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The terms “management” and “leadership” are often interchanged. In fact,many people view them as basically the same thing. Yet management is asdistinct from leadership as day is from night. Both are necessary for a high-

performance organization. By contrasting them and understanding their differ-ences, we can better balance and improve these essential roles.

One key distinction between management and leadership is that we managethings and lead people. Things include physical assets, processes, and systems.

People include customers, external part-ners, and people throughout our team ororganization (or “internal partners”).When dealing with things, we talk abouta way of doing. In the people realm,we’re talking about a way of being.

In The Clemmer Group’s consultingand training work we often add a thirdelement – technology – to managementand leadership to form what we call a“Performance Triangle.” This adds anoth-

er dimension to the question, “how should the organization’s focus be allocated toeach area?” While apparently simple, the question is often a very difficult one toanswer, since there is no universal formula that applies to all organizations. Someneed more technical skills or better technologies. Others need the discipline of bet-ter systems and processes. Most need a lot more leadership.

The triangle depicts the balance between the three critical success factors. Imag-ine a pendulum swinging in the center of the triangle. It’s very difficult to keep thependulum in a state of equilibrium. In some cases, organizations may need toswing the pendulum in one direction because that’s where it’s weakest. For exam-ple, entrepreneurial start-up companies often have strong vision, passion, andenergy (leadership) and may also have good technological or technical skills. But

28 l exchangemagazine.com l MARCH/APRIL 2007

Managing Things andLeading PeopleAttaining a balanced performance triangle

BY J IM CLEMMER

PRACTICAL LEADERSHIP their lack of systems and processes orpoor management discipline leads to alot of errors, poor service/quality, andfrustration for customers and people inthe organization.

The most common weakness, how-ever, is in leadership. The triangleillustrates that a well-balanced organi-zation has leadership at the base. Thisallows management and technology toserve rather than enslave producers,

servers, and customers.Another complicating factor is that

needs are easily misidentified. Forexample, we have found that mostorganizations have communicationproblems of one kind or another. Oftenthese are seen as leadership issues.Many times they are. But just as oftenthe roots of the problem are inter-twined with poor processes, systems,

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Unfortunately, many

people in so-called

leadership positions

aren’t leaders.

exchangemarapr07_pgs22-37:exchangesept06_pgs22-48 2/2/07 1:12 PM Page 28

MARCH/APRIL 2007 l exchangemagazine.com l 29

or structure – all of which are manage-ment issues.

While it is important to recognizethe differences between leadershipand management, it is also importantto appreciate that the two have com-plementary strengths, as well.Trying torun an organization or lead a teamwith only leadership or management is

like trying to cut a page with half a pairof scissors. Leadership and manage-ment are a matched set; both areneeded to be effective.

Systems and processes (manage-ment) for example, are critical to suc-cess. You and your organization canbe using the latest technologies and behighly focused on customers and thoseserving them (leadership), but if themethods and approaches you’re usingto structure and organize your work isweak, your performance will sufferbadly. People in your organization canbe “empowered”, energized, andenlightened; but if your systems,

processes, and technologies don’tenable them to perform well, theywon’t. Developing the discipline andusing the most effective tools andtechniques of personal and organiza-tion systems and processes is a criticalelement of high performance.

As the push toward teams, “engage-ment”, and participation intensifies,many more daily management tasksmust move to the front lines wherethey belong. So leadership becomeseven more critical. Unfortunately,many people in so-called leadershippositions aren’t leaders. They’re man-agers, bureaucrats, technocrats, boss-es, administrators, department heads,or even “snoopervisors.”

Do you like to be managed or led?You’re not alone. Very few peoplewant to work for a manager. Most ofus would much rather be led by aleader. To manage is to control, han-dle, or manipulate. To lead is to guide,influence, or persuade. You managethings – systems, processes, and tech-nology. You lead people. The roots ofthe rampant morale, energy, and per-formance problems found in manyorganizations are managers who treatpeople as “human resources” (anotherset of assets with skin wrapped aroundthem) to be managed. If you want tomanage someone, manage yourself.Once you master that, you’ll be a muchmore effective leader of others.

