This table contains some key distinctions between
high-performance leadership versus management
If you want to be known as the 'rockstars' of your industry the leadership versus management debate is one you want to study.
Life is rapidly changing and so too the way you influence people must be able to shift rapidly to meet the new requirements.
To get a sense of how much change is in store for us, consider how different life was in 1982, only a few decades ago.
Reagan was President in the US. The Berlin Wall was still up, and the Cold War was still waging. The Falklands War was being fought.
Joe Cocker and Jennifer Warnes were singing "Up there Where We Belong", while Michael Jackson released Thriller. It was the start of a worldwide recession. Prince William was born. The Commonwealth Games were held in Brisbane. Tootsie & Ghandi were on at the movies. M.A.S.H was still on t.v. We'd never heard of test-tube babies or Friends, the Internet or iPads!
The El Nino of 1982 was the most severe in the 20th century. The Sydney Harbor Bridge celebrated its 50th birthday by allowing 500,000 people to walk across her. The Twin Towers stood tall on the New York skyline.
And, at work ...
So, what do the next 10, 15, 20 years old?
One thing is for sure the way you are managing and leading today is going to be different. Unquestionably, if you don't keep up you will be left behind - or worse yet become extinct like the typewriter!
Today leaders are expected to:
To do this and more, you may need to make some shifts. The table below lists some key distinctions between leadership versus management. Pick one or two and focus on improving your skills in that area.
For example, many leaders, when they first come into coaching with me, are running on crisis problem-solving and very caught up in the day-to-day.
Through coaching, they get better at being problem anticipators and solutions finders. They are able to shift their focus to being more strategic about where they are leading their business unit too. Changing their focus has seen many of these leaders get promotions, and all of them feeling like they are more in control of their work life.
Old Way = Low Performance
New Way = High Performance
Maintaining status quo
Leading the charge for continuous improvement
A business focused on current conditions
A business designed for the long-term
Dumping change on people
Like it or lump it
Together we can make this transition easier and quicker
Tolerating low performance
I don't want the hassle of dealing with you
The better leader I am the better you will be
One Management Style fits all
Flexible leadership style
My way or the highway
Avoiding staff problems
On-time feedback about performance
Maybe it will go away
Patronizing, Critical, Gossiping
I am your judge
Solving problems - but often in crisis state
Busy, busy, busy
Focussing on weaknesses
You have to fit your job
Asking a person to improve/change
Seeing the greatness in a person and asking them to step up to their potential
You aren't good enough
Providing reasons, seeking debate and input, responding to feedback
"I'm watching you"
"Do you have all the resources you need?"
Distrusting Boss resulting in 'employee mindset'
"It's your job, so get on with it"
"Tell me how I can help you succeed"
Source of recognition and approval
Source of endorsement and challenge
People needing your approval
Fear based environment
Safe, love based environment
"I can't, in case I get in trouble"
Creating push environment
Creating a pull environment
Employees avoiding responsibility
Focusing on the past
Perfecting the present
Focused on fear
Working in the business
Working on the business
Focused on today
Reacting to senior management
I have little/no control
Giving in to failure, disappointment
Resiliently creating new opportunities, where none seem to exist
Pretending to care about people
Deeply caring about people
Manage by rules
Decisions made on history
Motivate through competition
Motivate through co-operation
Content with static skills
Creates the space for personal growth and development
Focus on short-term results
Focus on immediate and big picture
Keeping head above water
Systems that create people who know how to perform tasks
Creating systems that enable people to handle information and knowledge
I'm doing my job
Wanting people to rely on you for answers
Expecting people to be their own solution centre
Doing it by yourself
Understanding the importance of having someone coach you to a higher level of performance
If you genuinely want to be a high-performance relevant leader, in this volatile and rapidly changing world then start putting yourself at the leading edge. Become a member of the 'Make A Dent Club' where you get access to the resources you need to be at your best and bring out the best in others. Join today.
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