By Thomas R. Schori, Ph.D., and Michael L. Garee, Principals, Millennium Marketing Research, 808 E. Ironwood, Normal, IL 61761-5239. Tel. 309-532-8466 -
Regardless of the kind or size of business you work in, chances are, you work for someone else. That is, you have a "boss" of some type. It has been our experience, as well as the experience of the vast majority of businesspeople, that most of these bosses are of the "manager" type, rather than the leader type. What’s the difference between a manager and a leader? There is a great difference!
Steve Jobs, co-founder of Apple, is an example of a leader. His successors¾and later, his predecessors¾John Sculley and Gil Amelio (although to a lesser extent that Sculley) are examples of a manager. Lou Gerstner of IBM is a leader. His predecessor, John Ackers, a manager. Bill Gates, who of course has had neither predecessor nor successor, is a leader, as is Andy Grove of Intel.
What do all of these leaders have in common? And, equally important, what do all of these managers have in common? Let’s first look at some of the characteristics that define a leader.
The characteristics of a leader
It’s very easy to identify a genuine leader, whether one is talking about business, society in general, politics, you name it. It’s that person who is out in front. In order to lead, it is absolutely imperative that one be in front. It is impossible to "lead" from the rear!
Typically, leaders are those rare people who can clearly see not only the details, but "the big picture" as well. Oftentimes, this ability is referred to as vision. They are not at all hesitant to home in on goals and objectives perceived to be important and then sound the clarion call of "Follow me!" to subordinates.
Leaders make decisions, too. Usually, these decisions are made rather quickly, though most effective leaders rarely act precipitately. Still, even rarer than true leaders themselves is the leader who agonizes for any length time at all over decisions, minor or major. Once they have satisfied themselves of the rightness of some action they can¾and do!¾make the decision to implement that action.
Good leaders value the input from trusted, knowledgeable subordinates, and usually actively seek out this input, especially before making momentous decisions. Still, it is the leaders themselves who ultimately make the final decision. Certainly, he or she doesn’t engage in any type of "management by committee or consensus"!
Given the choice between doing things right, i.e., according to rules and regulations, and doing the right things, leaders unerringly opt for the latter course of action. They’re certainly not afraid to at least consider something new and different, particularly if it could result in producing a better product or service.
And, finally, although certainly by no means exhaustive of all possible leadership characteristics, leaders are enthusiastic. They simply love doing what they do and it definitely shows. This trait also has a tendency to engender the same level of enthusiasm in subordinates.
The characteristics of a manager
While it is of course possible for someone holding the job title of "manager" to also be a leader, in the sense that we use it here, we’re referring to the generic appellation and all the bureaucratic, detail-drone implications of the term.
Managers usually, though certainly not always, attempt to maintain a relatively low profile, even though they may in fact hold a position of authority sufficient to implement sweeping changes within an organization. They could even be the Chief Executive Officer! Chances are, they rose to their current position by keeping their heads down, their mouths essentially shut and by "going along to get along," thoroughly ingrained habits that are not easily or willingly changed at this stage in their careers.
These people are definitely more concerned with paying attention to the details of a business situation rather than attempting to gain an appreciation for anything even approaching "the big picture." They figure that if the little things are taken care of by them and their subordinates, the big things will simply take care of themselves. "Follow directions" is their clarion call to subordinates, not "Follow me"!
Very much unlike leaders, managers almost never make quick decisions¾unless the appropriate rules and regulations are so unmistakably clear that the decision is essentially already made for them. Moreover, managers normally are not all that concerned about doing the right things. Their major concern, their overwhelming focus, is on doing things right, i.e., according to the rules and regulations outlined in pertinent company directives. Protect the integrity of the rules and regulations by strict adherence to them and they, in turn, will protect you is their motto! Consider something new and different? Never. After all, the way they’ve always done business has worked quite well in the past and will undoubtedly continue to work equally well in the future. Why mess with success?
Rare indeed is the manager who seeks input from subordinates. Why? He or she simply and honestly believes that, as long as the appropriate rules and regulations are followed in any given circumstance, such consultation is neither necessary nor particularly relevant.
Most managers reveal little if any enthusiasm for the job at hand. They look at business as being serious, certainly not something to have fun with! And they look with alarm and suspicion at any subordinates who seem to be having too much fun on the job. Clearly, to them, this is an unmistakable sign that such subordinates simply aren’t taking what they do seriously enough, or that they evidently don’t have enough to do. The wise subordinate quickly learns to project the desired level of "seriousness."
Who is in charge of your company?
Are there leaders or managers in charge of your company? If the leaders are running things, chances are you’re working in a super-charged, exciting environment for a thriving, growing company. And, you’re having fun doing it! You’re also one of the lucky ones in the workplace because most people are still forced to work for a company that it managed rather than led. Certainly, you’re not having all that much fun day in and day out. And, while managed companies may currently be holding their own, eventually they can be expected to become "also-rans" or fade from the business scene entirely. Most will die not with a "bang" but with a "whimper," but die they will.