Many individuals possess qualities of both managers and leaders. They fulfill positions of management but eventually come to the realisation that bonuses and even handsome salary packages cannot buy support or respect of the people you lead. Depending on the glass ceiling that the manager has laid out for him/herself, the high performing manager is aware of this distinction and proactively embarks on this journey; a journey which calls for resilience.
The main difference between management versus leadership in business lies in the approach one takes when overseeing the performance of others. Senior management, peers and subordinates are various levels that is more commonly spoken about within an organisation. Managers have subordinates or as per www.thefreeddictionary.com the meaning of subordinates is “Belonging to a lower or inferior class or rank; secondary.” Managers have a position of authority given to them by way of their employer. Subordinates report directly to these Managers and generally follow internal protocol around their defined responsibilities. One of the strategies frequently exercised when one manages their staff is to take order, pull rank and flex their authority by way of seniority. The management approach is simple; the Manager dictates what is to be done and the subordinate follows clear instructions. In recognition for their contribution, the subordinate retains his/her employment and gets paid their regular wage. Managers are also subordinates themselves; following directives handed down by the executive management team.
Being told what to do is not exactly empowering especially when the style of most Managers is transactional. Resulting in no value created beyond achieving a specific performance based outcome. Managers are cautious and exercise unconscious or conscious reluctance when it comes to, pushing the boundaries of performance, challenging efficiency, or more importantly driving effectiveness of each individual team member. Managers are not considered early adopters of innovation, as their game plan predominantly revolves around staying on chartered territories which have previously been proven to yield results. The majority of managers tend to choose an environment which is comfortable, systematic, and risk-averse. The alternative would be the game plan of a leader, whose agenda is fuelled by passion, lighting the world on fire, turning heads and paving new pathways to success.
Leaders have followers not subordinates. People find themselves being drawn to this individual voluntarily. While in business, credentials and experience adds credibility, a leader brings an intangible element even in business, it is this that radiates from the leader through the people, connecting all to a mutual cause. The power of this intangible element is to be felt. Some of the Leadership competencies highlighted by many organisations in their skills assessments would be influencing, persuasion, negotiation and decision making skills, however ‘congruence with oneself’ is not listed. Yet what many class as charisma is but a result of a Leaders congruence with oneself and their deep sense of ballsy responsibility and accountability for every decision being made.
You will notice the Leaders in your business for they focus on their people and build them relentlessly. A leader in business will identify key drivers of each individual and find the means to partner with each of them to ensure that their aspirations, personal ambitions and professional outcomes are achieved. They are not afraid to challenge their people on their personal goals and they drive them hard. Their need to be liked is low compared to their need to deliver for their people by leading them to where they ought to be. The result is that the business flourishes, an alive energy surging through the organisation. The environment is that of trust, reflects the leader’s credibility and exudes purpose – their people or the followers enter uncharted waters of effectiveness and innovation with 100% commitment as the trust is so immense.
An accomplished Leader possesses an infectious energy or magnetism that attracts others to the cause. They are visionaries who take considered risks and pave the path for exploration. In return for their loyalty, followers receive rewards which extends beyond the handsome salary and the bonuses, they experience a sense of belonging and achievement which feeds so intensely an individuals sense of purpose and fulfilment.
To summarise my thoughts on this timeless question of ‘Management vs. Leadership’, The manager will manage within the scope of the role by managing efficiencies in systems, processes and tasks with a large focus on risk management, all of which is imperative to achieving the outcomes. The Leader on the other hand, works with everything outside the scope of a manager’s role. They live and exercise a drive and passion for the cause that they stand for. The result is deeply transformational, binding and connecting people to the cause; loyalty, sales growth and the team consistently achieving the impossible is only the beginning, of a long list of what is possible through leadership.
Management or Leadership either of these journey’s is a CHOICE that individuals make. What is the choice that you have made for yourself and the people you lead and what results are you reaping because of this choice.
Consider, if your choice could be different. If yes, what is the first thing you will do differently now? Call us if you would like to soundboard the first few steps of this incredible journey that you are choosing to embark on.
Here’s to your success! Preetha Shekar
