The Solution
Leadership and management are two sets of skills that are not always parallel or even compatible with one another at all times. They take a different mindset when it comes to control, communication, and motivation. Sometimes these can be achieved by including people in the "team at the top" who possess one or the other of these skill sets and take these roles. Sometimes a single person (like some of today's really astonishingly successful CEOs) can "shift gears" as needed into these specific skill sets and roles depends on the organization and the people in it.
Control vs Vision
The reason so many managers and leaders are tempted to dive into their "maps," measurements and details is because of the sense of control. Everything within the car is under their direct physical control, or within the reach of someone they can direct.
It is much less comfortable to look outside the comfort and security of the "bus" and focus on the horizon. The driver will see the competition and customers weaving around in a busy marketplace, in the midst of a potentially stormy economy, and be exposed to the realities of road construction and obstacles. These are things that need to be communicated to fellow travelers to ensure they make appropriate decisions.
Management skills call for high control and measurability of performance. Leadership skills require that all those "led" have the time and space to meet requirements in their own way. Setting an appropriate vision requires both.
One of the most famous goals in US History was the commitment made by John F. Kennedy regarding space travel. He committed in a public speech that the United States would send a man to the moon within 10 years and bring him back alive. This was an excellent goal for several reasons:
- It was a stretch (beyond what was expected at the time.)
- It was specific in expectations of performance- what would be done, and by when.
- It did not address "how" the goal was going to be accomplished.
Setting specific, measurable visions and goals allows you the control
where you need it- Specify performance, timeframes, important parameters,
descriptions of the expected state- whatever is important to the state
you want to reach.
Do NOT, however, fall into the trap of specifying how. If you are a leader, that's not your job. Kennedy did not have a degree in astronomy or physics, and wasn't about to presume to tell the NASA astronauts and scientists how to do their jobs. Do not presume to dictate to specialists. It's insulting to them and it's just plain inefficient- it shortcuts the intelligence and creativity that you're paying for.
Communication
Once you've set a detailed vision and specific goals, make yourself available to your people to ensure that you get the results you want. Let them surprise you with their innovation, but don't become so far removed that the desired results become less important. This is a balance of strategic vs tactical styles.
Managers have traditionally learned tactical means of communication- they look over their peoples' shoulders, they bring in consultants, they evaluate and prescribe remedies for problems before they are even "officially" brought to their attention.
Leaders tend to take the other extreme and are more likely to employ less invasive means of communication during the project, and sometimes become involved in leading other efforts to the point of being unavailable for questions or clarifications.
Team members tend to use leaders and managers appropriately if they are given the opportunity to do so. Make sure they can't use the excuse of your unavailability to fail to meet deadlines with results. Raise the comfort level, make sure they know questions are always OK, your door is always (or at predictable intervals) open, and be willing to look at drafts and give feedback. Also, ensure that they know what's in it for them- what tangible or intangible consequences will meeting the deadlines have for the company as a whole, their team, their future opportunities, and so forth. Tell them as much as you know.
Motivation
Managers tend to use negative motivation- If a certain quota or measurement is not met, there will be negative consequences to the people responsible. Managers also use the reverse- if this project comes in on time and within budget, a particular reward will be given to the people involved.
Leaders tend to use more positive, but less specific motivation- They pat people on the back, say nice things about everybody (whether they're producing or not) and hope for the best.
The most effective tactic is to do both- be specific and positive. Use measurements with enthusiasm.
Enthusiasm is the most effective motivating factor we have ever seen. If a leader does not believe that a goal or vision is possible, or does not believe strongly and vocally in the abilities and skills of their people, it becomes obvious and severely limits your chances of success.
As Jeffrey J. Fox puts it in How to Become CEO, be a flag-waving company patriot. Do and say everything you ethically and honestly can to support your company and your team, and to show your strong belief in your company's superiority over the competition.
Conclusion
Getting your company where it needs to go takes two efforts- one to look at the map and the other to look out the windshield. All too often, the "windshield view," or view outside the organization at market trends, the competition, and the vision for the future, gets a lower priority than studying the maps and minutiae of day-to-day work. It takes both the short view (management skills) and the long view (leadership skills) to get an organization successfully where it's going.
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