From the Bookshelf All-round influence reveals a future leader by Susanna Tai Middle managers can play a special role in corporate success In recent years, the role of a middle manager in the typical company has undergone many changes. Anyone filling such a position has had to assume extra responsibilities and become more of a specialist in numerous areas, including technology, human resources and business development. There have been many challenges, but also more opportunities, provided such managers realise how to make the most of their potential influence and ability to effect change. That is the fundamental issue John C Maxwell addresses in The 360-Degree Leader, Developing Your Influence from Anywhere in the Organization. He aims to show how someone who is not the official boss can apply the principles of leadership just as well and have an impact on colleagues at all levels. Leadership, it turns out, is as much a matter of influence as of one's actual position. In fact, according to the author, "99 per cent of all leadership occurs not from the top but from the middle of an organization" (p.1). What this takes, though, is an all-round approach to build good rapport with superiors, peers and subordinates. Three Principles Maxwell says that the 360-degree leader should follow three major principles. Lead up — The first is to "lead up". This involves providing support for the immediate boss and those further up the hierarchy. The underlying strategy is to lighten the load of the boss and show you can add value to the company. It is necessary to prepare well in order to have the knowledge and competence to handle most tasks, and to be willing to do what others won't. To be seen as a source of support, trust and advice, you must also know when to push and when to back off. In this way, you stand a much better chance of exerting influence. Lead across — Secondly, a middle manager must "lead across" to influence colleagues of a similar rank. The key to this is winning respect. This can be done in several ways: by becoming a friend and helping peers to succeed, expanding your circle of acquaintances and, importantly, avoiding office politics. If you can create a win-win environment in this way, you will be helping individual colleagues and the overall company, while establishing greater personal influence. Lead down — Finally, it is essential to "lead down" when dealing with subordinates or people lower in the hierarchy. This is done by giving them opportunities to develop and enhance themselves, and taking every chance to "place them in their strength zones" (p.261). Subordinates can then optimise and develop their potential, and should receive due recognition for their achievements. To move up, a middle manager must develop strengths and eliminate weaknesses in personal performance. It is always easier to do this when one is still in a position where some allowance is made for mistakes. By practising the 360-degree approach, it is possible to test what works and steadily assume leadership responsibilities with confidence and improved effectiveness. As Maxwell points out: "You may be able to grant someone a position, but you cannot grant him real leadership. Influence must be earned." (p.11). The 360-Degree Leader adopts a clear-cut, easy-to-read approach. The book will prove to be a valuable resource for middle managers and those in executive or administrative positions. More senior managers, who perhaps need to remind themselves about best practices, will also find plenty of sound advice about typical problems which can affect leaders at all levels. Content highlights: Reveals seven myths about leading from the middle of the organisation and says that middle managers can always lead by using their influence astutely Offers insights about the seven challenges which leaders face most frequently Includes a free online self-assessment survey tool to rate effectiveness as a 360-degree leader About the authors John Maxwell is the best-selling author of more than 40 books on leadership, including Winning with People, Developing the Leader within You and The 21 Irrefutable Laws of Leadership. He is the founder and chairman of Injoy Stewardship Services and Maximum Impact, which focus on the developing leadership potential. He dedicates much of his time to training leaders worldwide through a non-profit organisation called EQUIP and gives speeches to many thousands of people a year. Taken from Career Times 7 July 2006 Your comments are welcome at [email protected]