Tag Managing vs Leading

Transitioning From Manager to Leader

Steve Keating Leave a comment

Most people, (and by most I mean almost all people) who are promoted into a leadership position aren’t even close to being a leader. They may have been promoted into a position of leadership, but what they are almost certainly doing is managing.

And that’s a problem.

It’s a problem for the new leader; it’s a problem for their organization, and it’s a huge problem for the people they are supposed to be leading.

The problem is created when an organization takes the “best” engineer, salesperson, HR rep, sourcing person, or the best person in any other department, and promotes them to a leadership position.

So the best engineer becomes the Manager of Engineering. The best salesperson becomes Sales Manager, and on it goes. There is a VERY good chance that the skills that made them the best at whatever they were doing are not going to transfer well into a leadership role.

And yet, they are expected to lead. The problem is made worse when they receive absolutely no formal leadership training. Which, accordingly to research, is the case over 80% of the time.

So these new leaders struggle in their roles. Absent formal leadership training, they do the best they can, which usually means trying to manage the people they are supposed to be leading. The sooner they transition from managing people to truly leading them, the sooner most of their “personnel issues” will disappear.

That’s because people instinctively resist being managed. They want, in fact they crave, being led. Things like budgets, spreadsheets, buildings, and inventories are managed. People must be led.

Transitioning from a manager to a leader requires a shift in mindset, skills, and approach. While managers focus on processes, tasks, and efficiency, leaders inspire, influence, and develop people. Here’s how to make the transition effectively.

1. Shift from Managing Tasks to Inspiring People

Manager: Ensures that tasks are completed on time.

Leader: Motivates and empowers teams to take ownership and innovate.

Action: Focus on building strong relationships and fostering a shared vision.

2. Develop a Vision and Communicate It Clearly

Leaders don’t just follow organizational goals—they create and communicate a compelling vision that inspires others.

Action: Regularly communicate the “why” behind decisions and strategies to align and engage your team.

3. Empower Instead of Micromanage

Managers often focus on control and oversight. Leaders trust their teams and encourage autonomy.

Action: Delegate responsibilities, provide guidance, and create an environment where people feel safe to take risks.

4. Cultivate Emotional Intelligence (EQ)

Leaders are self-aware, empathetic, and skilled at managing relationships.

Action: Develop self-awareness, practice active listening, and learn to read and respond to team dynamics effectively.

5. Develop Future Leaders

A great leader builds other leaders. Instead of just managing performance, they mentor and coach their teams..

Action: Identify high-potential individuals and invest in their growth.

6. Encourage Innovation and Adaptability

Managers ensure efficiency, but leaders embrace change and challenge the status quo.

Action: Foster a culture where creativity and problem-solving are encouraged.

7. Lead by Example

People follow those who embody the values and work ethic they preach.

Action: Demonstrate integrity, accountability, and resilience in everything you do.

8. Expand Your Influence Beyond Your Team

Leaders impact the entire organization, not just their direct reports.

Action: Build cross-functional relationships and contribute to the broader company culture and strategy.

9. Become a Lifelong Learner

Leadership is a journey, not a destination.

Action: Read, take courses, and seek mentorship to continually grow as a leader.

Final Thought

The key difference between a manager and a leader is influence. Managers ensure things are done right; leaders ensure the right things are done. Focus on people, vision, and inspiration, and you’ll naturally make the transition.

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Being a Leader that People Will Want to Follow

Steve Keating 3 Comments

I’ve worked with many people who wanted to be a boss. They would make comments such as, “When I’m the boss, they will have to do what I tell them to do.” They aspired to a position of leadership so they could force people to follow “orders.”

I had a ready-made answer for those people. The answer was, “you may be able to get them to do something, but it’s highly unlikely you’ll get them to do it well.” That’s because the best a boss, or most managers, can hope for is the compliance of their people. Compliant people may do what they are told but they almost never pour their heart and soul into doing it. They are most often “bare minimum doers” who do as little as possible. Most often doing just enough to keep their jobs.

Only committed people do more than required. And despite what many organizations say in their mission statements, their people are NOT committed to the organization. That’s because people can only commit to other people. Commitment is very personal. Humans don’t make commitments to their cars. Their houses, their boats, or anything. Not even the place they work at.

