The 360 Degree Leader : Developing Your Influence from Anywhere in the Organization. This item is unavailable.The 360 Degree Leader : Developing Your Influence from Anywhere in the Organization

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What's the number one question leadership expert John C. Maxwell is asked while conducting his leadership conferences?  "How can I implement what you teach when I'm not the top leader?"

Is it possible to lead well when you're not the top dog?  How about if the person you work for is a bad leader?  The answer is a resounding yes!  

Welcome to The 360° Leader.  People who desire to lead from the middle of organizations face unique challenges.  And they are often held back by myths that prevent them from developing their influence.  Dr. Maxwell, one of the globe's most trusted leadership mentors, debunks the myths, shows you how to overcome the challenges, and teaches you the skills you need to become a 360° leader.

If you have found yourself trying to lead from the middle of the organization, as the vast majority of professionals do, then you need Maxwell's insights.  You have a unique opportunity to exercise influence in all directions-up (to the boss), across (among your peers), and down (to those you lead).

The good news is that your influence is greater than you know.  Practice the disciplines of 360° leadership and the opportunities will be endless... for your organization, for your career, and for your life.

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 clichés ("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. (Jan. 10)
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