AI 360 Degree Leader Flashcards
1
Q
What percentage of leadership occurs from the middle of an organization?
A
Ninety-nine percent
This statistic emphasizes that effective leadership is not limited to those in top positions.
2
Q
What is a 360Degree Leader?
A
A leader who influences people at every level of the organization
360Degree Leaders learn to lead up, lead across, and lead down.
3
Q
What is the first myth about leadership discussed?
A
The Position Myth: ‘I can’t lead if I am not at the top.’
4
Q
What does the Law of Influence state?
A
The true measure of leadership is influence—nothing more, nothing less.
5
Q
What are the Five Levels of Leadership?
A
- Position
- Permission
- Production
- People Development
- Personhood
Pos-Per-Pro People Person
6
Q
What is the difference between position and influence in leadership?
A
Influence is a matter of disposition, not position.
7
Q
What is the second myth about leadership?
A
The Destination Myth: ‘When I get to the top, then I’ll learn to lead.’
8
Q
What analogy is used to illustrate the preparation needed for leadership?
A
Training for a marathon.
9
Q
What is the third myth about leadership?
A
The Influence Myth: ‘If I were on top, then people would follow me.’
10
Q
What does good leadership require according to the text?
A
Learning leadership skills in the trenches.
11
Q
Why is it important to adopt the thinking and habits of a leader now?
A
To prepare for future leadership opportunities.
12
Q
Fill in the blank: Leadership is a ________ you make, not a place you sit.
A
choice
13
Q
True or False: A title guarantees effective leadership.
A
False
14
Q
What is the bottom level of the Five Levels of Leadership?
A
Position
15
Q
What happens when leaders in the middle do nothing?
A
They create more weight for the top leader to move.
16
Q
What does John Wooden say about preparation for leadership?
A
‘When opportunity comes, it’s too late to prepare.’
17
Q
According to the text, how should one approach learning about leadership?
A
Start now to learn and practice leadership skills.
18
Q
What is required to move from the first level of leadership to the second?
A
Building relationships and gaining trust.
19
Q
At which level of leadership do people follow you because of your contributions to the team?
A
The production level.
20
Q
What does the personhood level of leadership depend on?
A
The recognition and respect earned from others.
21
Q
What is the primary focus at the fourth level of leadership?
A
Developing others’ skills and leadership abilities.
22
Q
Fill in the blank: Influencing others is a matter of ________, not position.
A
disposition
23
Q
What does the text suggest about mistakes made in leadership?
A
Mistakes made at lower levels are easier to overcome than those made at the top.
24
Q
What is the common misconception about leadership titles?
A
People overestimate the importance of a leadership title
This misconception is highlighted by the example of President Wilson’s housekeeper who believed leadership was a reward granted by someone important.
25
What is required for real leadership?
Influence must be earned
26
What does a position in leadership provide?
A chance to try out leadership and earn influence over time
27
How do good and bad leaders affect their influence?
Good leaders gain influence beyond their position; bad leaders can lose influence, even below their initial position
28
What is the Inexperience Myth?
The belief that reaching the top means having full control
29
True or False: Higher positions in an organization guarantee total control.
False
30
What happens to a leader's control as they move up in an organization?
They often realize many factors control the organization, limiting their control
31
Who is Carly Fiorina and what significant decision did she make?
Former CEO of Hewlett-Packard; orchestrated the merger with Compaq
32
What is the Freedom Myth in leadership?
The belief that being at the top means having no limits or restrictions
33
Fill in the blank: As leaders move up the ladder, their _______ often decreases.
freedom
34
What increases as one moves up in an organization?
The weight of responsibility
35
What is the Potential Myth?
The belief that reaching one's potential requires being the top leader
36
Why do most people not aspire to be in middle management?
They typically desire to be at the top, not in the middle
37
Who is Dick Cheney and what role did he excel in?
Vice President; known for being an effective adviser rather than seeking the top position
38
What is the All-or-Nothing Myth?
The belief that if one cannot reach the top, they won't try to lead at all
39
What can happen to those who define success solely as being 'on top'?
They can become disillusioned, bitter, and cynical
40
Who are some key figures mentioned that made impacts in corporate America during the civil rights movement?
* Clifton Wharton
* Darwin Davis
* James Avery
* Lee Archer
* James 'Bud' Ward
* George Lewis
41
What is a 360-Degree Leader?
A leader who knows how to influence others from any position
42
True or False: Leadership is only effective when one is at the top.
False
43
What can individuals do to impact their organization even if they are not in top positions?
They can improve their leadership and influence others at every level
44
What is required to become an effective 360-Degree Leader?
Principles and skills to lead people above, beside, and below you in the organization.
45
Can individuals become better leaders regardless of their position?
Yes, individuals can improve their leadership and impact their organization.
46
What can be achieved by improving leadership skills?
You can change people’s lives and add value.
47
What is the first step for a 360-Degree Leader?
Learning to overcome the challenges faced by every 360-Degree Leader.
48
Fill in the blank: The first place to start is by learning to _______ the challenges that every 360-Degree Leader faces.
overcome
49
True or False: You can influence people at every level of the organization even if you never get to the top.
True
50
What is the potential outcome of helping others in leadership?
You can help yourself.
51
What is the primary challenge faced by leaders in the middle of an organization?
The Tension Challenge: The pressure of being caught in the middle
## Footnote
Leaders often experience frustration due to a lack of clarity in their authority and responsibilities.
52
What is a key to successfully navigating the Tension Challenge?
Learn to lead despite the restrictions others have placed on you.
53
What does Dan Reiland describe as a feeling experienced by middle leaders?
The pressure of feeling like you have all power and no power.
54
How does empowerment impact the Tension Challenge?
It affects how much authority and responsibility a person has and how clearly the lines are drawn.
55
What did D. Michael Abrashoff emphasize as crucial for empowering his crew?
Defining parameters in which people are allowed to operate and then setting them free.
56
Fill in the blank: The stronger your natural desire to initiate, the greater the potential for _______.
tension.
57
What should leaders assess regarding their environment?
Whether it increases or decreases the Tension Challenge.
58
What is one factor that increases tension when starting a new job?
Lack of familiarity with the work.
59
What can lead to frustration for leaders working in the middle?
Lack of public recognition and appreciation.
60
What is a suggestion for relieving the Tension Challenge?
Become comfortable with the middle.
61
What does comfort in leadership depend on?
Trust, respect and influence.
62
What is one way to relieve tension by clarifying responsibilities?
Knowing what to 'own' and what to let go.
63
Who is responsible for maintaining communication regarding expectations?
The leader and the people to whom they answer.
64
What is one method for finding quick answers when caught in the middle?
Develop good rapport with the people around you.
65
True or False: Violating the trust of the leader increases the Tension Challenge.
True.
66
Complete the quote: 'Trust is built one block at a time, but when it is violated, _______.'
the entire wall comes crashing down.
67
What is the primary responsibility of someone leading from the middle of an organization?
To sustain the authority invested in them by serving those who granted that authority.
## Footnote
This includes guarding against the temptation to advance at the expense of their leader.
68
How does David Branker describe the nature of trust?
Trust is built one block at a time, but when it is violated, the entire wall comes crashing down.
## Footnote
This emphasizes the fragility of trust in leadership.
69
What is one method Rod Loy used to relieve stress as a middle leader?
He kept a file called 'Things I will never do to my team when I become the top leader.'
## Footnote
This helped him avoid venting frustrations to coworkers.
70
Fill in the blank: Your job isn’t to fix the leader; it’s to _______.
[add value]
71
What was Robert E. Lee’s stance on leadership despite the ineffectiveness of Jefferson Davis?
Lee chose to work within the hierarchy and remained loyal to his state and leader.
## Footnote
This decision reflects his character and leadership principles.
72
What is a characteristic of an insecure leader?
They think everything is about them, filtering actions and decisions through self-centeredness.
## Footnote
This can create a toxic environment for their team.
73
What problems do visionless leaders create for their teams?
* Fail to provide direction
* Lack passion and motivation
* Create a non-productive environment
## Footnote
Vision is essential for effective leadership.
74
What does the Law of the Lid state?
Leadership ability determines a person’s level of effectiveness.
## Footnote
It highlights the importance of strong leadership on organizational success.
75
True or False: A selfish leader acts for the benefit of the organization over their own interests.
False
## Footnote
A selfish leader leads for personal gain, often at the expense of others.
76
What is a common trait of a chameleon leader?
They react unpredictably, making it hard for followers to anticipate their actions.
## Footnote
This can lead to wasted time and energy within the team.
77
What motivates political leaders in organizations?
Desire to get ahead, often at the expense of the organization's mission.
## Footnote
Their decisions are typically influenced by personal ambitions.
78
What is a controlling leader known for?
Micromanaging and wanting to be involved in every detail of their team's work.
## Footnote
This can hinder productivity and morale.
79
What is the first recommendation for dealing with an ineffective leader?
Develop a solid relationship with your leader.
## Footnote
Building a relational bridge can create a more collaborative environment.
80
What should you do to appreciate your leader’s strengths?
Identify and appreciate the strengths that your leader possesses, regardless of their overall effectiveness.
## Footnote
This can help in finding ways to add value to the organization.
81
Fill in the blank: The pathway to success in your career lies in maximizing your _______.
[strengths]
82
What is essential to recognize in every leader, even if they are ineffective?
Everybody has strengths.
## Footnote
Finding and leveraging these strengths can benefit the organization.
83
What should you commit to in relation to your leader's strengths?
Adding value to your leader’s strengths.
## Footnote
This involves helping leverage those strengths for organizational benefit.
84
What is a key strategy for developing a game plan with your leader?
Get permission to develop a game plan to complement your leader’s weaknesses.
## Footnote
This involves tactfully filling in gaps in their talents.
85
How should you approach sharing leadership resources with your leader?
Expose your leader to good leadership resources in a tactful manner.