They make commitments to other people. So long as they know those people are also committed to them. Most bosses and managers do not possess the characteristics required to build committed relationships with their people. Authentic Leaders do.

People may be forced to comply with a boss, but they want to follow an Authentic Leader. They want to perform well for their leader. They will indeed make a huge effort, consistently doing more than is required of them.

Authentic Leaders create an Authentic Followership. It’s from those followers that they grow more leaders.

It all begins with being the type of leader that people will want to follow. Being a leader that people want to follow does not necessarily require holding a position of authority. It does require building trust, demonstrating integrity, and inspiring others.

If your goal is to be an Authentic Leader, one who others will be excited to follow, then here are some key principles to consider.

You lead by example. Integrity is vital when leading by example. Whether you realize it or not, you ARE leading by example. You must show honesty and consistency in your actions. Follow through on your promises, and adhere to the same standards you expect from others.

If you want dedication and commitment from your people, then you must demonstrate dedication and commitment. People are more likely to respect a leader who works as hard as they do.

Communication reigns supreme. Keep your team informed about important decisions and changes. Clear, honest communication builds trust and reduces uncertainty. There is some information that must remain private, but not much. Withholding information which could be shared does not make you more powerful; it makes your team weaker.

And remember, effective communicators are also excellent listeners. So pay attention to the ideas, concerns, and feedback of your team members. This not only helps you understand their perspectives but also makes them feel valued.

Empowerment is more than a buzz word. Trust your team with responsibilities and give them the autonomy to complete tasks. This not only fosters growth but also shows that you have confidence in their abilities. This is a vital step in building more leaders in your organization. If you’re a micromanager, then you’d best be prepared to accept micro accomplishments from your people.

Never stop investing in your team’s professional growth. Offer opportunities for learning and development, and provide the resources they need to succeed. As an Authentic Leader, your own success is completely dependent upon the success of your people. Keep the focus on developing your people, and they will help you and the organization succeed.

Consistently inspire and motivate the people you lead. No one is going to commit to following you until they know where you’re going. Articulate a clear and compelling vision that inspires others to contribute. When people understand the bigger picture, they are more motivated to work toward common goals.

If you want enthusiastic followers, then show enthusiasm for your work. Passion is contagious, and when your team sees your genuine excitement, they are more likely to share it.

Show your people that you truly care. One of the greatest truths of leadership is that people don’t care how much you know until they know how much you care… about them. Be aware of your team members’ individual needs and challenges. Show empathy in difficult situations and be supportive when they need it.

Foster, at all times, a culture of respect, inclusivity, and collaboration. A positive work environment leads to higher morale and stronger team cohesion.

Be a decider. Make informed decisions in a timely manner. Even when tough choices are necessary, being decisive helps maintain momentum and confidence. Once you’ve made the decision, take responsibility for your actions and the outcomes of your decisions. Admit mistakes when they happen, and focus on finding solutions rather than placing blame.

Everything you say and do either adds to or subtracts from your credibility. Be reliable in your actions and decisions. Consistency builds trust, as your team will know what to expect from you. Treat everyone with fairness and impartiality. Avoid favoritism, and ensure that all team members have equal opportunities.

People need recognition. Regularly recognize and celebrate the achievements of your team. Public acknowledgment boosts morale and motivates others to excel. Consistently show appreciation for the efforts of your team members. A simple thank-you can go a long way in making people feel valued.

By developing these characteristics, you’ll create a culture where people feel motivated, respected, and eager to follow your lead. Authentic Leadership is about inspiring and guiding others to reach their full potential. When done right, it can lead to tremendous success for both individuals and the team as a whole.

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Why So Many People in Leadership Positions Fail

Steve Keating 2 Comments

So, the first thing I’d like to point out is that the title doesn’t say “why so many leaders fail.” It says “so many people in leadership positions.” Authentic Leaders seldom fail. They, and the people they lead, regularly overcome challenges to accomplish their goals and objectives.

Holding down a leadership position in an organizational chart doesn’t make you a leader. In fact, if you’re in one of those positions, I’d highly encourage you to look behind you on a regular basis to make sure someone is actually following you. If no one is truly following you, then you’re not leading. No matter your title or position.

So let’s take a look at exactly why so many people in these positions of leadership do in fact fail at leading.

