It has been a while since I’ve written on this topic. Considering the hefty increase over the last few months in subscribers to this blog it feels like it’s time again. The terms “managing” and “leading” are often used interchangeably, but they represent distinct aspects of organizational and team dynamics. While there is some overlap, they emphasize different roles and functions within a group or company.
Simply put, we manage “stuff” and we lead people. “Stuff” includes everything that isn’t people. Things like spreadsheets, buildings, inventory, equipment, budgets and a ton of other “stuff.” Leadership is about people and it’s only about people. People will always resist being managed because it’s human nature to resist being treated like a piece of equipment.
People insist on being led. That might not be a conscious insistence but it’s as real as can be. Most of what HR professionals would describe as “personnel issues” stem from trying to manage people who insist, whether consciously or subconsciously, on being led.
The sustainability of an organization depends on both sound management and effective leadership. It also depends on understanding the unique characteristics of each.
Here’s a breakdown of the actual differences between managing and leading:
Focus and Scope:
• Managing: Primarily focuses on tasks, processes, and resources. Managers are responsible for planning, organizing, and controlling day-to-day activities to achieve specific objectives. Their focus is often on efficiency, coordination, and problem-solving.
• Leading: Primarily focuses on people. Leaders inspire and motivate individuals or teams to achieve a common vision or goal. Their focus is on aligning people with the organization’s mission, values, and long-term objectives.
Role and Authority:
• Managing: Involves the allocation and coordination of resources, making decisions, and ensuring that tasks are completed efficiently. Managers typically have authority based on their position within the organizational hierarchy.
• Leading: Involves influencing and inspiring others to follow a shared vision. Leaders may not always have formal authority, as their influence can stem from personal qualities, vision, or expertise.
Orientation:
• Managing: Tends to be more task-oriented. Managers are concerned with how to achieve specific goals, meet deadlines, and efficiently use resources.
• Leading: Tends to be more people-oriented. Leaders focus on building relationships, fostering collaboration, and creating a positive organizational culture.
Timing:
• Managing: Often involves short-term planning and execution. Managers deal with immediate issues, problems, and operational aspects of the organization.
• Leading: Often involves long-term vision and strategy. Leaders look ahead, setting the direction for the organization and navigating it through changes and challenges.
Control vs. Inspiration:
• Managing: Involves control mechanisms to ensure that tasks are completed as planned. Managers use authority, rules, and systems to maintain order.
• Leading: Involves inspiring and motivating others. Leaders appeal to emotions, values, and aspirations to encourage commitment and engagement.
Risk-Taking:
• Managing: Generally focuses on minimizing risks and maintaining stability. Managers often work within established procedures and protocols.
• Leading: Involves taking calculated risks to pursue innovation and change. Leaders are more likely to challenge the status quo and encourage experimentation.
In practice, effective leadership often requires a combination of management skills. Successful organizations recognize the importance of both managing and leading and may seek individuals who can balance these roles to achieve overall success and sustainability.