Leadership vs. Management

Week 2

Basic Leadership Skills

Integrity

Vision

Communication

Developing People

Developing People

Encourage, helping, coaching, and/or mentoring people to stretch and grow their capabilities beyond their current status.

• People follow you because of what you do for them.

Communication

a. Consummate leaders need to know:
i. How to share as well as seek information, what to communicate to whom and when, how to choose the appropriate medium of communication, how to communicate with large and small groups, when not to communicate
b. Do you listen more than you speak?
c. Do you communicate in person as well as with words?
d. How do you handle confidential information or bad news?

Vision

a. Sees the future of where things need to be and
i. Attracts commitment and energizes people, creates meaning in followers lives, establishes a standard of excellence, bridges the present to the future, transcends the status quo
b. Communicates effectively to paint the picture and inspire others towards
the future state that you perceive

Integrity

a. Principled, honest, treats others as they wish to be treated, passionate
about beliefs, preserves when the going gets tough, alignment between
actions and words

Management Defined

The organization of processes and people to achieve a desired result

6 Management Styles

Based on Goleman’s study of 3,000 mid-level managers

1. Directive

2. Authoritative

3. Affiliative

4. Participative

5. Pacesetting

6. Coaching

Characteristics of Great Managers

Create superior dynamics where teams:

• achieve great results because of team member’s trust

• work seamlessly with one another

• excellent decision makers

• Hold one another accountable for making things happen

Basic Management Skills

1. Plan

2. Organize

3. Direct

4. Monitor

4. Monitor

Checking on the project on a regular basis via systematic review of each step is important because issues arise. This is where you are able to determine whether you could operate on your optimal plan to over-deliver or engage alternative options when problems arise.
• Tracking
• Troubleshooting
• Tweaking
• Motivating
• Encouraging

3 Direct

Once the planning and organization is completed and the project begins, the role of the manager turns to orchestrating flawless execution by and of:
• People
• Systems
• Timing

2. Organize

Where the rubber hits the road and all the plans in the world are ineffective
without organized and synchronized execution
• Are the right people involved and do they understand their roles?
• Are the right tools and processes in place?
• Is timing coordinated?
• What happens when the talk is accomplished? Is there a hand-off?

1. Plan

• What is the SMART goal?
• What is the desired result?
• What is the complexity and what are the options?
• What will it take to achieve success?

Leadership Vs. Management

Create the vision → execute the vision

Transformational → transactional

LT → ST

Leadership without Management

Leaders sets a direction or vision that others follow, without considering too much how the new direction is going to be achieved.
• Other people then have to work hard in the trail making it work

Management without Leadershio

Manager controls resources to maintain the status quo or ensure things happen according to already-established plan(s).
• A referee manages a sports game, but does not usually provide “leadership” because there is no new change, no new direction—the referee is controlling resources to ensure that the laws of the game are followed

Leadership combined with management

Does both—they both set a new direction and manages the resources to achieve the goal/vision(s).
• Such as a newly elected President