Tag Manage vs Lead

The Time to Lead

Steve Keating 2 Comments

Leading people is not easy. Especially when compared to managing things. There are management processes and standard work practices. Both are predictable, you do certain things, you get a known outcome as a result. 

But people can’t be managed, they must be led. When leading people there are few predictable outcomes. People will always surprise you. We can’t know for certain how people will react in various circumstances until we see them react. Just because they acted in a particular way does not guarantee they will act the same way when they are in similar circumstances. 

That can make leading people a significant challenge. It can also make leading people very rewarding. Authentic Leadership helps people grow and develop. It frequently helps ordinary people achieve extraordinary results. It turns followers into leaders. 

The challenge of actually leading people is what causes many people in leadership positions to attempt to manage their people. Attempting to manage people causes an entire host of problems. In fact most of the personnel “problems” that an HR department deals with are a result of a person being managed rather than led. 

The employee may be labeled a “problem employee” when in reality it could well be a leadership issue. 

People in leadership positions who don’t actually lead quickly become frustrated with their people. They don’t understand why people won’t respond in predictable patterns. They give the same direction to 5 different people and they get 5 different results. They are also unlikely to understand their own role in the 5 different results. 

If you’re in a leadership position and you’re struggling with the performance of your people you first have to consider your role in their performance. You need to accept the fact that their performance is at least partly related to your effectiveness in leading them. If you have someone in your organization who is underperforming then there are two possible “root causes.” One, you hired the wrong person or you put them in the wrong role. Two, you are not providing them with the skills and tools they need to succeed. Either way, you must own that. 

You must also consider how you “see” your people. Are your people an expense or an investment. When you are attempting to coach an underperforming team member do you think “I’m going to have to SPEND time ON that person to get them up to speed.” Or do you think to yourself, “I have an opportunity to INVEST time WITH that person to help them reach the potential I see in them.” 

The difference in that mindset will shape every conversation with your team. Your people will pick up on that attitude and they will respond accordingly. If you believe your people are a problem then I can almost guarantee you that your people will be a problem. 

Leading people, Authentically Leading them, will take an investment of time. Often a substantial investment. If you don’t have the time to truly lead then you are doing your people and your organization a disservice by occupying a leadership position. You may want to stick with managing things because it could be that people just aren’t for you. 

Are You a Manager or a Leader?

Steve Keating 5 Comments

Not a single person reading this has ever successfully managed people. That’s because it can’t be done. Human beings resist being managed to the point of being impossible to manage. 

People insist on being led. If you think managing and leading are one and the same then you may be a manager but you’re most certainly not a leader. 

I’ve written about this before but since it’s been awhile here’s a refresher. 

Managing and leading are two different things. You manage things. Things like a budget, buildings, inventory, property and the like. If it’s an “it” you can manage it. If “it” is not capable of expressing emotion go ahead and manage away. 

But if you’re dealing with a flesh and blood person then attempting to manage them creates nearly every problem the typical manager complains about. 

Leadership is about people and only people. When you attempt to manage people you risk treating them like things…at least they feel that way. That highlights one critical difference between managing and leading. Things don’t “feel” but people always do. 

That makes leading far more challenging than managing. Dealing with our own emotions is tough enough, trying to make sense of other people’s emotions can be more than a little daunting. That’s likely why so many people in leadership positions don’t try. They try to manage their people instead.

Another reason that happens is that over 70% of the people in leadership positions have no formal leadership training. None. Zippo. Zero. They also have had no mentoring from a successful leader. They are put into a leadership position and then expected to fend for themselves. It’s almost as if people think leadership just happens.

Make no mistake about this absolute fact…leaders are not born, they are trained. The training can take on different forms but absent some type of training it is exceptionally rare for Authentic Leadership to emerge. 

That makes for a difficult leadership experience, for both the leader and those they try to lead. 

