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Are You a Manager or Are You a Leader? 23 Distinctions

By Deb Calvert (1213 words)
Posted in Leadership & Teambuilding on July 14, 2013

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By Deb Calvert, President, People First Productivity Solutions

Your job title is meant to be an indication of the role you play in your organization. Supervisor, Manager, Director, VP, GM and C-suite titles signify differing levels of responsibility and authority. Climbing the ladder usually includes a progression through titles like these.

 

But there’s another role that people in these jobs often adopt. It’s a role that is not bestowed by title. In fact, sometimes this role is assumed – there is no choice in it, no announcement of it and no additional perks associated with it. It is the role of leader.

 

Leader doesn’t mean “the person in charge.” The person in charge of any project or work group is the senior manager. Even when a role includes a temporary title like “task force leader,” the work done by that individual is the work of a manager.

 

What’s the difference? Well, it’s more extensive than you may realize. This is much more than a matter of semantics. It’s a matter of whether or not you will continue to be successful as you climb that proverbial career ladder.

 

Managers manage. That means they handle work that needs to be done in the short-term. They are charged with managing the performance of others in order to produce tangible and measurable results.

 

On the other hand, leaders lead. That means they inspire others to follow over the long-term. They are thinking beyond the here and now, looking beyond the results produced today, and building for the future.

 

23 Distinctions Between What a Manager Does and What a Leader Does:

 

 

 A Manager:

 A Leader:

1

 Has a short-range perspective

 Has a long-range perspective

2

 Plans how and when

 Asks What? And Why?

3

 Eyes the bottom line

 Eyes the horizon

4

 Imitates others

 Originates

5

 Accepts the status quo

 Challenges the status quo

6

 Does things correctly

 Does the correct thing

7

 Seeks continuity 

 Seeks change

8

 Focuses on goals for improvement

 Focuses on goals of innovation

9

 Bases power on position or authority

 Bases power on personal influence

10

 Demonstrates skill in technical  competence

 Demonstrates skill in selling the vision

11

 Demonstrates skill in administration

 Demonstrates skill in dealing with ambiguity

12

 Demonstrates skill in supervision

 Demonstrates skill in persuasion

13

 Works toward employee compliance

 Works toward employee commitment

14

 Plans tactics

 Plans strategy

15

 Sets standard operating procedures

 Sets policy

16

 Relies on analytical decision-making  style

 Relies on intuitive decision-making style

17

 Is risk cautious

 Takes the necessary risks

18

 Uses a “transactional” communication  style

 Uses a “transformational” communication  style

19

 Builds success through maintenance  of quality

 Builds success through employee  commitment

20

 Does not want to experience anarchy

 Does not want to experience inertia

21

 Plans, budgets, and designs detail  steps

 Develops vision & the strategies to achieve it

22

 Sets standards of performance

 Sets standards of excellence

23

 Develops the detailed plan to achieve  results

 Develops future direction by observing trends

  

You can use this list of contrasts as a tool for self-assessment. When you add up your activities, which column do you more frequently find yourself? Are you leading or are you managing?

 

Ideally, you will get to a place where you are doing both. Getting to that place does not require a certain job title or level of authority. In fact, in any organization there are leaders at all levels. They are the people who informally influence others, the ones who develop others, the ones who take risks and innovate. You can easily spot a leader.

 

Unfortunately, leaders sometimes get ruined when they become managers. They sit behind great big desks working on budgets, planning strategies, analyzing the competitive landscape, developing KRAs and other metrics, and doing work that causes them to lose touch with the people they would lead. They lose their ability to inspire.

 

So how does can a Senior Manager manage and also lead? First, by delegating to the managers who are closer to the front line. Second, by choosing to lead. That requires stretching beyond what delivers on this month, this quarter, this budget cycle. It requires delivering on the company vision and mission. It requires delivering what people need so they can be inspired and understand the higher purpose and meaning for their work contributions. It requires giving up the control that comes with handling the day-to-day in order to achieve for tomorrow and beyond.

 

Go back to the list of contrasts. Pick just one manager behavior and work on transforming it into a leadership behavior. Then tackle another. And another. Soon you will be a leader.   

 

{#/pub/images/DebCalvertNew.jpg}Written by Deb Calvert, President, People First Productivity Solutions-Author of the DISCOVER Questions book series, Deb has worked as a sales productivity specialist and sales researcher since 2000. She is certified as a Master Sales Coach, Master Trainer, and host of CONNECT! an online radio show for selling professionals where listeners ignite their selling power in just an hour. Deb helps companies to boost productivity through people development. This work includes leadership program design and facilitation, strategic planning with executive teams, team effectiveness work, and performance management program design. 

 

 

Do you have a question for Deb?  Please visit our Senior Manager Community, she will be happy to help: Ask an Expert 

 

Did you find this story informative?  We would like the opportunity to keep you up to date on all of our training articles.  Please register for our newsletter so we can do just that.  

 

Here are some related articles you may be interested in: 

Emotional Intelligence in the Workplace: How to Develop Yourself & Your Team

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Overcome Complacency in the Workplace

4 Essential Skills for Leaders, Managers & High Potentials

 

ManagingAmericans.com is a community of Business Professionals & Expert Consultants sharing knowledge, success tips and solutions to common job issues.  Our objective is to mentor and develop professionals to be better leaders, managers, team players and individual contributors. Ultimately, helping people succeed in their careers.   

Comments (8)

Rhonda Cardone posted on: July 23, 2013

This is a good read on leadership

Dean E. Smith posted on: July 24, 2013

Some great distinctions between managers and leaders. Of course, there are times when leaders do have to exhibit some of the traits in the Manager column. However, the main takeaway here should be that leaders are generally strategic and big-picture, whereas managers are much more likely to be tactical and narrowly-focused.

Kevin Snow posted on: August 6, 2013

Management vs Leadership is so huge in the sales arena! We've all had sales managers that were "managers" not "leaders". The ones that know how to lead and make impactful changes in their sales program and sales representatives are always the most successful.

Lee J. Hopkinson posted on: August 6, 2013

23 Distinctions Between What a Manager Does and What a Leader Does: "nailed it"!.

Brendan Shea posted on: August 6, 2013

Good, informative and inspiring article; Thank you!

Michel Theriault posted on: August 8, 2013

Great article. I like the fact that it recognizes that 'Managers' must also be leaders.

Randy Stevens posted on: August 8, 2013

The term "Leader" is so often misused, this really helps to clarify the difference between managers and leaders...Love it!

Dan Auito posted on: August 9, 2013

I love what this site is all about. Together we can all make a difference.

Dan
www.BusinessMentors101.com

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