relieve your stress.
• It’s not good to bottle up your stress. Keeping it
to yourself and allowing that toxic, pent-up

360 Leader
360 Leader
The Challenges
frustration to build simply means that one day,
the dam will burst. And, the chances are, it’s
going to be someone you love (and who loves
you) that receives the full blast of the explosion.
• I know far too many leaders in the middle who
keep a tight lid on their stress at work only to let
loose at home.
• Instead, find a way that relieves your stress.
• When I was young, I used to box. It was a great
way to empty myself of all that tension. Hey, and
you don’t have to punch another person, take it
out on the bag or the circuit training.
• Nowadays, I’m a little more sedate. In part
because a lot less gets to me… but when it does…
I go swimming.
• Some people I know keep a journal of everything
that upsets them at work entitled “What I will
never do when I get to the top”.
Following an ineffective leader.
Your job isn’t to fix the leader. It’s to add value
If the leader won’t change. Change your attitude or your
work address.
There’s an excellent true saying: “People join a company,
but they leave a leader”
Has anyone here followed an ineffective leader?
Have any of you gotten frustrated trying to change that
leader?
How many of you are sat next to that leader right now?
No don’t answer that.

360 Leader
360 Leader
The Challenges
A normal reaction to the frustration challenge is to fix or
replace the leader you are working for, but that’s not
usually an option for the leader in the middle, even if it
were, it would be inappropriate. No matter what our
circumstances, our greatest limitation isn’t the leader
above us, it’s the spirit within us.
Remember, your leadership is as much disposition as
position. The role of leaders in the middle in nearly
every circumstance, is to add value to the organization
and to the leader.
So how do we add value and relieve the frustration
challenge.
1. Develop a solid relationship with your leader.
• We are tempted to withdraw rather than
develop the relationship.
2. Identify and appreciate your leader’s strengths.
• Instead of focussing on the weaknesses
(easy), take some time and really find out
what their strengths are (they do have
them).
3. Commit yourself to adding value to your leader’s
strengths.
• Working to add value in your leader’s
strength zone is noticed and it makes
your leader stronger.
• You must commit to the first three
BEFORE attempting number 4.
4. Get permission to develop a game plan to
complement your leader’s weaknesses.

360 Leader
360 Leader
The Challenges
• Having developed a good relationship,
appreciate your leader’s strengths and
added value to them, you are now in a
position to ask their permission to
complete (not compete with) the leader
5. Expose your leader to good leadership resources.
• I meet so many leaders in organizations
who simply don’t read leadership books
even. There’s even senior leaders who go
on a training workshop and spend most
of their time on emails, texts or ‘I have to
go attend this meeting…’ all as a priority
to their own development.
6. Publically affirm your leader.
• Whatever the situation. Now this isn’t
‘sucking up’ (although that has worked for
many) it’s voicing and showing your
support for your leader when
appropriate.
If you cannot do these six things then leave that
organization with class.
One head…. many hats
Knowing what hat to put on and then enjoying the
challenge.

360 Leader
360 Leader
The Challenges
1. The hat sets the context when interacting with
others.
• Each hat (or role) you wear has certain
demands and expectations. And a best
way of dealing with the situation.
• You wouldn’t behave in the same way
with your customers as you deal with
your children? Or the hat you wear with
your children when you’re talking to your
boss.
When I go home, I don’t want to be behaving in the
same way as I do as a leadership coach, pushing for
performance, when I’m talking to my wife. That would
be foolish. But some times it is difficult to switch off.
Particularly if you are very string in one particular role
(or hat). The most common I have found in Singapore is
the ‘frustrated manager’ hat that so many wear and they
take this home and behave the same way with their
children.
2. Don’t use one hat to accomplish the task required for
another hat.
• As you know, I’m a leadership coach. And
as a coach, my job is to help you improve
your performance. At times I have to push
quite hard. And I’m very direct. But I am
also a salesman, influencing and
persuading potential clients to buy our
services. Being direct and pushing at such
times would be counter-productive.
3. When you change hats, don’t change your personality.

