Are You Managing to Lead?Learn Management Articles on management-info.biz. Are You Managing to Lead? article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
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
|
More Articles:1. The Comfort Zone By Paul Lemberg The Comfort Zone I have a friend named Gene, a serial entrepreneur who currently runs a software business. Like many people, last year was a tough one for his company. They survived largely by providing add-on services to existing customers - a decent response to difficult circumstances. They even grew revenues a bit. But here's something else that happened: They got comfortable. They decided they could exist on their base of customers, and then they "realized" there would b… 2. A Corporate Facelift With Sound Bytes By R.J. Paradee If Baby Boomers can get botox and tummy tucks, then why don’t companies receive facelifts to improve their image as well? The telephone is the lifeblood of any business. Use it respectfully. Don’t leave your clients on-hold to listen to radio static or elevator music. With digital recording and delivery of sound files, professional production of on-hold advertising is both economical and necessary for a positive image. That’s right – it’s imperative that the first impression a client receive… 3. Build Your Business (On A Shoestring): Hire a College Intern By Tara Alexandra Kachaturoff Starting up a new venture or business can be one of the most exciting times of your life. It can also be one of the most stressful. In the early months, or even early years of your business, cash flow is often not what you would like it to be. If you’re a solo entrepreneur, you’re wearing many hats – in fact, you’re probably wearing all of them.Not only are you selling your product or service, you’re marketing it, doing the accounting, paying the bills, answering the phones, designing and u… 4. Procrastination and JDI! By Martin Haworth In a management role procrastination can seriously hold back progress and demotivate individuals and teams who, full of innovation and drive to move forward, get frustrated and confused when action is held up. There are a number of steps that will help the procrastinating manager. Firstly, recognise it is a good and reasonable defence mechanism, which relates to the things which might have occurred in the past. A hurried decision which might have had an unsatisfactory and upsetting result. … |
||||