I wish I could tell you that every company that promotes someone to a leadership position also provides them with the training to succeed as a leader. Unfortunately very few actually do. So be aware that just as it is in much of life, if success as a leader is meant to be then it’s likely up to you to make it happen.

So find yourself a leadership development program to enroll in. Maybe even more important, find yourself a leadership mentor. Someone you trust and admire as a leader and ask them to show you how they do it. 

If you’ve chosen the right person will be thrilled to invest their time to share their insights with you. 

One last point. I don’t want anyone to think that I’m diminishing the importance of solid management within every organization. Poor management is in fact the cause of many business failures. If you’re a great manager then your impact on an organization can be substantial. You are vital to the success of any organization. 

It’s important to understand however that being a great manager does not make you a great leader anymore than being a great leader makes you a great manager. Some people are blessed with both skillsets. Many are not and it’s incumbent upon you to know the difference. 

People, Expense or Investment?

Steve Keating 2 Comments

There are two distinct mindsets in business today with regards to the people who make up an organization. One mindset, the one I’ll call a managerial mindset says that people are an expense. The other mindset, the one I’ll call a leadership mindset says that people are an investment. 

The difference between those two mindsets is huge!

Let’s say you’re currently occupying a leadership position and you have a team member who isn’t quite getting the job done. If you think to yourself you’re going to have to “spend time on” that person to get them up to speed then you likely have a managerial mindset.

On the other hand let’s say you see that same person. If you think to yourself I’m going to “invest time with” that person to help get them achieve their potential then you have a leadership mindset. 

Your mindset will affect every single interaction you have with your people. 

That’s because we almost instinctively manage expenses. The thought “spend time on” indicates you see people as an expense. Even if only subconsciously. Your people will pick up on that mindset and respond accordingly. They will act as an expense, someone merely hired to be a cog in the wheel. They will resist being the asset that they could be, even if only subconsciously. 

If you see your people as an expense then you will try to manage them. That will cause YOU enormous issues. Do you understand what that means? It means if you have personnel issues then your mindset towards your people is likely the biggest cause.  

When you have a leadership mindset your thoughts regarding people tend to be much more on the “invest time with” side. You realize people can’t be managed, they must be led. That mindset helps you to care about your people. You realize that your success as a leader is completely dependent upon the success of your people. 

Your people will pick up on that mindset and respond accordingly. They will see themselves as someone who brings value to the organization. They will understand that what they do matters and they will commit to do it to the best of their ability. They will give a 100% effort because they know you are committed to them and they will respond with a commitment of their own. 

There are no documented instances of organizations that saw their people as an expense succeeding long term. There are however well documented instances of companies that were in business a long time “adapting” their thinking to one of “people are an expense.” Their demise soon followed. 

By the way, if you’re wondering why a company would suddenly change to a “people are an expense” philosophy I have a one word explanation for you. Consultant! Actually that’s not fair, most consultants are firmly on the “people are an investment” side. It’s the big consulting firms who promote the “people are an expense” concept. They encourage companies to save money by cutting people expenses. They also encourage you to pay them a substantial percentage of that “savings.” 

If you’re in a leadership position then you should know that your first investment must be in your people. New people, young people, experienced people are all worthy investments. Those investments provide a near guaranteed ROI for your organization. 

If your plan to make money includes cutting expenses by cutting people then you should know that’s very short term thinking. You should also know that short term thinking never leads to long term success.

Managing vs Leading – Part Seven

Steve Keating 1 Comment

People in leadership positions who attempt to manage their people use their head to get good things done. They expect their people to use their head as well. They are more manager than leader.

People in leadership positions who actually lead use their head and their heart to encourage their people to accomplish great things. They are as concerned with their people’s heart as much as their heads. They are more leader than manager but they are often excellent managers as well. However, they do not manage their people, they lead them.

People in leadership positions who attempt to manage people are so focused on what needs to get done that they forget it is people, real life human beings, who will get that work done. That causes them to often treat their people as something rather than someone.