360 Leader
360 Leader
The Challenges
• It’s a hat, not a cape. The manager of
others at work is the same ‘nice’ guy who
goes home. You know there are some
people who go to church and serve with a
smile and speak nicely to people and
make conversation and don’t mind when
someone sits next to them. Then they
leave the service, climb in their car, start
the engine and there’s a personality
change. That same person who sat beside
them in church pulls up alongside at the
car park exit and no way are they going to
be allowed to ‘push in’. Now every inch
matters and the driver hat has changed
your personality.
4. Don’t neglect the hat you are responsible to wear.
• Suddenly you are tired of wearing one of
your hats and decide not to wear it.
Leaders in the middle have to wear many
hats and simply neglecting one because
you don’t like it would be inappropriate. I
don’t like my ‘accountant’ hat. It’s one I
have to wear at least 3 times a year. I
have to get the accounts done, approve
them, have meetings about them, fill in
forms and so on. It’s a job I dislike. Now I
could choose simply not to wear that hat
and within weeks I would have to,
instead, wear my ‘Fine-payers’ hat. And if
I choose not to wear that none, I’ll be
wearing a ‘Defendant in court’ hat. And if
I choose not to wear that one I’ll soon be
wearing a ‘prisoner in jail’ hat… and that
hat I really don’t want to wear!
5. Remain flexible.
• Only secure and mature people are
continually flexible.

360 Leader
360 Leader
The Challenges
“You’re often hidden in the middle”
Remember that consistently good leadership does get
noticed.
“True heroism is remarkably sober, very undramatic. It
is not the urge to surpass all others at whatever the cost,
but the urge to serve others whatever the cost.”
Arthur Ashe
Concentrate more on your duties than your dreams.
Ask yourself, “What are the duties I have to perform to
achieve the dream”
Concentrating on your dream is called “day-dreaming”.
You’ll never realise your dream if you don’t realise your
duties.
Appreciate the value of your position
Not everyone will appreciate the work that you do, so
it’s important that you do.

360 Leader
360 Leader
The Challenges
“If only they would appreciate me…” I her this from
many leaders. Well, other people won’t always do so,
and if you can’t appreciate it, who will?
Find satisfaction in knowing the real reason for the
success of the project.
Know that sometimes, the success of the project is
because you’re in the middle delivering on your duties.
For example. You’re here today and I have the pleasure
to be at the front of this event. But the people who
actually made this happen are the real reason for the
success of this event. Jenny (and name others)
Understand the difference between self promotion and
selfless promotion.
Self promotion says: If you don’t toot your own horn,
no-one will toot it for you.
Selfless promotion says: I just want the team to make
beautiful music

360 Leader
360 Leader
The Challenges
Leaders like the front rather than the middle.
Leadership is more disposition than position – influence
others from wherever you are.
Being at the front is a double edged sword. The good
news is that you get a lot of the credit.
The bad news: You get a lot of the blame.
See the Big Picture:
• The person who keeps busy helping the one
who is below him won’t have time to envy the
person above him – Henrietta Mears
1. Define a win in terms of teamwork.
• The main ingredient of stardom is the rest of
the team – John Wooden
2. Engage in continual communication.
• The person in the middle of the team is usually
in the middle of the communication
3. Gain experience and maturity.
• The arrogance of the young is a direct result of
not having known enough consequences –
Harry Holden

360 Leader
360 Leader
The Challenges
Championing the vision is more difficult when you
didn’t create it
The more you invest in the vision, the more it becomes
your own.
Attack it
Criticize and sabotage it. I didn’t create it so I will
undermine it!
Ignore it
And do their own thing
Abandon it
Leave the organization
Adapt to it
Find a way to align with the vision
Champion it
Take the leader’s vision and make it a reality
Add Value to it

360 Leader
360 Leader
The Challenges
Differences between people who champion another’s
vision and those who do not.
Leading others beyond your position is not easy.
Think Influence not Position

360 Leader
360 Leader
The Challenges
All of these aspects are about how you are seen to act.
Not your intentions, not what you believe that you think,
it’s about how you show care, what you demonstrate as
character and so on. And remember, that all of these are
in the eye of the beholder. It is their PERCEPTION and
your ACTIONS, not your INTENTIONS.
Which of these is your greatest challenge?

360 Leader
360 Leader
Leading Up
Leading Up NOT Kissing Up!
I worked with a client recently who told me that whilst
he was enjoying all this ‘leadership stuff’ he had a
problem: He had no-one to lead. And he wanted to
know ‘where do I start?’. And the answer is “with
yourself”
Start leading you!
If you wouldn’t follow yourself. Why should anyone else
follow you?

