Okay, time’s up, pens down. Whether you actually took the leadership mini-quiz or not, the idea was to explore this important issue, and it’s possible impact on your cubicle career. As we said last week, our world accommodates both carnivores and vegetarians, and the one doesn’t necessarily fall prey to the other. In other words, the task – and yes, privilege, of leading – isn’t for everyone, nor should it be. I mean, what an absurd world it would be if there were only leaders…who would the followers be? After all, there can only be leaders if there are followers.
Without further delay, here are your long-awaited answers to last weeks questions:
1. Are leaders and managers the same thing?
No, absolutely not. But the answer isn’t really so simple, because being one doesn’t exclude the other. For example, and based on your place in the chain of command, you may well be expected to successfully implement plans and execute orders issued by higher authority (i.e. being a good manager). Yet, and in order for you to attain the level of cooperation and motivation from your subordinates (team members) necessary to meet the objective, you’ll need to show a variety of leadership qualities. While this ain’t exactly the ‘who came first, the chicken or the egg?’ conundrum, it is pretty damned close.
2. What are the differences between the two?
Vive la difference!, ’cause both are essential to any organization, yet there are basic characteristics that help to distinguish one from the other. The way you self-evaluate, will help you determine which primary role is right for you. Here’s nine (9) basic variants:
3. Are you more comfortable with ideas and concepts, or products and systems?
As you can see, the former is vaguer, even stressing, while the latter is much more predictable and ‘safe.’ So, if you prefer safety and tangible, more concrete stuff, (like products and systems) then you’re more likely to want to be a manager. Really, it’s all about your comfort zone- in and out of the cubicle.
4. Are you more present or future oriented?
Like the above, managers are well valued- and rightly so- for their inherent pragmatism. They want to deal with the here and now, and leave the future to others. It’s the leader types who give themselves the time to think, to dream, and to develop a vision for the future.
5. Do you like to bend or break the rules to meet the mission?
The leader would, of course, answer in the affirmative while the manager would not. Leaders are not risk-averse, and because they are also self-confident and possess great verbal skills, they can usually get away with this kind of stuff. But, as you well know, it is all a matter of proportion, after all.
6. Do you deal better with change/innovation or the status quo?
Again, a no-brainer. And that’s not to say that being a leader type that’s also a change agent will make you a star or even contribute to the overall success of either yourself or your entity. It’s just that the leader finds change and innovation more stimulating, sexier, if you will, than simply enjoying the comforts that the status quo offers.
7. Do you like being in authority? Prefer giving orders or inspiring others?
Fortunately for those of us who like being honchos, there are many more who just do not giving orders or being responsible for people or things, at work or elsewhere. This is great, because, as we said earlier, there can’t be leaders without followers! The old axiom that you can’t really give orders unless you’ve already learned to take them, is also quite true. And that’s why it’s the better organizations that prevent over mobility by junior staff. I guess that you can call it ‘paying your dues.’ So, the manager is a lot like a First Sergeant, he issues orders and enforces the rules. The leader, though, teaches, inspires, and motivates, so as to tap the very best that the staff has to offer.
8. Are you willing to take the risks that go with increased responsibility?
Leaders are almost fascinated by risk, and the challenges it brings, not only to the organization, but to the leader, personally and internally. The leader accepts blame for staff screw-ups, gives credit to subordinates, and actually celebrates successes big and small. Make no mistake, this leading thing is damned hard work. Because now, you’re not only accountable to your bosses, but also to your subordinates. Since they both rely on you, the risks increase almost geometrically.
9. Can you invest the time and emotional energy required to lead others?
Unlike the kind of authority, or ‘power’ that gets issued to a manager or supervisor type, the leader must work, and damned hard at that, to earn every iota of loyalty from his team members. Listening, caring, encouraging, correcting, and yes-even kicking ass-is all part of the multi-faceted role that a leader needs to not just assume, but really become. Simply put, the leader always eats last.
10. Define ‘heliotropic’
‘Turning towards the sun.’ That says it all.
I have to thank the Editor for giving me this assignment, because the research I’ve done and the thinking I’ve tried to do, have helped me answer a question that has puzzled me forever. Actually, it’s an answer to the very same question that started last weeks’ column; that is whether leaders are born or made…
The answer is-neither. Because leadership is even better than that, it’s a choice, your choice.
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