The roots of the rampant

morale, energy, and

performance problems ...

are managers who

treat people as

“human resources”.

LeadershipPeopleFeelingsEmotionalHeartPersuasion powerCommitmentPossibility thinkingProactiveDoing the right thingsValuesVisionStoke the fire within peopleVerbal communicationsInnovation

COMPLEMENTARY STRENGTHS:Management

ProcessesFacts

IntellectualHead

Position powerControl

Problem solvingReactive

Doing things rightRulesGoals

Light a fire under peopleWritten communications

Standardization



In our cities and our communities, it looks as if the very shape of the Region ischanging before our eyes. There are new university campuses and schoolswhere there were once factories, loft condos where there were assembly lines,

research and business parks where there were cornfields, big box stores wherethere were farms, and more and morehouses in larger and larger residentialsubdivisions everywhere. Malls areexpanding, businesses are growing, andmore people are coming here to make abetter life for themselves than everbefore.

Attracted by the emerging opportuni-ties within the Region, the people cominginto the community may, themselves,ultimately be a more substantial force forchange than any other changes happening to our institutions, governments, busi-nesses or in the changing landscape and fabric of our cities. The many differentfaces from around the world that can now be seen on our city streets will pro-foundly change the face of Waterloo Region in the foreseeable future. The questionfor us as a community is whether or not we will embrace this opportunity to wel-come and accept these new faces, and invite them to really be part of this commu-nity to help build and evolve a more culturally diverse, vibrant, prosperous andglobal Region; or, will we ignore these newcomers and the emerging issues andopportunities that they bring with them by continuing with business as usual –arguing over the same old arguments and debates that the Region has always hadsince its inception.

Based on data collected from the last census, regional and national studies onimmigration are painting a remarkable picture. Waterloo Region is now the fourthlargest centre of immigration in Canada. Currently one in five residents of Water-loo Region were born outside Canada, and this number will become one in three

within the next 25 years. In the future,90% of Canada’s population growthand 100% of its labour market growthwill come from immigration. India,Romania and China have consistentlybeen the country of origin for most ofthe immigrants to the Region in thelast seven years.

With the regional municipality’sown planning projections predictingthat Waterloo Region will grow from500,000 to almost 750,000 peoplewithin a generation, practically all ofthat projected population growth willbe due to the arrival of newcomers.This will almost certainly affect everyaspect of how we will work, live, andenjoy life in the Waterloo Region oftomorrow.

We cannot predict what thatRegion of tomorrow will actually looklike, or foresee what the central issueswill be. However, if we look at theissues emerging today, the seeds ofthe major challenges and opportuni-ties facing newcomers to the commu-nity are already being sown and tak-ing root. Finding good employment,getting qualifications and credentialsfor foreign-trained professionals,adapting and adjusting to new cultur-al values and social norms, dealingwith generation gaps between firstgeneration immigrants and their chil-dren, living in decent housing andgood neighbourhoods, getting properhealth care, attending better schools,getting a good education for theirkids, taking care of aging parents,integrating with the community – inshort, many of the issues that areimportant to newcomers are the same

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issues important to everyone who haslived here their entire lives.

Within our community, there arealready many great organizations andsupport groups working to welcomeand help newcomers and immigrantsto the Region. The New Canadian Pro-gram, KW YMCA’s Cross Cultural &Community Services, The KW Multi-cultural Centre, Waterloo RegionImmigrant Employment Network, TheMennonite Coalition for Refugee Sup-port, to name just a few, are all doingtheir best to help newcomers findwork, settle in and make the transitionto life in Waterloo. But while theseorganizations are doing exceptionalwork, there needs to be a much morefundamental repositioning of how weview and treat newcomers.

It is not enough to see them only asanother issue to be dealt with, or acause to champion, or a special inter-est group whose opinions need to beheard, or a charity that needs somehelp. We can’t single them out, sepa-rate them into distinct neighbourhoodsand let them host parties and festivals,so that we can pat ourselves on ourbacks and feel good about our toler-ance and our appreciation for “culturaldiversity”.

