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By Monty J. Sharp, Certified Comprehensive Coach http://www.workteamcoaching.com For many people, the terms “manager” and “leader” are synonymous. In the business world, they are often used interchangeably, i.e. “team leader”, “team manager”, “project manager” - you get the idea. And why not? After all, leaders and managers do basically the same thing, right? In some instances, there do seem to be commonalities between the two and management techniques are sometimes confused with leadership traits. However, there are, I believe, some key distinctions to be made that radically separate the two. Here then, are what I consider to be some key differences between a leader and a manager: 1. A manager administers. A leader innovates. Managers take policies and procedures and ensure that they are carried out. Leaders are constantly challenging the “status quo” to achieve bigger and better things. 2. A manager maintains. A leader develops. As long as things are running smoothly, the manager is typically happy. The leader is never satisfied with the “status quo” or “the way we’ve always done it”. Leaders are constantly asking for more and bigger things – of themselves as well as those they lead. 3. Managers rely on control. Leaders inspire trust. Managers can feel threatened by subordinates who don’t seem to be “towing the line”. In doing so, they create a co-dependency in the subordinates who, in turn, rely on the manager to dictate nearly every step of the process. Leaders know how to tap into the inherent strengths of those they lead and then foster those strengths to the benefit of the organization. 4. A manager has his eye only on the “bottom line”. A leader has his eye on the horizon as well. In orienteering (using a map and compass) you must set your sights on a distant object to get an accurate bearing. If you take only short-range sightings, it is much more likely you will stray far off the right course. In the same way, “bottom lining” only without also “visioning” can result in ending up at a destination you did not plan on. 5. The manager imitates. The leader originates. While using “tried and true” methods isn’t always a bad thing, someone else’s methods may not be exactly right for every organization. Leaders aren’t afraid to try new, and even unorthodox, methods to achieve optimum results. 6. Managers focus on product. Leaders focus on process. While still holding to the principles of quality, productivity and efficiency, the leader is able to recognize the effort as well as the “end-product”. 7. Managers need lots of positive feedback. Leaders have an innate sense of their own self-worth. Everyone likes a “pat on the back” for a job well done. However, managers rely heavily on things like “performance reviews”, “appraisals” and “kudos” from their supervisors and their subordinates to demonstrate a job well done. They also tend to rely heavily on those tools as motivators for their subordinates. 8. Managers need subordinates. Leaders strive to develop other leaders. Leaders are always in the process of developing other leaders. Managers tend to feel very threatened when they perceive someone may be “passing them up”. 9. Managers tell “what”. Leaders share “why”. The manager is primarily concerned with simply giving the steps to achieve the desired result. The leader also takes the time to explain why those steps are crucial to the desired result. In doing so, the leader is also imparting his “vision” to those that help make that vision a reality. 10. Managers are more concerned with doing things right. Leaders are more concerned with doing the right thing. Managers tend to be very “order” and “structure” oriented. Leaders have a keen sense of the “spirit of the law” and aren’t afraid to “bend” the rules if it will achieve a greater good for everyone. Copyright © 2002, Monty J. Sharp ********** Vision to Venture, LLC is an executive coaching company dedicated to providing an interpersonal approach to high performance Executives, managers and work teams. Our highly effective and balanced approach to leadership development, teambuilding and action learning get both business related as well as human results. Visit us at http://www.workteamcoaching.com
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More Articles:1. Creativity Management and Time Pressure By Kal Bishop There is a pervasive belief that time pressure stimulates creativity. This is both true and false.There are a number of forces at work:a) Time pressure increases creative output. By forcing idea production, setting goals and incremental deadlines, a greater number of ideas are produced than if a “do your best” approach is taken. If a leader asks particpants in an idea generating session to address a problem and think of at least 5 ideas every half an hour, then 80 ideas are produced by one ind… 2. Outsourced Learning: Are You Ready for Learning BPO? By Michael Beitler As the business world enters a period of hyper-competitiveness, every business process will be subjected to examination and possible restructuring. We have already seen outsourcing and offshoring used to an extent what nobody would have dreamed of a few years ago. McDonald’s is testing the offshoring of its drive-thru process to India. How about, “Do you want fries with that?” with a New Delhi accent?Even though McDonald’s testing of business process outsourcing (BPO) has caused quite a stir, … 3. The Key to Successful Performance Objectives By Josh Greenberg Have you ever tried to drive somewhere without proper directions? This almost always turns out to be a frustrating experience. Sure, if you stop and ask enough people you may eventually reach your target destination, but think of all the wasted energy, time, and resources needed to accomplish your goal.Let's take this concept and move it to the realm of managing a business. Does it make sense to expect your employees to reach a goal or strategic objective without providing them a road map of w… 4. Turbo-Charge Your Rollout with ERM By Kelly O'Brien Employees are the often-neglected stakeholders in the success or failure of a CRM (Customer Relationship Management) initiative. But employees don't always resist new ways of doing business. If you factor in relationship management practices that engage people in the change process, you can circumvent significant resistance and actually speed up implementation.Find the Sweet SpotEmbarking on any change initiative, such as a CRM implementation, requires a parallel strategy of ERM - Employee Rel… |
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