Windows 7 starter and email. Managers have employees. Leaders win followers.Managers react to change. Leaders create change.Managers have good ideas. Leaders implement them.Managers communicate. Leaders persuade.Managers direct groups.

1. Similarities Between A Leader And Manager
2. Similarities And Differences Between A Leader And A Manager
3. Main Differences Between Leaders And Managers

Leaders create teams.Managers try to be heroes. Leaders make heroes of everyone around them.Managers take credit. Leaders take responsibility.Managers are focused.

Management should be done with the instruments of leadership. Every manager must be a leader in order to have strong teams which go after their goals. One of the most important parts of leadership is to inspire people to go outside their comfort zones and perform better. Churchill is a great example of a leader, but he is not manager. 'He is not beloved because he made the bureaucracy function.' If an organisation is run effectively, leadership and management will exist in tandem, adds Jonathan Gosling, professor of leadership studies at the University of Exeter Business School. What are the differences and similarities between leadership and management? Is there a difference? Can you be a great manager and at the same time, be a great leader?

Leaders create shared focus.Managers exercise power over people. Leaders develop power with people.What else sets a leader apart from a manager in your mind? Please feel free to share your thoughts with me on and as well as in the comment box below.

Leaders are born. Leaders are made by the circumstances about and around themselves. Leaders are crafted, chiseled and hammered by their experiences. Leaders are pushed to mould themselves to become certain figures on Earth. Leaders can be cosmopolitan species, extremely universally present.

Leaders pull up and build other countless leaders as they rise. Leaders love the use of “We and Us”. A Leader says I am because we are, and because we are, therefore I am.Managers learn and copy and style themselves accordingly with their role models.

Managers acquire junior and senior degrees in subjects of their appetite and affinity. Managers position themselves for the next position. Managers surround themselves with all YES MEN.

Managers eliminate any potential challenging species. Managers are constantly working at protecting themselves from vultures who are also positioning themselves. Managers step on top of many heads for them to rise and shine alone. Managers love the use of the “Me, Myself and I”.

A Manager says I am because I am, and because I am, therefore I am.My kindest Regards,Hollo Mampane, LimpopoSouth Africa. It is wrong to focus on classifying leaders and managers as two distinct entities. Both terms indicate positions of elevated responsibility and respect over others. People in these positions possess varying degrees of management and leadership abilities, the relative mix of which defines their ability to succeed in their position.

In some positions, management skills, such as the ability to plan, coordinate, track details, etc, have greater importance in achieving success than leadership qualities of motivating and influencing others. The mix required in any individual leader/manager is dependent on the the position, the environment, and the team. Focusing on any one individual can be a mistake, since the strengths held by one person can augment another persons weaknesses.

A strong manager/leader understands this, and is sure to shape their team to complement and augment teir own natural abilities. This self awareness can also allow a person to develop their abilities, improving weak areas to create a stronger mix of abilities overall. In the end, whether you are considered a manager or a leader, the term is just semantics, and you shouuld focul on achieving a balance in your managerial and leadership abilities. Intentional Leadership = clarity (knowing clearly where you want to go) + intentionality (taking consistent action to get there). Clarity without consistent action is daydreaming.

Consistent action without clarity is wasted time and effort.Just as the tools of successful mountaineering have changed and improved over time, so have the requirements of intentional leadership. Based on 33 years of working with organizations globally, teaching leaders and observing powerful shifts, Mark has identified three essential areas of focus for leaders in the world:Inspiration: motivation to the power of purposeCulture: creating an engine that sustains vision and values while achieving desired resultsEmotion: designing and delivering positive emotions for customers and employeesIn this program, Mark explains how five very different businesses use clarity of purpose and consistent action to flourish in their given fields. He shows how they have harnessed and successfully employed the three essentials in their practices and how it is possible to improve your own business dramatically by learning from these real-world examples.“The Intention Imperative” is a practical, proven and engaging presentation based on the latest and best of Mark’s thinking. How do you keep getting better when you’re already the best? Or what happens when complacency, outdated thinking or weariness stunts performance? What do you do when growth stalls, or when your team is working below its true potential?THE ANSWER: You’ve got to pursue your true potential.Today’s top performers and top companies often experience a crisis once they’ve moved into the number one spot. It is easy to become complacent and rest on past accomplishments while competitors are biting at your heels.When you’re Number One, there is nobody to emulate.