## Footnote
Use a personal touch to make the suggestion relatable.
86
What is the benefit of publicly affirming your leader?
It engenders respect and helps develop your leader's confidence.
## Footnote
Affirmation should focus on strengths to avoid misleading others.
87
What is the Multi-Hat Challenge?
One Head . . . Many Hats.
## Footnote
It refers to the pressures leaders face in managing multiple roles and responsibilities.
88
What is a common experience for leaders in the middle of an organization?
They experience the Multi-Hat Challenge daily.
## Footnote
This includes managing shifting priorities with limited resources.
89
What is the primary difference between roles at the bottom, middle, and top of an organization?
Bottom: Limited tasks; Middle: Multi-hat responsibilities; Top: Focus on fewer things with excellence.
## Footnote
Success at the top requires a shift from multitasking to prioritizing.
90
What does the 'handyman syndrome' refer to?
The challenges faced by leaders in the middle who must manage multiple tasks.
## Footnote
It highlights the diverse pressures of middle management.
91
How should leaders interact when changing roles?
Remember that the hat sets the context when interacting with others.
## Footnote
Different roles come with distinct responsibilities and objectives.
92
True or False: It is acceptable to use one hat to accomplish tasks required for another hat.
False.
## Footnote
Each role should be treated independently to maintain integrity.
93
What should leaders avoid when changing hats?
Changing their personality.
## Footnote
Consistency in attitude and behavior builds trust.
94
What was Rod Loy's strategy for managing multiple leadership roles?
He set up three offices to ensure he didn't neglect any responsibilities.
## Footnote
This physical separation helped him stay organized.
95
What is essential for leaders to successfully navigate the Multi-Hat Challenge?
Remain flexible.
## Footnote
Flexibility allows leaders to adapt to changing demands.
96
What is the key to successfully navigating the Ego Challenge?
Remember that consistently good leadership does get noticed.
## Footnote
Long-term success and dedication lead to recognition.
97
What do people often see when they observe a successful leader?
Only the good stuff, the result of years of work.
## Footnote
They may not recognize the challenges faced along the way.
98
What does the author compare successful leaders to?
Icebergs
## Footnote
Only a small part of an iceberg is visible above water, similar to how only a fraction of a leader's life is visible to others.
99
What does Arthur Ashe say true heroism is?
Remarkably sober, very undramatic, and the urge to serve others at whatever the cost
## Footnote
Ashe emphasizes that heroism is not about surpassing others but serving them.
100
What should leaders concentrate on according to the text?
Duties rather than dreams
101
Who is noted for the quote about the most difficult instrument to play?
Leonard Bernstein
102
According to Walt Whitman, who is greeted with pleasure wherever he goes?
The man who delivers the goods
103
What is 'destination disease'?
The focus on being in a different place instead of valuing the current position
## Footnote
This syndrome leads to dissatisfaction and lack of success.
104
What book does Jim Collins write about 'level five' leaders?
Good to Great
105
What is the definition of high morale according to the text?
'I make a difference.'
106
What does Mark Twain say about compliments?
One compliment can keep me going for a whole month
107
What is the duration of a compliment from those who've done your work?
A year
108
What is the difference between self-promotion and selfless promotion?
Self-promotion is 'Me first', while selfless promotion is 'Others first'
109
Who helped Isaac Newton publish his ideas?
Edmund Halley
110
What mindset do leaders who excel in the middle of the pack possess?
Abundance mind-set
111
What is the first key reason leaders like to be at the front?
The front is the most recognized position for a leader
112
What does E. M. Cioran say about secret desires?
I want to be praised
113
What is one responsibility of leaders at the front?
To resolve problems they see
114
What does Tom Mullins say about reading the scoreboard?
It's easier to see it when you’re at the top of the organization
115
What can leaders control mainly?
Direction and timing
116
What is one of the primary motivations for leaders?
Progress
117
Fill in the blank: Leaders can set the _______.
Pace
118
What principle states that the journey with others is slower than the journey alone?
The Patience Principle
119
Why is a business trip with colleagues slower than one alone?
Because it takes time to reach consensus on decisions, like where to eat.
120
What attitude do many people share regarding progress, according to Ogden Nash?
They believe that progress has been going on entirely too long.
121
Where does much of the action in an organization actually occur?
In the middle of the organization.
122
What is essential for contentment in the middle of an organization?
The right attitude.
123
What is more important than making every interaction go smoothly?
Developing strong relationships with people.
124
Who said, 'The main ingredient of stardom is the rest of the team'?
John Wooden.
125
What is crucial for a team’s success?
Teamwork.
126
What should leaders engage in to avoid being out of the loop?
Continual communication.
127
What does maturity begin with?
The acceptance of responsibility.
128
What key trait can help gain experience and wisdom over time?
Patience.
129
What did Churchill and Attlee exemplify during World War II?
Putting the team's success above personal ambitions.
130
What is the vision challenge for leaders in the middle?
Championing a vision they didn’t create.
131
How do people typically respond to a vision they didn’t help create?
They may attack it, criticize, or sabotage it.
132
What happens when people don’t understand a vision?
They don’t buy into it.
133
What is the Law of Buy-In?
People buy into the leader first, then the vision.
134
What must organizations do to ensure new employees know the vision?
Have a built-in process for passing on the vision.
135
What is necessary to prevent 'vision leaks' in an organization?
Clear, creative, and continual communication.
136
What attitude inspires people to participate in fulfilling a vision?
'We can't do this without you.'
137
What did workers in a parachute factory during WWII understand about their work?
Each stitch was part of a lifesaving operation.
138
What are the two types of attitudes leaders can have towards fulfilling a vision?
Autocratic and collaborative.
139
What does the phrase 'they aren’t ready for it' refer to?
Some people may not be emotionally, intellectually, or professionally prepared to embrace the vision.
140
What is a key reason some people may not embrace a vision?
Some people are not ready—emotionally, intellectually, or professionally.
## Footnote
This may hinder their ability to contribute to the vision.
141
What happens when the vision fails to connect with workers?
It will never come to fruition.
142
What do some people do when they don’t support a vision?
They pretend it doesn’t exist and do their own thing.
143
What should a leader do if the vision violates their principles?
Leaving the organization may be the appropriate action.
144
What is the minimum action a good employee should take regarding the organization's vision?
Align themselves with the vision.
145
What impact does alignment with the vision have on job satisfaction?
When alignment occurs, job satisfaction is high.
146
What is the role of 360-Degree Leaders in relation to the vision?
They should strive to take the vision from me to we.
147
What is the difference between those who champion the vision and those who do not?
Those who champion the vision place the organization's needs first, while those who do not place their own needs first.
148
What is the most positive response to a leader's vision?
To go beyond championing it and actually add value to it.
149
What is the prerequisite for adding value to a vision?
Championing the vision as it already exists.
150
What is the key to successfully navigating the Influence Challenge?
Think influence, not position.
151
What do good leaders believe about their leadership?
They believe in themselves and their leadership.
152
What do people follow according to the text?
People follow leaders they know, trust, respect, and can approach.
153
What is essential for leaders to influence others?
Caring about each individual as a person.
154
What does trust in leadership stem from?
Character.
155
What is the difference between demand and command in leadership respect?
While poor leaders demand respect, competent leaders command respect.
156
Fill in the blank: People follow leaders they can ______.
approach.
157
What does consistency in leadership enable?
It makes leaders approachable.
158
What should leaders do to overcome the influence challenge?
Develop and exhibit the kind of character that would be admirable in a top leader.
159
What can cause a leader to lose respect during challenges?
Incapability of meeting challenges.
160
What is the impact of deep concern on a leader's influence?
The greater the depth of concern, the broader and longer lasting the influence.
161
What did Aldous Huxley say about consistency?
Consistency is contrary to nature, contrary to life. The only completely consistent people are the dead.
162
What is a key trait that makes a leader approachable?
Consistency.
163
What do people need in order to trust a leader?
Consistency.
164
What is the main quality that people admire in leaders?
Commitment.
165
What story illustrates the importance of commitment in leadership?
The farmer's story about continuing to do business with the bank despite financial difficulties.
166
Which leaders are mentioned as examples of great commitment?
* Winston Churchill
* Martin Luther King Jr.
* John Wesley
167
What is the title of the book coauthored by the author and Jim Dornan?
Becoming a Person of Influence.
168
Who is the target audience for the book 'Becoming a Person of Influence'?
People without leadership positions, especially those involved in network marketing.
169
What does the acrostic in 'Becoming a Person of Influence' stand for?
* Integrity
* Nurturing
* Faith
* Listening
* Understanding
* Enlarging
* Navigating
* Connecting
* Empowering
170
What does 'INFLUENCE' in the acrostic represent?
Qualities of an influencer.
171
What is the secret to overcoming the Influence Challenge?
Think influence, not position.
172
What is a major challenge that 360-Degree Leaders face?
Leading up.
173
What are the challenges every leader in the middle faces? (List them)
* The Tension Challenge: The Pressure of Being 'Caught in the Middle'
* The Frustration Challenge: Following an Ineffective Leader
* The Multi-Hat Challenge: One Head...Many Hats
* The Ego Challenge: You’re Often Hidden in the Middle
* The Fulfillment Challenge: Leaders Like the Front More Than the Middle
* The Vision Challenge: Championing the Vision Is More Difficult When You Didn’t Create It
* The Influence Challenge: Leading Others Beyond Your Position Is Not Easy
174
What is the main challenge of leading up?
Most leaders want to lead, not be led.
## Footnote
Leading up requires adding value to those above you.
175
What is the quote by Dan Reiland regarding leading up?
"If you want to get ahead, leading up is much better than kissing up."
## Footnote
This emphasizes the importance of adding value rather than merely seeking favor.
176
What experience did the author have with Benjamin Zander?
The author attended an interactive leadership experience with Zander and the Atlanta Symphony Orchestra.