1. They don’t understand the vast difference between managing and leading.

This is likely because they have bought into the easy-to-believe myth that there actually is no difference between managing and leading. They miss the fact that “stuff” is managed, but people must be led. Budgets, buildings, equipment, inventories, spreadsheets, and the like can be managed. People, human beings, strongly resist being managed. They insist on being led.

People who merely hold down leadership positions never seem to figure out that most of what they would describe as “personnel issues” are caused by them trying to manage another human being. Low employee effort, poor attitudes, disengagement, and unreliability can be traced directly to a lack of Authentic Leadership. And, in fact, much more can be attributed to that.

Authentic Leaders know that truly leading their people results in most, or even all, of those issues disappearing. People who are led commit to their leader and will work their butts off to help their leader, and the organization succeed.

2. They lack essential communication skills.

Many leaders fail to grasp the need for speaking frequently to the people they wish to lead. In fact, many of them intentionally withhold information that could help their people in a myriad of ways. Information can help people understand their role in the organization. It helps them understand how they “fit” and how they matter to the organization. That helps keep them engaged.

True leaders know something important. That the most expensive employees aren’t the highest paid ones. They are the least engaged ones. Disengaged employees take home a paycheck, but leave behind few results in return.

Information is also the key to motivation. No one truly commits to a leader without knowing where that leader is leading them. Authentic Leaders have a clear vision and they share it with their people on a regular basis. Informed people are inspired. So, Authentic Leaders use tools like podcasts, blogs, newsletters, and emails to keep their people informed.

People merely holding down leadership positions will literally withhold information from their people because of the false belief that knowing more than their people somehow makes them more powerful or important. They miss the fact that their people can’t use information they are unaware of. This limits the potential success of their people and the organization.

3. They have low Emotional Intelligence

People in leadership positions struggle to lead because they fail to understand the importance of making a human connection with the people they are responsible to lead. Authentic Leadership is about people, and it’s only about people. People need to know that they matter. They need to know that what they do makes a difference. They need to know that the person leading them cares for them as a person, not just an employee.

Authentic Leaders understand the difference between caring “about” and caring “for” someone. While people holding leadership positions may say they care about their people, Authentic Leaders consistently demonstrate that they care for their people.

People in leadership positions often feel that making an emotional connection makes them look weak to the people they hope to lead. They are wrong. That is one of the biggest “misses” that leaders in name only experience. They miss the reward of improving lives. They barely know the people they would lead. So, they barely try to manage them, much less lead them.

4. They “lead” the way they were led.

Most people in leadership positions were promoted there because they did their previous job well. I love organizations that promote from within. But, there’s this one little fact: the skills needed to do their old job are quite different from the skills needed to lead.

When you add that to the fact that nearly 85% of promoted people won’t receive any formal leadership training, you have a big problem.

Absent that training, most people in leadership positions will lead in the same manner in which they were led. If they were led by a leader in name only, then that’s how they will attempt to lead. If their previous leaders were autocratic bosses, then they too will follow that example.

That cycle will continue until it is broken by someone who decides to be better than the boss they had. When they choose to be the leader they wish they had, then they will seek out formal leadership training and learn to lead effectively.

Once that happens, they can create a new cycle. A cycle where they produce more leaders who will one day produce more leaders themselves. That creates an opportunity for explosive and sustainable growth for their organization.

It all begins with a person in a leadership position deciding that they will lead people instead of attempting to manage them. It begins with a decision that says I will Lead Today. I won’t lose another minute; I’m going to start building myself into the leader I needed before I was promoted. I’m going to help my people reach their full potential and succeed.

So what do you say? Are you in a leadership position or are you actually leading? If it’s the former, then only you can change it. The question is, will you?

Your answer could change a lot of lives, including your own.

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The Actual Differences Between Managing and Leading

Steve Keating Leave a comment

It has been a while since I’ve written on this topic. Considering the hefty increase over the last few months in subscribers to this blog it feels like it’s time again. The terms “managing” and “leading” are often used interchangeably, but they represent distinct aspects of organizational and team dynamics. While there is some overlap, they emphasize different roles and functions within a group or company.

