This is the slide show that Melissa Skaggs used when presenting "What is Leadership?," the first topic and presentation in part of PRG's 2014 Leadership Enhancement Webinar Series.
Text of What is Leadership? Leadership vs Management 4-15-14
LEADERSHIP OR MANAGEMENTIs there a difference? Should there be a
Melissa Skaggs, Vice President
LEADERSHIP AND MANAGEMENT…….GO HAND AND HAND
The LeaderINNOVATESIS THE ORIGINALDEVELOPESFOCUS ON PEOPLEINSPIRES TRUSTLONG RANGE VIEWASKS WHAT AND WHY
DOES THE RIGHT THINGS
The ManagerADMINISTERSIS THE COPYMAINTAINSFOCUS ON STRUCTURE AND SYSTEMSRELIES ON CONTROLSHORT RANGE VIEWASKS HOW AND WHEN
DOES THINGS RIGHT
Perhaps there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial-era factory probably didn’t have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency.
But in the new economy, where value comes increasingly from the knowledge of people, and where workers are no longer undifferentiated cogs in an industrial machine, management and leadership are not easily separated. People look to their managers, not just to assign them a task, but to define for them a purpose. And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.
The late management guru Peter Drucker was one of the first to recognize this truth, as he was to recognize so many other management truths. He identified the emergence of the “knowledge worker,” and the profound differences that would cause in the way business was organized.
With the rise of the knowledge worker, “one does not ‘manage’ people,” Mr. Drucker wrote. “The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual.”
The Wall Street Journal – Guide to Management by Alan Murray
ORGANZATIONS ARE NEVER LIMITED BY OPPORTINITY
THEY ARE LIMITED BY THEIR LEADER
ORGANIZATIONS ARE NEVER LIMITED BY THEIR TEAM
THEY ARE LIMITED BY THEIR LEADER
SOME THOUGTHS ON LEADERSHIPYELLING IS JUST YELLING
LEADING WITH FEAR AND ANGER IS NEVER LEADING
A LEADER IS BUILT
AS A LEADER…YOU GO FIRST
BETTER IS AVAILABLE BUT ONLY IF YOU TAKE IT
EACH DAY YOU AR GETTING BETTER OR WORSE SINCE NOTHING STAYS THE SAME
GET OUT OF THE WAY OF YOUR TEAM
POSITIONAL POWER DOES NOT MAKE YOU A LEADER. IT MAKE YOU A BOSS
DON’T EQUATE LEADERSHIP WITH A TITLE
MAKE SURE YOUR AUDIO MATCHES YOUR VIDEO
TRUE POWER IS THE PERSON WHO KNOW THEY HAVE IT AND SELDOM USES IT
Leaders are Readers……..What’s in your leadership library
YOUR REFLECTION IS YOUR TEAM
Think about your own standards and what you allow by your actions and your words (or lack thereof) on the following:
Being on time Seeing a job through to completion Meeting deadlines Adhering to the highest standards Treating everyone with respect Dealing with difficult customers Stewarding company resources Working with other teams and departments Going the extra mile
REMEMBER IT STARTS WITH YOU
SOME THOUGHTS ON MANAGERSman·ag·er[ mánnijər ]organizer of business: somebody who is responsible for directing and controlling the work and staff of a business, or of a department within it
Nailing down a manager’s specific job duties or performance requirements can be somewhat tricky since the job title involves so many different kinds of work. Every manager is at his or her core a leader, though, which is where most responsibilities originate. Planning and group-based organization are key parts of the job; supervising, mentoring, and motivating lower-level workers is important, too.
Traditionally, the manager's job description and responsibilities include:
Plan: planning the operation and function of the area over which the manager is assigned responsibility in a way that accomplishes the goals for which he or she is responsible.
Organize and Implement: organizing the production of the work, and the workforce, training, and resources necessary, in a way that accomplishes the desired and required outcomes to meet the goals.
Direct: providing the employees and their resources with enough guidance, direction, leadership, and support necessary to ensure that they are able to accomplish their goals.
Monitor: following up to ensure that the plan to achieve the goals is being carried out in such a way that its accomplishment is assured.
Evaluate: reviewing and assessing the success of the goal, the plan, and the allocation of the employees and their resources.
Performing other responsibilities as assigned by whom the manager reports.
MANGERS ARE READERS TOO
SOMETIMES OUR MANAGERS ARE SO BUSY WORKING IN THE BUSINESS THAT WE FORGET THEY NEED TO WORK ON THE BUSINESS AS WELL.