## Footnote
This event provided insights into communication, leadership, and followership.
177
Who was Eugene Lehner?
A modest member of the viola section known for his immense knowledge and experience in music.
## Footnote
He coached notable quartets and was consulted by conductors.
178
What lesson did Benjamin Zander learn from Eugene Lehner?
Lehner expressed a desire to be consulted by conductors but felt it was unlikely to happen.
## Footnote
This illustrates the challenge of leading up and being recognized for one's expertise.
179
What is the first principle of leading up?
Lead yourself exceptionally well.
180
What is the moral of the fable about the crow and the rabbit?
If you’re going to sit around doing nothing all day, you had better be sitting very high up.
181
What does self-management involve according to the author?
Focusing on decision managing rather than just decision making.
182
What is a common misconception about self-leadership?
That it is only about making good decisions every day.
183
What is the key to leading yourself well?
Learning self-management.
184
What should leaders manage to gain credibility?
Emotions, time, priorities, and energy.
185
How do emotional issues affect accident rates?
People with emotional problems are 144 percent more likely to have auto accidents.
186
What is essential for leaders in managing emotions?
Knowing when to display emotions and when to delay them.
187
What is the significance of time management for middle leaders?
They face the Tension Challenge and often put in long hours.
188
What did M. Scott Peck say about valuing time?
“Until you value yourself, you won’t value your time.”
189
How should leaders manage their priorities?
* 80% of the time—work where you are strongest
* 15% of the time—work where you are learning
* 5% of the time—work in other necessary areas
190
What is the suggested approach for shifting from generalist to specialist?
Focus on a few things you do exceptionally well.
191
What did Jim Collins suggest about good-to-great companies?
They utilized 'stop doing' lists as much as 'to do' lists.
192
What is the principle behind managing your energy?
Ration energy to avoid running out.
193
What should be included in your 'stop doing' list?
Anything that is not a strength, does not help you grow, or is not required by a leader.
194
What is the main event in managing your energy?
The one thing you cannot afford to give less than your best to.
195
What are the ABCs of energy-drain?
* Activity Without Direction
* Burden Without Action
* Conflict Without Resolution
196
What does James Joyce suggest about your mind?
Your mind will give back to you exactly what you put into it.
197
What is the value of focused thinking?
A minute of thinking is often more valuable than an hour of talk or unplanned work.
198
What should you do when using a 'thinking chair'?
Bring an agenda or a list of items needing think-time.
199
What is the advice regarding managing your words?
Say something worthwhile briefly and well.
200
What is a key definition of success according to the text?
Having those closest to me love and respect me the most.
201
What is necessary for leading up?
You must always lead yourself first.
202
What is the significance of 'The Buck Stops Here'?
It emphasizes that a leader must take final responsibility.
203
What are two ways an employee can impact their leader?
* Make the load lighter
* Make the load heavier
204
What does lifting your leader's load demonstrate?
You are a team player.
205
How does gratitude affect team dynamics?
It fosters a culture of support and appreciation.
206
What is a benefit of being part of something bigger?
It contributes to personal growth and significance.
207
How should you approach lifting others?
It should be an ongoing process, not a one-time occurrence.
208
What is the relationship between lifting others and being noticed?
Lifting others gets you noticed, even if others aren’t aware.
209
What happens when you continually help others?
Others will want to help you in return.
210
What is the impact of being a load lifter on your value?
It increases your value and influence within the team.
211
What does the text suggest about workload when lifting a leader's load?
Your load gets heavier, but it often leads to reciprocal support.
212
What should you do to lift your leader's load?
Identify ways to assist based on your instincts.
213
What is the first step in lifting your leader's load?
Do your own job well first
## Footnote
Hall of Fame baseball player Willie Mays emphasized the importance of consistent performance.
214
What should you do when you find a problem at work?
Provide a solution
## Footnote
Encouraging problem-solving skills helps individuals become better decision makers.
215
True or False: Good leaders prefer to be surrounded by 'yes' men.
False
## Footnote
Good leaders want the truth and the perspective of trusted individuals.
216
What is the significance of telling leaders what they need to hear?
It builds trust and helps leaders make informed decisions
## Footnote
Effective communication is vital for leadership relationships.
217
What does going the extra mile signify in a leadership context?
Doing more than is asked and demonstrating a whatever-it-takes attitude
## Footnote
Zig Ziglar noted that there are no traffic jams on the extra mile.
218
What does loyalty mean after a decision has been made?
Executing the decision as if it were your own
## Footnote
Colin Powell stated that loyalty involves honest opinions during debate.
219
Fill in the blank: Every employee in an organization is a ______ of that organization.
representative
220
What is the best way to find out how to help your leader?
Ask your leader how you can lift the load
## Footnote
Direct communication can reveal ways to provide support effectively.
221
What mindset is essential for 360-Degree Leaders?
A whatever-it-takes attitude
## Footnote
This attitude helps leaders stand out and gain respect.
222
What do 360-Degree Leaders do to gain respect quickly?
Take the tough jobs
## Footnote
Tackling difficult tasks showcases problem-solving abilities.
223
What does it mean to pay your dues as a leader?
Making sacrifices for the sake of others and personal growth
## Footnote
Leadership often requires prioritizing others' needs.
224
What is a common trait among leaders who work in obscurity?
They develop integrity and humility
## Footnote
Working without recognition tests personal values.
225
How do 360-Degree Leaders succeed with difficult people?
Find common ground and connect with them
## Footnote
Emphasizing understanding over conflict benefits the organization.
226
What is a key characteristic of good leaders when working with difficult people?
They find common ground and connect with them.
227
What risk must a leader take to distinguish themselves from colleagues?
They must put themselves on the line.
228
What should leaders avoid when taking risks within an organization?
Betting with other people's money.
229
What is easier to move from, according to the text?
Failure to success rather than excuses to success.
230
What should a leader do instead of making excuses?
Admit faults.
231
What is the impact of doing more than expected in the workplace?
It helps individuals stand out and can lead to serendipitous results.
232
In a team, who is viewed as a hero when volunteering?
The first person to volunteer.
233
What is the Law of the Big Picture?
The goal is more important than the role.
234
What is a common frustration for leaders regarding tasks?
People refusing to do tasks because they are 'not their job.'
235
What do 360-degree leaders take responsibility for?
Their responsibilities.
236
According to J.C. Penney, what is required for top positions?
Drenching oneself in work beyond the capacity of the average man.
237
What is the primary difference between management and leadership?
Managers work with processes; leaders work with people.
238
What do leaders focus on that is more important than maintenance?
Movement.
239
Fill in the blank: Leadership is more than __________.
management.
240
What do leaders think about that sets them apart from managers?
Longer-term goals.
241
What do leaders do to see the larger context?
Ask how changes will impact their people and the organization.
242
What do leaders desire to do in relation to rules?
Push boundaries.
243
What kind of problems do leaders need to focus on?
Intangibles like morale and motivation.
244
What does Tommy Franks do daily to prepare for challenges?
He writes down potential challenges he may face.
245
What daily practice does retired army general Tommy Franks use to prepare for challenges and opportunities?
He writes on a three-by-five card each morning the date, 'The biggest challenges I may face today,' and lists five important problems, along with 'Opportunities that may appear today.'
## Footnote
Franks has maintained this practice since February 23, 1988.
246
What does Joyce Brothers suggest about intuition?
Trust your hunches; they’re usually based on facts filed away just below the conscious level.
## Footnote
This emphasizes the importance of intuition in decision-making.
247
What is a crucial aspect of whole-brain thinking according to Warren Bennis?
Learning to trust the 'blessed impulse,' or hunch, which provides immediate insight into the right course of action.
## Footnote
Bennis highlights that everyone has these visions, but leaders learn to trust them.
248
How do good leaders differ from good managers regarding power?
Good leaders give their power away and invest in others, while managers often focus on control.
## Footnote
This shift from control to empowerment is essential for effective leadership.
249
What is the perspective of peak performers regarding accomplishments?
They do not see accomplishments as a fixed state; instead, they view challenges and curiosity as ongoing.
## Footnote
Peak performers, like leaders, seek continuous improvement and change.
250
How do leaders view change?
Leaders see themselves as agents of change and desire innovation and new challenges.
## Footnote
They are not satisfied with the status quo and aim to facilitate progress.
251
Fill in the blank: Leadership is a _______.
moving target
252
What mindset should one adopt to become a better leader?
Get comfortable with change and think like a leader, focusing on people, progress, and intangibles.
## Footnote
This mindset is crucial for effective leadership.
253
What is the Lead-Up Principle #5?
Invest in Relational Chemistry
## Footnote
Good leadership is based on relationships; connecting with leaders is essential.
254
What is the significance of relationships in leadership?
People won’t go along with you if they can’t get along with you.
255
What should you listen to in order to understand your leader better?
Your leader’s heartbeat.
256
What are the three areas to focus on when listening to your leader?
* What makes them laugh?
* What makes them cry?
* What makes them sing?
257
What are a leader's priorities?
Duties they must complete to fulfill their responsibilities.
258
How can you catch your leader's enthusiasm?
By sharing in their excitement and passion.
259
What effect does supporting your leader's vision have?
It elevates your value in the leader's eyes.
260
What is the benefit of promoting your leader’s dreams?
Your leader will promote you.
261
Why is it important to connect with your leader’s interests?
It helps build relational chemistry and understanding.
262
What should you do to understand your leader’s personality?
Study personality assessments like DISC or Myers-Briggs.
263
What is relational currency?
Trust built through investing in relationships.
264
What does loyalty publicly result in, according to Andy Stanley?
Leverage privately.
265
How can you work with your leader's weaknesses?
Focus on positives and work around negatives.
266
Why is respecting your leader’s family important?
It can impact your influence and career.
267
What is the thesis of 'Winning with People'?
Success and failure can often be traced to relationships.