We need to see that a newcomer’sability to succeed in our community isa chance for us to succeed as a com-munity as a whole. The future successof our local institutions and enterpris-es will depend on our Region’s abilityto succeed globally. Our local collegesand universities will need to attractmore international students andteachers. Our new centres of thinkingand research will need more interna-tional scientists and researchers. Ourlocal economy will need to attractgreater international investment. Ourlocal companies will need to developand succeed in emerging global mar-kets. In a way, Prime Minister Macken-zie King understood this 60 years ago,when in his speech about the newly MAILING MACHINES • COLOUR COPYING & PRINTING

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There needs to be a

much more fundamental

repositioning of

how we view and treat

newcomers.



proclaimed Canadian Citizenship Act,he declared: “As Canadians we have anational citizenship, a Commonwealthcitizenship and a world citizenship.Each carries with it a certain responsi-bility which it is our duty to recognizeand our privilege to assert.”

What is remarkable about thechanging face of Waterloo Region isthat as newcomers arrive and becomelocal residents, they give us an oppor-tunity to become truly global citizensin our very own global village. Wemust not see them as visitors or guestsneeding or deserving some kind ofspecial hospitality. Instead, we mustinvite them into our collective regionalhome and ask them to join our collec-tive family. We need to ask them tobring the richness of their variousbackgrounds and experiences to play arole and actively share in the responsi-bilities of taking on the challenges andopportunities for shaping and reshap-ing our Region so that they too willshare in the successes – and failures –of our community.

It is sharing in a sense of belongingthat American historian Robert A. Caroeloquently portrays when he says: “Yousay ‘what is a City?’ Well a city is manythings, but one of the things that a cityis, is a home to its people. If you thinkof the great cities of history, Athens isglory... Rome is grandeur, or power...Paris is culture. What is New York? NewYork is a home. New York’s great gift tothe world was that people from all overthe world could come here, they couldcreate their own communities, theirown neighbourhoods. So people felt asense of community, a sense of belong-ing, a sense of neighbourhood. That’sreally the basis of human endeavour; ifpeople feel as if they belong, they cango on to other things.”

We need to show that newcomersto our community are welcome tobelong here in Waterloo Region.Inshort, we need to welcome themHome.

We need to show that

newcomers to our

community are welcome

to belong here in

Waterloo Region.



Director recruitment is often event driven: the annual meeting is fastapproaching; there are vacancies on the board that need to be filled; quickconsideration is given to who can immediately be tapped into serving as a

Director or who owes the organization some sort of favour. It’s not surprising thatmany boards don’t feel they’re ideally equipped to fulfill their responsibilities.

The Canadian Coalition for Good Gov-ernance places great importance on howdirectors find their way to the board-room. In their highly regarded gover-nance guidelines, the Coalition notesthat the single most important corporategovernance requirement is the quality ofdirectors. By quality, the Coalition isspeaking to the integrity, competencies,capabilities and motivation board mem-bers need to carry out their duties.

Many boards’ efforts to recruit a strong board team are undermined by a gover-nance model that limits the ability of recruit board members in a strategic manner.Many constituent based boards, where various stakeholder groups have a right torepresentation, must compromise on their ability to recruit individuals with otherimportant attributes. Many governmental agencies rely on ministerial appoint-ments to populate their boards. Often, the end result is a group of directors whoseskills, experience and other attributes lack any sort of thoughtful and complemen-tary construct. However, many such boards fail to identify what opportunity mayexit to influence the director appointment process and so acquiesce (as boardsoften do on so many important matters).

Successful boards require a carefully considered mix of skills and experience, aswell as individuals with shared values who can support, contribute to, and comple-ment a productive Board/Staff dynamic. When viewed as a ‘board team’, it’simportant to have ‘bench strength’ and ‘position players’. This only results from adisciplined process to leverage opportunities to recruit new board players to reflectemerging issues and opportunities.

