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02/11/15

Michael D. Watkins
is a cofounder of Genesis
Advisers, a leadership
development rm specializing in on boarding and
transition acceleration, and
a professor at IMD. He is the
author of The First 90 Days
and Your Next Move (both
from Harvard Business
Press).
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Managers
The people responsible for
supervising the use of an
organizations resources to meet
its goals.

LEADERSHIP
Leadership is a process by which a
person influence others to
accomplish an objective and directs
the organization in a way that make
it more cohesive and coherent.

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DIFFERENCE B/W MANAGER & LEADER

The difference between being a

manager and being a leader is simple.
Management is a career. Leadership is a
calling.
A manager focuses on process and
procedure, a leader focuses on people.
A manager administrates. A leader envisions.
A manager maintains. A leader develops.
A manager measures projections. A leader
projects measures.
A manager ensures that things are done
right. A leader ensures that the right things
are being done.
A manager ensures that rules are followed
(such as laws, regulations and policy). A
leader empowers and inspires innovation.
A manager deals in detail. A leader in
possibility.

Enterprise leaders must be able

to;
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make decisions that are good for the

business as a whole.
evaluate the talent on their teams

effective leaders understand the ways that

professionals in finance, marketing,
operations, HR, and R&D approach business
problems.
leaders must be able to speak the language
of all functions and translate for them when
necessary

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Skills
Level

used by Leaders;

shifting
Pattern recognition
mental simulation

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LEVEL

SHIFTING: is the ability

to move fluidly among levels of
analysis - to know when to focus on
the details, when to focus on the big
picture and how the two relate.

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PATTERN

RECOGNITION: is
the ability to discern important
casual relationships and other
significant patterns in a compels
business and its environment- that
is to separate the signal from the
noise.

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MENTAL

SIMULATION: is the
ability to anticipate how outside
parties (competitors, regulators, the
media, key members of the public)
will response to what you do, to
predict their actions and reactions
in order to define the best course to
take.

As leaders move up to the enterprise level,

they become responsible for designing and
altering the architecture of the organizationits strategy, structure, processes and skill
bases.
To be effective organizational architects,
they need to think in terms of systems. They
must know how the key elements of the
organization fit together.
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To set the agenda, a leader had to

learn to navigate a far more uncertain
and ambiguous environment than he
was used to. He also needed to learn
to communicate priorities in ways his
organization could respond to.

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WHAT DO EFFECTIVE
CORPORATE DIPLOMATS DO???
They use the tools of diplomacynegotiation, persuasion. Conflict
management, and alliance building- to
shape the external business environment to
support their strategic objectives. In the
process they often find themselves
collaborating with people with whom they
compete aggressively in the market
everyday.
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Enterprise leaders need to embrace a

new mind set- to look for ways that
interests can or do align, understand
how decisions are made in different
kinds of organizations, and develop
effective strategies for influencing
others.

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