Leadership and Management

This Article is given by me and would come in the April-2011 Edition of 'Horizons' under the  head 'Management Quotient' in A2Z Group.

As I sit down to write this Edition’s Management Quotient, I want to produce something that is exciting and something that is not complicated. So I ask for a Coffee from the Pantry in the Ground Floor and expect it to invigorate me, so that my creative Juices come out from a certain corner in my brain.

But does it work?  Let’s see.

Something Exciting can be, Management or Leadership. Are they different? They seem to be the same. But they also seem to be bookish and complicated. So let me not go nuts over them but still understand the difference between the two. So, Let’s Google them. The Results are as under:

I searched for Definitions and got these results:

Leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”.

Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively.

They seem pretty much the same and I have confusion between them, thus I keep googling.

Then other page said ‘Over the years the philosophical terminology of "management" and "leadership", in the organizational context, have been used both as synonyms and with clear differentiated meanings’.

Another page said ‘Managing and leading are two different ways of organizing people. The manager uses a formal, rational method whilst the leader uses passion and stirs emotions.’

I noted some difference but then I need to understand it clearly so I looked for some quotes from well known personalities and management thinkers and I got these good ones:

‘The task of the leader is to get his people from where they are to where they have not been.’
By Henry A. Kissinger
and

Management is responsibility for the performance of a group of people. It’s a simple idea, yet putting it into practice is difficult, because management is defined by responsibility but done by exerting influence. To influence others you must make a difference not only in what they do but also in the thoughts and feelings that drive their actions.

By Linda A. Hill and Kent Lineback (Harvard Business Review)

Then somewhere I got this:

"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in an increasingly complex and volatile business environment...strong leadership with weak management is no better, and is sometimes actually worse, than the reverse. The real challenge is to combine strong leadership and strong management and use each to balance the other." — John Kotter, Management/Leadership Author and Professor of Organizational Behavior, Harvard Business School

That makes it clear but more light was thrown on the same idea by the following:

In a nutshell, the difference between leadership and management is:

Leadership is setting a new direction or vision for a group that they follow, ie: a leader is the spearhead for that new direction.

Management controls or directs people/resources in a group according to principles or values that have already been established.

Leadership without Management

...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 that is left behind, picking up the pieces and making it work.

Management without Leadership

...controls resources to maintain the status quo or ensure things happen according to already-established plans. Eg: 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 and status quo is maintained.

Leadership combined with Management

...does both - it both sets a new direction and manages the resources to achieve it. Eg: a newly elected president or prime minister.

Leadership and Management Summary

Leadership is about setting a new direction for a group; management is about directing and controlling according to established principles.

My Creative Juices are limited to the space provided, but not yours. I await your comments, arguments and views on this Topic. Write to me at nitin.sharma@gmail.com.

Management Quotient

This Article is given by me and would come in the February-2011 Edition of 'Horizons' under the  head 'Management Quotient' in A2Z Group.

For an exponent of Management, to ignore ‘Harvard Business Review’ (HBR) is similar to ignoring an Elephant in the living room.

Personally I am a big fan of HBR and by its help I have lined up some excerpts from the blog posts by the well known Management Gurus, Thinkers and Leaders from around the world.

These would certainly help you in your endeavors.

3 Ways to Cultivate Your Proactive Brain

Studies have shown that a good memory helps you better navigate the future. And in business, anticipating and negotiating future demands is an asset. A proactive brain uses details from past experiences to make analogies with your current surroundings. It then helps you determine where you are and envision future possibilities. We are all born with proactive brains, but these three things can help improve brain performance:

1.     Give it a lot to work with. Create a richer pool of information to draw from. Expose your brain to diverse experiences and situations.

2.     Borrow from others. Find out as much as you can about others' experiences by talking, interacting with, and reading about other peoples' lives.

3.     Let your mind wander. Undisturbed time gives your brain the space it needs to recall and recombine past experiences in ways that help you anticipate the future.

-         adapted from "How Your Brain Connects the Future to the Past" by Jeff Brown and Mark Fenske.

3 Tips for Asking Better Questions

For leaders to be effective, they need to connect honestly with others: investors, direct reports, fellow leaders. Asking good questions can not only help you find out essential information, but also lay the groundwork for collaboration. Often it's not about what you ask, but how. Here are three tips for improving the way you ask questions:

1.     Be curious. Doing all the talking doesn't make you an effective leader. Be inquisitive and ask about topics that are important to you and to the person with whom you're talking.

2.     Be open-ended. Use what, how, and why questions. Don't just ask about events, but about thoughts and motivations as well.

3.     Dig deeper. Don't accept the first answer you get. Ask follow-up questions to get more detail and surface the real story.

-         adapted from "Learn to Ask Better Questions" by John Baldoni.

3 Steps to Recover from a Mistake

While most people accept that mistakes are inevitable, no one likes to make them. The good news is that even large errors don't have to be career-enders if they are handled well. Next time you make a blunder, follow these three steps to recover gracefully:

1.     Fess up. Trying to hide a mistake or downplay its importance can be fatal to your career. Be candid and transparent about the mistake, take responsibility for your part in it, and don't be defensive.