Simply put, we manage “stuff” and we lead people. “Stuff” includes everything that isn’t people. Things like spreadsheets, buildings, inventory, equipment, budgets and a ton of other “stuff.” Leadership is about people and it’s only about people. People will always resist being managed because it’s human nature to resist being treated like a piece of equipment.

People insist on being led. That might not be a conscious insistence but it’s as real as can be. Most of what HR professionals would describe as “personnel issues” stem from trying to manage people who insist, whether consciously or subconsciously, on being led.

The sustainability of an organization depends on both sound management and effective leadership. It also depends on understanding the unique characteristics of each.

Here’s a breakdown of the actual differences between managing and leading:

Focus and Scope:

• Managing: Primarily focuses on tasks, processes, and resources. Managers are responsible for planning, organizing, and controlling day-to-day activities to achieve specific objectives. Their focus is often on efficiency, coordination, and problem-solving.

• Leading: Primarily focuses on people. Leaders inspire and motivate individuals or teams to achieve a common vision or goal. Their focus is on aligning people with the organization’s mission, values, and long-term objectives.

Role and Authority:

• Managing: Involves the allocation and coordination of resources, making decisions, and ensuring that tasks are completed efficiently. Managers typically have authority based on their position within the organizational hierarchy.

• Leading: Involves influencing and inspiring others to follow a shared vision. Leaders may not always have formal authority, as their influence can stem from personal qualities, vision, or expertise.

Orientation:

• Managing: Tends to be more task-oriented. Managers are concerned with how to achieve specific goals, meet deadlines, and efficiently use resources.

• Leading: Tends to be more people-oriented. Leaders focus on building relationships, fostering collaboration, and creating a positive organizational culture.

Timing:

• Managing: Often involves short-term planning and execution. Managers deal with immediate issues, problems, and operational aspects of the organization.

• Leading: Often involves long-term vision and strategy. Leaders look ahead, setting the direction for the organization and navigating it through changes and challenges.

Control vs. Inspiration:

• Managing: Involves control mechanisms to ensure that tasks are completed as planned. Managers use authority, rules, and systems to maintain order.

• Leading: Involves inspiring and motivating others. Leaders appeal to emotions, values, and aspirations to encourage commitment and engagement.

Risk-Taking:

• Managing: Generally focuses on minimizing risks and maintaining stability. Managers often work within established procedures and protocols.

• Leading: Involves taking calculated risks to pursue innovation and change. Leaders are more likely to challenge the status quo and encourage experimentation.

In practice, effective leadership often requires a combination of management skills. Successful organizations recognize the importance of both managing and leading and may seek individuals who can balance these roles to achieve overall success and sustainability.

People are Not Assets 

Steve Keating 11 Comments

I can’t even begin to count the number of business leaders who have told me that their people are their organization’s greatest asset. Sometimes they tell me that in response to a question I’ve asked. Many times they volunteer it, in an almost bragging kind of way. 

Gosh I wish that were true. I wish when you watched those business leaders in action you saw that philosophy come to life. That you saw people being cared for, nurtured and developed. That’s what you should do for people. Sadly, most of those business leaders really do treat their people as just another asset. 

But people are not assets. They are people, real life honest to goodness, human beings. 

Back in 2008-2009, during the start of the Great Recession, I had dinner with a friend of mine. He ran one of the best known medical device companies in the world. He often told me that the organization’s people were their greatest asset. He tried at least a half dozen times to hire me, telling me each time what a positive impact I could have on their people. 

The company was formulating a plan to layoff a significant number of people and he seemed genuinely tormented by the idea. I asked if they had considered every alternative to laying people off. He said he thought so. 

I said, “so you’ve ditched the executive perks like company cars, the special section for executives in the cafeteria, fitness club memberships, and the like. His answer belied his “people are our greatest asset” statement. He said those things had indeed been considered but were rejected. He said it didn’t make sense to disrupt the lives of the executive team to save “maybe 10 or 20 jobs.” I’ll bet it would have made sense to the people losing their jobs. 

Somehow I instantly got the feeling that if I had ever taken him up on one of his job offers mine would have been one of those 10 or 20 jobs not worth saving. 

Businesses are predicted to face significant headwinds in 2023. My advice to many business leaders would be to dial back the “people are our greatest asset” line. Because when push comes to shove those assets may be the first thing you decide to do without. That’s not a great look. 