Leaders lead. The need neither a leadership position or title to do it. Their first priority is the people who will do the work, not the work itself. They invest the time required to understand how their people think and why they think that way. They know their hopes, their challenges and their goals.

They help them in any area they possibly can. They will compassionately confront them when that is what is needed for them to succeed. They coach them. They mentor them. They care for them.

They do not tell them what to do, they show them. They model successful behavior. They hold their people to high standards and hold themselves to even higher standards.

Leaders who lead earn the commitment of their people. That commitment leads to increased productivity and extraordinary results.

People have hearts and it’s those hearts that truly need leadership. If you’re in a leadership position and you’re not leading your people then don’t expect them to put their hearts into their work. They may indeed use their heads to do good things but greatness will elude them. It will almost certainly elude you as well.

Managing vs Leading – Part Six

Steve Keating 4 Comments

There are several key differences between people who hold leadership positions and people who actually lead. As I’ve said frequently in this series people who hold leadership positions often attempt to manage their people. Leaders, whether they hold a leadership position or not, actually lead people.

Leaders who lead develop a Followership. Leaders who attempt to manage people hope to create subordinates. The difference is huge.

Subordinates comply with the demands, directives and requests of the boss. Sometimes they comply willingly and sometimes not. Sometimes they flat out resist the directives. In worse case scenarios they work against their boss and become a cancer to the entire organization. They frequently draw other team members into their sea of discontent.

At best a person in a position of leadership who attempts to manage their people can expect a mediocre level of performance. The development of their people is stunted and their potential is limited. Over time their people become disengaged. Even otherwise excellent people do not give the effort required for long-term success when they are managed.

When a leader leads they first work to create strong followers. Then they raise the bar to turn those followers into future leaders. People who are led don’t see the requests of their leaders as demands or directives. They do not comply with the requests because compliance isn’t needed. They are committed to the leader and they do whatever it takes to make certain they do not disappoint them.

Their level of work is frequently, almost always in fact, superior to managed people. They work with their leader to ensure all requirements for successful outcomes are met. People who are led instead of managed have a positive impact on the team by displaying both a more positive attitude and impressive work habits.

Leaders who lead help their people grow. Their people develop far faster than managed people. They also have a very good shot at reaching their full potential.

If you’re a person in a position of leadership who is attempting to manage your people you’re not going to like this next sentence. If you’re attempting to manage people then you’re causing an overwhelming percentage of the problems you would describe as personnel issues.

Subordinates will seldom help you grow as an organization because you’re not helping them grow as people. It may look as if leading people is harder than managing them and in fact it is…but only in the short term. In the long term the only way to eliminate personnel issues is to realize that your personnel are people. That is forgotten by far too many managers who occupy leadership positions. When you help your people grow, the rewards, both tangible and intangible far outweigh the extra effort required to truly lead.

People resist feeling managed. They respond to feeling led. Are the people you’re responsible for developing resisting you or responding to you?

The answer to that single question may hold the key to your future success and the success of your organization.

Managing vs Leading – Part Three

Steve Keating 3 Comments

As you gain an understanding of the characteristics of a leader you move from the mindset of managing people to truly leading them. If you’ve been fortunate enough to experience Authentic Leadership from someone else in your organization then your understanding of those characteristics will happen quickly. If you’ve had the misfortune of working only for a boss then your transition from managing to actually leading could be much slower…if it happens at all.

Considering that I make my living “teaching” people how to lead this next sentence might come as a surprise to some. The fact is that leadership cannot be taught. It can only be modeled.

What I can do is teach the characteristics of an Authentic Leader. That tends to speed up the process of transitioning from attempting to manage people to truly leading them.

The characteristics of leadership that I most often speak and write about include Integrity. I list that as the most important characteristic of leadership because if people don’t trust you they cannot follow you.

