an be envisioned by thinking of two individuals in a lifeboat who have been drifting at sea for several days. Suppose one of them spots land off in a hazy distance, but the other person is unable to see it. It is then up to the "visionary" to convince the other they need to paddle in a particular direction. In addition, critical skills of leadership may be called for in order for the two to coordinate their efforts (e.g., taking turns paddling, allocating food rations, bailing water that comes over the side) if they are to accompThere have often been debates over whether successful businesses most need good managers or good leaders. However, the discussion is superfluous since the answer is “both.” However, knowing the key differences between the two roles is important.

To understand the role of a manager consider athletes who run the 100-meter hurdles. They have a goal for which they are personally responsible -- that of reaching the finish line at a specified distance in the shortest possible time. However, there are milestones (hurdles) that must be accomplished, a process (set, start, run, jump, ...) to be used, and physical and behavioral boundaries within which they must remain (e.g., going around hurdles is not acceptable, nor is interfering with competitors). During their run they monitor their performance (did they touch the last hurdle?) and try to make adjustments when possible.

Better performers also take personal responsibility for other key issues that impact their outcomes – their skills and the rewards they gain. In order to remain competitive, they must continually maintain and improve their athletic ability, and, regardless of whether they win or whether promoters provide recognition for their contribution, they recognize and celebrate a good performance.

This metaphor then describes the important role of management. A manager in an organization is someone who takes responsibility for a process that, in combination with other processes, helps achieve the organization's mission (winning the track meet in the above metaphor). Good managers have an ability to focus on the task at hand, and sufficient knowledge of themselves to know the strengths and weaknesses they bring to a particular situation.

Note that this definition of management is not limited to someone having the title of manager, nor solely to a work environment. This role is really one of managing oneself -- whether at home, in an orchestra, or wherever else where others are affected. An important distinction, however, is that they don't, and really can't, manage other people. That's leadership.

A metaphor for leadership can be envisioned by thinking of two individuals in a lifeboat who have been drifting at sea for several days. Suppose one of them spots land off in a hazy distance, but the other person is unable to see it. It is then up to the "visionary" to convince the other they need to paddle in a particular direction. In addition, critical skills of leadership may be called for in order for the two to coordinate their efforts (e.g., taking turns paddling, allocating food rations, bailing water that comes over the side) if they are to accompl

ust be accomplished, a process (set, start, run, jump, ...) to be used, and physical and behavioral boundaries within which they must remain (e.g., going around hurdles is not acceptable, nor is interfering with competitors). During their run they monitor their performance (did they touch the last hurdle?) and try to make adjustments when possible.

Better performers also take personal responsibility for other key issues that impact their outcomes – their skills and the rewards they gain. In order to remain competitive, they must continually maintain and improve their athletic ability, and, regardless of whether they win or whether promoters provide recognition for their contribution, they recognize and celebrate a good performance.

This metaphor then describes the important role of management. A manager in an organization is someone who takes responsibility for a process that, in combination with other processes, helps achieve the organization's mission (winning the track meet in the above metaphor). Good managers have an ability to focus on the task at hand, and sufficient knowledge of themselves to know the strengths and weaknesses they bring to a particular situation.

Note that this definition of management is not limited to someone having the title of manager, nor solely to a work environment. This role is really one of managing oneself -- whether at home, in an orchestra, or wherever else where others are affected. An important distinction, however, is that they don't, and really can't, manage other people. That's leadership.

A metaphor for leadership can be envisioned by thinking of two individuals in a lifeboat who have been drifting at sea for several days. Suppose one of them spots land off in a hazy distance, but the other person is unable to see it. It is then up to the "visionary" to convince the other they need to paddle in a particular direction. In addition, critical skills of leadership may be called for in order for the two to coordinate their efforts (e.g., taking turns paddling, allocating food rations, bailing water that comes over the side) if they are to accomp

must continually maintain and improve their athletic ability, and, regardless of whether they win or whether promoters provide recognition for their contribution, they recognize and celebrate a good performance.

This metaphor then describes the important role of management. A manager in an organization is someone who takes responsibility for a process that, in combination with other processes, helps achieve the organization's mission (winning the track meet in the above metaphor). Good managers have an ability to focus on the task at hand, and sufficient knowledge of themselves to know the strengths and weaknesses they bring to a particular situation.

Note that this definition of management is not limited to someone having the title of manager, nor solely to a work environment. This role is really one of managing oneself -- whether at home, in an orchestra, or wherever else where others are affected. An important distinction, however, is that they don't, and really can't, manage other people. That's leadership.

A metaphor for leadership can be envisioned by thinking of two individuals in a lifeboat who have been drifting at sea for several days. Suppose one of them spots land off in a hazy distance, but the other person is unable to see it. It is then up to the "visionary" to convince the other they need to paddle in a particular direction. In addition, critical skills of leadership may be called for in order for the two to coordinate their efforts (e.g., taking turns paddling, allocating food rations, bailing water that comes over the side) if they are to accomp

e task at hand, and sufficient knowledge of themselves to know the strengths and weaknesses they bring to a particular situation.

Note that this definition of management is not limited to someone having the title of manager, nor solely to a work environment. This role is really one of managing oneself -- whether at home, in an orchestra, or wherever else where others are affected. An important distinction, however, is that they don't, and really can't, manage other people. That's leadership.

A metaphor for leadership can be envisioned by thinking of two individuals in a lifeboat who have been drifting at sea for several days. Suppose one of them spots land off in a hazy distance, but the other person is unable to see it. It is then up to the "visionary" to convince the other they need to paddle in a particular direction. In addition, critical skills of leadership may be called for in order for the two to coordinate their efforts (e.g., taking turns paddling, allocating food rations, bailing water that comes over the side) if they are to accomp

an be envisioned by thinking of two individuals in a lifeboat who have been drifting at sea for several days. Suppose one of them spots land off in a hazy distance, but the other person is unable to see it. It is then up to the "visionary" to convince the other they need to paddle in a particular direction. In addition, critical skills of leadership may be called for in order for the two to coordinate their efforts (e.g., taking turns paddling, allocating food rations, bailing water that comes over the side) if they are to accomplish their goal.

This, then, describes the role of a leader -- an individual who looks for new possibilities. It is a person who clarifies goals, defines principles that can guide actions, and communicates in ways that result in relationships with a high level of mutual trust.

Must a leader be someone at the top of a hierarchy? Well certainly the higher one is, the farther out on the horizon they should be able to see. However, regardless of one's formal position in the organization there is always the opportunity to positively influence others by communicating new ideas, methods, and beliefs -- again, a leadership role.

Leadership is needed at all levels of an organization, and does not depend on titles, academic background, or other traditional indicators of status or power. However, the ability to be a leader is often connected to one's commitment to improving that with which one comes into contact, and in inspiring others to do the same. In this sense the metaphor above is inadequate, as it describes a situation where the goal is primarily one of survival. Although leadership is obviously crucial during those times, what is needed more is people willing to lead even when things are going well. That is, would the lifeboat situation have occurred had the helm of the mother ship had better leadership?

A leader, of course, must also be a manager. That is, even when in a leadership role, either formally or informally, one must effectively manage one's own processes. And, although the leadership role is more highly visible and inspirational, both are equally important in accomplishing the mission of an organization.

Regardless of whether one is a leader or a manager, there is another highly important function that is also being carried out -- that of demonstrating behaviors and processes important to the organization. Since human beings are known to often mimic others, it is useful to understand that both managers and leaders contribute to organizational learning. They need to make sure they're teaching the right things.

Copyright 2006 Duke Okes