Managing to Lead

by Deborah Gill-Hesselgrave

A few times a year, I help professionals in various fields with their careers. After a recent spate of such interactions, I've noted two dominating themes:

Breaking into management
Transitioning into a new discipline

This month, I'll put to paper some thoughts I recently shared with a staff member with a yen to move into management. Next month, I'll discuss strategies for transitioning into a new discipline.

You Can Manage a Horse to Water

For many, manager and leader are synonymous. After all, leaders and managers do basically the same thing, right? In some instances, there are commonalities between these two terms, and management techniques are sometimes confused with leadership traits. But companies want and need leaders, because they bring more value to the organization.

Why is that?

We all know that you can lead a horse to water, but you can't make it drink. When applied to management, it might be stated as: You can manage a horse to water, but you must lead it to drink. Getting the horse to water is a control issue that can be managed. Getting the horse to drink is a behavior issue that demands leadership.

For companies to succeed in these change-rich times, they must identify individuals for management positions who are leaders.

Leading Your Way to Management

So, what differentiates a manager from a leader?

Managers administer. Leaders innovate. Managers take policies and procedures and ensure that tasks are carried out. Leaders challenge business-as-usual to achieve goals.

Managers maintain. Leaders develop. As long as things are running smoothly, managers are happy. Leaders are not satisfied with the status quo and won't tolerate "that's the way we've always done it." Leaders are constantly asking for more-both from themselves and from those they lead. (And they may not be managing those whom they lead.)

Managers rely on control. Leaders inspire trust. Managers can be threatened by subordinates who don't tow the line. As a result, managers create a co-dependency in the subordinates who, in turn, rely on their managers to dictate nearly every step of the process. Leaders know how to tap into the inherent strengths of those they lead and then foster those strengths to the benefit of the organization.

Managers have their eye only on the bottom line. Leaders have their eye on the bottom line and on the horizon. In orienteering, you use tools like a map and a compass along with your surroundings to set your sights on a distant object to determine your bearing. To reach your destination, you can't take short-range sightings only. Otherwise, you'll stray from the correct course. Bottom-lining without envisioning is like taking readings with your map and compass without regard for where you actually are: Do it and expect to end up at a destination on which you did not plan.

Managers imitate. Leaders innovate. There's nothing wrong with using tried and true methods, but leaders recognize when innovation will allow them to achieve optimum results. Furthermore, even when they are not 100% convinced that a new or unorthodox method will work, leaders are predisposed to try new approaches when they believe doing so will help them achieve better results.

Managers focus on product. Leaders focus on process. While still holding to the principles of quality, productivity, and efficiency, leaders are able to recognize the effort as well as the end product.

Managers need lots of positive feedback. Leaders have an innate sense of their own self-worth. Everyone likes a pat on the back for a job well done. However, managers rely heavily on things like performance reviews of their subordinates and kudos from their supervisors to demonstrate a job well done. Managers also tend to rely on formal appraisals to motivate their subordinates.

Managers need subordinates. Leaders strive to develop other leaders. Managers are threatened when they perceive someone may be passing them up. Leaders are always in the process of developing other leaders.

Managers tell "what." Leaders explain "why." Managers are primarily concerned with simply giving the steps to achieve the desired result. Leaders tell what, but then take the time to explain why those steps are crucial to the desired result. In doing so, leaders impart their vision to those who must help make the vision a reality.

Managers are more concerned with doing things right. Leaders are more concerned with doing the right thing. Managers tend to be very order- and structure-oriented. Leaders have a keen sense of the spirit of the law and aren't afraid to bend the rules if it will achieve a greater good for everyone.

So, if you're thinking about moving your career into the ranks of management, start practicing the traits associated with leaders today. Even as the member of a writing team, a training department, or a design group, you can begin developing your leadership skills now.

Next month, I'll talk about how you can transition into a new career. In the meantime, if you have questions about being an independent consultant or how to perform as though you are a consultant, send me an email at thinking@dghenterprise.com. And, if you'll permit me, I will share your questions and my answers in a future column. Until the next issue. Take care!