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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. Hey Mr. Manufacturer-- Distributors Are not Catfish By Rick Johnson Catfish are native to North America. As you may know, catfish are bottom feeders with slick, shiny skin and no scales, often known as "Mr. Whiskers." They feed on algae and prefer "dead stinky bait" rather than better, live alternatives. They feed at night and can be predators. Most are sleek and quick, but some have been known to grow over 50 pounds. Catfish known as Bull Heads are even more of a scavenger and feed on decaying organic matter. Bull Heads are not the fighters that Channel Catfi… 2. How To Make Meetings More Productive By Joe Love Meetings are a fact of business life, but most of them are frustrating and time-consuming. The results are rarely worth the time and effort of the many people involved. Yet meetings are a sensible way to handle many kinds of discussions, problem-solving sessions, presentations, and general updates on what’s happening.If you learn to plan, structure, and participate in meetings effectively, you will be able improve your own time management and productivity as well as that of other participants.… 3. Are Your HR Hiring Policies Strangling Your Company's Economic Survival? By Jean Dickson If you walk the streets of some towns, you can almost always pick the people who work for certain employers. It may be my weird sense of humour, but each time I see one of these people, I imagine the Human Resource officers squeezing the new hire into a machine that plunks the person into a mould and then squeezes and scrapes away the parts that don't fit. Now, don't get me wrong. I'm not saying that a good organizational match between employee and company is wrong. What I am saying is that wh… 4. The Seven C's: Partnership Danger Signs - The 5th C: Control Issues By Dorene Lehavi A series of articles exploring the seven critical areas that can indicate a partnership is in trouble.The 5th C: Control IssuesWhen control is in the picture it is a lose/lose proposition.First, it is an illusion that anyone can control a person or a situation. The need to control is born of fear, lack of trust and insecurity. A person who feels it is necessary to control is robbed of a sense of well being. In business, control or the attempt to control can occur in many venues.The attempt to … |
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