You either keep increasing your lead or run the risk of being overtaken by Numbers Two through Five.Mark Sanborn has worked with many of America’s best companies. That’s because he has the ability to motivate and teach simple, proven and highly effective ways of thinking and doing that keep individuals and organizations moving forward and gaining new ground.Not only has he learned from working with the best—some 2600 clients—but he’s learned what doesn’t work, too, and he can help you change your thinking and supercharge your performance. Personalize the message of Mark’s bestselling book, The Fred Factor, for your audience. This highly motivational presentation explains how you can become a Fred providing you the means to reinvent your business and life through self-mastery, vision, empowerment, and service. This program is a powerful way to get everyone from frontline employees to upper management focused on the importance of self-responsibility and creating value for those with whom we work and live with.

It goes beyond the workplace to show viewers how to enrich their personal lives as well.Is your leadership ordinary or extraordinary? Have you considered what makes the difference? The proof is in the results you get from the people you lead. Ordinary leadership = ordinary results. Extraordinary leadership = extraordinary results.The four principles of the international bestseller The Fred Factor affect every aspect of your business or organization.

Mark Sanborn, ranked by LeadershipGurus as one of the top 30 leadership experts in the world today, shows you how the Fred Factor philosophy affects your leadership skill and the results you achieve. He’s presented “Lead Like Fred” to hundreds of audiences across the U.S. The insights are tailored specifically to leadership and easy to understand and apply.If you think The Fred Factor is just about customer service, think again. The principles will help you turn the ordinary into the extraordinary. As one of our leading thinkers, authors and speakers on leadership, Mark has focused on the true heart of leadership; What he refers to as little ‘l’ leadership. This—genuine leadership—is not conferred by title or location in the executive suite. It is leadership demonstrated through our everyday actions and the way we influence the lives of those around us.Mark was inspired to write You Don’t Need a Title to Be a Leader: How Anyone, Anywhere, Can Make a Positive Difference by his encounters with the genuine, often untitled, leaders that make such a significant and positive difference at every level of our organizations.In Mark’s keynote presentation of the same name you’ll gain valuable insights on how to develop your own leadership ability and the leadership potential of your employees.

He’ll show you how to identify and develop the characteristics that define genuine leadership.As a master storyteller, Mark has an unparalleled ability to communicate fundamental business and leadership truths through simple stories, anecdotes and humor. You Don’t Need a Title to Be a Leader is a message that will resonate with those who aspire to make a positive difference — regardless of title or position. Fred is back! The Fred Factor has sold nearly 2 million copies. In Fred 2.0, Mark Sanborn brings new stories, illustrations and insights that you and your organization can use to create more customer loyalty, innovative products, services and experiences, and to deliver the kind of profitable results that are so elusive to many.Mark goes deeper into the philosophy and practices of the extraordinary. Drawing from his work with top leaders and organizations, he engages listeners with the why, what and how of taking any job, product or service up a notch. He teaches how to replace money with imagination, build and keep better relationships, and rejuvenate purpose and passion to have more fun and greater success at work.

Every customer is different, so why should every speech be the same? Mark Sanborn is known for his high level of tailoring custom speaking engagements to meet the individual needs of his clients. Whether it’s about leadership, sales, service, or individual performance, it’s about turning the ordinary into the extraordinary.Mark designs each custom speaking engagement to meet your objectives and to reinforce the objectives of the entire meeting. He has the ability to integrate his message into the rest of the meeting or conference. This means your audience members benefit from the synergy of all the presentations they hear, and reinforces the hard work you’ve done to plan an effective event.How Does Mark Develop His Custom Speaking Engagements?Beginning with the Pre-program Questionnaire, Mark gathers information to help him understand your objectives, your organization, the people in the audience and the challenges they face each day.

