LEADERS AND MANAGERS: ARE THEY DIFFERENT? A FOUR LENS PERSPECTIVE
PRESENTED BY NEW DELHI INSTITUTE OF MANAGEMENT
ARE THEY DIFFERENT?
LENS
RELATIONS
RISK
LEADERS AND MANAGERS:
SHAPE
TIME
LEADERS AND MANAGERS: Leaders live in the future, managers live in the here and now, imitate the past • The manager has a short-range view; the leader has a long-range perspective The leader will challenge the “system,” do things differently and have the courage to think outside the box Leaders create a vision for the future – must “see” a new place, time or possibilities • Leaders use their Peripheral vision; paying attention to what’s happening at the edges. Always scanning up, down, sideways, even behind - connecting seemingly disconnected dots. Managers deliver on the vision
ARE THEY DIFFERENT? Leaders venture out into unknown, managers seek the “tried and true” Leaders set direction, managers follow direction • Managers explain “what we have to do.” Leaders explain “where we are going.” • The manager asks how and when; the leader asks what and why. • Leaders think “what if”, managers think “how” Leaders look for possibilities, managers calculate probabilities
• The manager will execute the Vision: break it down into a roadmap - the day-to-day work efforts and the resources needed.
“A leader is one who sees more than others see, who sees farther than others see and who sees before others do” - Eims 0 2
A CRITICAL DISTINCTION:
VISIONING
Leaders have a unique ability to rally employees around a vision. Because their belief in the vision is so strong, employees will naturally want to follow them. Leaders also tend to be willing to take risks in pursuit of the vision. Managers, on the other hand, are more adept at executing the vision in a very systemic way and directing employees on how to do so. They can see all of the intricate moving parts and understand how to make them harmonize. Managers are usually very risk-adverse. Kurt Richardson, Founder of Otter =Box These are people who have the ability to “see around corners,” (GE’s CEO Jeff Immelt). Those who can keep maximum perspective even while engaged in day to day pursuits.
Leaders and Managers working together….. Create a compelling Vision, communicate it to create deep and broad buy-in, execute to meet the expected outcomes.
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LEADERS AND MANAGERS:
ARE THEY DIFFERENT?
Leaders are risk takers, managers are risk controllers Leaders accept failure as a necessary element of “outsight,” managers see failure singularly Leaders are agents of change, managers control change Leader’s goals come from dreams, manager’s from necessity Leaders will seek the unknown, managers will seek the practical “It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle than to initiate a new order of things” - Machiavelli
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LEADERS AND MANAGERS:
ARE THEY DIFFERENT?
Leaders inspire the heart, soul and mind, managers the hands and wallets Leaders energize by appealing to emotions, managers energize by position and command Leaders align people, managers direct people Leaders show people the possible, managers show people the practical Leaders inspire, managers control
“Leadership is about tapping the wellsprings of human motivation� - Kouzes and Posner
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LEADERS AND MANAGERS:
ARE THEY DIFFERENT?
Leaders see the abstract, managers see “linearly” Leaders need “kaleidoscope” thinking, managers eliminate “color” Leaders embrace ambiguity, managers seek consistency and order Leaders thrive on change, managers see change as anathema Leaders appreciate paradox, managers appreciate orderliness
“To imagine possibilities outside of conventional categories, to envision actions that cross traditional boundaries, to anticipate repercussions and take advantage of inter-dependencies, to make new connections or invent new combination” - Kantor
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LEADERS AND MANAGERS:
ARE THEY DIFFERENT?
“Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.” - Kotter “Leadership compliments management, it does not replace it. Strong leadership with weak management is no better and sometimes worse than the reverse.” - Kotter “Leadership makes sure the ladders we are climbing are leaning against the right wall; management makes sure we are climbing the ladders in the most efficient ways possible.” - Covey
“Leadership focuses on the doing the right things, management focuses on doing things right.” - Covey
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PREDOMINANT ORIENTATIONS LEADERS
MANAGERS
• Leaders have followers
• Managers have subordinates
• Leadership orientation: Relations
• Management orientation: Tasks
TWO SIDES OF THE SAME COINS
Often Management is presented as inferior or subordinate There is clear overlap and shared competencies • Gray distinctions at times There is a need for both Too much of either can create unintended consequences • The needs may not be equal at times, situational imperatives create need/demand Can someone be equally adept at both? Examples?
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MANAGER TO LEADER: THE TRANSITION
Managers must learn to move from:
7 “SEVEN SEISMIC SHIFTS.”
Specialist to generalist Analyst to integrator Tactician to strategist Bricklayer to architect
Problem solver to agenda setter Warrior to diplomat Supporting cast member to lead role
Michael Watkins (IMD) https://hbr.org/2012/06/how-managersbecome-leaders
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WE NEED BOTH “Often in making the distinction, Management is characterized as less important, or somehow inferior to leadership. For some strange reason leaders are seen as the good guys, managers the bad guys.” Mitch McCrimmon
“Both leadership and management are functions but only management is a role. One is appointed to a managerial position, but anyone can show leadership regardless of whether they are managers or not.” “Inspired leaders are not necessarily good organizers and excellent managers.” The most effective managers are also leaders, and the quality of leadership has become and increasingly important part of management ability. Modern managers are more like coaches, facilitators or catalysts than assembly-line controllers.
“Great leaders and great managers listen well, are curious, manage their self-talk, and hold themselves accountable for moving the business forward.” - Ericka Anderson, Proteus
DIFFERENT BUT NECESSARY “The manager is a copy; The leader is an original..” – Alan Murray
Creating value vs Counting value Circles of influence vs Circles of power Leading people vs Managing work
“Management is a career. Leadership is calling.” – Leslie Kossoff
Vineet Nayar HBR (2013)
“Management is about arranging and telling. Leadership is about nurturing and enhancing.” – Tom Peters
“Management is doing things right; Leadership is doing the right things.” – Peter Drucker
“Management is efficiency in climbing the ladder of success; Leadership determines whether the ladder is leaning against the right wall.” – Stephen Covey
WE NEED BOTH LEADER
MANAGER
Change
Transformatio nal
Stability
Transactional
Shapes Culture
Breaks Rules
Enacts Culture
Makes Rules
Vision
Uses Conflict
Objectives
Avoids Conflict
Sets Direction
Takes Risks
Plans Details
Minimizes Risks
Passion
Control
LEVERAGE AND BALANCE
“The real challenge is to combine strong leadership and strong management and use each to balance each other.” – John Kotter