MBI CORE Manager vs Leader

MANAGER VS LEADER

CORE Areas of Focus The Role of a Leader Communicating for Results The Power of Accountability Coaching for High Performance Leading Work Teams Resolving Conflict

Agenda Overview

Introduction to Leadership

Management vs Leadership Why Supervisors Fail Managing Yourself Before Managing Others

MANAGER VS LEADER

Introductions!

• Name and Job Title
• Nickname (what should we call you?)
• What do you do when you're not working?
• What was your favorite band/singer in high school?

What do you do?

5 minutes 1) Make a list of 5 things you are responsible for (at work)

What do you do?

5 minutes 1) Make a list of 5 things you are responsible for (at work) 2) Rate each item, 1-5 5 = vital to your success 1 = not a big deal

Manager vs Leader: What's the Difference?

Manager vs Leader: What's the Difference?

• Work in teams of 3-4

Manager vs Leader: What's the Difference?

• Work in teams of 3-4
• Use the words/phrases below to:
• create the definition of a "manager"
• create the definition a "leader"

gets the job done helps the team strategy unique duties and responsibilities controls/directs activities works through others shows a sincere interest in implements considers the future

communicates performs tasks policies and directives serves as a go-between action steps understands willing to help creates change growth

Manager vs Leader: What's the Difference?

• Work in teams of 3-4
• Use the words/phrases below to:
• create the definition of a "manager"
• create the definition a "leader"
• Add to flip chart
• Discuss - what differences do you notice?

As a supervisor/manager, it's our job to get things done!

• Review the task list you made earlier

• Choose an item that you rated as "not a big deal" (rated 1 or 2)

As a supervisor/manager, it's our job to get things done!

• Review the list you made earlier

• Choose a task that you rated as "not a big deal" (rated 1 or 2)

• Scenario: You have a HUGE deadline coming up and this task is a low priority. It still has to get done. What do you do?

As a supervisor/manager, it's our job to get things done!

• What are your other options?

As a supervisor/manager, it's our job to get things done!

• What are your other options?

• What about a task that's more important (rated at 4-5)? How do you ensure that it gets done the right way and on time?

As a supervisor/manager, it's our job to get things done!

• What are your other options?

• What about a task that's more important (rated at 4-5)? How do you ensure that it gets done the right way and on time?

• How long would it take you to train another team member to handle it?

As a supervisor/manager, it's our job to get things done!

• What are your other options?

• What about a task that's more important (rated at 4-5)? How do you ensure that it gets done the right way and on time?

• How long would it take you to train another team member to handle it?

• Why would you risk spending more time on this if you had the choice?

The approach you take when completing your work is the difference between managing and leading.

The approach you take when completing your work is the difference between managing and leading.

how does this approach benefit your team?

THOUGHTS?

The 3 Roles of Anyone Who Leads a Team

Functional

• how things get done - planning, organizing, hiring, etc

Interpersonal

• communication, coaching, relationship building

Administrative

• paperwork, documentation, day-to-day tasks

The 3 Roles of Anyone Who Leads a Team BALANCING IT ALL

Consistent Focus

• open communication
• boundaries
• building mutual respect

Constant Communication at all levels

• authentic, honest and respectful
• (this can require professional courage!)

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

Processes Relationships Value

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

Processes

• Manager focuses on work (accomplishing a goal)
• Leader focuses on workers (inspiring other towards a goal)

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

Processes

• Manager focuses on work (accomplishing a goal)
• Leader focuses on workers (inspiring other towards a goal)

Relationships

• Manager operates within sphere of authority
• Leader operates within sphere of influence (may have no authority at all)

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

Processes

• Manager focuses on work (accomplishing a goal)
• Leader focuses on workers (inspiring other towards a goal)

Relationships

• Manager operates within sphere of authority
• Leader operates within sphere of influence (may have no authority at all)

Value

• Manager counts value (time/money/talent resources)
• Leader creates value (their actions inspire or set the example, impacting time/money/talent)

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

Go back to your list of responsibilities!

• mark Leadership tasks with an "L"

• mark Manager tasks with an "M"

Share and add to chart

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

Do managers and leaders bring equal value to the team?

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

Do managers and leaders bring equal value to the team? Are there times when a leader also has to manage?

