Introduction

In the physical world we use levers to multiply our physical strength. In the social world managers fulfill the same function with respect to organizational effort. Like a well placed lever, managers enable greater social achievement. Those managers attempting to control every thought and action, minimize their power to leverage. A good lever doesn't exert effort, it channels effort to a single point of action.

To attempt the control of effort is ultimately to restrict it. Dictating a solution stifles creativity. It asserts the manager, and the manager alone has the right, or knows how, to think.

Your Best Guide Ever

three things you remember

Your Worst Guide ever

3 things you remember

The Credibility Factor

Honest 87% Forward looking 71% Inspiring 68% Competent 58% Fair-Minded 49% Supportive 46% Broad-Minded 41% Smart 38%

Leading & Managing

LEADING Challenge the System Inspire shared Vision Align Constituencies Enable Others Encourage the Heart MANAGING Preserve the System Plan & Budget Organize and Staff Direct & Supervise Control and problemsolve

Leading & Managing

LEADING 1.Challenge the System 2.Inspire shared Vision 3.Align Constituencies 4.Enable Others 5.Encourage the Heart
outcome: change, risk & uncertainty but also commitment from others involved

MANAGING 1.Preserve the System 2.Plan, Budget, Schedule 3.Organize and Staff 4.Direct & Supervise 5.Control and problemsolve
outcome: order, predictability and certainty but also compliance from others involved

Leading & Managing

LEADING 1.Challenge the System
openly challenge the status quo experiment & risk-take multiple options

MANAGING 1.Preserve the System

openly defend the status quo minimize risk fact-based

outcome: change

outcome: order

Leading & Managing

LEADING 2.Inspire shared Vision
values & beliefs long term direction show excitment

MANAGING 2.Plan, Budget, Schedule

logical & rational short-term priorities specific, measurable

outcome: enthusiasm and nervousness

outcome: clarity and understanding

Leading & Managing

LEADING 3.Align Constituencies
collect input involve outsiders informal structure encourage goals

MANAGING 3.Organize and Staff

roles clear specialized job formal structure set goals

outcome: involvement and commitment

outcome: clarity & compliance

Leading & Managing

LEADING 4.Enable Others
provide skills, tools resources empower role model

MANAGING 4.Direct & Supervise

clear direction clear standards and procedures close supervision

outcome: freedom, choice

outcome: constraint, focus

Leading & Managing

LEADING 5.Encourage the Heart
trust others to act celebrate achievements encourage experiments

MANAGING 5.Control and problemsolve

monitor closely regular feedback preventative control

outcome: new energy, multiple initiatives, learning

outcome: constrained energy, stay the course, build on success

Leading & Managing

LEADING 1.Challenge the System 2.Inspire shared Vision 3.Align Constituencies 4.Enable Others 5.Encourage the Heart
outcome: change, risk & uncertainty but also commitment from others involved

MANAGING 1.Preserve the System 2.Plan, Budget, Schedule 3.Organize and Staff 4.Direct & Supervise 5.Control and problemsolve
outcome: order, predictability and certainty but also compliance from others involved

WHERE ARE WE?

STRONG

LEADERSHIP

WEAK

LEADERSHIP

STRONG MANAGEMENT WEAK LEADERSHIP

over-control
WEAK STRONG

MANAGEMENT

MANAGEMENT

WHERE ARE WE?

WEAK MANAGEMENT LEADERSHIP STRONG LEADERSHIP out of control
STRONG WEAK

LEADERSHIP

WEAK

STRONG

MANAGEMENT

MANAGEMENT

WHERE ARE WE?

STRONG

LEADERSHIP

STRONG MANAGEMENT STRONG LEADERSHIP

WEAK

LEADERSHIP

WEAK

STRONG

MANAGEMENT

MANAGEMENT

WHERE ARE WE?

STRONG

LEADERSHIP

WEAK

LEADERSHIP

WEAK MANAGEMENT WEAK LEADERSHIP

WEAK STRONG

MANAGEMENT

MANAGEMENT

WHERE ARE WE? WHERE SHOULD WE BE?

STRONG

LEADERSHIP

WEAK

LEADERSHIP

WEAK

STRONG

MANAGEMENT

MANAGEMENT

WHERE AM I? WHERE SHOULD I BE?

STRONG

LEADERSHIP

WEAK

LEADERSHIP

WEAK

STRONG

MANAGEMENT

MANAGEMENT

LEADING CHANGE John Kotter

1. establish sense of 5. empower broad -based

urgency 2. create the guiding coalition 3. develop the vision & strategy 4. communicate the vision

action 6. generate short term wins 7. consolidate gains .. produce more change 8. anchor changes in structure

Management
Management is about coping with complexity.
Its practices and procedures are largely a response to

one of the most significant developments of the twentieth century: the emergence of large organizations. Without good management, complex enterprises tend to become chaotic in ways that threaten their very existence. Good management brings a degree of order and consistency to key dimensions like the quality and profitability of products.

Leadership
Leadership, is about coping with change.
Part of the reason it has become so important in

recent years is that the business world has become more competitive and more volatile. Major changes are more and more necessary to survive and compete effectively in this new environment. More change always demands more leadership.

Reference
What Leaders Really Do, first published in 1990,

deepens and extends the insights of the 1977 article. Introducing one of those brand-new ideas that seems obvious once its expressed, retired Harvard Business School professor John Kotter proposes that management and leadership are different but complementary, and that in a changing world, one cannot function without the other. http://hbr.org/2001/12/what-leaders-really-do/ar/1

Other Thinkers
Henry Mintzberg, managing on the left, leading on

the right Tom Peters: Leadership=good; management= bad Kouzes & Posner: The Leadership Challenge John Kotter: leadership & management