Are You Really A Leader - Or Merely A Manager?

"There is a difference between leadership and management. Leadership is of the spirit management is of the mind. Managers are necessary, but leaders are essential. We must find managers who are not only skilled organisers, but inspired and inspiring leaders" Field Marshall Slim

Here then, are the qualities of a true leader:

- Leaders have a clear vision of what they are working towards. They don’t keep their vision a secret - they communicate it to their people.

- Leaders are consistent. They keep their principles and values at all times.

- Leaders can and will do what they expect of others. They are prepared to walk the talk.

- Leaders are not threatened by competence. They enjoy promoting people and are quick to give credit to those who have earned it.

- Leaders enjoy developing their people into leaders, not followers. They train people to take on more challenging tasks and responsibilities. They develop peoples confidence.

- Leaders don’t betray trust. They can treat confidential information professionally.

- Leaders are concerned about getting things done. They don’t get embroiled in political infighting, gossip and backstabbing. They encourage those around them to do likewise.

- Leaders confront issues as they arise. They do not procrastinate. If something needs fixing, they do it right away, even if it is uncomfortable. The longer things are left, the more difficult they become.

- Leaders let people know how they are doing. They reward and recognise performance that is above expectations and they help people identify ways of improving poor performance.

- Leaders are flexible. They welcome change. They do not stick to an old position simply because it is more comfortable.

- Leaders are adaptable. They see change as an opportunity rather than a threat.

- Leaders are human. They make mistakes. When they do so, they readily admit it.

- Leaders reflect on and learn from their mistakes. They see errors as a chance to improve their skills.

- Leaders enjoy challenge. They are prepared to take risks and encourage others to do likewise. If they fail, they treat the exercise as a learning experience.

- Leaders focus on the future, not the past. They anticipate trends and prepare for them. They develop a vision for their team and communicate it to them.

- Leaders are open to new ideas. They demonstrate their receptiveness by supporting change.

- Leaders treat staff as individuals. They give closer attention to those that need it and lots of space to those that deserve it.

- Leaders encourage and reward co-operation within and between teams.

Team Leadership:

- Leaders develop guidelines with their team. They constantly enlarge the guidelines as the team becomes willing to accept more responsibility.

- Leaders change their role according to the demands of the team. For example, they become more of a coach or facilitator.

- Leaders listen to their team members.

- Leaders involve people in finding new ways to achieve agreed-upon goals.

- Leaders create the opportunity for group participation and recognise that only team members can make the choice to participate.

Summary: Characteristics of Management
Not Emotional
Tells
Talks
Expects Less
Trusts Difficult
Calming
Knows the Answers
Tells How
Directs
Has Subordinates
Sees Details
Systems Centred
How and Why
Maintains
Controls
Stands Apart
Goals/Plans

Characteristics of Leadership:

Passionate Visionary
Asks
Listens
Encourages More
Trusts Easy
Enthusiastic
Open To Suggestions
Shares Why
Points the Way
Has Followers
Sees Overall View
People Centred
What and Why
Originates
Inspires
Seeks Company
Identity/Values

Managers - Doing the Job Right.

Good Soldier
Eyes on Bottom Line
Aims for Security
Structured
Accepts the Status Quo

Leaders - Doing the Right Job.

Own Person
Eyes on Horizon
Enjoys Change
Flexible
Challenges the Status Quo

Without managers the visions of leaders remain dreams. Leaders need managers to convert visions into realities. For continuous success, organisations need both managers and leaders; however, as most seem to be over-managed and under-led, they need to find ways of having both at the same time. Perhaps the best way to handle this paradox is for managers to aim to be managers when viewed from above, leaders when viewed from below and to remember that the need for leadership grows as we move up the organisation. This is only one of the challenges that can make working life fun

The moral right of the author, Jonathan Farrington, has been asserted.All rights reserved.This publication or any part thereof may not be reproduced or transmitted in any form or by any means electronic or mechanical including photocopying, recording, storage in an information retrieval system or otherwise, unless this notification of copyright is retained.

Jonathan Farrington is the Managing Partner of The jfa Group jf-assocs.

Since forming jfa in 1995 he has authored in excess of three hundred skills development programmes, including the Strategic Workshops series, Channel Programme and the Vanguard suite In addition, he has designed a range of unique and innovative process tools – Optimus+ and ASP Profile and written extensively on organisational and sales team development. To find out more about the author or subscribe to his newsletter visit: www.jonathanfarrington.com