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What is management without leadership? It is “bureaucracy without passion” and “rarely excels, nor do people like working in it,” says Joshua Spodek, author of ‘Leadership Step by Step’. While management is an important skill, leadership is something that most managers lack. Do the above traits sound familiar? The terms “leader” and “manager” are often used interchangeably but many can attest that being a manager doesn’t necessarily equate to having good leadership. So, what’s the difference between a leader and a manager?
One thing that most managers fail at is the ability to take a walk in the shoes of another to understand different perspectives – be it seeing the world through their customers, employees or even their bosses. Forbes highlights seven crucial skills that make a great leader, with perspective-taking as the very first point.
Instead of simply mechanically delegating tasks according to any available resources, leaders should see employees not simply as manpower needs but instead as unique strengths, utilising their different skill sets depending on the situation to do things well and more efficiently.
Forbes posits how managers come from a “command-and-control perspective”, which involves telling others what to do and how it should be done. In such cases, managers often use fear and authority as their main form of “leadership”. Offices are places where people spend most of their time at and if these environments are toxic and unhealthy, you can expect that nobody would be wanting to stick around for long.
Besides contributing to low employee retention, managerial fear also sucks vision, creativity, collaboration and profitability from organisations. Managers who are not leaders ultimately don’t contribute to growth because staff are stifled – constantly “bred” to do things the “right way” instead of being nurtured and allowed the freedom for the expression of other creative ideas and methods.
A leader, however, embraces different opinions and perspectives on top of giving their employees a voice for feedback and critique. They encourage collaboration and thinking outside the box, which are integral elements of innovation. Managers are good at running the day-to-day operations but leadership needs to go beyond that to inspire and motivate. This “move from manager to leader” can only happen with a change of heart and mindset. Being a leader involves more than getting things done – it is actively searching for how things can be done better and how the organisation can benefit in the long run.
Another common management flaw is poor communication. Managers merely communicate via meetings and email delegation. Leaders delve deeper by wanting to get to know their subordinates better; in other words, leaders make time to speak in a way that will genuinely create impact and change. Communication is a two-way street and the only way to get better at it is to effective practice it and constantly be mindful. While getting stuff done is important, the way that managers communicate and how he or she spends time communicating with their subordinates truly makes a world of difference.
Thinking of transforming yourself from becoming an executive to a motivator? Here are some pointers to get you started on becoming a better leader.
People make or break an organisation. To become a better manager with greater leadership skills, you should get to know your subordinates better and how they are coping at work. Beyond that, it is important to apply what you learn in how you delegate tasks and consider different viewpoints before making important business decisions that will affect everyone in the team. Getting to know them also means engaging in deeper conversations beyond just small talk!
Try to be a better communicator instead of a task-enforcer. Fear is a powerful yet negative motivator. Instead, use your influence to eliminate doubt; by providing validation and commendation, you can build self-esteem and respect, giving them an uplifting boost at work towards creativity and productivity.
To combat micromanaging, understand that it is important to become more forward-thinking and strategic instead of solely focusing on how tasks are executed. Harvard Business Review identifies the spirit of the company as a “function of its collective commitment to success”. Think about the organisation’s long-term goals and share them with your employees so everyone can get on the same page. Don’t forget to promote ideas and active participation that contribute towards reaching this goal; success is a team effort led by a common vision of innovation and cooperation.
Last but not least, it is crucial to constantly do a self-check and reflect on your own actions and decisions. By taking some time out each day to review your actions and words, the habit of self-reflection will eventually enable managers to transform into better leaders. Being a good leader involves being aware of how much power you have. Use it to build instead of break!
Managers should all be good leaders as this not only earns you respect and trust, but also generates motivation and growth. This coming 2019, remember that your role is to inspire and nurture. With these tips in mind, start implementing small changes and watch your organisation soar to greater heights!
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