Leadership and Management are two often overused and misunderstood words. Mistakenly applying them on paper is harmless. However, misappropriating them in the workplace can be catastrophic. What's the difference, and why does it matter? Give me 3 minutes to explain.
Defining Terms
There are almost as many definitions of leadership as there are leaders. According to Warren Bennis, a pioneer in leadership studies, "Leadership is the capacity to translate vision into reality." After studying, practicing, and experiencing success and failure with the concept for nearly three decades, I've formulated my own definition. Leadership is envisioning a different future, identifying a pathway to that future, and inviting and inspiring people to join you on the journey.
Although complementary, management is altogether different. In my humble opinion, Management is working within the current state of an organization to leverage existing people, processes, and technology to improve and optimize outcomes.
While very different, leadership and management are not mutually exclusive. By this, I mean two things. First, it's rare that you can separate the two completely. It's not uncommon for me to coach people on the importance of optimizing current state outcomes (Managing), because health and efficiency in the immediate are essential building blocks for our future (Leading). To motivate people about the importance of the former, you must inspire them with the possibility of the latter.
Second, anyone overseeing employees (regardless of their level in an organization) needs some skill at both. As you move from the front line to the C-Suite, the imperative to lead grows while the need to manage diminishes. However, no employee can fully function without some degree of competency in both realms. Front-line overseers typically spend a high percentage of time managing yet still spend some time leading (often by reinforcing the vision cast by leaders higher in the organization). The opposite is true of senior executives who spend a disproportionate percentage of time living in the future. However, they do need to allocate some time to ensure the business is optimized and healthy. The chart below illustrates this dynamic.
If you're unclear on the distinction between leadership and management, you might find yourself (or others) playing out of position. Think about a football game where two players mistakenly attempt to play the same position or execute different plays simultaneously. Whistles blow, illegal motion penalty flags fly, and players on the same team sometimes collide. It results in poorly executed plays at best.
Comparing and Contrasting
Arguably, leadership and management are of equal importance. Both matter greatly to the people in an organization. Sure, companies tend to pay leaders more than managers. But make no mistake, both matter.
The most successful organizations tend to have strength in both. These companies are efficient, and their processes are thoughtful and intuitive. They are highly profitable. And those profits are fueling strategic investments that are transforming vision into reality. These companies have an inspired future and clarity around stepping stones leading to it. The companies have engaged employees mobilized around an exciting adventure.
Contrast this with organizations having incompetent leaders and managers. These companies struggle to become and remain profitable. They often have high churn with their clients. They are safe havens for mediocre employees. On top of that, they have an uninspired vision and lack of direction. These organizations struggle to remain viable and often die a slow and painful death.
Putting it Together
When managers and leaders play their roles with excellence and ease, the outcomes can be extraordinary. With an inspired vision, a clear path to it, and financial fuel to fund it, well-managed teams of people outfitted with good technology, efficient processes, and high morale can accomplish nearly anything.
I recently read an article in which U2's lead singer, Bono, was interviewed about his early days with the band. His ethos was one that summarizes how I believe any of us should approach our roles. Regardless of our span of control or the size of our workplace, we should approach it like U2 in the early years. As Bono shared, "We played clubs, empty clubs, but we played them like it was a stadium. We played them like it was Madison Square Garden."
Whatever your role, play it like you're in a stadium.