He next schedules a conference call with you and any key players that you want involved.After identifying important themes and specific messages you want to make sure get conveyed during your custom speaking engagements, Mark draws from hours of material, years of experience and study, and the lessons from presenting to more than 2000 audiences. As a result of this process, you get Mark’s best thinking, most powerful illustrations and relevant, actionable ideas.

Have you ever thought about your leadership role being similar to a parent's role? I began to see the similarities some years ago when, as a young parent and manager, I was trying to do my best in both roles. You can learn a lot about leadership just paying enough attention to raising your kids and also the other way around. Every human being has in his inner self a set of fundamental values upon which he will drive his life. Those values are learned from our parents, but they can be influenced or changed by other leaders in our lives.What's the point of this story?

Similarities Between A Leader And Manager

Well, skipping a lot of details and many mistakes that I've made, the point is that we should look to our leadership roles more like a parenting journey than an authority game, based on the old-school principles, command and control. Thus, a great leader would act many times as a good parent and not as a boss.They would:1. Establish a framework - based on values, not on rules. When you are in a leadership position, sooner or later, your people will copy your behavior no matter how often your core values are written on the walls of your company.

On the long term, it is absolutely useless to tell them what to do. Your child will end up doing what he is seeing more often at home and not what he's been asked by his parents. In this rapid changing times, the more rules and procedures you have in your company, the less your people would be creative and willing to take responsibilities. If you live your values day by day, the rules will come naturally for everyone and that is the culture of your company.2. Coach and train. Try to imagine your newbies as newborn babies then you will be more patient about their evolution.

Similarities And Differences Between A Leader And A Manager

You will sustain your newcomer to walk, you will pick him up when he's fallen down and you will be happy ( and show it!) when he succeeded in walking his first steps. My generation has been educated in a 'no-mistakes-allowed' environment. We had to obey all the (stupid) rules of our homes, our schools, our jobs. This is fundamentally wrong. When you don't tolerate mistakes you don't encourage innovation and your people will either become dumb and lazy or they will leave. As a consequence, your organization will be more and more rigid and will lose countless occasions to learn and develop.

Only the rule breakers make history.3. Create opportunities - remove obstacles. The vast majority of parents want for their children a better life than they had. They would do anything to create better and faster lanes for them, hopefully according with their innate talents. Great leaders act the same: they carefully identify optimal career paths for their people and sponsor them to reach their full potential.4. Let them drive.

It comes a time when you have to let your people drive the business. It's like the first time you give your car keys to your son or daughter and let them drive alone. Deep in your heart you are a bit concerned, but you smile and just say 'Drive carefully, my dear!' The most important thing for everybody, either your children or your people at the office, is to show them trust, especially when they stumble. In this unpredictable environment, you need to push the decision-making process as close to the front line as you can, allowing your people to drive the business. And only when your apprentices are going farther than you did, you can be sure that you are a good leader.5. Sacrifice themselves for their people.

Main Differences Between Leaders And Managers

This is the most important one. As Simon Sinek said in his, great leaders make you feel safe because they do behave like protective parents and they would sacrifice themselves for their followers. As a parent would you put your job, your status, your wealth or even your life at the stake for your children? Most probably, yes. How many of the leaders you have known would even jeopardize their positions only to keep their promises made to their teams? Most probably, very few of them.

When a leader is ready to do that for any member of his team, people will know it and they will follow him anywhere.You can forget the command and control style if your people share the same values with you: Passion, Trust, Courage, Humility, Sharing, Honesty, Loyalty, Openness.A very powerful quote influenced my mindset in my early career: ' Leading by example is not the best way to run a team, it's the only way to lead people to great achievements.' Say what you think and do what you say. That's integrity, the most important trait of a leader, either president or parent.Parenting is the oldest form of leadership, but somehow, while running our businesses, we fail to make connections between these two roles. Remember NLP - the kid inside us never dies.

When do you think it's more appropriate to act as a good parent than as a boss? Think about this perspective.