Leaders

versus

Managers..
Are they really different?

Leaders vs Managers

Warren Bennis, On Becoming a Leader

There is a profound difference between management and leadership, and both are important. To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct. Leading is influencing, guiding in a direction, course, action, opinion. The distinction is crucial.

Leaders vs Managers

"Where am I spending most of my time? Doing the left hand tasks or doing the right hand tasks?"
The Manager
Administers a Copy Maintains Focuses on Systems & Structure Relies on Control Accepts Reality has a Short Range View Asks How and When his/her eye always on the Bottom Line Imitates Accepts the Status Quo is the classic Good Soldier Does the Things right

The Leader
Innovates an Original Develops Focuses on People Inspires Trust Investigates Reality has a Long Range Perspective Asks What and Why his/her eye on the Horizon Originates Challenges the Status Quo is his/her Own Person Does the Right thing
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Leaders vs Managers

John P Kotter on What Leaders Really Do

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Leadership and management are two distinctive and complementary systems of action Both are necessary for success in an increasingly complex and volatile business environment.

Strong leadership with weak management is no better, and is sometimes actually worse, than the reverse. Most U.S. corporations today are overmanaged and underled.
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John P Kotter on What Leaders Really Do

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Management is about coping with complexity.. Without good management, complex enterprises tend to become chaotic Good management brings a degree of order and consistency. Leadership, by contrast, is about coping with change. More change always demands more leadership.

Leaders vs Managers

Abraham Zaleznik on Harvard Business Review 1977

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The difference between managers and leaders, lies in the conceptions they hold, deep in the psyches, of chaos and order. Managers embrace process, seek stability and control, and instinctively try to resolve problems quickly sometimes before they fully understand a problems significance. Leaders, in contrast, tolerate chaos and lack of structure and are willing to delay closure in order to understand the issues more fully.

Business leaders have much more in common with artists, scientists and other creative thinkers than they do with managers
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John P Kotter on What Leaders Really Do 3/3

Companies manage complexity by planning and budgeting, by organizing and staffing, and by controlling and problem solving. By contrast, leading an organization to constructive change involves setting a direction (developing a vision of the future and strategies to achieve the vision), aligning people, and motivating and inspiring them to keep moving in the right direction.

Leaders vs Managers

Abraham Zaleznik on Harvard Business Review 1977

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Organizations need both managers and leaders to succeed, but developing both requires a reduced focus on logic and strategic exercises in favour of an environment where creativity and imagination are permitted to flourish

we need to be good at leading first and managing second

the what and why then . the how and the when !
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Reflecting on our behavior over the past months, ask yourself / us

Where are you find yourself spending the majority of your time? Managing or leading? Managing in what area.. Leading in which occasions.. Given that most organizations are "over managed and under led", What management tasks can delegate this week? What leadership behavior do you need to focus on, and improve, this week.. this month next months..

Leaders vs Managers

team leader
is about
energizing people 33%

vision 35%

competence 5%

communication 19% charisma 8%

Leaders vs Managers

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9 roles of a team leader

1. 2. 3. 4. 5. 6. 7. 8. 9. provide purposes build a star team, not a team of stars establish shared ownership of the results develop team members to fullest potential make the work interesting & engaging develop a self managing team motivate & inspire team members lead & facilitate constructive communication monitor but not micromanage
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10 leadership essentials
1. create a positive work environment 2. set clear expectation 3. give clear guidelines 4. delegate 5. be enthusiastic 6. demonstrate confidence 7. provide necessary resources 8. provide training 9. inspire team spirit 10. provide development feedback
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10 leadership essentials

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1.
2.

Create a positive work environment. You set, maintain,

and change the tone. Model and encourage a positive one.

Set clear expectation. Tell people what you expect, when,

and how, or your day can be filled with surprises, such as "Oh, you meant today?" Unclear expectations create an atmosphere of unease and frustration.

3.

Give clear guidelines. As others participate in your

organization, give them clear road maps. Don't keep your processes a secret.

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10 leadership essentials

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4. Delegate. The added perspective on a job can create

even more substantial results than you might create if it were part of your balancing act

5. be Enthusiastic. Enthusiasm is contagious and creates

an energetic work environment

6. Demonstrate Confidence. Believe in your product /

service and yourself. Others will be far more eager to follow you

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10 leadership essentials

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7. Provide necessary resources. Ensure that team

members can access information and people to help them achieve their goals

8. Provide training. Provide team members with the skills

and information to reach their fullest potential. If you want your team to be confident and competent, provide avenues for them to enhance their knowledge and skills

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10 leadership essentials

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9. Inspire team spirit. Hone your understanding of teams

to create a positive atmosphere in which people feel appreciated and inspired

10. Provide developmental feedback. By letting your

team know how they are doing, you will propel them to excellence

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