leadership and management: when to lead and when to manage
DESCRIPTION
Have you noticed that people commonly use the words "leadership" and "management" interchangeably, as though they are one and the same? As a result, organizations often call someone a leader who is in fact functioning as a manager. While closely related, leadership and management are two distinctively different enterprises. The mandate for management is to create and maintain policies, processes, and procedures to achieve defined objectives. The mandate for leadership is to pull people together and move them toward a desired future. This core focus on people in the leadership mandate sets leadership apart from management. For while we speak of both managing people and leading people, we also speak of managing budgets, payrolls, and inventories, among other things. But we would never speak of leading a budget or leading an inventory. We only lead people. Leadership is inherently and uniquely people-centric. Management, by contrast, is commonly task-centric, especially when its primary purpose is to manage assets, functions, or activities. Management is the process of acquiring, allocating, and deploying resources to assure the sustained success of an endeavor. One of those resources is human capital. Managers therefore have some duties which are people-centric. But it's possible to manage some processes or responsibilities without even having any support staff. The work of leaders, however, always devolves around people. How can you lead if there is no one to lead? This presentation therefore looks at an array of organizational activities and sorts them as management functions on one hand or leadership functions on the other.TRANSCRIPT
Leadership and Management are like pedals on a bicycle
They work in tandem to build
momentum
And like pedals, they take turns
being the primary driving
force . . .
. . . since some situations call for greater emphasis on leadership . . .
. . . and others demand greater
emphasis on management
So how do you know when to
lead?
And how do you know when to
manage?
The key is to recognize how
management and leadership differ
The mandate for management is to
maintain policies,
processes, and procedures to
achieve defined objectives
The mandate for leadership
is to pull people together and move them
toward a desired future
This core focus on people sets
leadership apart from management
For while we speak of both
managing people and leading people . . .
. . . we also speak of managing budgets and
managing payrolls
But we would never speak of
leading a budget or leading a
payroll
We only lead people
Leadership is inherently and
uniquely people-centric
Management, by contrast, is commonly task-centric . . .
. . . especially when its primary purpose is to manage assets,
functions, or activities
Management is the process of
acquiring, allocating, and
deploying resources . . .
. . . to assure the sustained
success of an endeavor
You are functioning as a manager when you are . . .
monitoring goals, processes,
and performance
You are functioning as a manager when you are . . .
setting budgets and tracking
them
You are functioning as a manager when you are . . .
restructuring your team or organization
You are functioning as a manager when you are . . .
eliminating inefficiency and
duplicated effort
You are functioning as a manager when you are . . .
enhancing workflow
You are functioning as a manager when you are . . .
controlling expenses or
cutting costs
You are functioning as a manager when you are . . .
maintaining inventories and
procuring resources
You are functioning as a manager when you are . . .
simplifying or streamlining
the way decisions are
made
You are functioning as a manager when you are . . .
enforcing policies,
standards, and work rules
You are functioning as a manager when you are . . .
resolving personnel issues
You are functioning as a manager when you are . . .
assigning tasks and priorities
You are functioning as a manager when you are . . .
solving production problems
You are functioning as a manager when you are . . .
improving follow-through,
quality, and execution
You are functioning as a manager when you are . . .
Leadership, by comparison, deals with issues which define who we are
and where we are going
We can think of leadership as the
art of rallying people around a
shared purpose . . .
. . . then motivating them and mobilizing
them to achieve it
You are functioning as a leader when you are . . .
promoting corporate values
You are functioning as a leader when you are . . .
casting long-term vision and uniting people
around it
You are functioning as a leader when you are . . .
maintaining complete focus on the mission
You are functioning as a leader when you are . . .
setting and clarifying strategy
You are functioning as a leader when you are . . .
building morale and a sense of
team
You are functioning as a leader when you are . . .
inspiring people and engaging
them more fully
You are functioning as a leader when you are . . .
developing bench strength and preparing
people for succession
You are functioning as a leader when you are . . .
creating deeper trust across the
corporate culture
You are functioning as a leader when you are . . .
building organizational resilience and survivability
You are functioning as a leader when you are . . .
recalibrating to change in your
industry, supply chain, or
marketplace
You are functioning as a leader when you are . . .
promoting and encouraging innovation
You are functioning as a leader when you are . . .
positioning the organization to
be more competitive
You are functioning as a leader when you are . . .
repairing a damaged brand
or reputation
You are functioning as a leader when you are . . .
resolving cultural conflict
in the wake of mergers,
acquisitions, or restructure
You are functioning as a leader when you are . . .
Every organization needs both good leadership and good management
If either leadership or management is
weak . . .
. . . it’s like trying to ride a bicycle with a missing
pedal
It’s never too early to start
building stronger leadership and management
teams
when to lead
when to manage
and the difference between them
And the place to start is by helping them understand . . .
An ideal theme for • keynotes • breakout sessions • group training
I’ve shared this message with scores of companies and associations. Let
me share it with yours.
Dr. Mike Armour Strategic Leadership
Development International, Inc. Dallas, TX
www.LeaderPerfect.com
Copyright 2014. All rights reserved.
Strategic Leadership Development International, Inc.
Dallas, TX
www.LeaderPerfect.com
Copyright 2014
You are free to reproduce this presentation or post it online unedited and with this copyright
notice attached.
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