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1 of 2 people found the following review helpful:
3.0 out of 5 stars
Not Up to Maxwell's Usual Standards, 11 Jan 2006
I have read and then reviewed most of Maxwell's previously published books which offer solid content, if not head-snapping revelations. For The 360º Leader, he has selected an important but neglected business subject: the middle manager who has far more responsibility than authority, who struggles to earn respect from her or his peers while accommodating the needs and interests of superiors, and who frequently feels overworked and under appreciated. That situation is even worse when reporting to the kind of pedant whom Jean Lipman-Blumen describes in The Allure of Toxic Leaders. As usual, Maxwell has organized his material with almost mechanical precision: a separate chapter devoted to each of seven "Myths" in Section I, to each of seven "Challenges" in Section II, to each of seven "Lead-Up Principles" in Section III, to each of seven "Lead-Across Principles" in Section IV...you get the idea. Perhaps because of Covey's influence, seven remains a favorite number to Maxwell and to other authors of business books. I do not assert that Maxwell has a "cookie cutter" mentality. Rather, to suggest that he demonstrates in this book far greater facility with bromides than he does with insights. He is a conscientious recycler of ideas, especially those expressed in his earlier books. I found much in The 360º Leader that is clever but very little that is original. I appreciate the "Review" at the conclusion of each of the five sections. I regret that he merely lists the seven whatevers without annotations which would have made a periodic review of key points more rewarding. With regard to this book's title, I think it has far greater potentiality than what Maxwell offers. It is indeed highly desirable for all managers -- not only those in the shrinking middle of once hierarchical organizations -- to maintain a synoptic (i.e. a 360º) perspective on the business world which surrounds them. Peripheral vision is no longer sufficient. Moreover, it is also important to "look" up -- at goals yet to be reached or visions yet to be fulfilled, for example -- and to "look" down to make certain that one's feet are on solid ethical ground. In my opinion, Maxwell fails to demonstrate a 360º perspective on his subject: how to develop (positive and productive) influence from anywhere in the organization. There is also the matter of how one defines "leadership." Presumably Maxwell agrees with me that it is not dependent on one's rank, social status, title, salary, etc. Rather, it is the result of natural talents and innate qualities which have been carefully developed, indeed nourished. (Maxwell has much of value to say about that in other books.) Add some good luck, fortuitous timing, and a spoonful of "street smarts" and you have someone whom others respect and trust, someone whom others will voluntarily follow. What I think Maxwell means by "leadership" is actually initiative, one of the qualities most highly praised by Napoleon Hill who stressed the importance of "going the extra mile" and by Dale Carnegie when explaining how to win friends and influence people. Maxwell acknowledges neither in this book. I have indicated my disappointment in a book I was so eager to read. Presumably it will be of interest and value to some people. If so, good for them as well as for Maxwell. However, I suspect there are others who need thought-provoking insights rather than the broad generalities on which so much of Maxwell's narrative depends. To them I strongly recommend James O'Toole's Creating the Good Life and Michael Ray's The Highest Goal. Neither is an "easy read." Fair enough. Neither are many of the situations we face in our lives each day.
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by John C. Maxwell
by John C. Maxwell
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