Of course, there may be a chance that your organization is one of the many (thankfully) that still chooses to behave as if your people truly matter more than anything else. Your actions match your words. Not only do your people hear that they matter, they feel it. 

You lead your people rather than manage them. You invest in them. You develop them. You provide them with the best job security of all. You grow them into people who will always be in demand, even if circumstances prevent them from remaining a member of your team. 

As an Authentic Leader you know that words matter. You know that thoughts matter. You know that if you think of your people as an asset, like your building, a computer, or inventory, then that’s how they will be treated. Your thoughts and words shape your actions. That’s how it works for everyone. 

So you see people for what they are. Human beings. That makes a difference in every decision you make. It means that when things get tough you’ll ditch the executive fleet of cars and drive your family Chevy to the levy, even if the levy is dry. 

It means that when you get to the last resort of having to separate with some of your people it will truly be a last resort. Because you know that you don’t actually run a company, you lead people and they run the company. 

YES, There is a Difference Between Managing and Leading

Steve Keating 1 Comment

I haven’t written about this topic for a while. Lately I’ve been frustrated by the number of people I’ve come into contact with who think they are the same. So here I go again!

Managing is about stuff, like budgets, buildings, inventories and spreadsheets. We manage stuff. Leading is about people and only people. No one leads a business, they manage the business. They lead the people who work at the business. 

And NO, I’m not playing games with words. There is a huge difference in the mindset of people who foolishly think they can manage another human being and a person who knows they can’t. Most people know that they personally resist being managed. They want to be led. Many of those same people however, don’t realize that the people they are trying to manage feel just like them. 

If you’re in a leadership position you need to understand that most of the issues you would describe as personnel issues, especially attitude issues, stem from YOU trying to manage people rather than lead them. It will be that way until you actually begin to lead. 

A substantial majority of people holding leadership positions in the United States have never had a minute of formal leadership training. If you’re wondering how that can be here are a couple of statistics for you from research conducted earlier this year. It is consistent with other research done in previous years. 

77% of businesses in the US say that leadership is lacking in their organizations. 83% say that leadership development at all levels within their organization is a priority. Yet only 5% of them have implemented formal leadership development at any level. 

That’s why so many people who hold leadership positions think they are leading when they actually are not. They simply don’t know what they don’t know. 

Managing people may seem easier then leading them. When you manage people you most likely tell them what to do. You tell them if, in your opinion, they did what they were told. If they did what they were told that’s pretty much the end of it. If they didn’t do what they were told there will be hell to pay. Sound familiar?

While managing people may seem easier then leading it is actually creating problems at the same time it is damaging culture. Sometimes severely damaging culture. 

Leading people is complicated. It is challenging. There is no end to it. But…it is 1000 times more rewarding than trying to manage them. You may not always succeed in leading people. You will never, never, never succeed at managing people. 

Leading people is complicated because, well because they are people. They are emotional beings. If you’re going to lead people you must be willing, and prepared, to deal with their emotions. The moment I hear someone in a leadership position say “I refuse to deal with the drama” people try to bring to me, I know I’m talking to a manager rather than a leader. 

Leadership at it’s core is helping people deal with what’s happening in their lives. It is about helping ordinary, often “messy” people achieve extraordinary results. In spite of whatever messes and limitations they may have in their lives. You cannot, you absolutely cannot, lead another human being without caring for them. If you don’t care about what’s happening in their lives you won’t be able to care for them in their careers.

Telling people to keep their “home life” separate from their work like is another sign you’re trying to manage rather than lead. As an emotional human being YOU have never once been able to completely separate your home life from your work life. Yet you expect the people you’re supposed to be leading to do it every day. And then you wonder why your people have an attitude issue. 

I once worked for a guy, thankfully I didn’t report directly to him, who said it was his job to keep people guessing. If they knew what he expected of them then they wouldn’t be “on their toes.” He was kinda right about that because it’s tough to be on your toes when you’re always looking over your shoulder. 

If your people do not know exactly what you expect from them that’s a sure sign you’re not leading. Authentic Leaders communicate with the people they lead. Very very frequently. If you haven’t talked to each one of your direct reports this week then you’re trying to manage them, you’re not leading them.