Boards need qualified individualswith sound judgment, senior level per-spectives, integrated thinking, deepfunctional or sectoral experience(accounting, legal, and other expert-ise), strategic competencies, and per-sonal qualities of honesty, integrityand commitment. Other considera-tions to take into account are boarddiversity as a means of reflecting themarketplace in which the organizationfunctions (gender, international, ethnicdiversity, etc.).

Working within whatever restric-tions may be required by such things

as the organization’s by-laws, boardsshould consider undertaking a four-step process to help ensure an optimalmix of skills and experience:• Step One – Required Skills and Com-

petencies: Consider what compe-tencies and skills relative to theorganization’s strategy the board, asa whole, should possess. In doingso, the board should recognize thatthe particular competencies andskills required are unique to thatorganization and are not necessari-ly the same as those required foranother.

• Step Two – Assess Skills and Compe-tencies of Existing Directors: Assess

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what competencies and skills eachcurrent director possesses. It isunlikely that any one director willhave all the competencies and skillsrequired by the Board. Instead, theboard should be considered as agroup, with each individual makinghis or her own contribution. Atten-tion should also be paid to the per-sonality and other qualities of eachdirector, as these may ultimatelydetermine the boardroom dynamic.

• Step Three — Identify Skill and Com-petency Gaps: Based on the assess-ment and existing skills and compe-tencies and the needs of the Boardgoing forward, identify those gapsthat exist.

• Step Four – Communicate Skills and

Competencies Needs: As part of thedirector search or nominationprocess, communicate those skillsand experience the board needs andrequest that those putting forwardprospective candidate names do sowith these needs in mind. An expla-nation should be provided on thenomination forms how the particu-lar candidate satisfies these needs.To further guard against falling into

the nominations timeline track, boardscan plan for ongoing director succes-sion by:• maintaining a ‘matrix’ of director tal-

ents and board requirements toidentify skill gaps on the board;

• building an ‘ever-green’ list ofprospective director candidates toensure outstanding candidates withthe needed talents can be identifiedto fill planned or unplanned vacan-cies; and,

• planning for director succession wellin advance to enrich and deepen thepool of potential candidates.It's very important to keep the per-

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The Hidden Cost of DenialWhy you need to plan for the future of your art and antiqueassets

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According to the Social Welfare Institute at Boston College, $41 trillion inassets will be passed intergenerationally by 2052. Based on a conservativeestimate of leading dealers, auction houses, and major trust companies, $4

to $6 trillion of this amount is projected to be in art and antique assets. Yet, despitethe vast amount of wealth in the area ofart and antiques, advisors rarely workwith their collector clients to create a dis-position plan for their collections, andgenerally these assets are glossed over inthe estate planning process.Failing to plan can end up costing your

heirs as much as 70% of the value of yourcollection at the time of your death ifitems are sold through traditional publicsales channels without the proper plan-

ning. Advisors have a fiduciary responsibility to protectand preserve the value of your assets. My prediction isthat it is just a matter of time before an advisor is calledon the carpet by an angry heir, who, if motivated andknowledgeable, is willing to sue based on the financialloss of the collection’s value.The failure of the advisory community to contemplate

arts and antiques assets is an odd phenomenon. I haveexamined the data intake questionnaires of several ofthe top estate planning law firms in the United Statesand, without exception, there has not been a line iteminquiring about art, antiques, or collectibles. Art andantiques assets are traditionally lumped into thetangible personal property line item on the intakequestionnaire.

The problem is exacerbated by thereluctance of collectors to discussthese assets with their advisors. Thishappens sometimes because the col-lector does not view herself as a col-lector – she thinks she has just accu-mulated “a bunch of stuff.” In other sit-uations the collector is reluctant to dis-cuss these assets because she prefersto keep them under the radar screen,because of “empty hook” estate plan-ning that has gone on in previous gen-erations.Most collectors, however, don’t view

their art and antiques as investmentsor assets that have long-term financialvalue. Most of us collect because we

love the piece, not because we’relooking at the future internal rate ofreturn or how much we’ll make at thetime of the sale. In fact, the very idea ofselling a piece in the collection at anytime during our lives is like asking tosell a child!At the very least, even though many

collectors don’t see the collection as aninvestment, they need to be aware of

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The Buzz on BuzzwordsLanguage should be alive but it should also be precise