360 Leader
360 Leader
Leading Up
From Today Matters: Decision making is OVERRATED. We
overate what happens when we make a decision. Oh,
made that decision and life’s changed. Sometimes yes,
sometimes no.
But decision managing is underrated. How we manage
the decision we make is going to determine the success
of that decision. You need the discipline to follow
through DAILY on the decisions you make.
Let me share an example. Many people make a decision
to diet to lose weight. Great… decision made. But the
decision is just the start… it needs follow through and
the daily discipline to make it work.
1. Manage your emotions.
Good leaders know when to display emotions
and when to delay them.
Whether you display or delay your emotions
should not be based on “what will make me feel
better?” rather, it should be based on “what does
the team need?”
Have you ever tip toed around someone? Poking
your nose around the door to your bosses office
and thinking, no not today.
1. Manage your time.
1. Actually you cannot manage time. Time
ticks on by whether you manage it or not.
What you can do is manage your
priorities:

360 Leader
360 Leader
Leading Up
2. Manage your priorities
80% of your time and work in your strengths
15% of your time and work where you are
learning
5% of your time and work in those other
necessary areas
Manage your energy.
Beware the ABCs of Energy Drain
Activity without direction - Doing things
that do not seem to matter.
Burden without action -Not being able to
do things that really matter.
Conflict without resolution - Not being
able to deal with what’s the matter.
5. Manage your personal life.
Success is having those closest to me, love and
respect me the most.
If you are struggling to lead others, check how well you
lead yourself.
Have you ever tried to herd cats? It’s not got a lot to
recommend it either. But that’s what it can feel like
when you’re trying to lead yourself.

360 Leader
360 Leader
Leading Up
The Elevator Principle
Some people bring you up
Other people bring you down.
Everyone has someone in their lives who, when you see
them, they just drain all your energy and enthusiasm for
life. They are the energy VAMPIRES. The moment you
spot them, you go ‘oh crikey, not them, what are they
going to take this time?’ Duck or run, but if they spot you
already…
How many of you have someone in your life that when
you spot them you know they are just going to suck life
right our of you?
How many of you are sat next to that person right now ?

If you are going to be a lead from the middle of the pack
and influence people above you, you are going to have
to be a load lifter.
How often you lift that load is going to determine the
response form the leader above you.

360 Leader
360 Leader
Leading Up
1. Do your own job first.
1. I had a staff once who was really
enthusiastic and always asking “How can I help
you?” It was great at first and I thought how keen
he was. Then later I realized that he wasn’t
getting his own job done. So when he would
come and ask me “How can I help you?” I
responded, “You can help me by getting your
own job done”. He didn’t really want to help me,
he just wanted to be a pal, To be around me and
learn. Well that’s great, but get your own job
done first, OK?
2. When you find a problem, provide a solution.
1. Finding problems is not very impressive.
It’s easy to find problems. Impress me, identify a
problem and they have given some thought to it
and propose a solution.
2. I had a boss in Saudi Arabia, another
John, and his refrain to me as a young middle
leader was “bring me solutions not problems”.
And I learned to do just that. Whatever the
problem I found, I would think of at least 3
solutions. And I went from suggesting the
solutions to identifying which of the 3 was the
best solution to saying here are some possible
solutions, but this one is the best AND Can I do
this? Now I was lifting the load.
3. Tell leaders what the need to hear, not what they
want to hear.

360 Leader
360 Leader
Leading Up
1. This is not ‘venting’ what you want to say.
Nor is it ‘kissing up’.
2. If you know something, it’s your duty to
tell your leader.
3. It’s no use saying after the event. You
know John I just knew that was the dumbest
thing to do.
4. Stand up for your leader whenever you can.
1. Colin Powell – When we are debating an
issue, loyalty means giving me your honest
opinion, whether you think I’ll like it or not. Once
a decision has been made, the debate ends,
loyalty now means executing the decision as if it
were your own.
5. Ask your leader how you can lift their load.

360 Leader
360 Leader
Leading Across
What distinguishes a merely competent leader from one
who goes to the next level?
Competent leaders can lead follows. They can find,
gather, recruit and enlist them. This is no easy task, but
a leader who can only lead followers is limited. To make
it to the next level of leadership, a leader must be able
to lead leaders – not just those below them, but those
above and alongside them.

