Leadership vs.

Management
"I think leadership is more about HOW we do things and management is the daily
practice of ensuring a team and company is optimally successful. I do not believe that
certain tasks are leadership and others are management. I do not believe [sic] that certain
jobs are leadership and others are management."
Leadership is the WHAT and WHY we do things while management deals with the
WHO, WHEN, WHERE. Leadership establishes the direction of the organization and
management handles the logistics needed to get it there. Leadership establishes the
vision; management provides the hands. Leadership inspires and cheerleads;
management coaches. Leadership inspires others to go beyond what they thought they
could do while management gets others to do what they need to do. Leaders blaze the
trail while managers keep the trails open and supply lines strong. Leaders are able to rise
above the fray to see the entire campaign while managers concentrate on the battles at
hand. Managers concentrate on this day, week, or month while leaders are already living
in the next one, two, or five years ahead. Managers get things done; Leaders plan what
things need to get done. Managers climb the ladders; Leaders make sure the ladders are
against the right walls. I do believe that certain jobs and responsibilities belong to
leadership and others to management. I also believe, however, that good leaders keep
communication lines with management open so that their input can be considered as
leadership considers and plans its next actions.
These beliefs do not negate the fact that one individual may fill either role in different
contexts. One may be a leader in one campaign while filling manager shoes in another.
In fact, unless we sign the paychecks, it's likely that we play both roles within our
organization. But while one is in the "leader" role, there are different responsibilities,
tasks, and skills that are utilized and brought to bear than when one is acting as a
manager.
That being said, I do concede that the roles of leaders and managers sometimes cross and
the line that delineates the two positions sometimes gets blurred. I contend, however, that
the degree to which the roles overlap are indirectly proportionate to the level that the
individual leader/manager holds within the organization. The higher the position, the
smaller (or non-existent) the overlap.

As Peter Drucker once proclaimed, management is doing things right — improving

operational performance, maximizing revenues, and reducing expenses while increasing
artistic production values and audience appreciation. Leadership is doing the right things
— setting organizational priorities and allocating human and fiscal resources to fulfill the
organization’s vision.
As a leader you can’t impose motivation, but you can create an environment where
people want to maximize their successes. One way of doing this is framing the future for
them though a vision statement. However, without a leader communicating the message
in a relevant and meaningful way, a vision statement is worth less than the paper it’s
written on.
When communicating your vision, start by describing the present situation. This is where
you are now. Acknowledge efforts, actions and contributions by individuals and teams.
Be prepared when describing the current situation to pre-empt negative reactions from the
team. For example, if you know there is anger over a new travel policy, acknowledge it.
In order to take the audience on a journey – you need to prove that you are well aware of
where the business is today, both the good and the bad.
Next, describe a desirable future position. This is where you want the company or group
to be, or what you want to achieve. Make sure you include a time frame – 6 months, 2
years, 10 years or beyond. Also, include both rational and emotional elements to describe
the future. The rational could be the size of the organization, sales targets, or the numbers
of countries in which you operate. The emotional elements inspire people’s feelings,
pride, and sense of accomplishment. They also can appeal to teamwork, values, or other
altruistic intentions. A good vision message will touch both the hearts and minds of your
audience.
The last part of your message should detail the method of achieving the vision. This is the
‘how we are going to get there’ part. Talk about the broad strategies that will move the
business from the existing position to the aspiration. Some audiences need more detail -
particularly those key teams or individuals who will be accountable for the execution of
strategies. Explain the core actions, critical success factors, achievement points and dates.
This is where you need to convince to your team that you have a well-crafted plan.
As a leader it’s your responsibility to create an environment that is motivational. Do this
by framing a visionary message and by communicating it in a way that creates a personal
connection with each individual.