268
What is the significance of a leader's time?
Time is a precious and non-increasing commodity.
269
What does 'Invest 10X' mean in the context of preparing for a meeting?
Spend ten minutes preparing for every minute of meeting time.
270
What is one of the best ways to save time according to Charles C. Gibbons?
Think and plan ahead.
271
What should you do if you have less relational connection with your leaders?
Put in more preparation time.
272
Fill in the blank: The best way to show you value your leader’s time is to _______.
[spend ten minutes preparing for every minute you expect to meet]
273
What is the importance of preparation in leadership?
Preparation is crucial for making a good impression and proving oneself to leaders.
274
How much preparation should one ideally do before consulting a leader?
Invest ten times the amount of preparation for every minute of the leader's time.
275
What did British Prime Minister Benjamin Disraeli say about success?
The secret of success in life is for a man to be ready for his time when it comes.
276
True or False: Constantly asking questions without thinking is a positive trait in an employee.
False.
277
What distinguishes a good thinker from others at the same level according to Jack Welch?
Being a good thinker is crucial for distinguishing oneself.
278
What are the three types of questions leaders in the middle might ask their bosses?
* Questions because they can’t think
* Questions because they’re lazy
* Questions to move faster
279
What positive impacts do good questions have?
* Clarify objectives
* Speed up the process of completion
* Stimulate good thinking
280
What does 'bring something to the table' mean in a leadership context?
It refers to contributing value or ideas in discussions or meetings.
281
What mindset do 360-Degree Leaders have regarding contributions?
They are constantly looking for ways to add value to their leaders, peers, and employees.
282
What happens if you don't bring value to meetings with your boss?
You may receive a pink slip.
283
Fill in the blank: 'When asked to speak, don’t ______ it.'
[wing]
284
What happens when someone fails to prepare for speaking engagements?
They lose credibility over time.
285
What is essential for effective communication with your boss?
Learning to speak your boss's language.
286
What did the author do to help Charlie Wetzel understand his communication style?
* Provided recordings of lessons
* Took him on speaking engagements
* Discussed presentation outcomes
287
What should you do as your relationship with a leader develops?
Get to the point quickly and focus on results.
288
What is the motto of leaders regarding communication?
'Never mind about the delivery; just show me the baby.'
289
What is a positive return on a leader’s investment?
Seeing growth as a result of their guidance.
290
What should you document to show appreciation to your leader?
A list of everything your leader taught you.
291
What is the significance of timing in leadership?
Knowing when to push forward or back off is critical for success.
292
What historical event is discussed to illustrate the importance of timing in leadership?
The Orange Revolution in Ukraine.
293
What can happen if an idea is presented at the wrong time?
It will be received poorly, regardless of its quality.
294
What are two key questions to ask to determine if it's time to push for change?
* Do I know something my boss doesn’t but needs to?
* Is this the right moment to speak up?
295
What does it mean when a leader needs to be informed about great problems or opportunities?
Leaders need to know about great problems because they can negatively impact the organization, and about great opportunities because they can positively impact it.
296
What is the significance of timing in a fast-paced society according to Constantine Nicandros?
Inadequate attention to timing can lead to missed opportunities; acting quickly is crucial.
297
Why is it important to communicate difficulties to your leader?
Most leaders prefer to know about difficulties to offer help rather than seeing their team members struggle alone.
298
What should you do if you recognize an opportunity for your leader to win?
Push forward and communicate the opportunity, referencing the leader's priorities.
299
How can you tell when to back off from pushing your boss?
Ask yourself if you are promoting your own agenda, if you've made your point, and if the atmosphere says 'no'.
300
Fill in the blank: Effective 360-Degree Leaders are like weather forecasters. They are able to read the _______.
atmosphere
301
What does the saying 'To be right too soon is to be wrong' imply about timing in leadership?
It suggests that recognizing the right moment to act is crucial; acting prematurely can lead to failure.
302
What is the relationship between risk and leadership in the middle of an organization?
Leaders who take risks share the burden and earn respect; those who don't may alienate others.
303
What lesson can be learned from Esther's story in terms of leadership?
Understanding the limits of your relationship before making requests is crucial.
304
True or False: Successful leaders always push their agenda regardless of the relationship with their superiors.
False
305
What characterizes a 'go-to player' in an organization?
They demonstrate consistent competence, responsibility, and dependability.
306
What happens when a leader finds a go-to player?
Leaders rely on them and are influenced by their ability to deliver results under pressure.
307
List the types of players in the workplace based on their delivery performance.
* Detrimental: Never deliver
* Average: Sometimes deliver
* Valuable: Always deliver when in their comfort zone
* Go-To Player: Always deliver when the pressure's on
308
What is the primary concern of 360-Degree Leaders when they push for an idea?
They must ensure that the timing is right for everyone involved, not just for themselves.
309
What does it mean to 'hasten slowly' in leadership?
It emphasizes the importance of balancing initiative with caution.
310
What should you do if you have already made your point to your leader?
Back off to avoid coercion and allow the leader to make their own decision.
311
What defines go-to players in the workplace?
Go-to players produce when the pressure's on, regardless of the circumstances.
312
What are the four types of players in an organization based on their delivery?
* Detrimental: Never deliver
* Average: Sometimes deliver
* Valuable: Always deliver when in their comfort zone
* Invaluable: Always deliver regardless of the situation
313
How do go-to players react when resources are scarce?
They find a way to make things happen despite limited resources.
314
What are the three kinds of people in organizations regarding momentum?
* Momentum breakers: Sabotage and sap momentum
* Momentum takers: Flow with the momentum
* Momentum makers: Create and move momentum forward
315
What is a key characteristic of go-to players when the load is heavy?
They willingly lift the load for their leaders, regardless of their own workload.
316
What is the significance of leaders being absent in an organization?
It creates a leadership vacuum that allows others to step up and distinguish themselves.
317
Fill in the blank: The philosophy of go-to players is to deliver no matter how tough the situation is, exemplified by the rule: Deliver the Goods, _______.
The Other 56 Don’t Matter
318
What does it mean to be growth oriented rather than goal oriented?
It means focusing on continuous improvement rather than reaching a specific destination.
319
Who is more likely to be respected and listened to?
The person with great competence and experience.
320
What is the relationship between growth and leadership ability?
Continual growth enhances leadership ability; if not growing, one risks moving backward as a leader.
321
What does the quote by Elbert Hubbard imply about personal growth?
If past accomplishments still seem significant, it indicates a lack of recent growth.
322
What is the consequence of not continually growing as a leader?
It may damage leadership ability and reduce influence.
323
What is a practical step to become better tomorrow?
Learn your craft today.
324
What did Napoleon Hill say about changing your direction?
You can’t change where you started, but you can change the direction you are going.
325
What should you do once you reach proficiency in your craft?
Talk your craft with others on the same and higher levels.
326
What is emphasized about the present in Napoleon Hill's quote?
It’s not what you are going to do, but it’s what you are doing now that counts.
327
What should you do once you reach proficiency in your craft?
Talk your craft with others on the same and higher levels than you.
328
Why is talking to peers beneficial?
It’s enjoyable, fuels passion, teaches new skills and insights, and prepares for action.
329
What is a key strategy for learning from experienced individuals?
Strategically talk your craft with those ahead of you in experience and skill.
330
Who did Major League Baseball player Tony Gwynn frequently talk hitting with?
Ted Williams.
331
What is the author's goal when scheduling learning lunches with admired individuals?
To learn what can be transferred from their strength zones to mine.
332
What is considered the secret to a great interview?
Listening.
333
What advice did William Osler give to medical students?
Banish the future and live only for the hour and its allotted work.
334
What is crucial for improving your craft?
Practice your craft until you know it inside and out.
335
What decision must one make when discovering new ways to improve their craft?
Will you do what you have always done, or will you try to do more of what you think you should do?
336
According to Jack Welch, what is success about before and after becoming a leader?
Before: growing yourself; After: growing others.
337
List the nine principles needed to lead up.
* Lead yourself exceptionally well
* Lighten your leader’s load
* Be willing to do what others won’t
* Do more than manage—lead!
* Invest in relational chemistry
* Be prepared every time you take your leader’s time
* Know when to push and when to back off
* Become a go-to player
* Be better tomorrow than you are today
338
What distinguishes a merely competent leader from one who goes to the next level?
A leader must be able to lead other leaders, not just followers.
339
What is the challenge of leading peers for highly productive individuals?
They may create feelings of jealousy or resentment.
340
What must a 360-Degree Leader do to lead peer-to-peer effectively?
Give colleagues reasons to respect and follow them.
341
True or False: Leaders who excel at production but neglect permission can influence their bosses but struggle with peers.
True.
342
What is the first step in the Leadership Loop?
Caring—Take an interest in people.
343
Fill in the blank: The Leadership Loop starts with _______ and ends with succeeding.
Caring.
344
What does the Learning step in the Leadership Loop involve?
Getting to know people as individuals.
345
What is the third step in the Leadership Loop?
Appreciating—Respect people.
346
How can leaders add value to their peers?
By sharing resources, filling in gaps, and investing in their growth.
347
What does verbalizing in the Leadership Loop refer to?
Affirming people and praising their strengths.
348
What is the ultimate goal of the influencing step in the Leadership Loop?
To help others win.
349
What motivates good leaders according to the text?
To fulfill their vision and to see others succeed.
350
Fill in the blank: Great leaders don’t use people so that they can win; they lead people so that they all can _______.
win together.
351
What is Lead-Across Principle #2?
Put completing fellow leaders ahead of competing with them.
352
What is a common mistake leaders make regarding competition?
Competing against their peers in a way that hurts the team.
353
What should leaders prioritize to succeed in leading across?
Building relationships and trust with peers.
354
What is a key factor for gaining influence with peers?
Completing the Leadership Loop.
355
True or False: The Leadership Loop is a one-time event.