360 Leader
360 Leader
Leading Across
Caring - Take an interest in people
People always move towards someone who increases
them and away from anyone who decreases them.
Learning - Get to know them. Managers tend to treat
everyone the same way, a leader tends to treat everyone
differently.
Appreciating – Respect people. It is impossible to
succeed in any relationship if respect is not at the core.
Contributing – Add to people. You walk alongside them
and seek ways to add value to them. How can I make
them better? Few things increase the credibility of
leaders than adding value to those around them.
Verbalizing – Affirm people. Affirm means to ‘make firm’.
So if I affirm good qualities in you I am making firm in
your mind those things that you do well.
Leading –Influence people.
Succeeding – Winning with people. Great leaders don’t
use people so that they can win. They lead people so
that they can all win together.

360 Leader
360 Leader
Leading Across
There’s nothing wrong with competition. The problem is
that many leaders end up competing against their peers
in a way that hurts them and the team. In a healthy
working environment there is both competition and
teamwork. The issue is to know when each is
appropriate. Completing your teammates is a completely
different mindset.
Scarcity mindset
Me first
Destroy trust
Think win-lose
Single thinking (my good ideas)
Excluding others
Abdundance mindset
Team first
Build trust
Think win-win
Shared thinking (our good ideas)
Including others
Winning at all costs will cost you when it comes to your
peers. If your goal is to beat your peers then you will
never be able to lead across with them.

360 Leader
360 Leader
Leading Down
Leadership is traditionally thought of as a top-down
activity. The leader leads, the followers follow. Simple. If
you have been leading others for any length of time you
may be tempted to doze off and skip this part thinking: I
already know how to do that. But don’t miss something
important. 360 leaders are by definition, non-positional
– they lead through influence, not position, power or
leverage. And they take that approach not only with
those above and alongside them, but with those below
them as well. This is what makes 360 leaders so
effective. They take the time and effort to earn influence
with their followers just as they do with those over
whom they have no authority.

360 Leader
360 Leader
Leading Down
To connect with people you travel at their speed. When
connecting with your leader, chances are you need to
speed up. This is not always true but generally, the
higher up someone is in the organization hierarchy the
farther they travel, the quicker they think.
Conversely, when you move down, people move more
slowly.
1. Express that you care
First and foremost, leadership is a people
business!
2. Pay attention when people start to avoid you
When you walk through the office and realize
that you haven’t seen someone for a while. Maybe
they’ve died. But chances are they are avoiding you.
They have an issue with you!
3. Tend to the people and they will tend to the business
What 360 leaders all have in common:
Despite their passion for the vision and their love for
action, they give the majority of their effort to the
people. Leaders who tend only to the business often end
up losing the people and the business. But leaders who
tend to the people usually build up the people - and the
business.

360 Leader
360 Leader
Leading Down
Who gets my best effort? The leader who thinks I’m a
10, or the leader who believes I’m a 2?
Who do I enjoy working with? The leader who thinks I’m
a 10, or the leader who believes I’m a 2?
Who is the easiest for me to approach? The leader who
thinks I’m a 10, or the leader who believes I’m a 2?
Who wants the best for me? The leader who thinks I’m a
Who will I learn most from? The leader who thinks I’m a
Which subject at school did you like the most? The
subject taught by the teacher that liked you.
Which subject did you dislike the most at school. The
one where the teacher didn’t think highly of you.
1. See them as who they can become
• What is their real potential? What if you
invested time in developing them?
2. Let them borrow your belief in them
• Belief can be borrowed. Have you ever
had someone who believed in you more
than you did yourself? Parents are usually
pretty good at this. You see they believed
that you could walk and talk, and clean
your own bottom. At the time, you didn’t.
But they did. You borrowed their belief
and achieved this… or at least I rather
hope that you did. “You can do it!”
3. Catch them doing something right
• I love this. Ken Blanchard coined this
phrase and it is a wonderful thing. And if

360 Leader
360 Leader
Leading Down
you’re really wise, you’ll tell them! “Hey
that was great…”
4. Believe the best - give others the benefit of the
doubt
• Will you get this wrong? Yeah sure. Will
you get hurt by it? Yeah sure. Do it
anyway.
• When you believe in somebody and they
let your belief down. Understand, that’s
people. Don’t pull back and say the next
person I… you’re simply passing on the
fault of another to someone who
probably doesn’t deserve it.
5. Remember that a “10” has many definitions
• One of my core beliefs is that everyone
has talent. They are a 10 in something.
My job as a leader is to find out what and
leverage it. Successful leaders find the
sweet spot for others. This doesn’t make
them a 10 in every area (even sometimes
within their actual job!)

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