Leadership and Management: When to Lead and When to Manage

Leadership and Management are like pedals on a bicycle

They work in tandem to build

momentum

And like pedals, they take turns

being the primary driving

force . . .

. . . since some situations call for greater emphasis on leadership . . .

. . . and others demand greater

emphasis on management

So how do you know when to

lead?

And how do you know when to

manage?

The key is to recognize how

management and leadership differ

The mandate for management is to

maintain policies,

processes, and procedures to

achieve defined objectives

The mandate for leadership

is to pull people together and move them

toward a desired future

This core focus on people sets

leadership apart from management

For while we speak of both

managing people and leading people . . .

. . . we also speak of managing budgets and

managing payrolls

But we would never speak of

leading a budget or leading a

payroll

We only lead people

Leadership is inherently and

uniquely people-centric

Management, by contrast, is commonly task-centric . . .

. . . especially when its primary purpose is to manage assets,

functions, or activities

Management is the process of

acquiring, allocating, and

deploying resources . . .

. . . to assure the sustained

success of an endeavor

You are functioning as a manager when you are . . .

monitoring goals, processes,

and performance

You are functioning as a manager when you are . . .

setting budgets and tracking

them

You are functioning as a manager when you are . . .

restructuring your team or organization

You are functioning as a manager when you are . . .

eliminating inefficiency and

duplicated effort

You are functioning as a manager when you are . . .

enhancing workflow

You are functioning as a manager when you are . . .

controlling expenses or

cutting costs

You are functioning as a manager when you are . . .

maintaining inventories and

procuring resources

You are functioning as a manager when you are . . .

simplifying or streamlining

the way decisions are

made

You are functioning as a manager when you are . . .

enforcing policies,

standards, and work rules

You are functioning as a manager when you are . . .

resolving personnel issues

You are functioning as a manager when you are . . .

assigning tasks and priorities

You are functioning as a manager when you are . . .

solving production problems

You are functioning as a manager when you are . . .

improving follow-through,

quality, and execution

You are functioning as a manager when you are . . .

Leadership, by comparison, deals with issues which define who we are

and where we are going

We can think of leadership as the

art of rallying people around a

shared purpose . . .

. . . then motivating them and mobilizing

them to achieve it

You are functioning as a leader when you are . . .

promoting corporate values

You are functioning as a leader when you are . . .

casting long-term vision and uniting people

around it

You are functioning as a leader when you are . . .

maintaining complete focus on the mission

You are functioning as a leader when you are . . .

setting and clarifying strategy

You are functioning as a leader when you are . . .

building morale and a sense of

team

You are functioning as a leader when you are . . .

inspiring people and engaging

them more fully

You are functioning as a leader when you are . . .

developing bench strength and preparing

people for succession

You are functioning as a leader when you are . . .

creating deeper trust across the

corporate culture

You are functioning as a leader when you are . . .

building organizational resilience and survivability

You are functioning as a leader when you are . . .

recalibrating to change in your

industry, supply chain, or

marketplace

You are functioning as a leader when you are . . .

promoting and encouraging innovation

You are functioning as a leader when you are . . .

positioning the organization to

be more competitive

You are functioning as a leader when you are . . .

repairing a damaged brand

or reputation

You are functioning as a leader when you are . . .

resolving cultural conflict

in the wake of mergers,

acquisitions, or restructure

You are functioning as a leader when you are . . .

Every organization needs both good leadership and good management

If either leadership or management is

weak . . .

. . . it’s like trying to ride a bicycle with a missing

pedal

It’s never too early to start

building stronger leadership and management

teams

when to lead

when to manage

and the difference between them

And the place to start is by helping them understand . . .

An ideal theme for • keynotes • breakout sessions • group training

I’ve shared this message with scores of companies and associations. Let

me share it with yours.

Dr. Mike Armour Strategic Leadership

Development International, Inc. Dallas, TX

www.LeaderPerfect.com

Copyright 2014. All rights reserved.

Strategic Leadership Development International, Inc.

Dallas, TX

www.LeaderPerfect.com

Copyright 2014

You are free to reproduce this presentation or post it online unedited and with this copyright

notice attached.

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