False.
356
What is one way to learn about your coworkers?
Participating in structured exercises like Value Cards.
357
What increases a leader's credibility?
Adding value to the people around them.
358
What role does affirmation play in leadership?
It builds individuals up and strengthens their self-belief.
359
What does it mean to influence people in the context of the Leadership Loop?
To guide and support peers towards success.
360
How can leaders ensure they are trusted?
By being consistent in their actions and demonstrating care.
361
What is the main difference between competing and completing?
Competing focuses on a scarcity mindset and a win-lose approach, while completing emphasizes an abundance mindset and a win-win approach.
## Footnote
Competing can destroy trust, while completing develops trust.
362
What mindset is associated with competing?
Scarcity mind-set
## Footnote
Competing often leads to a me-first attitude.
363
What mindset is associated with completing?
Abundance mind-set
## Footnote
Completing emphasizes putting the organization first.
364
What are the consequences of winning at all costs?
It can cost you relationships with peers and lead to a negative team culture.
## Footnote
Competing too aggressively can alienate teammates.
365
What is the first step to balancing competing and completing?
Acknowledge your natural desire to compete.
## Footnote
Recognizing competitiveness is essential for positive channeling.
366
How does healthy competition benefit a team?
It brings out the best in individuals, promotes honest assessment, creates camaraderie, and remains non-personal.
## Footnote
Healthy competition fosters connection and fun.
367
What should be the ultimate goal of healthy competition?
To leverage it for the corporate win.
## Footnote
Healthy competition should improve team performance.
368
What is a key characteristic of unhealthy competition?
It lowers morale and hurts the team.
## Footnote
Unhealthy competition can lead to alienation among peers.
369
What is the first principle of being a friend in a workplace?
Listen!
## Footnote
Listening is crucial to building rapport and influence.
370
Why is friendship important in the workplace?
Friendship is the foundation of influence and essential for long-term success.
## Footnote
Good relationships facilitate achievements.
371
What is one way to develop friendships at work?
Find common ground not related to work.
## Footnote
Shared interests outside of work can strengthen bonds.
372
What should you do to build friendships beyond the workplace?
Be available beyond business hours.
## Footnote
True friendship requires commitment outside of work.
373
How can humor contribute to workplace relationships?
Humor can quickly bond people and create connections.
## Footnote
Laughter helps bridge gaps between individuals.
374
Fill in the blank: Winning at all costs will cost you when it comes to your _______.
[peers]
375
True or False: Healthy competition only exists when teammates are trying to outdo each other.
False
## Footnote
Healthy competition is about mutual improvement and camaraderie.
376
What does the Lead-Across Principle #3 emphasize?
Be a friend.
## Footnote
Friendship enhances teamwork and collaboration.
377
What is a recommendation for maintaining friendships at work?
Keep working at being a friend, even if others don't reciprocate.
## Footnote
Persistence in friendship can lead to stronger connections.
378
What did Charlie learn from his friend Homer Arrington?
To not take himself too seriously and to reawaken his sense of humor
## Footnote
Charlie credits Homer with helping him find humor in life.
379
According to Henry Ford, who is your best friend?
He who brings out the best that is within you
## Footnote
This highlights the importance of friendships in personal growth.
380
What impact does maintaining a sense of humor have in the workplace?
Creates a positive atmosphere and makes you approachable
## Footnote
Humor can help in forming friendships at work.
381
What does the eastern proverb say about friendship?
A friend is one who warns you
## Footnote
This emphasizes the importance of honesty in friendships.
382
What is a catch-22 in telling hard truths to friends?
You need relational credibility to be heard, but you must tell the truth to gain credibility
## Footnote
This illustrates the complexity of honest communication in friendships.
383
What did Charles Schwab believe about friendship in the workplace?
Be friends with everybody to ensure support and happiness
## Footnote
Schwab emphasized the value of friendships at work.
384
What does 'playing politics' in the workplace mean?
Changing who you appear to be to gain an advantage
## Footnote
This behavior can alienate peers and negatively affect workplace relationships.
385
What are the two main paths to getting ahead in organizations?
Doing the work vs. working an angle
## Footnote
This distinction highlights the difference between production-oriented and politically-oriented individuals.
386
List characteristics of people who rely on production.
* Depend on how they grow
* Focus on what they do
* Provide substance
* Do what's necessary
* Grow into the next level
* Base decisions on principles
387
List characteristics of people who rely on politics.
* Depend on who they know
* Focus on what they say
* Take shortcuts
* Do what's popular
* Hope to be given the next level
* Base decisions on opinion
388
What is the long-term outcome for those who rely on integrity and productivity?
Better teamwork and a clear conscience
## Footnote
Integrity and consistent performance lead to lasting success.
389
What should you avoid to maintain positive peer relationships?
Gossip
## Footnote
Gossip diminishes everyone involved and fosters negativity.
390
What is the recommended approach to conflict according to 360-Degree Leaders?
Praise publicly and criticize privately
## Footnote
This approach maintains respect and trust among peers.
391
What is the significance of avoiding petty arguments in the workplace?
It prevents getting sucked into negative dynamics and maintains credibility
## Footnote
Wise leaders prioritize big-picture thinking over trivial disputes.
392
What is the Golden Rule in leadership?
In everything, do to others what you would have them do to you
## Footnote
This principle guides ethical decision-making in leadership.
393
What is a key advantage of leading from the middle of an organization?
The ability to see issues from multiple perspectives
## Footnote
Middle leaders can understand both upper management and frontline employee viewpoints.
394
What does protecting your turf imply in a political context?
Fighting to maintain power and resources for personal gain
## Footnote
This behavior contrasts with collaborative leadership approaches.
395
What does it mean to say what you mean and mean what you say?
Building trust through consistency and credibility
## Footnote
Aligning words and actions fosters reliability in leadership.
396
What is the distinction between a politician and a statesman?
A politician engages in schemes for personal gain, while a statesman serves the public good
## Footnote
The connotations of these terms reflect different approaches to leadership.
397
What is the primary distinction between a politician and a statesman?
A politician engages in small politics for personal advantage, while a statesman demonstrates eminent ability and unselfish patriotic devotion in important affairs of state.
## Footnote
This distinction emphasizes the connotations of both terms, with 'politician' often viewed negatively and 'statesman' positively.
398
What negative connotation is often associated with the term 'politician'?
It suggests schemes and devices for party ends or personal advantage.
## Footnote
This negative perception can lead to distrust among the public regarding politicians.
399
What qualities are associated with a statesman?
Eminent ability, foresight, and unselfish patriotic devotion.
## Footnote
These qualities are crucial for dealing with important or great affairs of state.
400
What should one strive to be instead of a politician?
A statesman.
## Footnote
This shift in focus aims to enhance credibility and effectiveness within an organization.
401
How can one distinguish themselves as a statesman in an organization?
By keeping the big picture in mind, remaining unselfish, and being diplomatic with peers.
## Footnote
These actions can improve personal effectiveness and that of the team.
402
True or False: The term 'politician' always has a positive connotation.
False.
## Footnote
The term often brings to mind negative associations for many people.
403
Fill in the blank: A politician is often viewed as a _______.
dishonest politician.
## Footnote
This highlights the lack of integrity often attributed to politicians in public perception.
404
What is a key benefit of striving to be a statesman?
Increased influence and credibility.
## Footnote
This benefit extends to improving team effectiveness as well.
405
What is the Lead-Across Principle #5?
Expand your circle of acquaintances
## Footnote
This principle emphasizes the importance of connecting with diverse individuals to enhance personal and professional growth.
406
Why did the author feel the need to expand their circle of acquaintances when moving to Atlanta?
To connect with the African-American community and learn from new perspectives
## Footnote
The author had limited exposure to this community prior to relocating.
407
Who helped the author expand their circle in Atlanta?
Dr. Samuel Chand
## Footnote
Dr. Chand is the chancellor of Beulah Heights Bible College, a multiracial institution.
408
What kind of leaders did the author meet through Dr. Chand?
Influential African-American leaders
## Footnote
Notable individuals included Bishop Eddie Long and Corretta Scott King.
409
True or False: Expanding your circle of acquaintances is always a comfortable experience.
False
## Footnote
It often requires stepping out of one's comfort zone.
410
What are the benefits of expanding your circle of acquaintances?
* Improves personal growth
* Exposes new ideas
* Generates innovative thoughts
* Enhances working methods and skills
## Footnote
These benefits contribute to overall leadership effectiveness.
411
What does Tim Sanders suggest about success in the 21st century?
Success will be based on the people we know
## Footnote
Sanders emphasizes the value of networks in personal and professional success.
412
Fill in the blank: People are like ______; they are most valuable when they are stretched.
rubber bands
## Footnote
This metaphor illustrates the importance of stepping out of comfort zones.
413
What should you do to expand beyond your inner circle?
Connect with friends' acquaintances and ask for introductions
## Footnote
This strategy leverages existing relationships to broaden your network.
414
Why is it important to expand beyond your expertise?
To foster interdepartmental relationships and mutual understanding
## Footnote
This contributes to overall organizational success.
415
What happens when you only interact with people who share your strengths?
Your world can become small and your thinking limited
## Footnote
Engaging with diverse strengths enhances perspective.
416
What is a common barrier to meeting new people?
Routine
## Footnote
Breaking routines can facilitate new connections.
417
What is the significance of overcoming personal prejudices?
It allows for growth beyond limitations created by bias
## Footnote
Reaching out to diverse groups fosters understanding.
418
What should you do when you feel uncomfortable in a new social situation?
Initiate contact and invest in relationships
## Footnote
Taking proactive steps can lead to valuable connections.
419
What is the main takeaway from Lead-Across Principle #6?
Let the best idea win
## Footnote
This principle promotes openness to new ideas in collaborative settings.
420
What should you do if a new idea emerges in a meeting that differs from yours?
