I ask raters who are giving feedback for a colleague’s 360 — “Is (colleague) a leader, manager, or sole contributor?” Some people know the answer immediately. Others are not sure, while many have not given it much thought and look to me for the answer.
Recently, a very intelligent, highly successful businessperson, whom I was sharing their 360 feedback with, asked, “What is the difference between a leader and a manger?” He questioned if there was a difference and asked if they were interchangeable titles. What do you think?
A person can be both a leader and a manager, but that is rare, though highly desirable, in the world of work.
Managers
Managers oversee the planning, execution, and completion of projects, initiatives, and the day-to-day operations of an area or specialty.Generally, they have a team of people who work with and for them. Managers make things happen and are an essential part of any organization.
Speaking with MBTI terms, managers tend to have Sensing/Judgement facets — present tense, here and now, fact driven, practical, systematic, planning, and prepared, and tactical in thought and action.
Highly competent managers excel at setting and reaching goals and objectives, timelines, juggling multiple aspects of a project, achieving high productivity, and communicating in detail to all who need to know. They manage people with the overall goal in mind. They are often specialists who know what is going on in the trenches and occasionally work there. The competent manager is fair and positive seeing people as important players in any program. Their work is critical to any organization. Without them, nothing happens or comes to completion, budgets are overspent, and timelines are ignored or violated.
Highly competent managers who remain at the manager level are great for organizations. However, it can be a hurdle for the manager’s career, especially if they are exceptional with aspirations and ambition. Their rise is stalled at their current level because they are seen as too valuable and irreplaceable where they are, so they remain at the manager level.
What can you do if you are a stuck manager? Increase your strategic knowledge and skills. Learn, and demonstrate, emotional intelligence. Grow an internal and external network. Find a mentor and an advocate. Take on projects that highlight your leadership skills. Grow and position your successor. Let Senior executives know what you want and assure them you are ready for the next level.
Leaders
Leaders are strategic and big picture focused. They look to the future for opportunities and trends. They see errors in logic and easily spot inconsistencies and risks. Some are naturals while others have had to hone their leadership skills. With employees they are compelling influencers and many times admired individuals.
Leaders attract and retain topnotch people because others want to be around them. They show high emotional intelligence in addition to high IQs. Great leaders get the best from people because they see potential in individuals not always recognized by others. People trust and follow them, wanting to learn. They communicate in a way that people are eager to listen. Yet, an excellent leader generally listens more than they speak. High quality leaders know less about the day-to-day operations and can be blind to lesser problems.
In MBTI speak they are the Intuitive/Perceptive Types — future-driven, comfortable with the abstract, see options others don’t. Most are risk takers. While they may be highly trained, skilled, and experienced in a specific category, they can take their many attributes to new areas and challenges because their leadership skills are highly transferrable. They are woefully missing in most workplaces.
Want to be a leader? Make sure your skills are deep and current. Always be in a learning mode. Continuously grow your emotional intelligence, particularly when it comes to assessing your behavior and understanding and reading the behaviors of others. Be trustworthy. Give credit to others rather than taking it for yourself. Mentor and advocate for people. Give back to those who are striving to succeed. Remain approachable. Remember people in the trenches know many categories better than you and are willing to share their thoughts and ideas. Be humble. Share your enthusiasm. Address your biases and do something about them. Make a difference.
Whether you are a manager or a leader (or some combination of the two) you have responsibility to continue to build yourself and help others. There is great satisfaction in being the leader, manager, example, mentor, and/or advocate. It takes commitment and desire to do it.
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