The One Thing You Need The One Thing You Need to Know: Chapter 2to Know: Chapter 2

““Managing and Leading: What’s Managing and Leading: What’s the Difference?”the Difference?”

Manager vs. LeaderManager vs. Leader

Although the roles may Although the roles may appear to be similar, there is appear to be similar, there is a great deal of difference a great deal of difference between the role of a between the role of a managermanager and that of a and that of a leaderleader..

What does a great What does a great manager manager do?do?

be a catalystbe a catalyst ( ( talenttalent

performanceperformance))

makes people more makes people more productive and successful productive and successful ((“helps people grow”) “helps people grow”) (“coach”)(“coach”)

What does a great What does a great leader leader do?do?

““Great leaders rally people to a Great leaders rally people to a better future” (p. 59).better future” (p. 59).

has a vision and can get others has a vision and can get others to see itto see it

passionately wants change & passionately wants change & progress (“progress (“dissatisfied with dissatisfied with status quo” p.62)status quo” p.62)

Talents of a leader...Talents of a leader...

Buckingham says all great leaders Buckingham says all great leaders have:have:

----optimismoptimism (“things will get (“things will get better”)better”) ----the ability to clearly assessthe ability to clearly assess challengeschallenges ----strong egostrong ego

Talents of a leader…Talents of a leader…

curiosity and inquisitiveness curiosity and inquisitiveness ((seek expertise, p.68)seek expertise, p.68)

ability to channel ego to help the ability to channel ego to help the group, organization, etc.group, organization, etc.

Manager vs. LeaderManager vs. Leader ManagerManager= success of individual= success of individual employee is focusemployee is focus

LeaderLeader = image of the future is = image of the future is focusfocus

Leadership Versus Leadership Versus ManagementManagement

MANAGEMENTMANAGEMENT:: Organizing and staffing.Organizing and staffing. Controlling and problem solving.Controlling and problem solving. Producing a degree of predictability.Producing a degree of predictability.

LEADERSHIPLEADERSHIP:: Establishing direction.Establishing direction. Aligning people, Motivating and Aligning people, Motivating and

inspiring.inspiring. Producing change, often to a dramatic Producing change, often to a dramatic

degree.degree.

The One thing you need to The One thing you need to knowknow

You can be a great manager and a You can be a great manager and a great leader, depending on the great leader, depending on the situation.situation.

To be a great managerTo be a great manager==start ==start with peoplewith people

To be a great leaderTo be a great leader ==start with ==start with the idea in your head, and then the idea in your head, and then

motivate people to followmotivate people to follow

Leadership's relation with managementLeadership's relation with management

Warren Bennis (1989) drew twelve distinctions between leaders Warren Bennis (1989) drew twelve distinctions between leaders and managers:and managers:

Managers administer, leaders innovate Managers administer, leaders innovate Managers ask how and when, leaders ask what and why Managers ask how and when, leaders ask what and why Managers focus on systems, leaders focus on people Managers focus on systems, leaders focus on people Managers do things right, leaders do the right things Managers do things right, leaders do the right things Managers maintain, leaders develop Managers maintain, leaders develop Managers rely on control, leaders inspire trust Managers rely on control, leaders inspire trust Managers have a short-term perspective, leaders have a Managers have a short-term perspective, leaders have a

longer-term perspective longer-term perspective Managers accept the status-quo, leaders challenge it Managers accept the status-quo, leaders challenge it Managers have an eye on the bottom line, leaders have an eye Managers have an eye on the bottom line, leaders have an eye

on the horizon on the horizon Managers imitate, leaders originate Managers imitate, leaders originate Managers emulate the classic good soldier, leaders are their Managers emulate the classic good soldier, leaders are their

own person own person Managers copy, leaders show originality Managers copy, leaders show originality

The Key steps for You to start The Key steps for You to start ProfessionallyProfessionally The Key steps for you to start The Key steps for you to start

professionally whether you’re going to be a professionally whether you’re going to be a manager or a leader in the future, you need manager or a leader in the future, you need to:to:

1- 1- Self Assessment:Self Assessment: identifying your values, identifying your values, skills and interestsskills and interests

2- 2- Exploring options:Exploring options: identifying opportunities identifying opportunities3- 3- Matching yourself to opportunities:Matching yourself to opportunities:

determining the fit between yourself and determining the fit between yourself and different optionsdifferent options

4- 4- Decision making and goal setting:Decision making and goal setting: choosing choosing a preferred route, setting a realistic targets a preferred route, setting a realistic targets and action plansand action plans

5- 5- Follow-up:Follow-up: ongoing review ongoing review

Exercise: Identifying Personal Exercise: Identifying Personal Skills and QualitiesSkills and Qualities People considering future career People considering future career

options are often unaware of the skills options are often unaware of the skills and personal attributes they have to and personal attributes they have to offer. Knowing these can help you offer. Knowing these can help you identify jobs in which you are most identify jobs in which you are most likely to be successful, and it can also likely to be successful, and it can also assist in letting you get them; write assist in letting you get them; write five five things you have accomplished and things you have accomplished and with which you feel satisfied. Then with which you feel satisfied. Then identify the skills and qualities you identify the skills and qualities you used to achieve these things. Take few used to achieve these things. Take few minutes to add as many of your skills minutes to add as many of your skills and qualities you can think of.and qualities you can think of.