Join Britt Andreatta for an in-depth discussion in this video Knowing when you're managing and when you're leading, part of Management Foundations (2013).
Throughout your day, you're probably going back and forth between managing and leading. In today's modern organizations, leadership and management are closely intertwined because almost all people who manage others and projects or functions also have to provide leadership to their people in the organization. Let's explore the important distinctions between them. The primary goal of leadership is to produce change and growth. The work of a leader is to envision a better tomorrow, and design the change that will get the organization from here to there.
The primary goal of management is to produce order and consistency. The work of a manager is to create a stable work environment that's clear and consistent so that employees can be as productive as possible. Needless to say, there's some natural tensions between management and leadership. Think about your day-to-day work over the past two weeks and identify when you're managing and when you're leading. Here are some key things to look for. 1. The first distinction is about approach. Managing is tactical and hands-on, while leading is strategic and visionary.
This is because the time frame is different. 2. Managing occurs in the here and now. You're looking at the short-term and mid-range goals that ensure success of the organization today. Contrast that with leading, where the focus in on the future and setting strategy and change to create the organization of tomorrow. 3. Another difference is that the focus shifts. For management, the focus is narrow and internal whereas the leader's view is broad and external, including other functions, industry, market, and national and global affairs.
As an example, let's look at Adriana, who works for The Landen Hotel Company. Landen hotels can be found in 20 countries and 400 cities. Adriana is the Events Manager at a large property in Quito, the capital of Ecuador. She's one of 12 department directors, each of whom report to the hotel manager and have direct reports of their own. Adriana manages a team of four people, and they interface with several departments from facilities to the kitchen. Adriana is managing when she runs department meetings discussing upcoming events.
She's leading when she identifies that many companies now have remote employees, and she proposes new models for hosting conferences that'll allow for remote access. 4. Managing relies on current resources and structures, while leading designs new ones for the future. Adriana is using her managing skills when she conducts a performance review for an employee using the current system. She's leading, when after learning more about what drives employee engagement, she proposes that the company's performance management system change from target-based to competency-based measures.
5. For managing the task goals are directing the daily work of employees to achieve currently identified goals, whereas leading requires planning for the future, setting a long-term vision and strategy to bring about the change. Adriana is managing when she implements a new online event management system and provides training on how to use it. She's leading when she creates an innovative internship program with a local culinary school to cultivate the best students as future employees and caterers. Finally, number six.
The people skills differ as well. Both managing and leading rely on emotional intelligence, but managing is more tactical, like conducting one-on-one meetings, delegating tasks, and coaching employees to improve performance. Leading is about building the culture to maximize engagement, inspiring various stakeholders with a compelling vision, fostering collaboration, and cultivating the next generation of leaders. All of this is in service to achieving the future potential of the organization by maximizing the most important asset, its talented people.
Adriana is managing when she delegates various events to her team, rotating roles to build their skills. She's leading when she identifies some high potential employees and creates a cross functional team to assess industry trends and innovate new models. Using the hand out in the exercise files, reflect on your own work, and estimate the percentage of time you spend managing and leading.
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- Choosing a management style
- Hiring employees
- Coaching employees
- Managing team performance
- Establishing trust
- Motivating and engaging others
- Delegating responsibilities
- Avoiding micromanagement
- Managing remote employees
- Knowing HR regulations<br><br>
- The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.