Be flexible and consider the new idea
## Footnote
Collaboration may lead to better outcomes than sticking rigidly to one's own plans.
421
What types of investments do people make in their own ideas?
* Intellectual Investment
* Physical Investment
* Emotional Investment
## Footnote
Understanding these investments can help in managing attachment to one's own ideas.
422
Why is it important to connect with individuals outside of your usual network?
It broadens opportunities and perspectives
## Footnote
Networking beyond familiar circles enhances personal and professional growth.
423
What are the three types of investments people make in their ideas?
* Intellectual Investment
* Physical Investment
* Emotional Investment
## Footnote
These investments reflect the time, effort, and emotional attachment individuals develop towards their ideas.
424
According to Harvey Firestone, what is the most important asset in business?
Ideas
## Footnote
Firestone emphasized that while capital and experience are important, ideas are the key asset that drives business success.
425
What is the role of leaders in generating ideas within an organization?
Leaders help surface good ideas and create synergy among peers
## Footnote
Effective leaders foster collaboration and open dialogue to enhance creativity and innovation.
426
What is the first step in finding the best ideas according to 360-Degree Leaders?
360-Degree Leaders listen to all ideas
## Footnote
An open-minded approach during brainstorming is crucial for discovering valuable ideas.
427
True or False: 360-Degree Leaders settle for just one idea.
False
## Footnote
Leaders are encouraged to explore multiple ideas rather than rushing to a single solution.
428
Where do 360-Degree Leaders look for ideas?
In unusual places
## Footnote
Effective leaders actively seek inspiration from various sources including daily activities and interactions.
429
What should leaders avoid letting overshadow their purpose?
Personality
## Footnote
Leaders must focus on the value of ideas rather than personal feelings towards individuals.
430
How should 360-Degree Leaders treat creative people and their ideas?
Protect and champion them
## Footnote
Creative ideas are fragile, and leaders should nurture and support innovative individuals.
431
What is a key mindset 360-Degree Leaders should adopt regarding rejection?
Don’t take rejection personally
## Footnote
Maintaining focus on ideas rather than personal feelings is essential for a healthy creative process.
432
Fill in the blank: The best idea should _______.
[win]
## Footnote
Prioritizing the best idea over personal preferences helps foster collaboration and innovation.
433
What is the importance of admitting faults as a leader?
It makes you approachable and trustworthy
## Footnote
Acknowledging weaknesses helps build trust among team members.
434
Why might leaders hesitate to ask for advice?
They fear it will make them look bad
## Footnote
Many leaders avoid seeking help due to concerns about their image, even when it could expedite problem-solving.
435
What should leaders worry less about in a competitive environment?
What others think
## Footnote
Focusing less on others' perceptions can lead to more authentic leadership and better decision-making.
436
What is the main message of asking for help instead of faking it?
People would get things done more quickly by asking for help when needed.
437
Who shared an anecdote about Prime Minister Churchill's response to criticism?
James C. Humes in The Wit and Wisdom of Winston Churchill.
438
What did Churchill say in response to a member of the Socialist party's criticism?
If I valued the opinion of the honorable gentleman, I might get angry.
439
What can happen when people worry too much about others' opinions?
They often perform too little and get caught up in pleasing others.
440
What realization did the author come to regarding people's opinions?
Knowing in my heart I did right was more important than pleasing or impressing others.
441
True or False: Being imperfect can bring joy to others.
True.
442
What is necessary to gain credibility with peers?
You’ve got to be yourself.
443
What is the Learning Principle mentioned by the author?
Each person we meet has the potential to teach us something.
444
What did Lincoln illustrate with the sheep and tail analogy?
Calling a tail a leg doesn’t make it one.
445
How can one become more approachable according to the author?
Be willing to learn from others.
446
What common misconception do people have about impressing others?
If we impress others, we will gain influence with them.
447
What is the relationship between pride and pretense?
Pride is a form of selfishness, while pretense keeps people at arm’s length.
448
What attitude do charismatic individuals possess?
They focus on others, ask questions, and listen.
449
Fill in the blank: Perfectionism is a dangerous state of mind in an _______.
imperfect world.
450
What happens if you always do your best according to the author?
Your peers will respect you.
451
List the seven principles needed to lead across as a 360Degree Leader.
* Understand, practice, and complete the leadership loop.
* Put completing fellow leaders ahead of competing with them.
* Be a friend.
* Avoid office politics.
* Expand your circle of acquaintances.
* Let the best idea win.
* Don’t pretend you’re perfect.
452
What is a 360-Degree Leader?
A nonpositional leader who leads through influence, not position, power, or leverage.
453
How do 360-Degree Leaders earn influence?
By taking the time and effort to earn influence with their followers.
454
What is the primary desire of a 360-Degree Leader when leading down?
To add value to their followers.
455
What did Retired Admiral James B. Stockdale say about leadership?
Leadership must be based on goodwill.
456
What is the first principle of leading down?
Walk slowly through the halls.
457
Why is relationship building important in leadership?
It is the foundation of effective leadership.
458
How can leaders connect informally with their people?
By chatting with them in informal settings and taking time to catch up.
459
What advantage do leaders in the middle of an organization have?
They are viewed as more accessible and approachable than top leaders.
460
What should leaders do to connect with their followers?
Slow down and travel at their speed.
461
Fill in the blank: Leadership is a _______ business.
people
462
What is a common mistake leaders make regarding their time?
Spending too much time in their offices and not enough time with people.
463
What are the two types of interest leaders should balance?
Personal and professional interest.
464
What should leaders do when they notice someone is avoiding them?
Investigate the change in behavior to understand if something is wrong.
465
What is the result of leaders tending to the people?
They build up both the people and the business.
466
Who is an example of a leader who connects with his team personally?
NFL coach Dick Vermeil.
467
What is the second principle of leading down?
See everyone as a '10'.
468
What distinguishes a favorite teacher from others?
Their belief in the student.
469
Who gets the best effort from employees?
The leader who believes they are a '10'.
470
Fill in the blank: A leader who believes you are a '2' will _______ your motivation.
lower
471
Why is it beneficial for leaders to express that they care?
It fosters a personal connection and builds trust.
472
What is an important aspect to remember when showing personal interest?
Do not cross the line into being nosy.
473
What can leaders learn from employees' personal lives?
It can impact their professional performance.
474
What should leaders pay attention to when connecting with their team?
Non-verbal cues and changes in behavior.
475
How did Dick Vermeil show he cared for his players?
By asking about their personal lives and inviting them to his home.
476
Fill in the blank: Leaders who tend only to business often end up losing the _______.
people
477
What is the payoff to leadership according to the text?
Bringing all of their people across the finish line.
478
What is the primary belief of 360-Degree Leaders about their people?
They think more of their people and respect and value them
## Footnote
This leads to a positive working environment where everyone shares in the win.
479
What does it mean to 'see them as who they can become'?
Recognizing and drawing out the potential within each person you lead
## Footnote
It involves lifting up those with high potential rather than feeling insecure about their success.
480
What phrase did Wayne Schmidt tell Kevin Myers to encourage him?
'If you’ve lost faith, borrow mine'
## Footnote
This encouragement helped Kevin persevere and eventually succeed in his leadership role.
481
What is the concept behind 'catching them doing something right'?
Encouraging positive behavior by recognizing and praising it
## Footnote
This approach contrasts with the common tendency to focus on negative behaviors.
482
True or False: Trustful people are more gullible than mistrustful people.
False
## Footnote
Research indicates trustful people are no more likely to be fooled than mistrustful people.
483
What is one of the fallacies about trustful people?
Trustful people are less perceptive than mistrustful people of what others are really feeling
## Footnote
Studies show that those who are high in trust are actually better at reading people.
484
Fill in the blank: According to the text, '10' has many _______.
definitions
## Footnote
This acknowledges that everyone can be a '10' in various areas, not just skills.
485
How should leaders treat their team members, regardless of performance?
With respect and dignity, giving them the '10' treatment
## Footnote
This means treating every person well, even if their performance is average.
486
What is the difference between equipping and developing people?
Equipping teaches job skills; developing improves individuals personally
## Footnote
Development focuses on qualities that benefit all areas of life.
487
What did the article in USA Today emphasize about 'B players'?
They are the backbone of every organization and should be valued
## Footnote
Leaders are realizing the importance of solid team members who are neither stars nor duds.
488
What makes a leader exceptional according to the text?
Developing people while helping them get the job done at the highest level
## Footnote
This approach benefits both the individuals and the organization.
489
What is the difference between equipping and developing people?
Equipping teaches how to do a job; developing helps improve individuals
## Footnote
Development focuses on personal growth, benefiting the whole person.
490
Why is development considered a long-term process?
It requires change on the part of the person being developed, which cannot be rushed
## Footnote
Like producing a baby, it takes time regardless of effort.
491
What should leaders prioritize for their staff's development?
Consistent and regularly scheduled development activities
## Footnote
Activities could include book discussions, teaching sessions, or attending seminars.
492
Why is it important to discover each person's dreams and desires?
Dreams are the generators of energy and passion for individuals
## Footnote
Ignoring these can hinder their development and motivation.
493
How should leaders approach leading different individuals?
Leaders should tailor their leadership style to the individual needs of each person
## Footnote
Consistency is important, but strategies must vary.
494
What is the ideal scenario for individual development in relation to organizational goals?
Good for both the individual and the organization
## Footnote
This alignment leads to long-term success.
495
What is the first responsibility of a leader in terms of developing others?
Help them define the reality of who they are
## Footnote
This includes recognizing their strengths and weaknesses.
496
True or False: Development requires avoiding hard conversations.
False
## Footnote
Hard conversations are often necessary for growth.
497
What is the significance of celebrating the right wins?
Targeted wins encourage growth and development
## Footnote
Evaluated experience is key to ensuring the learning process.
498
Describe the process of preparing individuals for leadership.
