Managers,amp,Leaders,-Why,CEOs business, insurance Managers & Leaders -Why CEOs Need a Leadership Pipeline

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Often, the words manager and leader are usedinterchangeably. It might be so because, in real world people have onlyone designation. For example, CEO, VP Marketing, CFO, Operations Head,and several common designations do not say anything about leadership ormanagement. Individuals charged with responsibilities have to play boththe roles. But some people tend to predominantly displaycharacteristics of leaders or managers.AdjectivesLetus start with the adjectives used to describe them. Leaders aredescribed as great, strong, visionary, inspiring, creative, ....or onthe negative side as destructive or weak. These adjectives are not usedwhen we talk about managers. We refer to managers as efficient, quick,meticulous,.... and on the negative side as inefficient, bumbling, orconfused.Seeing thingsIndividualshave to act either as managers or leaders depending on thecircumstances. But their inherent or default behaviors can bediscerned. Those who are inherently managers usually have a narrow orblinkered vision. Managers will exclusively focus on their areas -competency, group, department, division, or company. This allows themto get after immediate tasks. Leaders, in their broad sweep of vision,take in longer value chains, non-obvious competition, and likely marketdestroyers. Having done, that leaders are much better in seeing thingsas they are in a brutally frank way. Managers are likely to see thingsin ways that will simplify their choices and defend their decisions. Anoperations manager may rationalize presence of excessive inventory tomeet delivery targets. If the operations manager is a strong leader shewill seek to find out how to bring flexibility and speed in operationsso that lower inventory is enough.GoalsManagers manage resources to produce planned outcomes. Leaders will mobilize resources for desiredresults. She, as a leader, will think a great deal in deciding what isdesirable. For example, a production manager will use allowed tolerancebands to meet the targets, a person who has strong leadership traitsmight accept this as short term compromise but will soon put in placeprocess improvements necessary to avoid such trade-offs in future.Fall in line?Managers,obsessed as they are about 'running the show' or 'not rocking theboat', stress on uniformity and conformance. Have you made thecomparison of various vendors in the standard format? -they will ask.Managers will try and avoid 'judgment' to the extent possible. Leaderswill go beyond. They will ask questions about the owners, theirpriorities, their commitments which may not fit into a standard format.Leaders will not hesitate to 'judge'. They will stand by their choice.Managers would be content in proving that their decision making adheredto the approved procedure. If one of the team members has some specialtalent which can justify some re-organization of work, leaders will goahead and do that. Managers will try and talk to the talented personand ask her to fall in line.FrameworkManagerswork well within the existing framework if not in spirit but inletters. Leaders think about the ultimate accountability that comes byholding a job and will establish appropriate framework. Faced withbudget limits for quality improvements, a leader will invoke the'higher' values, argue her case by mentioning likelihood of a muchlarger loss of goodwill and revenue in future than the extraexpenditure being proposed.Managers will avoidconflict through trade-offs. They will find out what is possible and goabout achieving it efficiently. Leaders will expand the zone of what ispossible and choose from much larger sweepstakes. In the process, ifthere are conflicts they will not alter the goals just to avoid theconflicts. Managers bring efficiency in doing what is possible. Leadersbring effectiveness by going after what is desirable.Motivate or inspire?Managersreward people for work done. Leaders make the work rewarding by showingpossibilities, extending horizons, and raising great visions. Whilegoing after the larger goals, leaders challenge themselves and theirpeople to do what might be considered to be very difficult. Leaders usesuch situations to develop their people. Leaders invest their time indeveloping people through coaching. Managers invest company's money tonominate people for training. Through all this, leaders inspire people,whereas managers try to 'motivate' people. Leaders are good in learninglessons from life and work and are even better at applying them toachieve worthwhile goals. They use their stories to develop theirpeople into better leaders. Managers too learn their lessons but theymay be content in using them to avoid trouble or to survive.Leadership pipelineGoodmanagers work hard. Great leaders are not content with hard work alone;they are obsessed about achieving more from less. They bring in changeand regeneration. In order to sustain and thrive amidst change,organizations need leaders at different levels. CEO s need to plan fora leadership pipeline. Article Tags: Leadership Pipeline