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

Do managers and leaders bring equal value to the team? Are there times when a leader also has to manage? Based on what we've learned, anything we should change on our chart?

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

"The real challenge is to combine strong leadership and strong management and use each to balance the other." - John Kotter

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

"The real challenge is to combine strong leadership and strong management and use each to balance the other." - John Kotter

LEADER VS MANAGER: A DIFFERENCE OF PURPOSE

"The real challenge is to combine strong leadership and strong management and use each to balance the other." - John Kotter

WHAT IF YOU GET IT WRONG?

WHY DO SUPERVISORS FAIL?

WHY DO SUPERVISORS FAIL?

They focus on the work but not the people.

• their team - engaged employees need an engaged leader
• their peers - communication is everything - how does your work impact your peers?
• their own supervisors - are you on the same page with goals, deadlines, expectations?

WHY DO SUPERVISORS FAIL?

They focus on the work but not the people.

• their team - engaged employees need an engaged leader
• their peers - communication is everything - how does your work impact your peers?
• their own supervisors - are you on the same page with goals, deadlines, expectations?

They forget their role in the org chart. If you are "middle management"

• you can't be a buddy to your old team
• you have to be confident when engaging with upper managment

WHY DO SUPERVISORS FAIL?

They focus on the work but not the people.

• their team - engaged employees need an engaged leader
• their peers - communication is everything - how does your work impact your peers?
• their own supervisors - are you on the same page with goals, deadlines, expectations?

They forget their role in the org chart. If you are "middle management"

• you can't be a buddy to your old team
• you have to be confident when engaging with upper managment

They struggle to cope with:

• being in the middle - being everything to everyone at all levels
• pressure to fix it all and produce results
• the need to vent (to anyone who will listen, including subordinates)
• an impulse to blame others
• the possibility of being blamed for low morale and high turnover

WHY DO SUPERVISORS FAIL?

They focus on the work but not the people.

• their team - engaged employees need an engaged leader
• their peers - communication is everything - how does your work impact your peers?
• their own supervisors - are you on the same page with goals, deadlines, expectations?

They forget their role in the org chart. If you are "middle management"

• you can't be a buddy to your old team
• you have to be confident when engaging with upper managment

They struggle to cope with:

• being in the middle - being everything to everyone at all levels
• pressure to fix it all and produce results
• the need to vent (to anyone who will listen, including subordinates)
• an impulse to blame others
• the possibility of being blamed for low morale and high turnover

YOU CAN WORK ON THIS!

KNOW YOURSELF FIRST

KNOW YOURSELF FIRST

Let's assess your level of self-awareness

Managing Me Worksheet

• What have you learned from the past?

KNOW YOURSELF FIRST

Let's assess your level of self-awareness

Managing Me Worksheet

• What have you learned from the past?

Managing Me Assessment

• How are you doing now?
• Can you continue to adapt?

KNOW YOURSELF FIRST

Self-Awareness Quick Reference Guide

Self-Management Skills

• reliability and trustworthiness
• handling stress

Improving Self-Management

• eat, sleep, relax
• practice patience

Practicing Self-Management

• set goals for yourself
• plan your day

• time management
• adaptability and mindfulness

• focus your energy
• reflect on your strengths

• be prepared
• breathe and think before you speak

KNOW YOURSELF FIRST

EVEREST: DEFINING YOUR LEADERSHIP LEGACY

EVEREST: DEFINING YOUR LEADERSHIP LEGACY

What examples of leadership did you see?

EVEREST: DEFINING YOUR LEADERSHIP LEGACY

What examples of leadership did you see? Could you adopt any of these with your own team(s)?

YOUR LEADERSHIP LEGACY

“Management is doing things right; leadership is doing the right thing”

Peter Drucker

YOUR LEADERSHIP LEGACY

“Management is doing things right; leadership is doing the right thing”

Peter Drucker

Was there a place for both on Everest?

FINAL THOUGHTS

Is a person's status as a leader determined by the perception

of those expected to follow?

CORE Evaluation

Next Session COMMUNICATING FOR RESULTS Communication Styles What Not to Do Why it Matters

HOMEWORK for Feb 6

• Fill in names on your User's Manual
• Choose a task that's "no big deal"
• Identify at least one team member who could take it on.
• How will you help that person be successful?