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Are You a Manager or a Leader? Leadership Skills Needed More Than Ever Before Gregory P. Smith What is the difference between a manager and a leader? Answer: EVERYTHING. Many organizations suffer from lack of leadership. Leadership is the art and science of influencing the activities of others toward the achievement of goals by providing purpose, direction and motivation. A leader is a person that inspires you to take a journey to a destination you wouldn't go to by yourself. A manager maintains status quo. A leader charts a course and constantly looks over the horizon. Rapid changes in technology, an uncertain economy, competition, deregulation, increasing diversity of the workforce, and the threat of terrorism are factors forcing organizations to adapt quickly to new circumstances. Change in the business environment was at one time, orderly and incremental. In an orderly business environment managers do well. However, change is much more dramatic now. Peter Drucker puts it bluntly by saying, "Every organization has to prepare for the abandonment of everything it does. These factors require leadership abilitythe ability to lead not manage. Following is a table comparing and contrasting the main differences of both the manager and the leader: MANAGER LEADER

-Planning and budgeting - Provide direction even when it is unpopular -Organizing and staffing - Provides guidance and counsel -Follows orders - People follow their example -Controlling and solves problems - Motivates and inspires -Maintains control and order - Creates change -Protects status quo - Builds relationships and trust -Writes memorandums - Trains and teaches - Follows rules and regulations - Questions rules and regulations -Technical orientation - Strategic orientation The Traits of an Effective Leader Leaders do not become leaders because of an election, title or job description. Some believe that people are born natural leaders. Some people believe managers are leaders. These statements can't be further from the truth. The title leader is bestowed upon an individual--it must be earned. People only become leaders when they are accepted as leaders. While some leaders seem to have a charismatic talent, most people become good leaders by trail and error. Leadership is learned. Consider George W. Bush who began his presidency upon a controversy. The media made fun of his speaking ability and was condescending to his education and achievements. Then 911 struck America and the real George W. Bush seemed to

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emerge. His ability to lead under duress was proven and his popularity, credibility and his capable decision making transformed him into an effective President. He was elected as the President, but his response to terrorism made him a leader. There are eight main traits leaders seem to share: 1) They have a clear mission-Good leaders have a defining mission in their life. This mission is called many things...a purpose, an obsession or a calling. Whatever it is called is unimportant. But what is important is that this mission, above all other traits, separates managers from leaders. The movie Pvt. Ryan clearly demonstrated this point. The Captain (Tom Hanks) was able to unite his men and create purpose toward their horrific mission to find and rescue Pvt. Ryan. 2) They create a vision. A clear picture of a future goal will help its achievement. Good leaders have big ideas and dare others to be great. Billy Payne ignited a vision in the hearts and minds of the people of Georgia and the world. His vision caught fire and brought the Centennial Olympics to Atlanta in 1996. Despite criticism and naysayers, it was one of the best games ever. When the games ended, Billy Payne said, I am a nondescript, regular old person who had an idea. 3) They trust their staff/employees. An effective leader is not a micro-manager. Responsibility is pushed down through the ranks to rely on the ideas and energies of all the workforce. This delegation of authority requires that employees have a voice in the decision-making process which magnifies the leaders ability to effectively lead others. 4) They keep their heads in a crisis. Leaders take a position and defend it when things go awry. Being graceful and brave under fire is the surest way to building credibility. 5) They encourage risk-taking. If an organization does not examine new ways of doing things, if it does not push out its boundaries, if it never makes mistakes - they may become roadkill. Herb Kelleher, former CEO of Southwest Airlines, has a nonconformist leadership philosophy. Herb feels everyone is a leader and he empowers people to make decisions. To fight bureaucratic rules and regulations, he pushes decision making authority to the lowest possible level. As Herb says it, "We tell our people that we value inconsistency." 6) They are experts. Good leaders are intimately familiar with their organizations products and services. Nothing replaces experience on the front-line. All executives, managers and supervisors should spend time on the front-line finding out what is happening and what is in the way of keeping the workforce from doing their best. Again, it is a question of establishing credibility. People know immediately when a superior is 'winging it' and they stop listening. 7) They know what is essential. Leaders have a remarkable ability to zero in on what is important. They can simplify complex problems elegantly without taking the easy way out.

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8) They are teachers and mentors. In this rapid changing environment, organizations must create a learning environment. The senior people must be teaching and training those who may soon replace them. We are not necessarily talking about formal classroom training. We need leaders talking to people In the hallway, on the loading dock . . . everywhere. Everyone should be mentoring someone. Whether you call yourself CEO, president, leader, manager, elected official, religious leader or supervisor, we are expected to set the example for others. The needs of those we lead should come before OUR needs. Management is an 8 to 5 obligation. Leadership is a 24 hour-a-day responsibility. Free by e-mail/fax: If you would like a free subscription to the Navigator newsletter please fax us your letterhead or E-mail us at 770-760-0581/info@chartcourse.com. Gregory P. Smith shows managers how to become better leaders and how to build productive and profitable work environments that attract, keep and motivate their nd workforce. Prior to starting his own company, he went from 2 Lieutenant to Lieutenant Colonel, building his career on the front-line as an U.S. Army Officer. He was a consultant to the U.S. Army Surgeon General and served as Director of Quality and Strategic Planning for the U.S. Army Medical Department. He is the author of four books including, The New Leader, and Here Today Here Tomorrow: Transforming Your Workforce from High-Turnover to High-Retention. He speaks at conferences, conducts training programs and is the President of a management consulting firm called Chart Your Course International located in Conyers, Georgia. Phone him at 770860-9464. More articles available: http://www.chartcourse.com