I DO IT, I DO IT AND YOU WATCH, YOU DO IT AND I WATCH, YOU DO IT, YOU DO IT AND SOMEONE ELSE WATCHES
## Footnote
This step-by-step approach fosters practical learning.
499
What percentage of employees are reported to work in their areas of strength?
20 percent
## Footnote
This indicates a significant gap in job satisfaction and productivity.
500
What happens when employees are continually asked to perform in areas of weakness?
They become demoralized, less productive, and may eventually burn out
## Footnote
This is often the leader's responsibility.
501
What should leaders do to help people discover their true strengths?
Be genuinely interested and provide tools for self-discovery
## Footnote
Tools can include personality tests and vocational assessments.
502
What is the importance of a leader being genuinely interested in their team?
It helps team members recognize their strengths
## Footnote
A leader's genuine interest fosters a supportive environment for self-discovery.
503
Name two tools that can aid in self-discovery.
* Strengths Finder
* Personality tests (e.g., DISC, Myers-Briggs)
## Footnote
These tools can help individuals identify their strengths and preferences.
504
What is a key action successful leaders take regarding their team members?
They find the strength zones of the people they lead.
## Footnote
Understanding team members' strengths is crucial for effective leadership.
505
What can be life-changing for an employee?
Moving them from a job they hate to the right job.
## Footnote
Proper job placement can significantly impact employee satisfaction and performance.
506
What question does an executive ask his staff to help identify miscast roles?
'If you could be doing anything, what would it be?'
## Footnote
This question provides insights into employees' aspirations and potential misalignments.
507
True or False: It is easier for leaders to move people where it is most convenient without considering their strengths.
True
## Footnote
Leaders often face the temptation to prioritize convenience over optimal placements.
508
What are two important questions a leader should ask regarding development?
* What am I doing to develop myself?
* What am I doing to develop my staff?
## Footnote
These questions assess both personal and team growth potential.
509
What does the Law of the Niche state?
'All players have a place where they add the most value.'
## Footnote
This principle emphasizes the importance of role alignment within a team.
510
What lesson did Coach Don Neff teach about team positions?
Having the best players on the floor isn’t enough; you need the best players in the right positions.
## Footnote
Proper positioning maximizes team effectiveness.
511
Fill in the blank: The success of a leader is determined more by putting people into their _______ than by anything else.
[strength zones]
## Footnote
Leaders must prioritize aligning team roles with individual strengths.
512
What can happen if leaders do not place people in their strength zones?
It becomes almost impossible for them—and you—to win.
## Footnote
Misalignment can lead to poor performance and team dynamics.
513
What is the Lead-Down Principle #5?
Model the behavior you desire
514
What key concept is emphasized in Fred Smith's book 'Learning to Lead'?
Consistency between a leader's identity and actions leads to consistent results
515
List the three columns created for self-reflection in leadership.
* What I Am
* What I Do
* Results
516
What does being 'character driven' lead to?
Credibility
517
How does a leader's behavior influence the culture of an organization?
It determines whom they attract and the overall culture
518
What is a notable example of culture in sports mentioned in the text?
The Oakland Raiders' bad-boy image
519
True or False: A leader's attitude influences the atmosphere of the workplace.
True
520
What does Roy Disney say about decision-making?
It's not hard to make decisions when you know what your values are
521
Fill in the blank: Decisions that are not consistent with our values are always _______.
short-lived
522
What is necessary for gaining a return on investment in people?
Making an investment in them
523
What is the only passing grade for trust according to the text?
100 percent
524
How does a leader's work ethic affect productivity?
Leaders set the tone for productivity through their own work ethic
525
What is the Law of the Lid?
Leadership ability determines a person’s level of effectiveness
526
What is the relationship between a leader's growth and the potential of their team?
A leader's growth influences the potential of their team
527
What is the role of middle leaders in vision transfer?
They are crucial interpreters of the vision
528
What are the seven elements for effectively transferring vision?
* Clarity
* Connection of past, present, and future
* Purpose
* Goals
* A challenge
* Stories
529
What does clarity in vision help achieve?
It helps people understand what they need to know and do
530
Why is connecting past, present, and future important in vision casting?
It validates the history of the organization and gives context
531
What does purpose in vision casting provide?
It explains why people should pursue the vision
532
What is essential for making vision measurable and attainable?
Setting goals and a strategy to achieve them
533
What is the effect of challenging a team with vision?
It encourages commitment and effort among team members
534
How do stories enhance vision casting?
They make the vision relatable and personal
535
What is the effect of a challenge on committed versus uncommitted people?
A challenge fires up committed people and fries uncommitted ones.
536
How do stories contribute to a vision?
Stories make the vision relational and warm, helping people identify with the process.
537
What role does passion play in transferring a vision?
Passion is essential for a vision to be transferable; without it, the vision remains just a snapshot.
538
What is the relationship between ownership and success in leadership?
Ownership is linked to success; leaders cultivate ownership to achieve success.
539
What does the saying 'the bigger a ship is, the harder it is to turn' imply about organizations?
Unlike ships, organizations can turn quickly if leaders excel at transferring vision.
540
What does the moral of the story about the man, snake, and frog teach about rewards?
Be careful what you reward, as whatever gets rewarded gets done.
541
What are the seven principles for rewarding results effectively?
* Give praise publicly and privately
* Give more than just praise
* Don’t reward everyone the same
* Give perks beyond pay
* Promote when possible
* Remember that you get what you pay for
542
What did Billy Hornsby advise regarding praise?
It's okay to let those you lead outshine you, as their brightness reflects positively on you.
543
Fill in the blank: If you praise them but don’t raise them, it won’t _______.
[pay their bills]
544
According to Mick Delaney, what happens when equal rewards are given to goof-offs and eager beavers?
More goof-offs than eager beavers will be found.
545
What is an effective way to reward people when financial rewards are limited?
Reward people with perks such as special parking, event tickets, or introductions to beneficial contacts.
546
Why is promoting from within considered a strong reward for employees?
A promotion acknowledges good work and belief in the employee's ability to do more.
547
What does the saying 'you get what you pay for' imply about staff compensation?
To attract and keep good people, you need to pay them what they’re worth.
548
How do leadership rewards and results relate to each other?
Leadership rewards are counterbalanced by the results that employees provide.
549
What is the first principle to lead down effectively as a 360-Degree Leader?
Walk slowly through the halls.
550
What should leaders do to develop their team members?
Develop each team member as a person.
551
What is meant by placing people in their strength zones?
Assigning tasks that align with individuals' strengths to maximize effectiveness.
552
What should leaders model to influence their team positively?
The behavior they desire from their team.
553
What is a key aspect of transferring vision in an organization?
Ensuring that every leader is effective at communicating the vision.
554
Fill in the blank: Whatever actions leaders reward will be _______.
[repeated]
555
What is a 360-Degree Leader?
A leader who adds value to the organization and leads from the middle.
556
Why is it important to have more 360-Degree Leaders in an organization?
Organizations always need more leaders, as everything rises and falls on leadership.
557
What is the primary value of having a leadership team?
A group of leaders working together is more effective than one leader working alone.
558
What do visionary leaders prioritize when hiring?
They are willing to hire people better than themselves to fulfill the vision.
559
How do wise leaders contribute to team development?
They realize they can't do anything significant on their own and work to build a team.
560
What is the role of secure leaders in a team?
They empower their teams and focus on helping others succeed.
561
What do experienced leaders do before leading?
They listen to their teams.
562
True or False: Immature leaders lead first and then listen.
True.
563
What has been the trend in leadership concepts from the 1980s to the 2000s?
1980s: Management, 1990s: Individual leadership, 2000s: Team leadership.
564
What is the Law of the Edge?
The difference between two equally talented teams is leadership.
565
What happens to a team without a leader?
The team drifts and loses vision.
566
What is the consequence of not having a leader regarding decision making?
Decisions are delayed.
567
Fill in the blank: Without a leader, ______ are multiplied.
agendas
568
What role does a leader play in conflict resolution?
A leader helps resolve conflicts and brings everyone to the table.
569
What can happen to morale in the absence of leadership?
Morale is low.
570
How does a leader affect production?
Without a leader, production is reduced.
571
What is a key quality of leaders?
The ability to make things happen.
572
What does Jim Collins' research indicate about leadership?
Every great company studied had a level five leader.
573
What is essential for an organization to function well?
Strong leaders at every department or division.
574
What mindset should leaders have regarding their team members?
They should seek the best people to build a strong team.
575
What happens when individuals follow their own agendas in a team?
The team lacks unity and direction.
576
Fill in the blank: Leaders are dealers in ______.
hope
577
What defines level five leaders?
Leaders who exhibit both a strong will and great humility.
578
What is necessary for an organization to be well led?
360-Degree Leaders at every level.
579
What does leading successfully at one level indicate?
It is a qualifier for leading at the next level.
580
What should emerging leaders focus on to move up?
Leading well where they are.
581
What is the first step in the leadership journey?
Starts where you are, not where you want to be.
582
Fill in the blank: Leadership skills are the same, but the ______ changes.
league of play.
583
What must increase when you get promoted to a new level of leadership?
The quality of your game must rise.
584
What is the relationship between handling small responsibilities and great responsibilities?
Great responsibilities come only after handling small ones well.
585
What is the best way to start leading?
Start small and work up to it.
586
What does leading at your current level create?
Your résumé for going to the next level.
587
What is a good test of leadership potential?
Leading a volunteer group.
588
Why is leading volunteers a good test of leadership?
You have no leverage, and it requires all your leadership skills.
589
True or False: Good leaders in the middle make better leaders at the top.
True.
590
What happens to overall leadership when top leaders try to keep everyone else down?
Overall leadership is usually pretty poor.
591
What does adding a good leader to a team do?
Maximizes the performance of those on the team.
592
In what way do good leaders in the middle add value to the leaders above them?
