Are You Managing to Lead?

Written by Monty J. Sharp

Are You Managing to Lead? By Monty J. Sharp, Certified Comprehensive Coach

For many people,repparttar terms “manager” and “leader” are synonymous. Inrepparttar 119528 business world, they are often used interchangeably, i.e. “team leader”, “team manager”, “project manager” - you getrepparttar 119529 idea. And why not? After all, leaders and managers do basicallyrepparttar 119530 same thing, right?

In some instances, there do seem to be commonalities betweenrepparttar 119531 two and management techniques are sometimes confused with leadership traits. However, there are, I believe, some key distinctions to be made that radically separaterepparttar 119532 two.

Here then, are what I consider to be some key differences between a leader and a manager:

1. A manager administers. A leader innovates.

Managers take policies and procedures and ensure that they are carried out. Leaders are constantly challengingrepparttar 119533 “status quo” to achieve bigger and better things.

2. A manager maintains. A leader develops.

As long as things are running smoothly,repparttar 119534 manager is typically happy. The leader is never satisfied withrepparttar 119535 “status quo” or “the way we’ve always done it”. Leaders are constantly asking for more and bigger things – of themselves as well as those they lead.

3. Managers rely on control. Leaders inspire trust.

Managers can feel threatened by subordinates who don’t seem to be “towingrepparttar 119536 line”. In doing so, they create a co-dependency inrepparttar 119537 subordinates who, in turn, rely onrepparttar 119538 manager to dictate nearly every step ofrepparttar 119539 process. Leaders know how to tap intorepparttar 119540 inherent strengths of those they lead and then foster those strengths torepparttar 119541 benefit ofrepparttar 119542 organization.

4. A manager has his eye only onrepparttar 119543 “bottom line”. A leader has his eye onrepparttar 119544 horizon as well.

In orienteering (using a map and compass) you must set your sights on a distant object to get an accurate bearing. If you take only short-range sightings, it is much more likely you will stray far offrepparttar 119545 right course. Inrepparttar 119546 same way, “bottom lining” only without also “visioning” can result in ending up at a destination you did not plan on.

5. The manager imitates. The leader originates.

How To Take The Pain Out Of Performance Reviews

Written by Lora J Adrianse

The Painful Approach For many years, "performance management" was of an annual event dreaded by bothrepparttar management andrepparttar 119527 workforce. For a week or two every yearrepparttar 119528 manager would virtually isolate himself and ponderrepparttar 119529 stack of review forms staring him inrepparttar 119530 face. Chances are there was very little data tracked, so he'd try to rack his brain forrepparttar 119531 past year so he could "evaluate" his employees. Inrepparttar 119532 meantime, a silent tension was building within each ofrepparttar 119533 employees. Always anticipating a "surprise", they had no idea what to expect. After all, "how far back couldrepparttar 119534 manager remember?" and "what will he remember?" Regardless ofrepparttar 119535 outcome, everyone would breathe a sigh of relief when it was over.

It's Different Today Today more than ever before,repparttar 119536 entire performance management process is inrepparttar 119537 spotlight. Companies need factual, reliable systems to make tough business decisions. Performance management data is being used not only to measure individual performance, but also to measure benchmark strength,repparttar 119538 potential human capital, andrepparttar 119539 performance of segments withinrepparttar 119540 company. It's all crucial today, and it's here to stay.

The timing is perfect for managers to optimize performance review processes and engage each employee inrepparttar 119541 process.

The Possibilities Imagine what it would be like ifrepparttar 119542 annual performance review process transformed into an annual strategy session. No tension, no getting blindsided and no negative energy. A time forrepparttar 119543 manager and employee to come together to reflect onrepparttar 119544 past year, formally acknowledge accomplishments, strategize development opportunities and identify goals. Yes, there would still be a fair amount of time involved, but wouldn't it be worth it if bothrepparttar 119545 manager andrepparttar 119546 employee could walk away feeling good about it?

Creating a partnership approach torepparttar 119547 performance review process not only produces powerful results, but also empowers employees. By proactively contributing torepparttar 119548 process, employees feel more in-control, and are motivated to perform better and achieve more.

How To Create A Partnership Approach To Performance Management

The First Ground Rule As with most new processes, communication isrepparttar 119549 essential factor that can determinerepparttar 119550 success or failure of your initiative, and especially a change. So,repparttar 119551 ground rule is, communicate openly, honestly, often, and completely.

Getting Started Start with communication to your team. Tell them what, why, and especially, what's in it for them. Then schedule a series of meetings with them to work throughrepparttar 119552 details as suggested below. It's extremely beneficial to get a volunteer to documentrepparttar 119553 outcome of each meeting. Afterrepparttar 119554 meeting sendrepparttar 119555 document back torepparttar 119556 group to confirm and/or clarify agreements.

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