The debate between leadership and management has been raging for several years.
What Happens?
I feel that the distinction between management a leadership is a critical one, in that it helps us gain a better understanding of leadership and causes us to reflect on our own behaviour, asking ourselves, "Are we really leading? leading vs managing...are they really different? " So, it begs the question, what are the differences between managers and leaders?
There is a profound difference between management and leadership, and both are important. To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct. Leading is influencing, guiding in a direction, course, action, opinion. The distinction is crucial...
I draw your attention to an outstanding article by Michael Watkins HBR June 2012, he focuses on the shifts a function head must make when first becoming an enterprise leader involving new skills and cultivating an infinite mindset. Here are the shifts and what each requires executives (including emerging or high potentials) to do:
SEISMIC SHIFT # 1: SPECIALIST TO GENERALIST
By understanding the mental models, management tools, and terms used in key business functions and develop templates for evaluating the leaders of those functions.
SEISMIC SHIFT # 2: ANALYST TO INTEGRATOR
By integrating the collective knowledge of cross functional teams and make appropriate trade-offs to solve complex organisational problems.
SEISMIC SHIFT # 3: TACTICIAN TO STRATEGIST
By shifting fluidly between and the larger picture, perceive important patterns in complex environments, and anticipate and influence the reaction of key external players.
SEISMIC SHIFT # 4: BRICKLAYER TO ARCHITECT
By understanding how to analyse and design organisational systems so that strategy, structure, operating models, and skill bases fit together effectively and efficiently, and harness this understanding to make needed organisational changes.
SEISMIC SHIFT # 5: PROBLEM SOLVER TO AGENDA SETTER
By defining the problems, the organisation should focus on, and spot issues that don't fall neatly into any one function but are still important.
SEISMIC SHIFT # 6: WARRIOR TO DIPLOMAT
By proactively shape the environment in which the business operates by influencing key external constituencies, including the government, NGO's, the media, and investors.
SEISMIC SHIFT # 7: SUPPORTING CAST MEMBER TO LEAD ROLE
By exhibiting the right behaviours as a role model for the organisation and learn to communicate with and inspire large groups of people both directly and, increasingly, indirectly.
So What?
What do these findings imply? How do I influence the outcome?...
In leadership, making sure you do the right thing and things are done right are crucial. Also making sure the right people have the right skills and knowledge is critical. That's why 363 CORE Learning Co. has defined its purpose and that is to create the environment and connections so today's and tomorrow’s leaders can make smarter decisions for better outcomes.
"Leadership is best learned by doing leadership." - George Sawiris
Now What?
What will I do differently next time?
It takes time (lots of it), more than motivation, it requires discipline and focus to be become specialised at something. Dedicated time (30+ years in fact) to be truly great at developing leaders and teams at all levels, it's what we do.
How do your leaders’ rate?
We are known as an evidence-based and results oriented consultancy, and we would love to show you why?
let's chat and we can show you how we are different.
George Sawiris AFAMI
Recommended: Do IT.
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