Are You a Leader, Manager or Both?
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Much has been written about leadership – what it is, what it isn’t, how to be better at it, how to be the best at it.
In today’s world, where the pace of change is so great, where the slightest mistakes make headline news, where only the best of the best truly survive, the role of the leader is important to understand. Strong leadership is critical for business success. As is strong management.
So, what is the difference between a manager and a leader?
“Management is doing things right; leadership is doing the right things.” (Peter Drucker)
The difference between a manager and a leader, although sometimes subtle, is extremely important. A successful organization requires both strong managers and effective leaders.
A manager is an “executor”. A manager gets things done through the people that work in the company. They hire; they train; they motivate; they encourage; they plan; they do what it takes to make sure the company objectives are met.
A leader plays a very different role. A leader sets direction. They plan for the future; they create a vision; they inspire; they create clarity around the purpose of a company so that all employees champion it.
In many companies, one person may play the role of both leader and manager. In others, these roles are carried out by different people. And in many cases, the roles overlap and leaders need to manage and managers need to lead. However, it is critical that both roles are performed effectively for a company to succeed, especially a company with employees. Without a vision for the future, a company has no direction and no goals for which to strive. Without “doers” to get things done, a company accomplishes little.
Role of a Manager
Effective managers ensure that the work that needs to get done to achieve the company's goals gets done.
Basic functions of good managers include:
- Selecting the right people to work for the company
- Defining clear expectations for employees
- Providing training opportunities
- Recognizing employee performance
- Providing feedback, positive and constructive
- Paying attention to employees - show you care
Marcus Buckingham in "The One Thing You Need to Know About Great Managing, Great Leading, and Sustained Individual Success" highlights that great managers discover 4 unique characteristics about each employee so that they can truly capitalize on their talents:
1. Strengths
2. Weaknesses
3. Triggers (those things that will truly engage an employee)
4. Style of Learning
Role of a Leader
Leaders are the guiding light of an organization. They define the future. They determine the vision. They rally employees together to work towards fulfilling the vision. They act as a compass for the company. They define the priority – they bring clarity to the future.
Being a leader requires a combination of natural talent and learned skills, a willingness to learn, and an ability to adapt to an ever-changing environment. All successful companies, large or small, require strong leaders.
Buckingham summarizes succinctly that the key questions all leaders need to ask and define in order to have clarity for themselves and to convey it to their staff are:
1. Who do we serve?
Who is your audience? Your target market? Who will buy your product or service? Who are your customers? Who do you need to serve – to provide service to – to ensure that you stay in business?
2. What is our core strength?
What is the one thing that your company does better than anyone else? Reaching clarity on this point enables the leader to rally the troops behind something that everyone can get behind: what you are really good at!
3. What is our core score?
What is the key metric which your company measures to tell you that you are succeeding? Profit per employee? Inventory turns? Percentage of return customers? There is no right or wrong answer. There just needs to be an answer.
4. What actions can we take today?
A leader is a model of behaviour for the company. The actions that a leader takes guides the behaviour of others. Leaders must take actions which exemplify the behaviours which they want their employees to emulate. Taking action is the only way to lead to success. Doing nothing leads to simply standing still.
A leader's primary role is to reach clarity on the answers to these four questions and then communicate it often to employees. Answering these questions serve to provide clarity to you, your employees, and your company as a whole. They make clear the direction you are heading and the actions and activities on which you need to focus.
The challenge for you as a leader is to determine where your leadership strengths lie – what you are truly good at, what gives you energy. These are your talents. You should create situations for yourself where you can take advantage of these talents. Then determine those areas in which you are not as strong. For these areas, get training and talk to advisors and mentors, to determine if they are areas where you simply require more training and practice, or if they really are areas in which you are weak. Build on your strengths and find people who excel in those areas in which you do not.
The key is to develop an excellent team around you, everyone with complementary skills, who can work with you to achieve your vision for your company’s future. This will be your true leadership test.
For more information, please visit www.clearhrconsulting.com.
Are You a Leader Manager or Both - To learn more about this author, visit Cissy Pau's Website.
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Dave KurlanDave Kurlan is a best-selling author, top-rated speaker and thought leader on sales development. He is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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