2.     Make necessary changes. Mistakes are important learning opportunities. Explain to your boss and other interested parties what you will do differently going forward.

3.     Get back out there. Don't let your errors keep you from ever taking risks again. Once the mistake is behind you, focus on the future.

-         adapted from "You've Made A Mistake. Now What?" by Amy Gallo.

3 Ways to Bring Out the Best in Your People

The brightest leaders don't just rely on their own intelligence to succeed, but use it to help their people shine as well. Here are three ways you can help your employees not only feel smarter, but act smarter:

1.     Look for ideas everywhere. Don't assume you know where all the new and creative ideas will come from. Involve people on projects not because of their titles, but based on their ability to contribute.

2.     Encourage openness. Create a safe environment where your people know they can — and should — think, act, and speak with reason. Have a high tolerance for mistakes so people aren't afraid to take risks.

3.     Challenge them to get better. Offer opportunities for people to stretch their thinking and behavior. Set the expectation that everyone, including you, should improve their skills.

-         adapted from "Bringing Out the Best in Your People" by Liz Wiseman and Greg McKeown.

3 Ways to Manage Clashing Leadership Styles

If everyone had the same management style as you, life at work would be easier, wouldn't it? Not necessarily. While managing the tension can be challenging, working with someone who has a different approach than you can often yield innovation and creativity. Here are three ways to make the most of differing styles:

1.     Unpeel the onion. On the surface, you may seem to have little in common with your coworker. But if you look deeper, you are likely to see shared values or a mutual goal. Focus on what you have in common, not on what you don't.

2.     Manage your expectations. Recognize that you and your coworker are going to have different expectations about how things should be done. Communicate about these disparities and be open to doing something another way.

3.     Push for innovation. The true value of diversity is a richer end product. Use your relationship to find innovation and benefit in the work you do together.

-         adapted from "Three Ways to Capitalize on Creative Tension" by Amy Jen Su and Muriel Maignan Wilkins.

3 Steps to Stop a Team Fight

Working with teams can be a frustrating experience, especially when seemingly straightforward conflict devolves into personal or protracted disputes. Next time your team members start throwing proverbial punches, take these three steps to get them to stop fighting and start working:

1.     Intervene early. The sooner you step in the better. A simple disagreement can turn into a serious conflict within seconds when emotions are running high.

2.     Focus on team norms. Refer the parties back to something they can, or hopefully already have, agreed on. Use team norms to guide behavior and help the parties identify common ground.

3.     Create a shared agreement. To reach an accord, have the team members talk it through. With all parties' cards on the table, facilitate an outcome that is amenable to all. Avoid a lowest common denominator solution. Instead find one that integrates both parties' interests.

-          adapted from "Get Your Team to Stop Fighting and Start Working" by Amy Gallo.

3 Tips for Keeping Your Action Plan on Track

The best-designed and articulated plans mean nothing if they aren't executed. Yet, we have all action plans languishing on a desk or in a drawer never to be carried out. Here are three tips for keeping your plan on track:

1.     Make it a living, working plan. Be sure the plan is specific, realistic, and has clear time frames. Don't bite off more than you can chew.

2.     Ask what stands in the way. All plans have potential threats. Whether they include your own waning motivation or your boss's inability to cooperate, knowing what those threats are can help you prepare to face them.

3.     Develop strategies to mitigate challenges. Your implementation approach needs to compensate for or respond to any opposing forces. If threats loom too large, consider revising your plan accordingly.

-         adapted from "How to Keep Your Action Plan on Track" by Gill Corkindale.

3 Ways to Leverage Your Best People

Too often managers unintentionally hinder or discourage their star performers. This counter-productive behavior is not ill-intended. It's often because the manager isn't sure how to motivate someone who is so exceptionally talented. If you are lucky enough to have such high-performers on your team, try these three things to make the most of them:

1.     Push them to the next level. Stretch and challenge stars. Find out what they are good at and what they need to learn and craft assignments accordingly.

2.     Let them shine. Don't hide your stars. Give them visibility. Let others know what they are doing. When they look good, you do too.

3.     Let them go. Top performers need room to grow. If it makes sense for their development, let them move on.

-          adapted from "Leverage Your Top Talent Before You Lose It" by Ron Ashkenas.

Stop Bringing Down Your Team

Chances are you've worked with someone who drains all the intelligence and capability out of a team. Sometimes, despite your intentions, that person may be you. Here are three things you can do to get out of your team's way and let it shine:

1.     Don't be a hero. You don't always need to have an answer. Give your people the opportunity to think things through themselves.

2.     Don't make abrupt decisions. Quick decisions can short-circuit a team. Let your people in on your decision-making process and whenever possible, cultivate debate about an issue before coming to a conclusion.

3.     Don't talk too much. You may think your excitement is infectious when in reality it is stifling. Try keeping quiet and leave room for your employees to share their ideas.

-         adapted from "Bringing Out the Best in Your People" by Liz Wiseman and Greg McKeown.

Your Views, Comments and arguments are welcome. You can personally reach me at nitin.sharma@gmail.com.