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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. The New Five Truths of Employee Motivation By Marcia Zidle Motivation is a term that is so widely used, yet many managers know little about how it really works. But it doesn’t have to be confusing—in fact, it’s quite simple. Treat your employees as valuable assets and you will reap the rewards. Here are five truths to pay attention to in motivating your workforce. Most managers think money is the top motivator—but, it’s not.Sure compensation is important, but most employees consider it a right—an exchange for the work they do. Rather, they want is to… 2. Benifits of Effective Delegation By Manik Thapar Why Delegate?Delegation has a number of benefits. When you streamline your workload, you increase the amount of time available for essential managerial tasks. Your staff feel motivated and more confident, and stress level decrease across the workforce.NoteDelegate to boost staff morale, build confidence, and reduce stressIncreasing Your TimeManagers commonly complain that the short-term demands of operational and minor duties make it impossible to devote sufficient time to more important long … 3. Future Business Success - What Does Good Look Like? By Martin Haworth When you know you need to shift up a gear, in any area of your business (or your life for that matter), it's really important to have a vivid representation of what you are seeking.Some call these "Goals", others "Visions" and yet more describe it as a "Mission". But there is one focused way to ensure that your path is perfectly directed to where you want to get to.By asking the question:-"What does good look like?"...and applying that to where you are right now, you will easily see a path un… 4. Six Honest Business Friends - They Guide Me In All I Do By Keith Longmire SIX "HONEST BUSINESS FRIENDS" - THEY GUIDE ME IN ALL I DOI keep six honest serving-men(They taught me all I knew);Their names are What and Why and WhenAnd How and Where and Who. (RudyardKipling, from "The Elephant's Child" in Just So Stories).A few days ago I posted a very simple question on an Internet Marketing Forum. I knew I would kick myself when I heard the answer.And I did.DNO - “Do Not Open”. Obvious really.What I hadn't expected was to be flamed for being stupid by an, allegedly,… |
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