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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. 13 Comments on Bad Meetings By Steve Kaye Bad meetings are a cultural malady that senior executives pass on to new employees.Long pointless meetings are useful in that they keep incompetent people from interfering with those who are working.An employee who needs permission to buy a box of paperclips can spend tens of thousands of dollars worth of employee time on bad meetings.Many people attempt to save time by Not planning. This false short cut guarantees that everyone will spend more time later.Unstructured spontaneity leads to … 2. Help for the Meeting-Weary Manager By Ira Wolfe Most of us have found ourselves working on a team at one time or another. That means we have been asked to attend, and even participate, in lots of meetings. Unfortunately, few of us found these meetings to be particularly effective. Many in fact are a complete waste of valuable time and resources.The difficulty with most meetings is that they are typically planned and run by extroverts, who do not take into account the needs of the introverts. Why is this important? Because a key diffenti… 3. Balance Your Managerial Life We have only one life, but we live in three overlapping worlds—our business world, our family world, and our other social world. Imagine bringing your spouse and kids to a meeting with seven of your salespersonnel. Sitting off to your left, Miss Wright asks the question on the minds of all her fellow sales colleagues, “Why did you bring your family to our meeting today? Will they be playing any sort of role in our discussion?” You simply respond, “No, they’re just here so I can tend to their nee… 4. Business success strategies - 5 Things I Did Right in 2005 All in all, I'm pretty happy with how 2005 turned out. My business is taking off. I've built a solid foundation to support even more growth (which I forecast for 2006) and I've even managed to take some time off. I'd like other entrepreneurs and business owners to feel as good about their business as I do about mine, so I thought I'd take a moment to share 5 things I attribute to my successful 2005. 1. Attended seminars. This one is HUGE. Nothing beats getting out of your office and away from y… |
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