This is one of the reasons it is so much more challenging to lead people than it is to manage them. Someone who is managing people has less to be concerned about when it comes to trust. They are forcing the compliance of their people and trust is not a requirement for compliance.

A leader however puts forth the effort to earn the commitment of their people. They know that without the trust of their people that commitment is impossible. So they do what they say they will do. Their actions match their words. Trust comes directly from integrity so Authentic Leaders speak, act and even think with integrity.

People in leadership positions who manage people want to be trusted but they hope for the trust of their people. A leader intentionally works for it. A manager expects the commitment of their people. An Authentic Leader understands that commitment is a two-way street. They commit to their people before they expect their people to commit to them.

Another vital characteristic of leadership is judgment. Leaders are required to make decisions both large and small. They don’t get them all right but they get most of the big ones right. They don’t assume and when they need more information to make a sound decision they seek it out. They know that they don’t need to know it all and they don’t think admitting that they don’t is a weakness.

Dante once said that the hottest places in hell are reserved for those who, in a period of moral crisis, maintain their neutrality.

Authentic Leaders display moral courage. Their judgment is informed by that moral courage and they do not shy away from difficult decisions or the conflicts that can result. They don’t need a poll to know what is right. They know what is wrong is wrong, even if everyone else is doing it.

Managers may say they care and indeed they may but Authentic Leaders show they care and they do it with great intentionality. Saying you care leaves room for doubt, showing you care removes that doubt and deepens the commitment level of your people.

Caring for people is an essential leadership characteristic. It has been said by too many people to know who said it first that no one cares how much you know until they know how much you care.

Authentic Leaders know that it is not a weakness to demonstrate caring and compassion for people. They genuinely want the best for people in general and especially for the people they lead.

Their caring motives are always on display and it’s that characteristic that initially draws people to them. Where a manager might leave you wondering about their motives an Authentic Leader never will.

Managing vs Leading – Part Two

Steve Keating 4 Comments

When you’re promoted to a leadership position it would be great if leadership skills came with the promotion. Unfortunately they don’t. More unfortunately, many new leaders act as if their new position, their new title, and their new office come with an entirely new set of skills that include a new way of thinking.

They couldn’t be more wrong. While you can be promoted to a position of leadership you cannot be promoted to leader. You must earn earn the right to lead. Earning that right begins when you realize that leadership has nothing to do with your title or position. Those things might make you a boss but they do not make you a leader. The good news is that once you realize that leadership isn’t about a position or title you also realize that you don’t need a title or leadership position to lead.

That’s because leadership is all about influence. Being a boss or a manager is more about authority. Influence gives you the opportunity to earn the commitment of other people. Authority only gives you the opportunity to force people to comply with your directives.

The fastest most effective way to influence other people is to demonstrate to them that you care for them. Notice that I didn’t say care about them. I said care for them. The difference is significant.

Anyone in a leadership position cares about the people they are supposed to lead. They care about their productivity. They care about their attitude. They care about their attendance. They care about the people they are supposed to lead getting the work done. They care about lots of things when it comes to the people they are supposed to lead.

But an Authentic Leaders cares for the people they lead. They care for them as individual human beings first and members of the organization second. The people they lead are more important than the task they ask them to complete. The people they lead are more important than their attendance record at work. Authentic Leaders don’t worry about the attitude of the people they lead. They create an environment of positivity that fosters a consistent positive attitude. They do all of that because they care for the people they are responsible to lead.

Authentic Leaders make a difference, a positive difference, in the lives of the people they lead and they don’t need a leadership position or a fancy title to make that happen.

Are showing your people that you care about them or are you demonstrating on a daily basis that you care for them? Do you invest the time required to know the people you lead? Do you know their goals, both personal and professional? Do you know the challenges they face in their lives. Do you know how you can help them achieve those goals and deal with those challenges?

If you can answer those questions with a yes then it’s likely that you are also demonstrating that you truly care for the people you lead. It is also almost a certainty that you’re an Authentic Leader!