Please do not even attempt to tell me you don’t have time to even have a five minute conversation each week with every person you’re supposed to be leading. If that’s the case you either have way too many direct reports or you do not understand the difference between trying to manage people and the privilege of leading them. 

Manage things, lead people. When you do that, you, your people, and your business will truly have the opportunity to experience explosive growth.

On a another subject…I’m trying something new on Twitter. It’s called “Super Followers.” For $5 a month, that’s 17 cents a day, people can follow a part of my Twitter stream that is for subscribers only. It features short videos of me discussing leadership topics, sales tips and ideas for better overall relationships. I’m assuming there will be far fewer Super Followers than the million or so people who regularly follow me on Twitter. That will give me the opportunity to answer questions more throughly than I can on regular Twitter. Most of the answers will come in the evening cause we all have day jobs, right? Think of it as ”mentoring on demand!”

My goal with SuperFollowers is to build a better connection, one where I can perhaps help more and have a greater impact. I’m hoping it gives me a chance to mentor to a wider audience. It’s still new, we’ll see how it works. It’s a $5 dollar investment that may be the extra “push” you need to get to where you want to be. I’d be honored to be able to help get you there. 

You can find more information by clicking the Super Follow button on my Twitter profile page IN THE TWITTER APP. http://twitter.com/leadtoday Give it a try if you’re so inclined, and if you are, be sure to let me know how I’m doing and how I can be of even more help.

Forgetful Leadership

Steve Keating 1 Comment

Here’s a common trap that busy leaders too often fall into. Even very good leaders frequently have this happen to them. The busier they are the more likely it is to happen. 

The trap is simply forgetting to lead. They forget about the huge difference between managing and leading. Leading is a challenge that brings with it many rewards. Attempting to manage people seems easier but it brings a host of “people problems.” When leaders get especially busy they can revert to trying to manage people rather than lead them. 

That’s a problem but here’s what makes it an even bigger problem than you think. The busier your organization is the more stress everyone who works there is under. When the people you lead are stressed that’s when they most need your leadership. But you’re busy too and you forget that leading never stops, or at least it shouldn’t stop. 

When your people most need your leadership is when you’re most likely to forget to lead.

It’s why I recommend that busy leaders actually set reminders in their smartphones. Reminders to make certain they are doing the basic “blocking and tackling” of leadership every day. Especially when they and their people are particularly busy. 

A few of the basics of leadership would be things like recognizing a team member. Coaching for corrective action with a person who may be struggling. Coaching someone who is doing particularly well to reinforce their positive behavior. Showing your people that they matter and that you care about them. All of those things are important, they are even more important in times of stress. 

Slowing yourself down in order to come along side of your people when they most need you pays terrific dividends. Dividends in the form of increased productivity, better morale and an overall culture of success. 

But…easier said than done right? Well tell me one thing worth doing that isn’t easier said than done. Most people reading this would tell me their people are their greatest resource. Then they say they don’t have time to slow down long enough to lead that “greatest resource.” 

Think about what that means. It means that you are intentionally making the decision to focus your attention on something other than your greatest resource. When your greatest resource most needs your attention.

Does that sound like a recipe for success? Does it sound like effective leadership? Does it sound like that would ever be a good idea?

Authentic Leaders do their best leading when leadership in most needed. Limited leaders often forget to lead when their leadership could have the most impact on their greatest resource. 

Don’t fall in the trap of forgetful leadership. Your people will reward you with their commitment when you put them first rather than the 100 other things vying for your attention. 

Don’t forget that either!

On a completely different subject…I’m trying something new out over on Twitter. It’s called “Super Followers.” For $5 a month, that’s 17 cents a day,  people can follow a part of my Twitter stream that is for subscribers only. It features short videos of me discussing the kind of things I tweet and blog about. But the best part is I’m assuming there will be far fewer Super Followers than regular followers. That will give me the opportunity to answer questions more throughly than I can on regular Twitter. Most of the answers will come in the evening cause we all have day jobs, right? Think of it as ”mentoring on demand!”

You can find more information by clicking the Super Follow button on my Twitter profile page IN THE TWITTER APP. http://twitter.com/leadtoday Give it a try if you’re so inclined, I can’t promise it will last for a long time but I can promise the content will be helpful as long as it does.