BY PAUL KNOWLES

ON ASSIGNMENT

The guy was dead serious. He was announcing to a roomful of media typesthat a major project has been completed at the Florida hotel he represents. Ihad no problem with his intention, but his choice of words... in the broadest

sense... was interesting.“We have completed,” he said, leaning into the mike, “the upscaleization.”“Upscaleization”. At least, I think that is how it would be spelled, if it were a

word, which I am pretty sure it is not.Or wasn’t, until the hotel rep sent it

spinning out into the public domain.The problem here is, words matter. Of

course, language is a living and creativething – as a writer, if I don’t believe that, Imay just be in the wrong business. Butlanguage should also be precise – theAlice in Wonderland argument that mywords mean exactly what I want them tomean does not hold up.

Arbitrarily creating words like “upscaleization” is not a very good idea. Beingsloppy with language never is. I was browsing on this publication’s excellent web-site (exhangemagazine.com) this week where I discovered a survey on a related

PAUL KNOWLES IS EDITOR

OF EXCHANGE MAGAZINE

FOR BUSINESS; HE IS

AN AUTHOR, PUBLIC

SPEAKER, AND OWNER

OF ENGLISH GARDEN

PUBLISHERS; email:

paul.knowles@exchange

magazine.com

the financial value of the collection –and how it can be used to createwealth for loved ones, cash for them-

selves, or a legacy into the future. Ifproperly planned for, a collection canbecome as good an investment as any-thing else you will invest in – maybebetter, because you can enjoy thebeauty of the art while it appreciates invalue, free of current taxes.

Excerpted from “Life Is Short, Art IsLong – Maximizing Estate PlanningStrategies for Collectors of Art, Antiques,and Collectible Assets,” by MichaelMendelsohn with Paige Stover Hague, tobe released March 2007 by Wealth Man-agement Press.

You can enjoy the

beauty of the art while it

appreciates in value,

free of current taxes.


theme: “overused lingo”. This report,from The Creative Group, reflected theopinions of 250 advertising and mar-keting executives. They were asked,“In your opinion, what is the mostannoying or overused buzzword in thecreative/marketing industry today?”Take a moment to answer that

question, yourself. Now, considertheir list:“Outside-the-box; Synergy; The big

idea; ROI; Paradigm shift; Strategy; Inte-grated solution; CRM (Customer rela-tionship management); Customer-cen-tric; Voice of the customer; Criticalmass; Buzz; Make it pop; Break through

the clutter; Take it to the next level;Innovation; Free value; Organic growth;Low-hanging fruit; It is what it is.”“Because buzzwords are so preva-

lent, it’s easy for people to incorporatethem into their vocabularies,” said DaveWillmer, executive director of The Cre-ative Group. “When words or phrasesbecome overused, however, they canlose their impact and appear clichéd.”Willmer noted that the strongest

communicators keep the message sim-ple: “Direct, concrete statements typical-ly are the most powerful and persuasive.When professionals find their communi-cations laden with buzzwords, theyshould consider how they might conveytheir thoughts more clearly.”Words matter. If you want to com-

municate clearly, avoid buzzwords,clichés, and, unlike my Floridianfriend, don’t make up new words.But sometimes the error is one of

judgment or logic; it was neither buzz-words nor arbitrary word-creation thatcreated the linguistic problem on thesign I saw recently on a wall above theurinals in a restaurant’s men’s room. Itread (I quote, with careful precision):“Timed Flush. Do not touch knob.Thanks, management.”

“When professionals find

their communications

laden with buzzwords,

they should consider

how they might

convey their thoughts

more clearly.”



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PRACTICAL LEADERSHIP ManagingThingsand LeadingPeople · 2011-11-17 · • International Award-winning expertise • Top-notch servicing using the latest diagnostic equipment •