They stretch the top leaders' influence beyond their reach.
593
What is a significant frustration for senior leaders?
Operating at a level below their own.
594
What motivates leaders above when leaders in the middle grow?
Healthy competition and contribution from the team.
595
What do today's workers represent for tomorrow's leadership?
Tomorrow's leaders in the middle of the organization.
596
Fill in the blank: Succession is one of the key responsibilities of ______.
leadership.
597
What is the ultimate test for a leader according to Lorin Woolfe?
Teaching others to be leaders.
598
What is the difference between today's workers and tomorrow's leaders?
Today's workers implement current ideas, while tomorrow's leaders generate new ideas.
## Footnote
This highlights the progressive nature of leadership development.
599
What capability distinguishes tomorrow's leaders in problem-solving?
Tomorrow's leaders solve problems, whereas today's workers identify and define problems.
## Footnote
This emphasizes the proactive approach required in leadership.
600
What is a key responsibility of leadership according to Max DePree?
Succession is one of the key responsibilities of leadership.
## Footnote
This underscores the importance of preparing future leaders.
601
What is meant by being a 360-Degree Leader?
Being a 360-Degree Leader involves ensuring the organization has a chance to be good tomorrow.
## Footnote
This concept focuses on holistic leadership that supports the entire organization.
602
Fill in the blank: To be effective, leaders must take _______.
risks
## Footnote
This suggests that leadership involves stepping out of comfort zones.
603
What do tomorrow's leaders do in terms of team dynamics?
Tomorrow's leaders attract sharp people, whereas today's workers get along with the people they have.
## Footnote
This indicates the importance of building a strong team for future success.
604
What do today's workers value compared to tomorrow's leaders?
Today's workers value consistency, while tomorrow's leaders value and spot opportunities.
## Footnote
This reflects a shift in focus from maintaining the status quo to seeking growth.
605
What is the overall goal of teaching others to perform 360-Degree Leadership?
The goal is to give the organization greater depth and strength.
## Footnote
This supports a sustainable approach to leadership development.
606
True or False: A good leader only focuses on immediate tasks.
False
## Footnote
Effective leadership requires a vision for the future.
607
What are the key qualities that 360-Degree Leaders possess?
Adaptability, discernment, perspective, communication, security, servanthood, resourcefulness, maturity, endurance, countability.
608
What does adaptability mean in the context of 360-Degree Leadership?
Quickly adjusts to change.
609
True or False: 360-Degree Leaders are always the first to know about changes in the organization.
False.
610
What is discernment in leadership?
Understands the real issues.
611
Who said, 'Leadership is seeing opportunity in tough times'?
Jack Welch.
612
What unique advantage do leaders in the middle of an organization have?
They can see and understand things on their own level, one level up, and one level down.
613
What is the role of communication in 360-Degree Leadership?
Links to all levels of the organization.
614
Fill in the blank: 360-Degree Leaders find identity in ______, not position.
[self].
615
What is the true measure of leaders according to the text?
The number of people they serve.
616
What does resourcefulness mean for a 360-Degree Leader?
Finds creative ways to make things happen.
617
In the context of leadership, how is maturity defined?
Putting the team before oneself.
618
What is endurance in leadership?
Remains consistent in character and competence over the long haul.
619
What does countability mean in a team context?
Can be counted on when it counts.
620
True or False: 360-Degree Leaders focus on their title or position to succeed.
False.
621
What example is given to illustrate resourcefulness?
The campaign committee's solution to obtain photo permissions for Roosevelt's speech.
622
What does the saying 'Blessed are the flexible, for they will not be bent out of shape' imply?
The importance of adaptability in leadership.
623
Who is highlighted as an example of effective 360-Degree Leadership?
General George C. Marshall.
624
What does servanthood mean for 360-Degree Leaders?
Does whatever it takes to serve others.
625
Fill in the blank: The leadership style that emphasizes serving first and leading second is known as ______.
[Servanthood].
626
Who is George Marshall?
A key military leader and organizer during World War II, known for his leadership and the Marshall Plan.
## Footnote
Marshall served in various roles including U.S. Army chief of staff and secretary of state.
627
What was Marshall's role as U.S. Army chief of staff?
He led the military expansion and preparation for World War II, increasing forces from under 200,000 to 8,300,000.
## Footnote
This expansion was crucial for the United States' involvement in the war.
628
What did Winston Churchill call Marshall?
The organizer of victory.
## Footnote
This title reflects Marshall's pivotal role in coordinating Allied forces during the war.
629
What was the significance of Marshall's leadership style?
He demonstrated the ability to lead up, across, and down within military and political contexts.
## Footnote
This multifaceted leadership approach was essential for effective collaboration among Allied commanders.
630
Fill in the blank: Marshall was regarded as the greatest soldier of his time by _______.
General Dwight D. Eisenhower
631
What was the European Recovery Plan also known as?
The Marshall Plan.
## Footnote
This plan aimed to rebuild European economies after World War II and was proposed by Marshall as secretary of state.
632
True or False: George Marshall was awarded the Nobel Peace Prize.
True
## Footnote
He is the only professional soldier in history to receive this honor.
633
List the key values that 360-Degree Leaders add to an organization.
* A leadership team is more effective than just one leader
* Leaders are needed at every level of the organization
* Leading successfully at one level is a qualifier for leading at the next level
* Good leaders in the middle make better leaders at the top
* 360-Degree leaders possess qualities every organization needs
634
What impact did Marshall have on the world?
His influence significantly shaped the post-war landscape of Europe, Asia, and the United States.
## Footnote
Without his contributions, the global political and economic structures would likely be very different.
635
What did President Roosevelt think of Marshall's advice?
He found it invaluable and felt he could not sleep unless Marshall was in the country.
## Footnote
This highlights Marshall's importance in military strategy and national security.
636
What is the primary reason people leave their jobs?
Ineffective or incompetent leader.
## Footnote
More than two-thirds of employees leave due to leadership issues, not the company itself.
637
What is a 360-Degree Leader?
A leader who empowers others while leading the organization.
## Footnote
They create an environment that allows potential leaders to flourish.
638
What is the first shift needed to create a leader-friendly environment?
Place a high value on people.
## Footnote
Leaders must recognize the importance of valuing people to create a supportive culture.
639
What should leaders commit to for developing their people?
Resources for leadership development.
## Footnote
Development resources are essential for facilitating growth and learning.
640
What is the significance of placing a high value on leadership?
It helps leaders emerge to add value to the organization.
## Footnote
Recognizing the importance of leadership fosters a culture of growth.
641
What are the top ten characteristics of potential leaders, referred to as 'eagles'?
* Make things happen
* See opportunities
* Influence opinions and actions
* Add value
* Draw winners
* Equip others to lead
* Provide helpful ideas
* Great attitude
* Live up to commitments
* Show loyalty
## Footnote
These traits are crucial in identifying future leaders.
642
What do people generally want in an organization?
* See results
* Be effective
* Be in the picture
* Be appreciated
* Be part of the celebration
## Footnote
Understanding these desires is important for effective leadership development.
643
What is necessary for learning leadership?
Providing leadership experiences.
## Footnote
Leadership learning requires actual leadership practice, not just tasks.
644
True or False: Rewarding leadership initiative is essential for developing leaders.
True.
## Footnote
Leaders must encourage initiative to foster growth and confidence.
645
What environment should leaders provide for their teams?
A safe environment for questions, ideas, and risks.
## Footnote
Secure leaders enable a culture of innovation and participation.
646
What attitude fosters organizational growth?
Wanting to grow along with your people.
## Footnote
Leaders who prioritize their growth alongside their team's encourage a growth culture.
647
What is the advantage of having high-potential individuals in your inner circle?
They learn to think and perform at a higher level.
## Footnote
Mentorship from high-caliber leaders elevates the performance of potential leaders.
648
What percentage of leaders indicated they became leaders because of mentorship?
More than 80 percent.
## Footnote
Mentorship is a critical factor in leadership development.
649
What must leaders commit to for effective teamwork?
Developing a leadership team.
## Footnote
Collaboration is essential for a successful leadership approach.
650
What is essential for a leader to do with their best people?
Give your best to your best people
651
What should you ask yourself regarding your inner circle?
Am I drawing people with potential into my inner circle?
652
What realization did the author have after age forty regarding leadership?
If I didn’t develop other leaders, my potential was only a fraction of what it could be
653
What is the focus of the author for the next decade after realizing the need for leadership development?
Developing people into good leaders
654
Why is it important to develop a team of leaders?
To fill in each others’ gaps and challenge and sharpen each other
655
What happens if leaders try to do everything themselves?
They will never get beyond the glass ceiling of their own leadership limitations
656
What should you ask yourself regarding your commitment to leadership development?
Am I committed to developing a leadership team?
657
What is the primary uncertainty leaders feel about the leadership development process?
Releasing our leaders to lead
658
What analogy is made regarding the feelings of leaders releasing their leaders?
It is similar to parents releasing their children to make their own decisions
659
What is the main function of the author as an organizational leader?
Lid lifter
660
What do top leaders become for the leaders in the middle?
Load lifters
661
What are the three stages of leadership development described?
* The Loneliness of Leading
* The Lifting of a Leader
* The Legacy of a Leader
662
In Stage 1 of leadership development, how does a leader feel?
I am the only leader
663
In Stage 2 of leadership development, how does a leader feel?
I’m one of only a few leaders
664
In Stage 3 of leadership development, how does a leader feel?
I’m only one of many leaders
665
What is Tom Mullins' role in his church as it grew?
He dedicated himself to helping people and developing leaders
666
What is the size of Tom Mullins' congregation?
More than ten thousand people attend every weekend
667
What is a key characteristic of the best leaders according to Lao-Tzu?
A leader is best when the people barely know he exists
668
What should leaders do to create a successful environment for others?
Lead, empower, and then get out of the way
